{ "entity_id": "TAS-TasNetworks", "folder": "TasNetworks", "name": "TasNetworks", "type": "Government-Owned Corporation", "jurisdiction": "TAS", "portfolio": "Energy", "website": "https://www.tasnetworks.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 14, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "official_site_url": "https://www.tasnetworks.com.au/", "source_documents": [ { "type": "annual_report", "title": "TasNetworks Annual Report 2024-25", "url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2023-24", "url": "https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2022-23", "url": "https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2022 release.pdf", "url": "https://www.tasnetworks.com.au/config/getattachment/23bb4100-c385-4a87-9722-4082a399b7cd/TasNetworks-Annual-Report-2022-release.pdf", "period": "2022", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2021-22", "url": "https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "Launch of TasNetworks Innovate Reconciliation Action Plan (RAP)", "url": "https://www.tasnetworks.com.au/config/getattachment/f06a9b62-f520-417d-9c59-81115541663b/Launch-of-TasNetworks-Innovate-RAP-April-2024.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "TasNetworks Launches Reconciliation Action Plan", "url": "https://www.tasnetworks.com.au/config/getattachment/97b19ecd-bd84-406a-a994-4224af2be207/TasNetworks-Launches-Reconciliation-Action-Plan.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Energy Strategy and Bell Bay Aluminium", "url": "https://www.tasnetworks.com.au/config/getattachment/c965ef20-1933-4557-89fc-0efab1c541ff/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "TasNetworks welcomes draft Tasmanian Energy Strategy", "url": "https://www.tasnetworks.com.au/config/getattachment/4c7e8933-0c39-4a6a-b8ff-a5512d744137/TasNetworks-welcomes-draft-Tasmanian-Energy-Strategy.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": { "text": "Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Understand and respond to our customers and communities", "description": "Understand and respond to our customers and communities", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "Deliver operational excellence", "description": "Deliver operational excellence", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "Innovate in a targeted way", "description": "Innovate in a targeted way", "source_url": "", "source_page": 12, "source_deep_url": "" } ], "values": [ { "name": "Safety", "description": "", "source_url": "", "source_page": null }, { "name": "Reliability", "description": "", "source_url": "", "source_page": null }, { "name": "Affordability", "description": "", "source_url": "", "source_page": null }, { "name": "Innovation", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Enhance the safety and wellbeing of our people", "description": "We understand our services are critical and need to be reliable, and we recognise our role to create value for Tasmania. We have metrics focused on the physical, psychological, and environmental wellbeing of these stakeholders. [AR p.13]", "activities": [ "Maintaining and replacing network infrastructure", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Supply reliable essential services", "description": "We do not compromise the safety and wellbeing of our people, our customers, and our communities. We have an opportunity to proactively drive reliability and sustainability for the Tasmanian community. [AR p.13]", "activities": [ "Connecting new customers to the network", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Provide a sustainable financial return", "description": "We seek to balance affordable prices for customers and provide sustainable profits to our owner, the State of Tasmania. We are focused on the efficiency of our operations, so our profits can be reinvested to benefit the Tasmanian community. [AR p.13]", "activities": [ "Delivering value for our customers", "Meeting their expectations in every action we take" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Deliver value for our customers", "description": "We strive to deliver value for our customers and meet their expectations in every action we take. Our focus is on the quality of customers’ and other stakeholders’ experiences with us and how we performance against their needs and expectations. [AR p.13]", "activities": [ "Balancing affordable prices for customers", "Providing sustainable profits to our owner" ], "source_url": "", "source_page": 13, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Customer satisfaction rating", "target": "8/10", "latest_result": "7.5/10", "status": "Partially achieved", "target_source_url": "", "target_source_page": 12, "result_source_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "result_source_page": 10 }, { "code": "NWTD01", "measure": "Completion of North West Transmission Developments Stage 1", "target": "Construction projected to start in 2026", "latest_result": "Construction projected to start in 2026", "status": "Not achieved", "target_source_url": "", "target_source_page": 25, "result_source_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "result_source_page": 25 }, { "code": "WADA01", "measure": "Completion of Waddamana to Palmerston transfer capability upgrade", "target": "Project under assessment", "latest_result": "Project under assessment", "status": "Not achieved", "target_source_url": "", "target_source_page": 29, "result_source_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "result_source_page": 29 } ], "document_alignment_terms": { "must_support": [ "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4]", "Understand and respond to our customers and communities", "Deliver operational excellence", "Innovate in a targeted way" ], "watch_terms": [ "Customer satisfaction rating", "Completion of North West Transmission Developments Stage 1", "Completion of Waddamana to Palmerston transfer capability upgrade" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# TasNetworks — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)\n\n## Vision\n\n> Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=4) [CP p.4]\n\n## Our purpose / purposes\n\n> TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=4) [CP p.4]\n\n## How we deliver\n\n> Our field-based team members are located at four major resource centres in Cambridge, Rocherlea, Devonport, and Burnie, and at sub-stations and regional depots across the state. Our training centre is in Mornington, and we have administrative offices in Lenah Valley and Rocherlea. [AR p.4](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=4) [CP p.4]\n\n## Government priorities for this department\n\n- Understand and respond to our customers and communities [CP p.12]\n- Deliver operational excellence [CP p.12]\n- Innovate in a targeted way [CP p.12]\n\n## Outcomes\n\n### Enhance the safety and wellbeing of our people\nWe understand our services are critical and need to be reliable, and we recognise our role to create value for Tasmania. We have metrics focused on the physical, psychological, and environmental wellbeing of these stakeholders. [AR p.13](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=13) [CP p.13]\n\n**Key activities:**\n- Maintaining and replacing network infrastructure\n- Investing in the network to support capacity growth\n- Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)\n\n### Supply reliable essential services\nWe do not compromise the safety and wellbeing of our people, our customers, and our communities. We have an opportunity to proactively drive reliability and sustainability for the Tasmanian community. [AR p.13](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=13) [CP p.13]\n\n**Key activities:**\n- Connecting new customers to the network\n- Investing in the network to support capacity growth\n- Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)\n\n### Provide a sustainable financial return\nWe seek to balance affordable prices for customers and provide sustainable profits to our owner, the State of Tasmania. We are focused on the efficiency of our operations, so our profits can be reinvested to benefit the Tasmanian community. [AR p.13](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=13) [CP p.13]\n\n**Key activities:**\n- Delivering value for our customers\n- Meeting their expectations in every action we take\n\n### Deliver value for our customers\nWe strive to deliver value for our customers and meet their expectations in every action we take. Our focus is on the quality of customers’ and other stakeholders’ experiences with us and how we performance against their needs and expectations. [AR p.13](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=13) [CP p.13]\n\n**Key activities:**\n- Balancing affordable prices for customers\n- Providing sustainable profits to our owner\n\n## Values and principles\n\n_None_\n\n- Safety\n- Reliability\n- Affordability\n- Innovation\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 | Customer satisfaction rating | 8/10 | CP p.12 |\n| NWTD01 | Completion of North West Transmission Developments Stage 1 | Construction projected to start in 2026 | CP p.25 |\n| WADA01 | Completion of Waddamana to Palmerston transfer capability upgrade | Project under assessment | CP p.29 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Customer satisfaction rating | 7.5/10 | Partially achieved | [AR p.10](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=10)(https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=10) |\n| NWTD01 | Completion of North West Transmission Developments Stage 1 | Construction projected to start in 2026 | Not achieved | [AR p.25](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=25)(https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=25) |\n| WADA01 | Completion of Waddamana to Palmerston transfer capability upgrade | Project under assessment | Not achieved | [AR p.29](https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=29)(https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf#page=29) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# TasNetworks - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:01:00.638946+00:00\n**Entity ID**: TAS-TasNetworks\n**Entity type**: Government-Owned Corporation\n**Jurisdiction**: TAS\n**Portfolio**: Energy\n**Website**: https://www.tasnetworks.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 | 5 |\n| other-pdfs | 5 |\n| pages | 8 |\n| strategies | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 8]\nChair and CEO Our customers and Customer impact\nPrinciple 1 Principle 2 Principle 3 Principle 4 Principle 5 Appendices\nintroduction communities scorecard\nPrinciple 1\nElementary Emerging Evolved Empowered Exceeding\nCurrent (FY23-24)\nAspiring (FY24-25)\nWe will put customers at the Our customer segmentation models, annual customer\nü des ign and delivery of a bespoke engagement\ninsights and Revenue Reset engagement feedback\ncentre of our business and the leadership training program to build capability and\nwere foundational sources used to develop the strategy,\nengagement leadership\nenergy system.\nwhich aims to help ensure:\nü implementation of a new engagement group model\nü our customers are at the centre of our business\nBy better understanding what’s important to our that ensures our stakeholders are represented,\ninitiatives and decision-making\n Source: `other-pdfs/TasNetworks-Disclosure-2024--1.pdf (https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf)`\n- [Page 3]\nContents\nAbout us 2\nOur purpose\nOur vision\nWhat we do\nAbout this report\nFrom the CEO 6\nOur operating environment 7\nDistribution planner and operator\nTransmission planner and operator\nCustomer expectations and participation\nRegulatory, environmental, and societal requirements\nWorkforce and delivery\nDigital\nMajor outcomes for the half-year 10\nStrengthening the resilience and reliability of the network\nDelivering value for our customers and communities\nProgressing the North West Transmissions Development project\nOutlook for the remainder of the year 13\nDeliver value for our customers\nSupply reliable essential services\nProvide a sustainable financial return\nEnhance the safety and wellbeing of our people\nPerformance against Statement of Corporate Intent 15\nPerformance dashboard for the half-year ended on 31 December 2025\nIndividual major project update on delivery of milestones\n Source: `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)`\n- [Page 54]\nPerformance against our\nStatement of Corporate Intent\nKey business objective Performance Definition 24-25 target 24-25 result Outcome\nmeasure\nEnhance the safety Tier 1 incidents Number of serious injuries ≤ 8 4 Met\nand wellbeing of our or fatalities\npeople\n(actual and potential)\nEmployee % score at group-level ≥ 65 60 Not met\nengagement (%) from Culture Amp survey\nDeliver value for our Customer Customer satisfaction ≥ 7.6 7.5 Not met\ncustomers satisfaction score out of 10\nSupply reliable Transmission Loss of system supply >0.1 ≤ 4 7 Not met\nessential services reliability system minutes (LoS)\nDistribution System average ≤ 162 172 Not met\nreliability interruption duration index\n(SAIDI)\nProvide a sustainable Profit ($m) Net profit after tax ($m) ≥ 32.9 8.2 Not met\nfinancial return\nPerformance commentary The impact from these dual events can be seen in\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- [pages 41,42]\ning and monitoring\nthe TasNetworks Board of Directors and the TasNetworks\nregular financial and other reporting and approving\nExecutive Team.\nannual financial statements and reports; and\nThe Board is responsible for:\nSHAREHOLDER RELATIONS: Communication with\nOVERARCHING/PRINCIPAL GOVERNANCE: Members about any relevant matters, including\nleadership to and oversight of TasNetworks, including TasNetworks’ ability to achieve its objectives, purpose or\nits control, accountability systems, setting strategic financial targets, reputational risks and emerging risks.\ndirection (including approval of corporate strategy and\nperformance objectives) and risk appetite (including\nreviewing and monitoring systems of risk management\nand internal compliance and control);\nTasNetworks Annual Report 2023-24 39\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n\n### Role and Functions\n\n- 2022 2021\n$’000 $’000\nCurrent:\nOvernight borrowings 40,550 38,700\nBorrowings 180,000 165,000\n220,550 203,700\nNon-current:\nBorrowings 1,871,300 1,846,300\n1,871,300 1,846,300\nTotal borrowings 2,091,850 2,050,000\nTasNetworks’ Treasury Risk Management Policy is to benchmark the debt portfolio to the Australian Energy\nRegulator’s benchmark used in determining the revenue allowance, which is to have 1/10th of the portfolio repricing\neach year from year 1 to 10.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- 2023 2022\n$’000 $’000\nCurrent:\nOvernight borrowings 24,050 40,550\nBorrowings 236,500 180,000\n260,550 220,550\nNon-current:\nBorrowings 1,934,800 1,871,300\n1,934,800 1,871,300\nTotal borrowings 2,195,350 2,091,850\nTasNetworks’ Treasury Risk Management Policy is to benchmark the debt portfolio to the Australian Energy Regulator’s\nbenchmark used in determining the revenue allowance, which is to have 1/10th of the portfolio repricing each year from\nyear 1 to 10.\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- 2024 2023\n$’000 $’000\nCurrent:\nOvernight borrowings 40,049 24,050\nBorrowings 260,000 236,500\n300,049 260,550\nNon-current:\nBorrowings 1,991,300 1,934,800\n1,991,300 1,934,800\nTotal borrowings 2,291,349 2,195,350\nTasNetworks’ Treasury Risk Management Policy is to benchmark the debt portfolio to the Australian Energy Regulator’s\nbenchmark used in determining the revenue allowance, which is to have 1/10th of the portfolio repricing each year\nfrom year 1 to 10.