{ "entity_id": "B-004650", "folder": "Inland-Rail-Pty-Ltd", "name": "Inland Rail Pty Ltd", "type": "Government Subsidiary", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "https://inlandrail.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 5, "n_kpi_targets": 11, "n_kpi_results": 11, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "official_site_url": "https://inlandrail.com.au/", "source_documents": [ { "type": "corporate_plan", "title": "Statement of Corporate Intent (Corporate Plan) 2025-26", "url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 16, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16" }, "vision": null, "strategic_priorities": [ { "title": "Lead the nation in providing a safe, resilient and reliable network", "description": "Lead the nation in providing a safe, resilient and reliable network", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 17, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17" }, { "title": "Grow rail’s market share", "description": "Grow rail’s market share", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 17, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17" }, { "title": "Work with communities and the supply chain as a trusted partner", "description": "Work with communities and the supply chain as a trusted partner", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 17, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17" } ], "values": [ { "name": "No Harm", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null }, { "name": "Future Thinking", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null }, { "name": "Active Engagement", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null }, { "name": "Results", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Network Reliability", "description": "ARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. [CP p. 18]", "activities": [ "Investing in the maintenance and enhancement of its significant national rail network through its Asset Management Plan", "Delivering the Network Investment Program (NIP) with the support of the Australian Government" ], "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 18, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18" } ], "performance_measures": [ { "code": "TRIFR", "measure": "Significant Severity Frequency Rate", "target": "2.00", "latest_result": "2.9", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Pollution", "measure": "Significant pollution incidents during Construction", "target": "0", "latest_result": "0", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Local Spend", "measure": "Spend with local businesses", "target": "40%", "latest_result": "40%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "FN Spend", "measure": "Spend with First Nations Businesses", "target": "4%", "latest_result": "4%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "FN Workforce", "measure": "Workforce who are local First Nations residents", "target": "5%", "latest_result": "5%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Local Workforce", "measure": "Workforce who are local residents", "target": "30%", "latest_result": "30%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Employee Engagement", "measure": "Employee Engagement Score", "target": "75%", "latest_result": "65%", "status": "Partially achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Employee Turnover", "measure": "Employee Turnover (Voluntary)", "target": "15%", "latest_result": "18%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Female Participation", "measure": "Female Participation", "target": "46%", "latest_result": "45%", "status": "Not achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "FN Participation", "measure": "First Nations Participation", "target": "4%", "latest_result": "3%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Project Expenditure", "measure": "Project Expenditure", "target": "Target achieved +/-10% of target", "latest_result": "Over budget", "status": "Not achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 } ], "document_alignment_terms": { "must_support": [ "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "Lead the nation in providing a safe, resilient and reliable network", "Grow rail’s market share", "Work with communities and the supply chain as a trusted partner" ], "watch_terms": [ "Significant Severity Frequency Rate", "Significant pollution incidents during Construction", "Spend with local businesses", "Spend with First Nations Businesses", "Workforce who are local First Nations residents", "Workforce who are local residents", "Employee Engagement Score", "Employee Turnover (Voluntary)", "Female Participation", "First Nations Participation", "Project Expenditure" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "purposes_source_page": 16, "how_we_deliver": "We lead the nation in providing a safe, resilient and reliable network. [CP p. 17]", "how_we_deliver_source_page": 17, "government_priorities": [ { "text": "Lead the nation in providing a safe, resilient and reliable network", "source_page": 17 }, { "text": "Grow rail’s market share", "source_page": 17 }, { "text": "Work with communities and the supply chain as a trusted partner", "source_page": 17 } ], "outcomes": [ { "name": "Outcome 1: Network Reliability", "description": "ARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. [CP p. 18]", "key_activities": [ "Investing in the maintenance and enhancement of its significant national rail network through its Asset Management Plan", "Delivering the Network Investment Program (NIP) with the support of the Australian Government" ], "source_page": 18 } ], "values": [ "No Harm", "Future Thinking", "Active Engagement", "Results" ], "values_framework_name": "ARTC Values", "kpi_targets_2025_26": [ { "code": "TRIFR", "measure": "Significant Severity Frequency Rate", "target": "2.00", "source_page": 47 }, { "code": "Pollution", "measure": "Significant pollution incidents during Construction", "target": "0", "source_page": 47 }, { "code": "Local Spend", "measure": "Spend with local businesses", "target": "40%", "source_page": 47 }, { "code": "FN Spend", "measure": "Spend with First Nations Businesses", "target": "4%", "source_page": 47 }, { "code": "FN Workforce", "measure": "Workforce who are local First Nations residents", "target": "5%", "source_page": 47 }, { "code": "Local Workforce", "measure": "Workforce who are local residents", "target": "30%", "source_page": 47 }, { "code": "Employee Engagement", "measure": "Employee Engagement Score", "target": "75%", "source_page": 47 }, { "code": "Employee Turnover", "measure": "Employee Turnover (Voluntary)", "target": "15%", "source_page": 47 }, { "code": "Female Participation", "measure": "Female Participation", "target": "46%", "source_page": 47 