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- 22002255 22002244\n$$’’000000 $$’’000000\nCCuurrrreenntt::\nOvernight borrowings 22,900 40,049\nBorrowings 284,300 260,000\n330077,,220000 330000,,004499\nNNoonn--ccuurrrreenntt::\nBorrowings 1,977,000 1,991,300\n11,,997777,,000000 11,,999911,,330000\nTToottaall 22,,228844,,220000 22,,229911,,334499\nTasNetworks' Treasury Risk Management Policy is to benchmark the debt portfolio to the AER's benchmark used in determining the\nrevenue allowance, which is to have 1/10th of the portfolio repricing each year from year 1 to 10.\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- [Page 3]\nContents\nAbout us 2\nOur purpose\nOur vision\nWhat we do\nAbout this report\nFrom the CEO 6\nOur operating environment 7\nDistribution planner and operator\nTransmission planner and operator\nCustomer expectations and participation\nRegulatory, environmental, and societal requirements\nWorkforce and delivery\nDigital\nMajor outcomes for the half-year 10\nStrengthening the resilience and reliability of the network\nDelivering value for our customers and communities\nProgressing the North West Transmissions Development project\nOutlook for the remainder of the year 13\nDeliver value for our customers\nSupply reliable essential services\nProvide a sustainable financial return\nEnhance the safety and wellbeing of our people\nPerformance against Statement of Corporate Intent 15\nPerformance dashboard for the half-year ended on 31 December 2025\nIndividual major project update on delivery of milestones\n Source: `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)`\n- The\nuse and generate energy continues to change. plan is underpinned by 6,000km of new transmission\nnetworks to deliver renewable energy to cities, industry,\nExtreme weather driving rising climate risk to and between states.5 With hydro generators playing\ndistribution assets a pivotal role in firming renewables during low-\ngeneration periods and network outages, the draft plan\nClimate change is increasing the physical risk to our\npositioned Project Marinus and North-West Transmission\ndistribution assets through both frequency and severity\nDevelopments (NWTD) as key enablers.5\nof weather events, including extreme rain days, and\nacute bushfire and wind conditions.2 Spring 2025 in\nTasmania was cooler and 39 per cent wetter than average\n(the wettest since 1988) with multiple severe weather\nwarnings issued in September and October, largely due to\ndamaging winds.\n Source: `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)`\n\n### Strategic Priorities\n\n- In 2022-23, TasNetworks successfully executed a number Our program focus for 2023-24:\nof initiatives that make up our Transformation Program,\nidentified as part of a Strategic Review run to assess the • Streamline the core works delivery processes to\nway we do business in late 2021-22. reduce lead times, maximise productivity, and allocate\ncritical resources to the right priorities to drive\nTasNetworks:\ncustomer value.\n m aintained a heavy focus on driving the • Implement digital solutions and organisational\norganisational re-design of the business, which saw frameworks aligned to strategy, to empower our\n85 per cent of the teams’ new structures approved; people in the field and support excellence.\n s uccessfully redeployed a number of team members • Build our capability and prepare our people for the\nto new roles within the business;\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- PRIORITY #BetterTogether initiatives: Endorsed by the Energy Charter CEO Council to deliver strategic priorities for our customers and communities\nTitle Timing Principle Description Customer outcomes/impacts\nKnock to Stay May 2023 – 5 Co-designed nationally by customer groups, community Helped avoid 377 of 580 (65%) of planned\nConnected ongoing organisations, retailers and networks, this initiative involves disconnections for Tasmanian energy users.\n Source: `other-pdfs/TasNetworks-Disclosure-2024--1.pdf (https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf)`\n- [Page 27]\nHow feedback shaped our Combined Proposal\nPriority How we have responded\nAffordable for all • We constrained our capital expenditure, resulting in forecasts in line with\nthe AER’s approved allowances for our current regulatory control period\n(2019-2024).\n• Our base operational expenditure forecasts maintained our position as an\nefficient Network Service Provider (compared against the AER’s economic\nbenchmarking standards).\n• We are aiming to achieve a productivity improvement of 3 per cent in\n2024-25, and 0.5 per cent for each subsequent year.\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- Tapping into such low cost/high volume\n33% Government to stimulate economic recovery in\nA e v x o p id a e n d s i R on EZ Avoid e e n d e u r n g s y erved to regional communities in dispatchable energy resources means that Project the wake of COVID-19\ncosts\nContribution 9% Tasmania and Victoria, based Marinus will be a significant contributor to Australia’s\nAvoided by each of Reha c b o i s li t t s ation emissions reduction ambitions, being a cost-effective ◊ High priority initiative by Infrastructure\nf g ix e e n d e r c a o t s o t r s 8% ben m ef a it r s k c e l t a ss 3% A b s n e e c n r i v l e l i f a c it r e s y co S n y d n e c n h s r e o r n s o a u n s d on expert modelling. means to rapidly cut emissions, leading to savings Australia\nsystem strength\nof up to 70 million tonnes of CO2 equivalent.\n Source: `other-pdfs/TasNetworks-Annual-Review-2021.pdf (https://www.tasnetworks.com.au/config/getattachment/f1ec5af4-c473-436b-98ac-a4dbef271f9a/TasNetworks-Annual-Review-2021.pdf)`\n- [Page 18]\nAppendix C: Social License Guideline - Progress against Priority Actions Checklist\nNot currently available Participation fees\n Consideration and communication around undergrounding\nIn construction phase Upgrades and maintenance activities in construction and operations\n Addressing power imbalances between transmission businesses and\nlandholders\n A designated person, 24/7 contact number and facilitated engagement\n Regional engagement teams\n Placement of towers to minimise impacts\n Provide clear schedules, detailing requirements for access\n Easy and timely access to records of access on request\n Clear steps and contacts for complaints\n Transparent, plain English information regarding compensation\nWorking towards Annualised compensation\n Easy and timely access to compensation for professional costs\nWorking towards Proactive, tailored education programs on safety\n Source: `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/3f142fb9-eabc-4c69-9805-c72e174f426d/TasNetworks-Disclosure-Report-2022-23.pdf)`\n- [Page 21]\nChair and CEO Our customers and Customer impact\nPrinciple 1 Principle 2 Principle 3 Principle 4 Principle 5 Appendices\nintroduction communities scorecard\nTitle Timing Principle Description Customer outcomes/impacts\nBetter Practice Social May 2023 – 3 The guidance was developed as a collaboration by six The 12-month independent review was released\nLicence Guideline May 2024 Transmission Network Service Providers (TNSPs) and a in June 2024 and assessed TNSP progress towards\nCommunity Outcomes Group (COG) comprising membership implementing the Priority Actions and Better Practice\nfrom state and national agricultural representative groups, it Opportunities.\n Source: `other-pdfs/TasNetworks-Disclosure-2024--1.pdf (https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf)`\n- Keeping prices affordable is a priority for customers, which\nshaped our proposal in the following ways:\n• We constrained our capital expenditure, resulting in forecasts in line with the AER’s approved allowances\nfor our current regulatory control period (2019-2024).\n• Our base operational expenditure forecasts maintained our position as an efficient Network Service\nProvider (compared against the AER’s economic benchmarking standards).\n• We are aiming to achieve a productivity improvement of three per cent in 2024-25, and 0.5 per cent for\neach subsequent year.\n Source: `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/3f142fb9-eabc-4c69-9805-c72e174f426d/TasNetworks-Disclosure-Report-2022-23.pdf)`\n- [pages 25,26,27,28]\nltural\nto our vision for reconciliation and taking significant interaction – specifically explored in our Innovate RAP.\nactions as a business, cognisant of how we can utilise\nThis plan includes 15 actions and 56 deliverables under\nour circle of influence to contribute to reconciliation and\nthe pillars of Relationships, Respect, Opportunities and\ncreate meaningful change in Australia.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- Derwent Catchment Project Protecting threatened birds\nThrough our Strategic Weed Management Program, TasNetworks recorded eighteen threatened bird incidents\nTasNetworks continues to invest in collaborative in 2024-25 (17 Tasmanian wedge-tailed eagles and 1 grey\nefforts to control and eradicate high-priority weeds goshawk).\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- If adjusted for\nthe September 2024 storm impact, customer satisfaction\nSafety remains a critical priority for us, supporting our\nperformance would have met the 2024–25 target of 7.6.\npeople both in the field and in the office.\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 52]\nPerformance against our\nStatement of Corporate Intent\nPerformance measure 2023-24 target 2023-24 result\nEnhance the safety Significant incidents ≤ 4 10 \nand wellbeing of our\nReportable incidents ≤ 42 25\npeople\nTotal recordable injury frequency rate ≤ 2 6.4 \n(TRIFR)\nEmployee engagement ≥ 67 % N/A \nSafety and wellbeing plan Advanced Established \nDeliver value for Customer satisfaction ≥ 7.6 7.2 \nour customers\nEase of doing business ≥ 7.8 7.5 \nNorth West Transmission Development Achieved Target not met \n(NWTD) connections milestones milestones1\nSupply reliable Distribution: Unplanned minutes off ≤ 160.0 181.6 \nessential services supply per customer\nTransmission: Loss of supply events ≤ 4 4 \n> 0.1 system minutes\nProvide a sustainable Underlying net profit after tax ($ million) ≥ 19.5 15.42 \nfinancial return\nOperating expenditure for regulated ≤ 149.2 174.93 \n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- [Page 59]\nPerformance\nagainst our Statement\nof Corporate Intent\nPerformance measure 2021-22 target 2021-22 result\nLift Safety and\n‘Established’ level\nSafety and Wellbeing Plan Wellbeing maturity to\nmaintained\n‘Established’ level\nSafety, Wellbeing and Total recordable injury frequency\n< 5.5 4.0\nEnvironment rate\nSignificant incidents1 < 8 5\nReportable incidents2 < 55 49\nCustomer net promoter score > + 12 + 21\nCustomer satisfaction > 7.6 7.6 _\nCustomer complaints – volume < 1,950 835\nBasic distribution connection\nOur Customers\napplications approved in 10 100% 100%\nbusiness days or less\nBasic distribution connections\n> 80% 82%\ncompleted on time\nNegotiated distribution customer\nconnections – Construction Phase > 80% 86%\non time\nOrganisation\nStrategic Review\nundertaken\nOur People Employee engagement > 67 % in 2021-22.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- [Page 60]\nPerformance measure 2021-22 target 2021-22 result\nNetwork service\nService incentive bonuses earned\n– transmission and distribution3 ≥ 3.4 (0.8) X\n($million)\nOur Business\nSustained cost management\nOperating expenditure ($m)4 < 172.7 178.5 X\nCapital expenditure ($m)5 224.7 226 _\n3 Service incentive bonuses and penalties are set by the AER.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- 5 Excludes capital expenditure associated with Project Marinus and North West Transmission Development\nPerformance measure 2021-22 target 2021-22 result\nTasNetworks consolidated performance\nRevenue ≥ 458.7 513.3\nEBITDA ($m) ≥ 294.9 322.7\nProfit after tax ($m) ≥ 20.1 39.7\nTransmission AEMO over\n(18.2)\nrecoveries\nUnderlying Profit after tax 21.5\nReturn on assets (%) ≥ 3.0 3.7\nReturn on equity (%) ≥ 2.0 3.7\nDividends ($million) ≥ 5.1 5.122\nGearing ratio (%) < 66.7 64.5\nLarge unregulated connections\nOur Owners Revenue ($million) ≥ 4.9 4.9\nEBITDA ($million) ≥ 3.3 4.4\nFortytwo24 Pty Ltd\n(includes unregulated telecommunications, data centre and IT services)\nRevenue ($million) ≥ 22.3 21.6 _\nProfit after tax ($million) ≥ 1.1 3.4\nProject Marinus\nContinue activities in\nthe Tender Preparation\nsubphase of the Design\nand Approvals (D&A)\nProject milestones phase, supporting On track\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- [Page 58]\nPerformance against our\nStatement of Corporate Intent\nPerformance measure 2022-23 Target 2022-23 Result\nSafety and Safety & Wellbeing (S&W) Plan Maintain Safety and Wellbeing ‘Established’ level \nWellbeing maturity at ‘Established’ level maintained\nTotal Recordable Injury Frequency ≤ 2 5.0 \nRate (TRIFR)\nSignificant incidents < 6 4 \nReportable incidents < 49 38 \nCustomer Customer net promoter score ≥ +18 +12 \nCustomer satisfaction ≥ 7.6 7.2 \nCustomer complaints – volume < 2,000 789 \nBasic distribution connections > 80% 84.5% \ncompleted on time\nNegotiated distribution customer > 80% 92% \nconnections – Construction phase\non time\nPeople Employee engagement ≥ 67% 55% \nOur Business\nNetwork service Service Incentive bonuses earned ≥ 3.4 4.6 \n– transmission and distribution\n($m)\nSustained cost Operating expenditure ($m) ≤ 175.7 179.8 \n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- [Page 54]\nPerformance against our\nStatement of Corporate Intent\nKey business objective Performance Definition 24-25 target 24-25 result Outcome\nmeasure\nEnhance the safety Tier 1 incidents Number of serious injuries ≤ 8 4 Met\nand wellbeing of our or fatalities\npeople\n(actual and potential)\nEmployee % score at group-level ≥ 65 60 Not met\nengagement (%) from Culture Amp survey\nDeliver value for our Customer Customer satisfaction ≥ 7.6 7.5 Not met\ncustomers satisfaction score out of 10\nSupply reliable Transmission Loss of system supply >0.1 ≤ 4 7 Not met\nessential services reliability system minutes (LoS)\nDistribution System average ≤ 162 172 Not met\nreliability interruption duration index\n(SAIDI)\nProvide a sustainable Profit ($m) Net profit after tax ($m) ≥ 32.9 8.2 Not met\nfinancial return\nPerformance commentary The impact from these dual events can be seen in\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- In some related stressors, and support a healthier, safer workforce.\nshort of target. cases, this raised expectations for service performance,\nIn the 2024–25 period we achieved a result well within our directly linking our Guaranteed Service Level outcomes 36% Feel there is a need for Reliability Improve reliability performance for two lower performing Tasmanian communities, addressing\nTier 1 incident target, meaning the exposure to potentially To address this, we are revising our Network Resilience improved reliability or the underlying supply reliability issues which can have adverse effects on both the amount/\nto stronger reliability.\n Source: `other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf (https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf)`\n- Achieve Final Investment\nAchieved in Q1 A positive Final Investment Decision was taken in August 2025\nDecision\nFinancial Close NWTD Result overview: NWTD is on track to achieve Financial Close in\nOn track\nStage 1: March 2026 March 2026\nSupply reliable essential services\nWe deliver and enable reliable essential services, and we recognise our role to serve and create value for the benefit of\nTasmanians\nMetric Half-yearly status Half-yearly commentary\nResult overview: Transmission reliability performance is within\nthe target for the half year.\n Source: `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)`\n- Two significant milestones are\nthe first Strategic Workforce Plan and the Refinement of Operating profit after tax exceeded the 2021-22 target\nthe Achievement and Development process that will be by $2.3 million and the prior year result by $0.04 million.\nimplemented in 2022-23.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- In 2022-23, TasNetworks successfully executed a number Our program focus for 2023-24:\nof initiatives that make up our Transformation Program,\nidentified as part of a Strategic Review run to assess the • Streamline the core works delivery processes to\nway we do business in late 2021-22. reduce lead times, maximise productivity, and allocate\ncritical resources to the right priorities to drive\nTasNetworks:\ncustomer value.\n m aintained a heavy focus on driving the • Implement digital solutions and organisational\norganisational re-design of the business, which saw frameworks aligned to strategy, to empower our\n85 per cent of the teams’ new structures approved; people in the field and support excellence.\n s uccessfully redeployed a number of team members • Build our capability and prepare our people for the\nto new roles within the business;\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- Performance Metrics 2022-23\nOverall customer metrics Target Result\n70% 71% \nCustomer trust\n60% 53% \nTasNetworks works in the customers best interest\n<7.6 7.2 \nCustomer Satisfaction\nCustomer net promoter score1 > + 12 + 11.52 \n< 1,950 789 \nCustomer complaints - volume\nVulnerable customer metrics Target Result\n\nInvestment in Tasmanian community groups $200,000 $222,448\n\nLife Support breaches 0 0\n4\nTasNetworks\n Source: `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/3f142fb9-eabc-4c69-9805-c72e174f426d/TasNetworks-Disclosure-Report-2022-23.pdf)`\n- [Page 7]\nSafety, Sustainability and Reliability Metrics Target Result\nReliability - Service incentive bonuses earned – transmission \n_> 3.4 4.59\nand distribution ($million)\nEnvironment 37 \nReportable incidents (49)\n< 49\n1\nSafety\nEnvironment 0 \nSignificant incidents\n< 6\n4\nSafety\n1 NPS measures customer loyalty by asking How likely would you be to recommend or speak highly of TasNetworks? (0 is\nExtremely Unlikely and 10 is Extremely Likely)\n2 Service incentive bonuses and penalties are set by the AER.\n Source: `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/3f142fb9-eabc-4c69-9805-c72e174f426d/TasNetworks-Disclosure-Report-2022-23.pdf)`\n- Distribution reliability | Year-to-date result: 103.5\n2025-26 target ≤160.0 | Outlook: At risk\nDeliver value for our customers\nTransmission reliability | Year-to-date result: 1\n2025-26 target ≤4 | Outlook: On track\nKey performance indicator:\nWe understand that our supply reliability is a core aspect\nCustomer satisfaction (CSAT) | Year-to-date result: 7.8\nof our customer experience and we will continue to\n2025-26 target ≥7.7 | Outlook: On track\nfocus on uplifting our performance in this area.\n Source: `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)`\n- [Page 16]\nProvide a sustainable financial\nreturn\nKey performance indicator:\nProfit ($m) | Year-to-date result: $30.3m\n2025-26 target ≥$32.0m | Outlook: On track\nProviding a sustainable financial return remains a critical\nway in which we continue to deliver value for Tasmanians.\n Source: `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $17 | Revenue Note 2024 2023\n$’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 286,947 285,636\nProvision of regulated transmission services* 153,721 168,410\nProvision of other non-regulated services 29,061 28,529\nCustomer contributions 29,936 19,164\n499,664 501,739\n(b) Other revenue\nRent and lease income 1,256 1,977\nInterest received 368 294\nGrants received - Marinus Link 2,805 7,298\nOther grants and su | `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)` |\n| $276.5 million, $11.7 million, 276.5 million, 11.7 million | This is consistent working\nTNC is well-positioned to capitalise on Tasmania’s\nwe have provided to the revenue reset team and links\nrenewable energy policy objectives and customer\nthe efficiency to operating within the allowance but still\nopportunities, enhance economic growth by enabling\ndemonstrates we are seeking continued efficiency.\ninvestment in the state, and provide substantial returns to\nCapital investment in our network, supporting syste | `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)` |\n| $552.6 million, $35.9 million, 552.6 million, 35.9 million | While revenue finished marginally favourable to budget\nat $552.6 million due to regulated revenues with higher\nconsumption and AEMO settlement residues, the driver of\nthe unfavourable result is attributable to operating costs,\nwhich finished unfavourable to budget by $35.9 million. | `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)` |\n| $18 million, 18 million | Revenue Note 2022 2021\n$’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 281,876 259,361\nProvision of regulated transmission services* 160,058 148,091\nProvision of other non-regulated services 27,233 26,160\nCustomer contributions 21,338 16,041\n490,505 449,653\n(b) Other revenue\nRent and lease income 1,862 1,859\nInterest received 20 102\nGrants received – Project Marinus A1 12,117 22,883\nOther grants | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| $272.2 , 56 staff | Enterprise\n56 staff completed\n38\nLeadership\nNegative\nBehaviours Group\nApprentices Community\n50/50\nemployed and career Call it Out Part 2 –\nevents 98%\ngender split\nattended\n• staff completed\nOur\nInvested The AER approved Bird Total bird\nfunding for early\nbusiness back into mitigation mitigation on\nworks on North\nour West Transmission installed on distribution\nDevelopments\nWe manage our assets to network (NWTD) Stage 1, distribution lines to date: | `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)` |\n| $12.8 million, 12.8 million | Likely developments and future results\nThe Department of Treasury and Finance has committed\nto pay the remaining $12.8 million in 2025–26 as part of Other than as already noted in this report, TasNetworks\nits carried forward budget commitments and is expected does not foresee any other material changes or likely\nto be received in early 2025-26. developments in its operations. | `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)` |\n| $13 million, $2.3m, $8.2 million, $24.8 million, 13 million, 8.2 million | 16 September 2024 of $13 million\n• additional unbudgeted interest costs of $2.3m\nProvide a sustainable financial\nassociated with delayed timing in receiving the equity\nreturn contribution following the sale of Marinus Link Pty Ltd\n• increased investment in the program of work to\nThe TasNetworks Group recorded an after-tax profit of\nmitigate risks in vegetation management and fault\n$8.2 million for 2024–25, below budget expectations by\nresponse.\n$ | `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)` |\n| $12.8 million, 12.8 million | TasNetworks paid nil dividends during financial year\nThe Department of Treasury and Finance has committed 2024-25 after accounting for the loss on sale of its\nto pay the remaining $12.8 million in 2025–26 as part of it subsidiary Marinus Link Pty Ltd.\ncarried forward budget commitments and is expected to\nSubsequent to the end of the financial year, the Board\nbe received in early 2025-26.\nhas not recommended the payment of a dividend for\nthe 2024– | `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)` |\n| $12.8 million, 12.8 million | The Department of Treasury\nDeferred tax effect on actuarial movement A4(b) 796 1,702\nand Finance has committed to pay the $12.8 million in 2025–26 as part of its carried forward budget\nTax adjustment prior year - other items A4(e) (822) -\ncommitments. | `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)` |\n| $21 million, $4.2 million, 21 million, 4.2 million | Community batteries have the\ncustomers planning to rolling out services that reduce pressure on Managing operating costs within allowances potential to provide long-term affordability benefits by\ncustomers. avoiding expensive network upgrades and enabling\nNetwork charge\nWe set our 2024–25 operating budget in line with smarter use of renewable energy.\nincrease/decrease for 10.7% -\n8.7% - 9.3% Delivering on our 2024-25 regulatory allowances, includ | `other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf (https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf)` |\n| $226m | [Page 10]\n2021-22 highlights\nPerformance\n•\nOur\nCustomer Joined the Engaged over\ncustomers satisfaction Energy Charter\n200\n- supporting\n7.6\nthe energy\nWe care for our\n10 customers on\ncustomers and make their sector towards\nour 2024-29\nexperience easier. a customer-\nRevenue\ncentric future\nProposal\n•\nOur\n22 Total Gender Pay Gap\npeople recordable\n4.3%\nGraduates and incident\nWe keep safe, build trusting Apprentices frequency\na leader against\nrelations | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| $21.6 million, 21.6 million, 97 per cent | The Engagement Survey will Despite significant challenges in entering the Energy\nrun in October 2022. and New Technology market segments, $21.6 million\nrevenue was generated which was nearly 97 per cent of\nOur Business the target. | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| $1.31 billion, $1.82 billion, 1.31 billion, 1.82 billion | Why this matter is considered to be one of Audit procedures to address the matter\nthe most significant matters in the audit included\nNetwork assets\nRefer to note A2(b) and B2\nAt 30 June 2022, the Group’s network • Evaluating management’s judgement\nassets, which comprised transmission assets that a market participant would value\nvalued at $1.31 billion and distribution the network assets by reference to the\nassets valued at $1.82 billion. | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| $31.71 million, 31.71 million | Capitalisation of Marinus Link projects costs under AASB 138 Intangible Assets\nRefer to note B1\nThe Group, on behalf of the Tasmanian and • Evaluating the status of Marinus Link\nthe Australian Governments, is progressing through examination of project\ninvestigation into a 1500 megawatt capacity documentation and discussion with\nundersea and underground electricity various stakeholders.\nconnection between Tasmania and Victoria, • Assessing managem | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| $162m | Level 3 significant valuation inputs and relationship to fair value\nFair Value Fair Value\nas at as at\nRange of Relationship of\nAsset Significant inputs\n30 June 30 June inputs inputs to fair value\n2022 2021\n$’000 $’000\nA 5% increase in\nCPI increases the\nCPI +/- 5%\nfair value of assets\nRAB assets (including by $162m\nNetwork assets,\n3,240,443 3,134,896\nCommunication assets AER determination\nand Easements) of the asset values\nAER\nN/A via regulatory\nD | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| $2.3 million, $0.04 million, 2.3 million, 0.04 million | Two significant milestones are\nthe first Strategic Workforce Plan and the Refinement of Operating profit after tax exceeded the 2021-22 target\nthe Achievement and Development process that will be by $2.3 million and the prior year result by $0.04 million.\nimplemented in 2022-23. | `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)` |\n| 85 per cent | In 2022-23, TasNetworks successfully executed a number Our program focus for 2023-24:\nof initiatives that make up our Transformation Program,\nidentified as part of a Strategic Review run to assess the • Streamline the core works delivery processes to\nway we do business in late 2021-22. reduce lead times, maximise productivity, and allocate\ncritical resources to the right priorities to drive\nTasNetworks:\ncustomer value.\n m aintained a heavy focus | `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)` |\n| $200,000 , $222,448 | Performance Metrics 2022-23\nOverall customer metrics Target Result\n70% 71% \nCustomer trust\n60% 53% \nTasNetworks works in the customers best interest\n<7.6 7.2 \nCustomer Satisfaction\nCustomer net promoter score1 > + 12 + 11.52 \n< 1,950 789 \nCustomer complaints - volume\nVulnerable customer metrics Target Result\n\nInvestment in Tasmanian community groups $200,000 $222,448\n\nLife Support breaches 0 0\n4\nTasNetworks | `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/3f142fb9-eabc-4c69-9805-c72e174f426d/TasNetworks-Disclosure-Report-2022-23.pdf)` |\n| $30.3m, $32.0m | [Page 16]\nProvide a sustainable financial\nreturn\nKey performance indicator:\nProfit ($m) \\| Year-to-date result: $30.3m\n2025-26 target ≥$32.0m \\| Outlook: On track\nProviding a sustainable financial return remains a critical\nway in which we continue to deliver value for Tasmanians. | `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf (https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf)` |\n| $20.8 million, $17.5 million, 20.8 million, 17.5 million | Program benefits also met target, with $20.8 million\nFollowing a revision of its strategy in October 2023,\nachieved against the annual target of $17.5 million. | `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)` |\n\n## Key Achievements\n\n- Customer Satisfaction up .1 at 7.6/10,\nmeeting benchmark\n• We commit to working with developers\nto support positive progress in Tasmanian Vehicle fleet emissions increased by 3.7%\nrenewable energy developments. compared with 2019-20 (152 tonnes\nCO2-e 1)\n• We will strengthen our actions on climate\nchange, providing a solid foundation for Electricity use increased by 0.97% Released our Reflect Reconciliation\nresilience and mitigation initiatives. compared with 2019-20 (998 MWh) Action Plan\nProject Marinus - Completed all activities Released first Modern Slavery Statement\nin the Tender Preparation sub-phase of Promote inclusive and implemented into procurement suite\nthe Design and Approvals phase and sustainable\neconomic growth, 68% spend on local business (41%\nemployment and Tas based & 27% interstate with local\ndecent work. presence)\nNWTD Procurement Strategy developed,\n Source: `other-pdfs/TasNetworks-Annual-Review-2021.pdf (https://www.tasnetworks.com.au/config/getattachment/f1ec5af4-c473-436b-98ac-a4dbef271f9a/TasNetworks-Annual-Review-2021.pdf)`\n- Two significant milestones are\nthe first Strategic Workforce Plan and the Refinement of Operating profit after tax exceeded the 2021-22 target\nthe Achievement and Development process that will be by $2.3 million and the prior year result by $0.04 million.\nimplemented in 2022-23.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- This has been a positive\nJuly 2020, the majority one person per 2m².\nexperience to improve accessibility.\nof our people had returned • We increased cleaning regimes and made hand\nto the office, while maintaining sanitiser available at all locations, including in\nhybrid working arrangements. vehicles.\n• We implemented a COVIDSafe Visitor induction to\n• We socially distanced our workforce, both in the OUR COMMUNITY\nanyone intending to visit a TasNetworks site.\noffice and in the field.\n• We promoted the use of the COVIDSafe app to our\n• Early in the 2020-21 financial year, we To support our\ncorporate mobile devices and encouraged its use\ncompleted our phased approach to returning community\non personal devices.\nteam members to the workplace, managed by through the rapidly\nour COVID response teams. evolving situation • We continually reviewed our Business Continuity\n Source: `other-pdfs/TasNetworks-Annual-Review-2021.pdf (https://www.tasnetworks.com.au/config/getattachment/f1ec5af4-c473-436b-98ac-a4dbef271f9a/TasNetworks-Annual-Review-2021.pdf)`\n- [Page 3]\nContents\nAbout us 2\nChairman message 4\nCEO message 6\n2022-23 Highlights 8\nProgress towards 2030 10\nTransforming TasNetworks 12\nOur commitment to sustainability 13\n2022-23 Sustainability snapshot 14\nMarinus Link 16\nOur customers 21\nOur energy future 27\nOur people 30\nInvesting in our community 32\nProtecting our environment 38\n42-24 41\nCorporate governance 43\nRemuneration report 55\nPerformance against our Statement of Corporate Intent 56\nTasmanian Government reporting requirements 58\nDirectors’ report 61\nAuditor’s independent declaration 65\nIndependent Auditor’s report 66\nConsolidated financial statements 73\nDirectors’ declaration 155\nTasNetworks Annual Report 2022-23 1\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- Completion of the technical Community\nspecifications for major March - engagement continues\nDecember work packages Marinus Link delivered a Launch of our\nApril\n2022 A major milestone for the program of engagement Sustainability Framework\nproject and an important step 2023 events in communities June Marinus Link’s\ntowards securing tenderers near the converter Sustainability Framework\n2023\nfor the construction of stations and proposed will guide how Marinus Link\nMarinus Link. transmission route in will leave a positive legacy\nTasmania and Victoria.\nthrough three focus areas:\nMajor work packages Meaningful engagement healthy planet; community\ntender release has continued between prosperity and\nMarinus Link released the July 2022 and June trusted organisation.\ntender for HVDC cables in 2023 with:\nDecember, followed by the • 11 drop-in\nHVDC converter station information sessions;\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- 2022-23 Revenue Reset engagement at a glance\n567\npeople directly engaged\n134 60 126 156\nwere individual were business were industry partners were from one of TasNetworks’\nTasNetworks customers customers and representatives from ‘representative voices’ groups,\nlocal government and the including our dedicated Reset\nenergy supply chain Advisory Committee\n139 61 64\nhours of direct engagement separate engagement processes distinct topics were engaged\nwere completed were delivered in a mix of face-to- on, with many covered multiple\nface, online and blended activities times by key groups\n* Total includes every direct engagement with an individual between 01 July 2022 and 30 June 2023,\nincluding those who were engaged multiple times across different activities / groups.\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- 844*\npeople directly engaged\n134 103 338 242\nindividual business industry partners from one of TasNetworks’\nTasNetworks customers customers and representatives from representative voices groups,\nlocal government and the including our dedicated Reset\nenergy supply chain Advisory Committee\n160 81 67\nhours of direct separate engagement distinct topics were engaged\nengagement processes were delivered in on, with many covered multiple\nwere completed a mix of face-to-face, online times by key groups\nand blended activities\n*Some individuals enaged multiple times regarding separate topics over the length of the program\n16 TasNetworks Annual Report 2023-24\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- Our adjusted profit after tax as per the chart below highlights that excluding the impact of the loss on the MLPL sale\nand separation process, we delivered an underlying profit after tax result of $18.9m which was marginally below the\nbudget of $19.5m.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- PPrrooppeerrttyy,, ppllaanntt aanndd eeqquuiippmmeenntt\n22002255 22002244\n$$’’000000 $$’’000000\nNNeettwwoorrkk aasssseettss -- TTrraannssmmiissssiioonn\nNetwork assets – at fair value 2,903,928 2,727,993\nAccumulated depreciation (1,449,365) (1,352,053)\nCCaarrrryyiinngg aammoouunntt 11,,445544,,556633 11,,337755,,994400\nNNeettwwoorrkk aasssseettss -- DDiissttrriibbuuttiioonn\nNetwork assets – at fair value 5,085,343 4,847,949\nAccumulated depreciation (2,865,755) (2,711,660)\nCCaarrrryyiinngg aammoouunntt 22,,221199,,558888 22,,113366,,228899\nCCoommmmuunniiccaattiioonn aasssseettss\nCommunication assets – at fair value 112,601 103,047\nAccumulated depreciation (72,531) (66,230)\nCCaarrrryyiinngg aammoouunntt 4400,,007700 3366,,881177\nEEaasseemmeennttss\nEasements – at fair value 97,924 95,618\nAccumulated impairment (50) (50)\nCCaarrrryyiinngg aammoouunntt 9977,,887744 9955,,556688\nLLaanndd\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- [pages 89,90,91]\nnntt 8822,,990000 7766,,887788\nOOtthheerr ppllaanntt aanndd eeqquuiippmmeenntt\nOther plant and equipment – at cost 182,524 225,366\nAccumulated depreciation (101,896) (162,663)\nCCaarrrryyiinngg aammoouunntt 8800,,662288 6622,,770033\nCCaappiittaall wwoorrkkss iinn pprrooggrreessss\nNetwork assets - Transmission 23,471 85,906\nNetwork assets - Distribution 442 478\nCommunication assets 4,454 2,146\nNWTD 61,067 53,382\nOther plant and equipment 9,735 18,658\nCCaappiittaall wwoorrkkss iinn pprrooggrreessss –– aatt ccoosstt** 9999,,116699 116600,,557700\nTToottaall 44,,115566,,115577 44,,002222,,334455\n* Considerable effort was undertaken during 2024-25 to ensure all completed projects were transferred out of\ncapital works in progress and into the asset register.\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- [Page 3]\nChair and CEO Our customers and Customer impact\nPrinciple 1 Principle 2 Principle 3 Principle 4 Principle 5 Appendices\nintroduction communities scorecard\nChair and CEO introduction\nWelcome to our third Energy Charter Uplifting our engagement with During the year, our people also continued their\nDisclosure Report, detailing the customers and stakeholders investment in #BetterTogether initiatives (#BTs),\ncollaborating on a total of 11 #BTs to deliver tangible\nachievements, progress and challenges\ncustomer and community outcomes.\n Source: `other-pdfs/TasNetworks-Disclosure-2024--1.pdf (https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf)`\n- [Page 59]\nPerformance\nagainst our Statement\nof Corporate Intent\nPerformance measure 2021-22 target 2021-22 result\nLift Safety and\n‘Established’ level\nSafety and Wellbeing Plan Wellbeing maturity to\nmaintained\n‘Established’ level\nSafety, Wellbeing and Total recordable injury frequency\n< 5.5 4.0\nEnvironment rate\nSignificant incidents1 < 8 5\nReportable incidents2 < 55 49\nCustomer net promoter score > + 12 + 21\nCustomer satisfaction > 7.6 7.6 _\nCustomer complaints – volume < 1,950 835\nBasic distribution connection\nOur Customers\napplications approved in 10 100% 100%\nbusiness days or less\nBasic distribution connections\n> 80% 82%\ncompleted on time\nNegotiated distribution customer\nconnections – Construction Phase > 80% 86%\non time\nOrganisation\nStrategic Review\nundertaken\nOur People Employee engagement > 67 % in 2021-22.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 44]\nPre – 2017 Current 2022 and beyond\n• <1% of high-risk network mitigated • <3% of high-risk mitigated, • Roll-out of intrinsically bird safe\n(bird flappers only) primarily bird diverters network design standard (delta\n• Additional bird diverters installed • Targeted threatened bird with fibreglass cross arms)\non an ad hoc basis, primarily to mitigation program installing bird • Continuation of targeted bird\naddress reliability issues diverters on high-risk network in mitigation program of exisitng\n• Some mitigation installed in place since 2017 assets\nresponse to incidents, primarily • Mitigation installed in response • Mitigation deployed during the\nsteel lattices poles to all reportable threatened bird upgrade and replacement of\nincidents existing assets\n• Mitigation required for new • All new network to comply with\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- [Page 57]\nMichael Chan Organisational structure\nBA, LLB, MEc\nCompany Secretary and General Counsel Governance\n(from 11 February 2022 to 1 May 2022)\nThe Governance Group comprises Legal Services\nExecutive, Governance (from 2 May 2022)\nand Company Secretariat, Audit Risk and Compliance\ntogether with Information Management teams.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- Board Audit, Risk and Compliance People and Remuneration\nDirector (Regular and Special) Committee Committee\nEligible to Attended Eligible to Attended Eligible to Attended\nattend as a attend as a attend as a\nmember member member\nRoger Gill 18* 18 - 5 5 5\nDr Julie Beeby 19 18 - 3 5 5\nKevin Kehl 18* 18** 7 7 - 1\nKatherine 19 17 - 3 5 5\nSchaefer PSM\nCheryl Hopkins 19 19 7 7 - 1\nMiles Smith 19 19 7 7 - -\n*Recused from meeting\n**Partial attendance at that meeting\nSigned in accordance with a resolution of the TasNetworks Directors.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- Board\nAudit, Risk and People and\nCompliance Remuneration\nOut of Session\nDirector Regular and Special Committee Committee\n(OOS)\nEligible Attended Eligible Attended Eligible Attended Eligible Attended\nRoger Gill 12 12 9 9 5 5 5 5\nDr Julie Beeby 1 1 1 1 0 0 0 0\nKevin Kehl 12 12 9 9 6 6 0 1\nKatherine Schaefer PSM 12 12 9 9 0 2 5 5\nCheryl Hopkins 12 12 9 9 6 6 0 0\nNicholas Fleming 11 11 8 8 0 2 5 5\nNaomi Walsh 5 5 5 3 1 1 0 0\nTasNetworks Annual Report 2024-25 49\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- Board Audit, Risk and People and\nCompliance Remuneration\nRegular and Special Out of Session\nDirector Committee Committee\n(OOS)\nEligible Attended Eligible Attended Eligible Attended Eligible Attended\nRoger Gill 12 12 10 10 5 5 5 5\nDr Julie Beeby 1 1 1 1 0 0 0 0\nKevin Kehl 12 12 10 10 6 6 0 1\nKatherine Schaefer 12 12 10 10 0 2 5 5\nPSM\nCheryl Hopkins 12 12 10 10 6 6 0 0\nDr Nicholas Fleming 11 11 9 9 0 2 5 5\nNaomi Walsh 5 5 6 5 1 1 0 1\nSigned in accordance with a resolution of the TasNetworks Directors.\n Source: `annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)`\n- With\nJustine McDermott BA (Hons Psych), MAPS (COP), FAHRI\nexpertise in audit, risk management, governance and Ross Burridge AM BCom, FCPA, FAICD, FFTP\nGeneral Manager People, Culture and Community (until\nbusiness advisory services across a broad range of Acting Chief Executive Officer (from 26 March 2021)\n13 November 2020)\nindustries, including financial services, dairy, mining,\nGeneral Manager Strategy, Finance and Business Services\ntransport and heavy manufacturing. (until 25 March 2021) Lance Balcombe BCom, FCPA, FCA\nChief Executive Officer (until 25 March 2021)\nSarah is a Director of the Merridew Foundation and the\nRenee Anderson BBus, CAHRI\nSupported Affordable Accommodation Trust, and a\nGeneral Manager People, Culture and Community (from\nmember of the Finance Risk and Investment Committee\n29 March 2021)\nfor RFDS Tasmania Ltd.\n Source: `other-pdfs/TasNetworks-Annual-Review-2021.pdf (https://www.tasnetworks.com.au/config/getattachment/f1ec5af4-c473-436b-98ac-a4dbef271f9a/TasNetworks-Annual-Review-2021.pdf)`\n- [Page 43]\nCheryl Hopkins Board committees\nMBA GradCert(Man) GAICD The Board has two standing committees:\nAppointed 28 April 2023\n• the People and Remuneration Committee (comprised\nCurrent term expires November 2024\nof three non-executive directors); and\nCheryl has accumulated more than 35 years’ experience\n• the Audit, Risk and Compliance Committee\nin the Australian energy industry, working in executive\n(previously the Audit and Compliance Committee)\npositions across the supply chain in retail, wholesale,\n(comprised of three non-executive directors).\nupstream gas, networks, and strategic risk and\ngovernance.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- [pages 53,54,55]\nagement survey in 2023-24 network stability, equipment deterioration, severe\nwhile we focused on our psychosocial risk assessment weather, and vegetation issues led to higher outage\nand action plan.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- In total our phone or in person, with Uniting’s Energy Assist Team to:\ninclusive and ensure our services meet the needs of all program donated $112,000 to local not-for-profit\nü und erstand, budget for and manage energy bills\nTasmanian energy users, not just the directly connected. organisations to help fund projects across Tasmania,\nexceeding our initial target of $40,000. ü i den tify appliance costs and improve efficiency\nTasmania has a higher proportion of people over 65,\nindividuals with disabilities, lower household incomes These grants support local solutions to local issues, ü acc ess government rebates, grants and concessions\nand lower literacy levels (reading, numeracy and with a focus on alleviating cost-of-living challenges ü s ele ct payment plans\ndigital) compared to other states.\n Source: `other-pdfs/TasNetworks-Disclosure-2024--1.pdf (https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf)`\n- BSc(Hons) GradDipEnvMan GAICD FCPA\noversees and monitors TasNetworks’ financial and\nAppointed 25 November 2022\ncorporate reporting, audit and compliance obligations,\nResignation effective from 21 June 2024\nrisk management, fraud, compliance culture, the\nMiles is an experienced executive who has worked approach for Transmission revenue and Distribution\ninternationally in the energy and mining sectors.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- The three significant\nenvironmental incidents were transformer oil spills, Supply reliable essential services\nwhich were effectively cleaned up in accordance with our\nSignificant weather events notably impacted our reliability\nenvironmental policy and standards.\nperformance in 2023-24 and, despite efforts to maintain\nWe paused our employee engagement survey in 2023-24 network stability, equipment deterioration, severe\nwhile we focused on our psychosocial risk assessment weather, and vegetation issues led to higher outage\nand action plan.\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- Life on Land How we're\naddressing\n45 Reportable Environmental Incidents (13 oil releases,\nPage 59\n31 threatened fauna and 1 threatened flora)\nClimate Change Emissions Reduction Pathway developed and\nPage 29\nundertook a risk and opportunity Scenario Analysis\nScope 1 & 2 GHG emissions 98,515.7 tCO-e, an increase of 5.3% Page 30\nMinimise Proactively mitigated approximately 110km of distribution lines to\nPage 40\nenvironmental reduce bird strikes\nrisks posed by our\noperations and Commitments\nassets and improve\n• We care about our environment and advocate for a sustainable future.\nconservation\noutcomes.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- The Board is responsible for:\nDoyle and Sarah Merridew were re-appointed to the Board\n• OVERARCHING / PRINCIPAL GOVERNANCE: as non-executive directors, for a further one and three\nleadership to and oversight of TasNetworks, including years each respectively, and Kevin Kehl was appointed to\nits control, accountability systems, setting strategic replace Peter McIntyre (who resigned in September 2021).\ndirection (including approval of corporate strategy\nRoger Gill\nand performance objectives) and risk appetite\nBE, GAICD, F.IHA\n(including reviewing and monitoring systems of risk\nAppointed 27 November 2017\nmanagement and internal compliance and control);\nRe-appointed 13 November 2020\n• WORKFORCE OVERSIGHT: monitoring organisational\nAppointed as Chairman 23 November 2021\nculture and the implementation of strategy,\nCurrent term expires November 2024\nappointing and removing the CEO and Company\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- [Page 50]\nJoanne Doyle Sarah is a Director of the Merridew Foundation and the\nBCom, FCA, RCA, MAICD Supported Affordable Accommodation Trust, and a\nAppointed 1 July 2016 member of the Finance Risk and Investment Committee\nRe-appointed 20 November 2018 and 23 November 2021 for RFDS Tasmania Ltd.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Under the Code, all people working at TasNetworks commit to:\n1. work safely and in accordance with the law;\n2. treat customers, the public and fellow workers with honesty, courtesy and respect;\n3. perform our duties with professionalism, integrity and efficiency;\n4. ensure our personal business and financial interests do not conflict with our duty to TasNetworks;\n5. ensure the security and privacy of all confidential information received in the course of our work;\n6. ensure we do not misuse our position;\n7. ensure that TasNetworks’ assets and resources are only used for proper business purposes;\n8. recognise, value and effectively utilise the diversity among our people; and\n9. demonstrate our care for the environment in the way we work.\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- Defined benefit superannuation plan (continued)\nAmounts included in the balance sheet arising from TasNetworks’ obligation in respect of its defined benefit plan\nNote 2022 2021\n$’000 $’000\nPresent value of obligations at beginning of financial year 192,137 228,154\nTotal defined benefit obligation 192,137 228,154\nRBF contributory scheme assets 40,943 43,990\nNet liability at end of financial year 151,194 184,164\nMovements in net liabilities\nNet liability at beginning of financial year 184,164 191,868\nExpense recognised in profit or loss A2(c) 8,028 8,366\nOther comprehensive income recognised (34,066) (10,191)\nEmployer contributions paid by TasNetworks (6,932) (5,879)\nNet liability at end of financial year 151,194 184,164\nCurrent net liability F1 6,778 6,013\nNon-current net liability F1 144,416 178,151\n151,194 184,164\nExpense recognised in profit or loss\nEmployer service cost 2,241 2,425\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n- Defined benefit superannuation plan (continued)\nAmounts included in the balance sheet arising from TasNetworks’ obligation in respect of its defined benefit plan\n2023 2022\nNote $’000 $’000\nPresent value of obligations at beginning of financial year 188,367 192,137\nTotal defined benefit obligation 188,367 192,137\nRBF contributory scheme assets 40,941 40,943\nNet liability at end of financial year 147,426 151,194\nMovements in net liabilities\nNet liability at beginning of financial year 151,194 184,164\nExpense recognised in profit or loss A2(c) 9,626 8,028\nOther comprehensive income recognised (5,892) (34,066)\nEmployer contributions paid by TasNetworks (7,502) (6,932)\nNet liability at end of financial year 147,426 151,194\nCurrent net liability F1 6,488 6,778\nNon-current net liability F1 138,194 144,416\n144,682 151,194\nExpenses recognised in profit or loss\nEmployer service cost 1,739 2,241\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- Defined benefit superannuation plan (continued)\nAmounts included in the balance sheet arising from TasNetworks’ obligation in respect of its defined benefit plan\nNote 2024 2023\n$’000 $’000\nPresent value of obligations at beginning of financial year 193,559 188,367\nTotal defined benefit obligation 193,559 188,367\nRBF contributory scheme assets 40,054 40,941\nNet liability at end of financial year 153,505 147,426\nMovements in net liabilities\nNet liability at beginning of financial year 147,426 151,194\nExpense recognised in profit or loss A2(c) 9,526 9,626\nOther comprehensive income recognised 4,505 (5,892)\nEmployer contributions paid by TasNetworks (7,619) (7,502)\nNet liability at end of financial year 153,838 147,426\nCurrent net liability F1 8,311 6,488\nNon-current net liability F1 142,366 138,194\n150,677 144,682\nExpenses recognised in profit or loss\nEmployer service cost 1,484 1,739\n Source: `annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)`\n- In 2022-23, TasNetworks successfully executed a number Our program focus for 2023-24:\nof initiatives that make up our Transformation Program,\nidentified as part of a Strategic Review run to assess the • Streamline the core works delivery processes to\nway we do business in late 2021-22. reduce lead times, maximise productivity, and allocate\ncritical resources to the right priorities to drive\nTasNetworks:\ncustomer value.\n m aintained a heavy focus on driving the • Implement digital solutions and organisational\norganisational re-design of the business, which saw frameworks aligned to strategy, to empower our\n85 per cent of the teams’ new structures approved; people in the field and support excellence.\n s uccessfully redeployed a number of team members • Build our capability and prepare our people for the\nto new roles within the business;\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- [Page 21]\nChair and CEO Our customers and Customer impact\nPrinciple 1 Principle 2 Principle 3 Principle 4 Principle 5 Appendices\nintroduction communities scorecard\nTitle Timing Principle Description Customer outcomes/impacts\nBetter Practice Social May 2023 – 3 The guidance was developed as a collaboration by six The 12-month independent review was released\nLicence Guideline May 2024 Transmission Network Service Providers (TNSPs) and a in June 2024 and assessed TNSP progress towards\nCommunity Outcomes Group (COG) comprising membership implementing the Priority Actions and Better Practice\nfrom state and national agricultural representative groups, it Opportunities.\n Source: `other-pdfs/TasNetworks-Disclosure-2024--1.pdf (https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf)`\n- In\nSocial Licence Guideline, officially launched in May 2023.\nmany cases, this will support customers who own the\nLed by Energy Charter Full Signatories, a collective assets to realise greater value from them, and for them to\napproach between a Community Outcomes Group, support the network to operate smoothly.\nmade up of landholder and community representatives,\nIn 2023, TasNetworks completed a trial in partnership\nand a group of nationwide Transmission Network\nwith four other network service providers to provide\nService Providers, including TasNetworks, steered the\nsmart chargers to customers for their electric vehicles\nco-developed Guideline.\nand explore how these can support the grid to operate in\nThe product of effective listening and strong an efficient manner.\ncollaboration between the agriculture and energy\nIn addition, during the year TasNetworks received grant\n Source: `annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)`\n- Defined benefit superannuation plan (continued)\nNote 2022 2021\n$’000 $’000\nFair value of plan assets\nRBF contributory scheme assets at beginning of financial year 43,990 39,274\nInterest Income 1,382 1,213\nActual return / (diminution) on plan assets less interest income (2,494) 5,045\nEmployer contributions received 6,932 5,879\nContributions by plan participants 729 782\nBenefits paid (9,568) (8,198)\nTaxes, premiums and expenses paid (28) (5)\nRBF contributory scheme assets at end of financial year 40,943 43,990\nDefined benefit obligations inclusive of contributions tax for disclosure purposes\nPresent value of obligation at beginning of financial year 228,154 231,142\nEmployer service costs 2,241 2,425\nInterest costs 7,169 7,154\nContributions by plan participants 729 782\nBenefits paid (9,568) (8,198)\nTaxes, premiums and expenses paid (28) (5)\n Source: `annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf\n- `annual-reports/2022.pdf` - annual-reports - https://www.tasnetworks.com.au/config/getattachment/23bb4100-c385-4a87-9722-4082a399b7cd/TasNetworks-Annual-Report-2022-release.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf\n- `strategies/TasNetworks-Launches-Reconciliation-Action-Plan.pdf` - strategies - https://www.tasnetworks.com.au/config/getattachment/97b19ecd-bd84-406a-a994-4224af2be207/TasNetworks-Launches-Reconciliation-Action-Plan.pdf\n- `strategies/TasNetworks-welcomes-draft-Tasmanian-Energy-Strategy.pdf` - strategies - https://www.tasnetworks.com.au/config/getattachment/4c7e8933-0c39-4a6a-b8ff-a5512d744137/TasNetworks-welcomes-draft-Tasmanian-Energy-Strategy.pdf\n- `strategies/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pdf` - strategies - https://www.tasnetworks.com.au/config/getattachment/c965ef20-1933-4557-89fc-0efab1c541ff/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pdf\n- `pages/about.html` - pages - https://www.tasnetworks.com.au/about-us/Our-business/Our-leaders\n- `pages/contact.html` - pages - https://www.tasnetworks.com.au/contact-us\n- `pages/homepage.html` - pages - https://www.tasnetworks.com.au/\n- `pages/priorities-index.html` - pages - https://www.tasnetworks.com.au/about-us/Our-business/What-we-do\n- `pages/publications-index.html` - pages - https://www.tasnetworks.com.au/about-us/Publications\n- `pages/strategies-index.html` - pages - https://www.tasnetworks.com.au/about-us/Our-business/Our-strategy\n- `pages/strategies-index__00.html` - pages - https://www.tasnetworks.com.au/about-us/our-business/our-strategy\n- `pages/strategies-index__01.html` - pages - https://www.tasnetworks.com.au/about-us/Our-business/Our-strategy\n- `other-pdfs/TasNetworks-Annual-Review-2021.pdf` - other-pdfs - https://www.tasnetworks.com.au/config/getattachment/f1ec5af4-c473-436b-98ac-a4dbef271f9a/TasNetworks-Annual-Review-2021.pdf\n- `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pdf` - other-pdfs - https://www.tasnetworks.com.au/config/getattachment/3f142fb9-eabc-4c69-9805-c72e174f426d/TasNetworks-Disclosure-Report-2022-23.pdf\n- `other-pdfs/TasNetworks-Disclosure-2024--1.pdf` - other-pdfs - https://www.tasnetworks.com.au/config/getattachment/a25eb47a-4eed-49f5-9943-c23250e7700a/TasNetworks-Disclosure-2024-(1).pdf\n- `other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf` - other-pdfs - https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf\n- `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pdf` - other-pdfs - https://www.tasnetworks.com.au/config/getattachment/76cf3d19-587a-4d59-9c1e-d956e01d83b8/TasNetworks-half-yearly-report-December-2025-for-website.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# TasNetworks - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:45:31.726323+00:00\n**Entity ID**: TAS-TasNetworks\n**Jurisdiction**: Tasmania\n**Portfolio**: Energy\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 22\n- Unique legislation references found: 22\n\n| Type | Count |\n|---|---:|\n| Act | 18 |\n| Instrument | 1 |\n| Order | 1 |\n| Regulation | 2 |\n\n## Legislation References\n\n### Superannuation Guarantee (Administration) Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://www.legislation.tas.gov.au/search?query=Superannuation+Guarantee+%28Administration%29+Act+1992\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ns on their behalf.\nI, Chief Executive Officer, Dr Seán Mc Goldrick certify\nThe performance of each senior executive, including that TasNetworks has met its obligations under the\nthe CEO, is reviewed annually and includes a review of Superannuation Guarantee (Administration) Act 1992\ntheir remuneration package. Remuneration levels for key (Cth) in respect of any employee who is a member\nmanagement personnel of TasNetworks are competitively of a complying superannuation scheme to which\nset to attract and retain appropriately qualified and\n Source: `annual-reports/2021-22.pages.jsonl`\n- is non-vesting and employee benefits\nonly exist when employees become sick.\nAccumulation superannuation plans\nTasNetworks makes contributions for employees to an accumulation superannuation plan in accordance with the\nCommonwealth’s Superannuation Guarantee (Administration) Act 1992. Contributions are expensed when incurred.\nDefined benefit superannuation plans\nThe balance of employees are provided with superannuation benefits through a defined benefit superannuation\nscheme.\nPast service cost is recognised immediately to the extent that\n Source: `annual-reports/2021-22.pages.jsonl`\n- e, vehicle I, Chief Executive Officer, Dr Sean Mc Goldrick certify\nand salary sacrifice provisions. In addition to their salaries, that TasNetworks has met its obligations under the\nTasNetworks also provides non-monetary benefits and Superannuation Guarantee (Administration) Act 1992\ncontributes to post employment superannuation plans on (Cth) in respect of any employee who is a member\ntheir behalf. of a complying superannuation scheme to which\nTasNetworks contributes.\nThe performance of each senior executive, including\nthe CEO, is review\n Source: `annual-reports/2022-23.pages.jsonl`\n- vesting and employee benefits\nonly exist when employees become sick.\nDefined contribution superannuation plans\nTasNetworks makes contributions for employees to an accumulation superannuation plan in accordance with the\nCommonwealth’s Superannuation Guarantee (Administration) Act 1992. Contributions are expensed when incurred.\nDefined benefit superannuation plans\nThe balance of employees are provided with superannuation benefits through a defined benefit superannuation\nscheme.\nFor defined benefit superannuation plans the cost of providing\n Source: `annual-reports/2022-23.pages.jsonl`\n- ns on their behalf. does not pay bonuses or any other short term incentive\npayments to any member of key management personnel.\nI, Chief Executive Officer, Dr Sean Mc Goldrick certify\nthat TasNetworks has met its obligations under the\nSuperannuation Guarantee (Administration) Act 1992\n(Cth) in respect of any employee who is a member\nof a complying superannuation scheme to which\nTasNetworks contribute.\nTasNetworks Annual Report 2023-24 49\n\n[page 52]\nPerformance against our\nStatement of Corporate Intent\nPerformance measure 2023-24 target 202\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Right to Information Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Right+to+Information+Act+2009\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ion to some of TasNetworks’\nSecretary and General Counsel) was a Company\ncompliance obligations are set out below.\nSecretary for TasNet Connections Pty Ltd until her\nresignation on 11 February 2022.\nRight to Information\nDiversity\nTasNetworks is subject to the Right to Information Act\n2009 (Tas) (RTI Act). TasNetworks’ Right to Information\nPolicy was first approved by the Chief Executive Officer in\nBackground\nJune 2014, and was reviewed in 2019.\nTasNetworks recognises the value of a diverse and skilled\nDuring the 2021-22 financial year, four fo\n Source: `annual-reports/2021-22.pages.jsonl`\n- .\nTasNetworks complies with the public disclosure obligations it has under the National Electricity Law, National\nElectricity Rules, TasNetworks’ distribution and transmission licences and other applicable instruments.\nDetails about disclosures made under the Right to Information Act 2009 (Tas) are set out at 50.\nPrinciple 6: Respect the rights of shareholders\nThe Board has procedures for communication with Members to ensure that they have timely access to information\nabout the company, including its financial situation, performance, governanc\n Source: `annual-reports/2021-22.pages.jsonl`\n- .\nTasNetworks complies with the public disclosure obligations it has under the National Electricity Law, National\nElectricity Rules, TasNetworks’ distribution and transmission licences and other applicable instruments.\nDetails about disclosures made under the Right to Information Act 2009 (Tas) are set out at on page 48.\nPrinciple 6: Respect the rights of shareholders\nThe Board has procedures for communication with Members to ensure that they have timely access to information\nabout the company, including its financial situation, performance, g\n Source: `annual-reports/2022-23.pages.jsonl`\n- .\nTasNetworks complies with the public disclosure obligations it has under the National Electricity Law, National\nElectricity Rules, TasNetworks’ distribution and transmission licences and other applicable instruments.\nDetails about disclosures made under the Right to Information Act 2009 (Tas) are set out on page 43.\nPrinciple 6: Respect the rights of shareholders\nThe Board has procedures for communication with members to ensure that they have timely access to information\nabout the company, including its financial situation, performance, gove\n Source: `annual-reports/2023-24.pages.jsonl`\n- .\nTasNetworks complies with the public disclosure obligations it has under the National Electricity Law, National\nElectricity Rules, TasNetworks’ distribution and transmission licences and other applicable instruments.\nDetails about disclosures made under the Right to Information Act 2009 (Tas) are set out on page 43..\nPrinciple 6: Respect the rights of shareholders\nThe Board has procedures for communication with Members to ensure that they have timely access to information\nabout the company, including its financial situation, performance, gov\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Threatened Species Protection Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Threatened+Species+Protection+Act+1995\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ks Group; and a strategic review of the business was\nconducted.\nEnvironmental regulation\nThe TasNetworks Group’s operations are subject to many environmental regulatory\nrequirements including the Environmental Management and Pollution Control Act 1994 and\nthe Threatened Species Protection Act 1995.\nThere were 45 reportable environmental incidents during the financial year and included one\nimpact to threatened flora (Eucalyptus morrisbyi), 31 impacts to listed threatened fauna\nspecies (comprising 21 Wedge-tailed Eagles, three White Bellied Sea Eagles an\n Source: `annual-reports/2021-22.pages.jsonl`\n- n and approvals phase of Marinus Link by the TasNetworks Group.\nEnvironmental regulation\nThe TasNetworks Group’s operations are subject to many environmental regulatory requirements including the\nEnvironmental Management and Pollution Control Act 1994 and the Threatened Species Protection Act 1995.\nThere were 37 reportable environmental incidents during the financial year which included 27 impacts to listed\nthreatened fauna species (comprising 17 Wedge-tailed Eagles, two White Bellied Sea Eagles, seven Grey Goshawks, and\n1 Central North Burrowing Crayf\n Source: `annual-reports/2022-23.pages.jsonl`\n- nk Pty Ltd\nThe TasNetworks Group’s operations are subject to many\n• TasNet Connections Pty Ltd. environmental regulatory requirements including the\nEnvironmental Management and Pollution Control Act\nMarinus Link Pty Ltd was sold as a wholly-owned\n1994 and the Threatened Species Protection Act 1995.\nsubsidiary on 22 March 2024 to the Australian\nGovernment, State of Victoria and State of Tasmania. There were 24 reportable environmental incidents during\nthe financial year. These included: 11 impacts to listed\nThis Annual Report reports on a consolidated b\n Source: `annual-reports/2023-24.pages.jsonl`\n- rks had three The TasNetworks Group’s operations are subject to many\nsubsidiaries within its corporate group (together, the environmental regulatory requirements including the\nTasNetworks Group): Environmental Management and Pollution Control Act\n1994 and the Threatened Species Protection Act 1995.\n• TasNetworks Holdings Pty Ltd\nThere were 34 reportable environmental incidents\n• Fortytwo24 Pty Ltd\nduring the financial year which included 17 impacts to\n• TasNet Connections Pty Ltd. listed threatened fauna species (comprising 16 wedge-\ntailed eagles and\n Source: `annual-reports/2024-25.pages.jsonl`\n- ed for customer works, in accordance with the\nThe TasNetworks Group’s operations are subject to many\nDividend Policy.\nenvironmental regulatory requirements including the\nEnvironmental Management and Pollution Control Act\nIndemnities and insurance\n1994 and the Threatened Species Protection Act 1995.\nThere were 34 reportable environmental incidents TasNetworks indemnified its Directors and other officers\nduring the financial year which included 17 impacts to the extent permitted by law against liabilities and legal\nto listed threatened fauna species (com\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### ASIC Class Order 2016\n\n**Type**: Order\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=ASIC+Class+Order+2016\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- , proceedings on behalf of a group company were made during the financial year.\nRounding of amounts\nAmounts in the Directors’ Report and the financial report have been rounded off to the\nnearest thousand dollars, unless otherwise indicated, in accordance with ASIC Class Order\n2016/191.\nAuditor’s independence declaration\nThe auditor’s independence declaration is included in the Annual Report and forms part of\nthis Director’s Report.\nDirectors’ meetings\nThe following table sets out the number of TasNetworks directors’ meetings (including\n Source: `annual-reports/2021-22.pages.jsonl`\n- , proceedings on\nbehalf of a group company were made during the financial year.\nRounding of amounts\nAmounts in the Directors’ Report and the financial report have been rounded off to the nearest thousand dollars,\nunless otherwise indicated, in accordance with ASIC Class Order 2016/191.\nAuditor’s independence declaration\nThe auditor’s independence declaration is included in the Annual Report and forms part of this Director’s Report.\nDirectors’ meetings\nThe following table sets out the number of TasNetworks directors’ meetings (including\n Source: `annual-reports/2022-23.pages.jsonl`\n- , proceedings on\nbehalf of a group company were made during the financial year.\nRounding of amounts\nAmounts in the Directors’ Report and the financial report have been rounded off to the nearest thousand dollars,\nunless otherwise indicated, in accordance with ASIC Class Order 2016/191.\nAuditor’s independence declaration\nThe auditor’s independence declaration is included in the Annual Report and forms part of this Director’s Report.\nDirectors’ meetings\nThe following table sets out the number of TasNetworks directors’ meetings (including\n Source: `annual-reports/2024-25.pages.jsonl`\n- , proceedings on\nbehalf of a group company were made during the financial year.\nRounding of amounts\nAmounts in the Directors’ Report and the financial report have been rounded off to the nearest thousand dollars,\nunless otherwise indicated, in accordance with ASIC Class Order 2016/191.\nAuditor’s independence declaration\nThe auditor’s independence declaration is included in this report and forms part of this Director’s Report.\nDirectors’ meetings\nThe following table sets out the number of TasNetworks directors’ meetings (including commi\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Accounting Standards and the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australian+Accounting+Standards+and+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- mpanying financial report of the Group is in accordance with the\nCorporations Act 2001, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2022 and of\nits financial performance for the year then ended\n(b) complying with Australian Accounting Standards and the Corporations Regulations\n2001.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of\nthe Financial Report section of my report. I am indep\n Source: `annual-reports/2021-22.pages.jsonl`\n- mpanying financial report of the Group is in accordance with the\nCorporations Act 2001, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2023 and of\nits financial performance for the year then ended\n(b) complying with Australian Accounting Standards and the Corporations Regulations\n2001.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of\nthe Financial Report section of my report. I am indep\n Source: `annual-reports/2022-23.pages.jsonl`\n- mpanying financial report of the Group is in accordance with the\nCorporations Act 2001, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2024 and of\nits financial performance for the year then ended\n(b) complying with Australian Accounting Standards and the Corporations Regulations\n2001.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of\nthe Financial Report section of my report. I am indep\n Source: `annual-reports/2023-24.pages.jsonl`\n- mpanying financial report of the Group is in accordance with the\nCorporations Act 2001, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2025 and of\nits financial performance for the year then ended\n(b) complying with Australian Accounting Standards and the Corporations Regulations\n2001.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of\nthe Financial Report section of my report. I am indep\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Accounting Standards, and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australian+Accounting+Standards%2C+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2021-22.pages.jsonl`\n- Standards.\n4\nTasNetworks Annual Report 2022-23 69\n\n[page 72]\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2022-23.pages.jsonl`\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2023-24.pages.jsonl`\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Code. The Audit Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Code.+The+Audit+Act+2008\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2021-22.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2022-23.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2023-24.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Income Tax Assessment Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Income+Tax+Assessment+Act+1997\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- he SIS legislation, as far as practicable.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the Scheme is not subject to\nany minimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the\nfund’s taxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation\nscheme which means that employer contributions may not be subject to the 15% tax (if the Tasmanian Government\nand RBF elects) up to\n Source: `annual-reports/2021-22.pages.jsonl`\n- he SIS legislation, as far as practicable.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the Scheme is not subject to any\nminimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the\nFund’s taxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation\nscheme which means that employer contributions may not be subject to the 15% tax (if the Tasmanian Government\nand RBF elects) up to\n Source: `annual-reports/2022-23.pages.jsonl`\n- he SIS legislation, as far as practicable.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the Scheme is not subject to any\nminimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the\nfund’s taxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation\nscheme which means that employer contributions may not be subject to the 15% tax (if the Tasmanian Government\nand RBF elects) up to\n Source: `annual-reports/2023-24.pages.jsonl`\n- beenneeffiitt ssuuppeerraannnnuuaattiioonn ppllaannss funding requirements.\nThe balance of employees are provided with superannuation benefits through a defined benefit superannuation scheme.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the fund's\ntaxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation scheme which means\nFor defined benefit superannuation plans the cost of providing benefits is determined using the projected unit cr\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Investments Commission (ASIC) Corporations Instrument 2016\n\n**Type**: Instrument\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Investments+Commission+%28ASIC%29+Corporations+Instrument+2016\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- current assets. Network assets\nare recorded in accordance with the Regulated Asset Base (RAB) methodology. Cost is based on the fair values of the\nconsideration given in exchange for assets.\nIn accordance with Australian Securities and Investments Commission (ASIC) Corporations Instrument 2016/191\namounts in the financial report are rounded off to the nearest thousand dollars unless otherwise indicated. All values are\nexpressed in Australian dollars.\nWhere there has been reclassification of items in the financial statements, the prior year comparat\n Source: `annual-reports/2021-22.pages.jsonl`\n- s uses an income\nbased approach to value its regulatory asset classes (see Note B2). Historical cost is based on the fair values of the\nconsideration given in exchange for good and services.\nIn accordance with Australian Securities and Investments Commission (ASIC) Corporations Instrument 2016/191\namounts in the financial report are rounded off to the nearest thousand dollars unless otherwise indicated. All values\nare expressed in Australian dollars.\nWhere there has been reclassification of items in the financial statements, the prior year comparat\n Source: `annual-reports/2022-23.pages.jsonl`\n- s uses an income\nbased approach to value its regulatory asset classes (see Note B2). Historical cost is based on the fair values of the\nconsideration given in exchange for good and services.\nIn accordance with Australian Securities and Investments Commission (ASIC) Corporations Instrument 2016/191\namounts in the financial report are rounded off to the nearest thousand dollars unless otherwise indicated. All values\nare expressed in Australian dollars.\nWhere there has been reclassification of items in the financial statements, the prior year comparat\n Source: `annual-reports/2023-24.pages.jsonl`\n- s uses an income based approach to value its\nregulatory asset classes (see note B2). Historical cost is based on the fair values of the consideration given\nin exchange for good and services.\nIn accordance with Australian Securities and Investments Commission (ASIC) Corporations Instrument\n2016/191 amounts in the financial report are rounded off to the nearest thousand dollars unless\notherwise indicated. All values are expressed in Australian dollars.\nWhere there has been reclassification of items in the financial statements, the prior year comparat\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Superannuation Reform Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Sector+Superannuation+Reform+Act+2016\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- through accumulation schemes for which TasNetworks meets its employer obligations by\nperiodic contributions. Consequently, TasNetworks does not carry any liability for superannuation in relation to all post\n1 July 1999 employees.\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation\nReform Regulations 2017 (as amended from time to time).\nAlthough the Scheme is not formally subject to the Superannuation Industry Supervision (SIS) legislation, the\nTasmanian Government has undertaken (in a Heads of Gover\n Source: `annual-reports/2022-23.pages.jsonl`\n- through accumulation schemes for which TasNetworks meets its employer obligations by\nperiodic contributions. Consequently, TasNetworks does not carry any liability for superannuation in relation to all post\n1 July 1999 employees.\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation\nReform Regulations 2017 (as amended from time to time).\nAlthough the Scheme is not formally subject to the Superannuation Industry Supervision (SIS) legislation, the\nTasmanian Government has undertaken (in a Heads of Gover\n Source: `annual-reports/2023-24.pages.jsonl`\n- through\naccumulation schemes for which TasNetworks meets its employer obligations by periodic contributions. Consequently,\nTasNetworks does not carry any liability for superannuation in relation to all post 1 July 1999 employees.\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform\nRegulations 2017 (as amended from time to time).\n120 TasNetworks Annual Report 2024-25\n53\n\n[page 123]\nTasmanian Networks Pty Ltd\nTasmanian Networks Pty Ltd\nNotes to the Consolidated Financial Statements\nNotes to the\n Source: `annual-reports/2024-25.pages.jsonl`\n- es not carry any liability for superannuation in relation to all post 1 July 1999 employees.\nAAssssuummppttiioonnss ttoo ddeetteerrmmiinnee eenndd ooff yyeeaarr ddeeffiinneedd bbeenneeffiitt oobblliiggaattiioonn 22002255 22002244\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform % %\nRegulations 2017 (as amended from time to time). Discount rate (active members) 5.40 5.55\nDiscount rate (pensioners) 5.40 5.55\nExpected rate of increase of compulsory preserved amounts 3.50 3.50\nExpected salary\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Environmental Management and Pollution Control Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Environmental+Management+and+Pollution+Control+Act+1994\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- the design and approvals\nphase of Marinus Link by the TasNetworks Group; and a strategic review of the business was\nconducted.\nEnvironmental regulation\nThe TasNetworks Group’s operations are subject to many environmental regulatory\nrequirements including the Environmental Management and Pollution Control Act 1994 and\nthe Threatened Species Protection Act 1995.\nThere were 45 reportable environmental incidents during the financial year and included one\nimpact to threatened flora (Eucalyptus morrisbyi), 31 impacts to listed threatened fauna\nspecies (comprising 21 Wedge-t\n Source: `annual-reports/2021-22.pages.jsonl`\n- wealth and State to support the ongoing\nprogression of the design and approvals phase of Marinus Link by the TasNetworks Group.\nEnvironmental regulation\nThe TasNetworks Group’s operations are subject to many environmental regulatory requirements including the\nEnvironmental Management and Pollution Control Act 1994 and the Threatened Species Protection Act 1995.\nThere were 37 reportable environmental incidents during the financial year which included 27 impacts to listed\nthreatened fauna species (comprising 17 Wedge-tailed Eagles, two White Bellied Sea Eagles, seven Gre\n Source: `annual-reports/2022-23.pages.jsonl`\n- Environmental regulation\nDuring financial year 2024-25, TasNetworks had three The TasNetworks Group’s operations are subject to many\nsubsidiaries within its corporate group (together, the environmental regulatory requirements including the\nTasNetworks Group): Environmental Management and Pollution Control Act\n1994 and the Threatened Species Protection Act 1995.\n• TasNetworks Holdings Pty Ltd\nThere were 34 reportable environmental incidents\n• Fortytwo24 Pty Ltd\nduring the financial year which included 17 impacts to\n• TasNet Connections Pty Ltd. listed threatened fauna s\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PID Act and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=PID+Act+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- h), the\nAct 2002 (Tas) (PID Act). Australian Privacy Principles and the Personal Information\nProtection Act 2004 (Tas). TasNetworks’ Privacy Policy,\nTasNetworks has a Whistleblower Policy covering\nwhich was originally approved by the CEO in June 2014\nboth the PID Act and the Corporations Act 2001 (Cth),\nand last updated in July 2021, sets out how it collects,\nwhich was last reviewed in April 2022. In April 2021,\nuses, discloses and otherwise manages personal\nTasNetworks also adopted the Tasmanian Ombudsman’s\ninformation it holds. Given the recommendat\n Source: `annual-reports/2021-22.pages.jsonl`\n- rs that promote inclusivity\nand diversity.\n48 TasNetworks Annual Report 2022-23\n\n[page 51]\nPublic Interest Disclosures\nTasNetworks is subject to the Public Interest Disclosures\nAct 2002 (Tas) (PID Act).\nTasNetworks has a Whistleblower Policy covering\nboth the PID Act and the Corporations Act 2001 (Cth),\nwhich was last reviewed in March 2022. In April 2021,\nTasNetworks also adopted the Tasmanian Ombudsman’s\nnew Model Procedures with minor modifications\napproved by the Ombudsman. A copy of these\nprocedures is available on TasNetworks’ website.\nTwo prote\n Source: `annual-reports/2022-23.pages.jsonl`\n- • email and internet usage policies. TasNetworks is subject to the Public Interest Disclosures\nAct 2002 (Tas) (PID Act).\nUnder this policy, the TasNetworks Board and Executive\nTeam are responsible for: TasNetworks has a Whistleblower Policy covering both\nthe PID Act and the Corporations Act 2001 (Cth), which\n• endorsing and approving the policy\nwas last reviewed in December 2023. In April 2021,\n• supporting the development of strategies and\nTasNetworks also adopted the Tasmanian Ombudsman’s\ninitiatives that support the policy\nnew Model Procedures wit\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Superannuation Reform Regulations 2017\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Sector+Superannuation+Reform+Regulations+2017\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ets its employer obligations by\nperiodic contributions. Consequently, TasNetworks does not carry any liability for superannuation in relation to all post\n1 July 1999 employees.\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation\nReform Regulations 2017 (as amended from time to time).\nAlthough the Scheme is not formally subject to the Superannuation Industry Supervision (SIS) legislation, the\nTasmanian Government has undertaken (in a Heads of Government Agreement) to operate the Scheme in accordance\nwith the\n Source: `annual-reports/2022-23.pages.jsonl`\n- ets its employer obligations by\nperiodic contributions. Consequently, TasNetworks does not carry any liability for superannuation in relation to all post\n1 July 1999 employees.\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation\nReform Regulations 2017 (as amended from time to time).\nAlthough the Scheme is not formally subject to the Superannuation Industry Supervision (SIS) legislation, the\nTasmanian Government has undertaken (in a Heads of Government Agreement) to operate the Scheme in accordance\nwith the\n Source: `annual-reports/2023-24.pages.jsonl`\n- ets its employer obligations by periodic contributions. Consequently,\nTasNetworks does not carry any liability for superannuation in relation to all post 1 July 1999 employees.\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform\nRegulations 2017 (as amended from time to time).\n120 TasNetworks Annual Report 2024-25\n53\n\n[page 123]\nTasmanian Networks Pty Ltd\nTasmanian Networks Pty Ltd\nNotes to the Consolidated Financial Statements\nNotes to the consolidated financial statements (continued) Notes to the c\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### C1). Under the Tasmanian Public Finance Corporation Act 1985\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=C1%29.+Under+the+Tasmanian+Public+Finance+Corporation+Act+1985\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Tasmanian Public Finance Corporation (TASCORP).\nThe working capital other than the mentioned short debt term maturities is $23.823m deficit (2023: $3.862m deficit).\nTasNetworks held $208.651m of undrawn borrowing capacity at 30 June 2024 (2023: $4.650m) (note C1). Under\nthe Tasmanian Public Finance Corporation Act 1985, the Government has provided a guarantee of TasNetworks’\nborrowings from the Tasmanian Public Finance Corporation. As at 30 June 2024, this support was limited to a\nmaximum amount of $2.500 billion.\nThe financial statements were authorised for issue by the di\n Source: `annual-reports/2023-24.pages.jsonl`\n- smanian Public\nFinance Corporation (TASCORP). The working capital other than the mentioned short debt term maturities\nis $34.109m deficit (2024: $23.823m deficit). TasNetworks held $215.800m of undrawn borrowing\ncapacity at 30 June 2025 (2024:$208.651m) (note C1). Under the Tasmanian Public Finance Corporation\nAct 1985 , the Government has provided a guarantee of TasNetworks’ borrowings from the Tasmanian\nPublic Finance Corporation. As at 30 June 2025, this support was limited to a maximum amount of $2,500\nmillion.\nThe financial statements were authorised for issue by the d\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Government Business Enterprises Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Government+Business+Enterprises+Act+1995\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- the CEO, contain a termination\nclause that requires the senior Executive or the Board to provide a minimum notice period of up to 6 months prior\nto termination of the contract. CEO contracts for GBEs include a set term consistent with the requirements of the\nGovernment Business Enterprises Act 1995. Whilst not automatic, contracts can be extended.\nNo key management personnel appointed during the period received a payment as part of their consideration for\nagreeing to hold the position.\nShort-term incentive payments\nThe Board sets fixed performance targe\n Source: `annual-reports/2022-23.pages.jsonl`\n- the CEO, contain a termination\nclause that requires the senior executive or the Board to provide a minimum notice period of up to 6 months prior\nto termination of the contract. CEO contracts for GBEs include a set term consistent with the requirements of the\nGovernment Business Enterprises Act 1995. Whilst not automatic, contracts can be extended.\nNo key management personnel appointed during the period received a payment as part of their consideration for\nagreeing to hold the position.\nShort-term incentive payments\nThe Board sets fixed performance targe\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Land Acquisition Act 1993\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Land+Acquisition+Act+1993\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- t and approvals\nTasFarmers to develop a Strategic Benefit Payment (SBP)\nprocess for NWTD. This important milestone enables the\nframework. SBPs are additional to any compensation due\nTasmanian Planning Commission to formally assess the\nto landholders under the Land Acquisition Act 1993, and\nproject before it can proceed to construction. It follows\nwill not reduce those compensation amounts.\nyears of preparation, including extensive technical studies\nand field investigations along the route. An SBP has been achieved, following more than two\n Source: `annual-reports/2024-25.pages.jsonl`\n- ommitted to working closely with landowners\nand the community to achieve the best outcomes. The NWTD Project developed a revised Tasmanian Transmission\nCompensation Framework which included a Strategic Benefit Payment (SBP), in addition to that offered by the Land\nAcquisition Act 1993 (Tas). Tasmanian Farmers and Graziers will be co-designing the SBP, to be finalised in 2023-24.\nTasNetworks achieved 86 per cent voluntary negotiated land access for private landholders across the remaining\nNWTD route. The placement of 42 towers has been adju\n Source: `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pages.jsonl`\n\n### Public Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- y;\n• leading and championing the implementation\nof the policy and related initiatives; and\n• modelling behaviours that promote inclusivity\nand diversity.\n48 TasNetworks Annual Report 2022-23\n\n[page 51]\nPublic Interest Disclosures\nTasNetworks is subject to the Public Interest Disclosures\nAct 2002 (Tas) (PID Act).\nTasNetworks has a Whistleblower Policy covering\nboth the PID Act and the Corporations Act 2001 (Cth),\nwhich was last reviewed in March 2022. In April 2021,\nTasNetworks also adopted the Tasmanian Ombudsman’s\nnew Model Procedures with minor mod\n Source: `annual-reports/2022-23.pages.jsonl`\n- arly monitor its separate\n• the Employee Assistance Program; email inbox for the lodgement of any RTI applications.\n• formal inductions\nPublic Interest Disclosures\n• flexible work arrangements\n• email and internet usage policies. TasNetworks is subject to the Public Interest Disclosures\nAct 2002 (Tas) (PID Act).\nUnder this policy, the TasNetworks Board and Executive\nTeam are responsible for: TasNetworks has a Whistleblower Policy covering both\nthe PID Act and the Corporations Act 2001 (Cth), which\n• endorsing and approving the policy\nwas last reviewe\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Under the Tasmanian Public Finance Corporation Act 1985\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Under+the+Tasmanian+Public+Finance+Corporation+Act+1985\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- 00 $’000 $’000\nUnsecured bank overdraft facility 1,000 - 1,000 1,000 - 1,000\nCorporate MasterCard 1,500 292 1,208 1,500 399 1,101\nGuarantee facility 1,000 - 1,000 1,000 - 1,000\nTASCORP Master Loan Facility 2,500,000 2,291,349 208,651 2,200,000 2,195,350 4,650\nUnder the Tasmanian Public Finance Corporation Act 1985, the Government has provided a guarantee of TasNetworks’\nborrowings from the Tasmanian Public Finance Corporation. As at 30 June 2024, this support was limited to a\nmaximum amount of $2.500 billion.\nRecognition and measurement\nBorrowings are recorded initiall\n Source: `annual-reports/2023-24.pages.jsonl`\n- 0 $$’’000000\nUnsecured bank overdraft facility 1,000 - 1,000 1,000 - 1,000\nCorporate MasterCard 1,500 312 1,188 1,500 292 1,208\nGuarantee facility 1,000 - 1,000 1,000 - 1,000\nTASCORP Master Loan Facility 2,500,000 2,284,200 215,800 2,500,000 2,291,349 208,651\nUnder the Tasmanian Public Finance Corporation Act 1985 , the Government has provided a guarantee of TasNetworks’ borrowings from\nthe Tasmanian Public Finance Corporation. As at 30 June 2025, this support was limited to a maximum amount of $2,500 million.\nRReeccooggnniittiioonn aanndd mmeeaassuurreemmeenntt\nBorrow\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Cth), the Australian Privacy Principles and the Personal Information Protection Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Cth%29%2C+the+Australian+Privacy+Principles+and+the+Personal+Information+Protection+Act+2004\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- orks. As at 30 June 2023, one disclosure is still\nbeing investigated. There were no other matters arising\nduring the year that are reportable under s86 of the\nPID Act.\nPrivacy and Personal Information Protection\nTasNetworks is subject to the Privacy Act 1988 (Cth), the\nAustralian Privacy Principles and the Personal Information\nProtection Act 2004 (Tas). TasNetworks’ Privacy Policy,\nwhich was originally approved by the CEO in June 2014\nand last updated in July 2021, sets out how it collects,\nuses, discloses and otherwise manages personal\ninformation it holds. Given the recommendations made\nby the Feder\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Government Business Enterprise Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Government+Business+Enterprise+Act+1995\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- s of Tasmanian Networks Pty Ltd and entities controlled by Tasmanian Networks Pty Ltd (note\nH4). The group of companies is referred to as TasNetworks in these financial statements. The consolidated\nfinancial statements have been prepared in accordance with:\n• Government Business Enterprise Act 1995 (GBE Act) and related Treasurer's Instructions;\n• Australian Accounting Standards (AASBs) and Interpretations adopted by the Australian Accounting\nStandards Board (AASB); and\n• Financial disclosure requirements of the Corporations Act 2001, where applicable t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### New Zealand Standard of Compliance Program and the PID Act and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=New+Zealand+Standard+of+Compliance+Program+and+the+PID+Act+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- relevant TasNetworks is subject to the Public Interest Disclosures\nlegislative and regulatory obligations. To achieve this (PID) Act 2002 (Tas) (PID Act).\ncommitment, TasNetworks adheres to the Australian/\nTasNetworks has a Whistleblower Policy covering both\nNew Zealand Standard of Compliance Program and\nthe PID Act and the Corporations Act 2001 (Cth), which\nhas instituted a Compliance Policy and Framework,\nwas last reviewed in December 2023. In April 2021,\nincorporating:\nTasNetworks also adopted the Tasmanian Ombudsman’s\n• active and visible engagement in compliance by the new Model Procedures with\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### PID Act). Australian Privacy Principles and the Personal Information Protection Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=PID+Act%29.+Australian+Privacy+Principles+and+the+Personal+Information+Protection+Act+2004\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- ersity.\n50\nTasNetworks Annual Report 2021-22\n\n[page 53]\nPublic Interest Disclosures Privacy and Personal Information Protection\nTasNetworks is subject to the Public Interest Disclosures TasNetworks is subject to the Privacy Act 1988 (Cth), the\nAct 2002 (Tas) (PID Act). Australian Privacy Principles and the Personal Information\nProtection Act 2004 (Tas). TasNetworks’ Privacy Policy,\nTasNetworks has a Whistleblower Policy covering\nwhich was originally approved by the CEO in June 2014\nboth the PID Act and the Corporations Act 2001 (Cth),\nand last updated in July 2021, sets out how it collects,\nwhich was\n Source: `annual-reports/2021-22.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2022.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/TasNetworks-Annual-Review-2021.pages.jsonl` (pdf_pages)\n- `other-pdfs/TasNetworks-Disclosure-2024--1.pages.jsonl` (pdf_pages)\n- `other-pdfs/TasNetworks-Disclosure-Report-2022-23.pages.jsonl` (pdf_pages)\n- `other-pdfs/TasNetworks-half-yearly-report-December-2025-for-website.pages.jsonl` (pdf_pages)\n- `strategies/Launch-of-TasNetworks-Innovate-RAP-April-2024.pages.jsonl` (pdf_pages)\n- `strategies/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pages.jsonl` (pdf_pages)\n- `strategies/TasNetworks-Launches-Reconciliation-Action-Plan.pages.jsonl` (pdf_pages)\n- `strategies/TasNetworks-welcomes-draft-Tasmanian-Energy-Strategy.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4]", "vision_source_page": 4, "purposes": "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "purposes_source_page": 4, "how_we_deliver": "Our field-based team members are located at four major resource centres in Cambridge, Rocherlea, Devonport, and Burnie, and at sub-stations and regional depots across the state. Our training centre is in Mornington, and we have administrative offices in Lenah Valley and Rocherlea. [AR p.4]", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "Understand and respond to our customers and communities", "source_page": 12 }, { "text": "Deliver operational excellence", "source_page": 12 }, { "text": "Innovate in a targeted way", "source_page": 12 } ], "outcomes": [ { "name": "Enhance the safety and wellbeing of our people", "description": "We understand our services are critical and need to be reliable, and we recognise our role to create value for Tasmania. We have metrics focused on the physical, psychological, and environmental wellbeing of these stakeholders. [AR p.13]", "key_activities": [ "Maintaining and replacing network infrastructure", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_page": 13 }, { "name": "Supply reliable essential services", "description": "We do not compromise the safety and wellbeing of our people, our customers, and our communities. We have an opportunity to proactively drive reliability and sustainability for the Tasmanian community. [AR p.13]", "key_activities": [ "Connecting new customers to the network", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_page": 13 }, { "name": "Provide a sustainable financial return", "description": "We seek to balance affordable prices for customers and provide sustainable profits to our owner, the State of Tasmania. We are focused on the efficiency of our operations, so our profits can be reinvested to benefit the Tasmanian community. [AR p.13]", "key_activities": [ "Delivering value for our customers", "Meeting their expectations in every action we take" ], "source_page": 13 }, { "name": "Deliver value for our customers", "description": "We strive to deliver value for our customers and meet their expectations in every action we take. Our focus is on the quality of customers’ and other stakeholders’ experiences with us and how we performance against their needs and expectations. [AR p.13]", "key_activities": [ "Balancing affordable prices for customers", "Providing sustainable profits to our owner" ], "source_page": 13 } ], "values": [ "Safety", "Reliability", "Affordability", "Innovation" ], "values_framework_name": "None", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Customer satisfaction rating", "target": "8/10", "source_page": 12 }, { "code": "NWTD01", "measure": "Completion of North West Transmission Developments Stage 1", "target": "Construction projected to start in 2026", "source_page": 25 }, { "code": "WADA01", "measure": "Completion of Waddamana to Palmerston transfer capability upgrade", "target": "Project under assessment", "source_page": 29 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Customer satisfaction rating", "result": "7.5/10", "status": "Partially achieved", "source_page": 10 }, { "code": "NWTD01", "measure": "Completion of North West Transmission Developments Stage 1", "result": "Construction projected to start in 2026", "status": "Not achieved", "source_page": 25 }, { "code": "WADA01", "measure": "Completion of Waddamana to Palmerston transfer capability upgrade", "result": "Project under assessment", "status": "Not achieved", "source_page": 29 } ], "_source_urls": { "annual_report_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Revenue 2023 2022\nNote $’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 285,636 281,876\nProvision of regulated transmission services* 168,410 160,058\nProvision of other non-regulated services 28,529 27,233\nCustomer contributions 19,164 21,338\n501,740 490,505\n(b) Other revenue\nRent and lease income 1,977 1,862\nInterest received 294 20\nGrants received – Project Marinus A1 7,298 12,117\nOther grants and subsidies 1,252 2,410\nGain on disposal of property, plant and equipment 1,281 2,817\nOther revenue A1 2,965 3,598\n15,067 22,824\nTotal revenue 516,807 513,329\nRevenue from contracts with customers by\ntiming of revenue\nServices transferred at a point in time 41,264 37,763\nServices transferred over time 460,476 452,742\n501,740 490,505", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Revenue 2023 2022\nNote $’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 285,636 281,876\nProvision of regulated transmission services* 168,410 160,058\nProvision of other non-regulated services 28,529 27,233\nCustomer contributions 19,164 21,338\n501,740 490,505\n(b) Other revenue\nRent and lease income 1,977 1,862\nInterest received 294 20\nGrants received – Project Marinus A1 7,298 12,117\nOther grants and subsidies 1,252 2,410\nGain on disposal of property, plant and equipment 1,281 2,817\nOther revenue A1 2,965 3,598\n15,067 22,824\nTotal revenue 516,807 513,329\nRevenue from contracts with customers by\ntiming of revenue\nServices transferred at a point in time 41,264 37,763\nServices transferred over time 460,476 452,742\n501,740 490,505", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 54]\nPerformance against our\nStatement of Corporate Intent\nKey business objective Performance Definition 24-25 target 24-25 result Outcome\nmeasure\nEnhance the safety Tier 1 incidents Number of serious injuries ≤ 8 4 Met\nand wellbeing of our or fatalities\npeople\n(actual and potential)\nEmployee % score at group-level ≥ 65 60 Not met\nengagement (%) from Culture Amp survey\nDeliver value for our Customer Customer satisfaction ≥ 7.6 7.5 Not met\ncustomers satisfaction score out of 10\nSupply reliable Transmission Loss of system supply >0.1 ≤ 4 7 Not met\nessential services reliability system minutes (LoS)\nDistribution System average ≤ 162 172 Not met\nreliability interruption duration index\n(SAIDI)\nProvide a sustainable Profit ($m) Net profit after tax ($m) ≥ 32.9 8.2 Not met\nfinancial return\nPerformance commentary The impact from these dual events can be seen in", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 54]\nPerformance against our\nStatement of Corporate Intent\nKey business objective Performance Definition 24-25 target 24-25 result Outcome\nmeasure\nEnhance the safety Tier 1 incidents Number of serious injuries ≤ 8 4 Met\nand wellbeing of our or fatalities\npeople\n(actual and potential)\nEmployee % score at group-level ≥ 65 60 Not met\nengagement (%) from Culture Amp survey\nDeliver value for our Customer Customer satisfaction ≥ 7.6 7.5 Not met\ncustomers satisfaction score out of 10\nSupply reliable Transmission Loss of system supply >0.1 ≤ 4 7 Not met\nessential services reliability system minutes (LoS)\nDistribution System average ≤ 162 172 Not met\nreliability interruption duration index\n(SAIDI)\nProvide a sustainable Profit ($m) Net profit after tax ($m) ≥ 32.9 8.2 Not met\nfinancial return\nPerformance commentary The impact from these dual events can be seen in", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 43]\nCheryl Hopkins Board committees\nMBA GradCert(Man) GAICD The Board has two standing committees:\nAppointed 28 April 2023\n• the People and Remuneration Committee (comprised\nCurrent term expires November 2024\nof three non-executive directors); and\nCheryl has accumulated more than 35 years’ experience\n• the Audit, Risk and Compliance Committee\nin the Australian energy industry, working in executive\n(previously the Audit and Compliance Committee)\npositions across the supply chain in retail, wholesale,\n(comprised of three non-executive directors).\nupstream gas, networks, and strategic risk and\ngovernance.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 43]\nCheryl Hopkins Board committees\nMBA GradCert(Man) GAICD The Board has two standing committees:\nAppointed 28 April 2023\n• the People and Remuneration Committee (comprised\nCurrent term expires November 2024\nof three non-executive directors); and\nCheryl has accumulated more than 35 years’ experience\n• the Audit, Risk and Compliance Committee\nin the Australian energy industry, working in executive\n(previously the Audit and Compliance Committee)\npositions across the supply chain in retail, wholesale,\n(comprised of three non-executive directors).\nupstream gas, networks, and strategic risk and\ngovernance.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 5]\nOur business, Our business,\nChair and CEO Representing our How we assess Chair and CEO Representing our How we assess\ncustomers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A customers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A\nintroduction cutomers our maturity introduction cutomers our maturity\ncommunity community\nPrinciple 1: We will put customers at the centre of our business Improving stakeholder management\nFuture commitments\nWe also began rolling out a new stakeholder\nand the energy system (FY2025-26)\nmanagement system, initially used for regulatory\nengagement, it has now been extended to our\n• Collaborate with customers to shape our\nStakeholder Engagement and Transmission\nfuture pricing and service plans, making", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf (https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 5]\nOur business, Our business,\nChair and CEO Representing our How we assess Chair and CEO Representing our How we assess\ncustomers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A customers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A\nintroduction cutomers our maturity introduction cutomers our maturity\ncommunity community\nPrinciple 1: We will put customers at the centre of our business Improving stakeholder management\nFuture commitments\nWe also began rolling out a new stakeholder\nand the energy system (FY2025-26)\nmanagement system, initially used for regulatory\nengagement, it has now been extended to our\n• Collaborate with customers to shape our\nStakeholder Engagement and Transmission\nfuture pricing and service plans, making", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf (https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Revenue Note 2022 2021\n$’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 281,876 259,361\nProvision of regulated transmission services* 160,058 148,091\nProvision of other non-regulated services 27,233 26,160\nCustomer contributions 21,338 16,041\n490,505 449,653\n(b) Other revenue\nRent and lease income 1,862 1,859\nInterest received 20 102\nGrants received – Project Marinus A1 12,117 22,883\nOther grants and subsidies 2,410 712\nGain on disposal of property, plant and equipment 2,817 633\nOther revenue A1 3,598 3,338\n22,824 29,527\nTotal revenue 513,329 479,180\nRevenue from contracts with customers by timing of revenue\nServices transferred at a point in time 37,763 32,894\nServices transferred over time 452,742 416,759\n490,505 449,653\n*The current year result includes $18 million of regulated revenue over recoveries attributable to higher AEMO", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Revenue Note 2022 2021\n$’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 281,876 259,361\nProvision of regulated transmission services* 160,058 148,091\nProvision of other non-regulated services 27,233 26,160\nCustomer contributions 21,338 16,041\n490,505 449,653\n(b) Other revenue\nRent and lease income 1,862 1,859\nInterest received 20 102\nGrants received – Project Marinus A1 12,117 22,883\nOther grants and subsidies 2,410 712\nGain on disposal of property, plant and equipment 2,817 633\nOther revenue A1 3,598 3,338\n22,824 29,527\nTotal revenue 513,329 479,180\nRevenue from contracts with customers by timing of revenue\nServices transferred at a point in time 37,763 32,894\nServices transferred over time 452,742 416,759\n490,505 449,653\n*The current year result includes $18 million of regulated revenue over recoveries attributable to higher AEMO", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Financial instruments (continued)\nInterest rate sensitivity analysis\nThe impact to TasNetworks of a movement in interest rates is shown in the table below:\nProfit before tax\n2022 2021\n$’000 $’000\n1.0% increase in interest rates 406 270\n0.10% decrease in interest rates (41) (27)\n(c) Hedging\nForward Foreign Exchange Contracts\nTasNetworks enters into forward foreign exchange contracts to manage the exchange rate risk on future vendor\npayments.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Financial instruments (continued)\nInterest rate sensitivity analysis\nThe impact to TasNetworks of a movement in interest rates is shown in the table below:\nProfit before tax\n2022 2021\n$’000 $’000\n1.0% increase in interest rates 406 270\n0.10% decrease in interest rates (41) (27)\n(c) Hedging\nForward Foreign Exchange Contracts\nTasNetworks enters into forward foreign exchange contracts to manage the exchange rate risk on future vendor\npayments.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 27946646, "link_text": "TasNetworks Annual Report 2024-25" }, { "category": "annual-reports", "year": "2023-24", "url": "https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 14311218, "link_text": "TasNetworks Annual Report 2023-24" }, { "category": "annual-reports", "year": "2022-23", "url": 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"https://www.tasnetworks.com.au/config/getattachment/f06a9b62-f520-417d-9c59-81115541663b/Launch-of-TasNetworks-Innovate-RAP-April-2024.pdf", "file": "strategies/Launch-of-TasNetworks-Innovate-RAP-April-2024.pdf", "bytes": 259306, "link_text": "Launch of TasNetworks Innovate Reconciliation Action Plan (RAP)" }, { "category": "strategies", "year": null, "url": "https://www.tasnetworks.com.au/config/getattachment/97b19ecd-bd84-406a-a994-4224af2be207/TasNetworks-Launches-Reconciliation-Action-Plan.pdf", "file": "strategies/TasNetworks-Launches-Reconciliation-Action-Plan.pdf", "bytes": 462793, "link_text": "TasNetworks Launches Reconciliation Action Plan" }, { "category": "strategies", "year": null, "url": "https://www.tasnetworks.com.au/config/getattachment/c965ef20-1933-4557-89fc-0efab1c541ff/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pdf", "file": "strategies/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pdf", "bytes": 106699, "link_text": "Tasmanian Energy Strategy and Bell 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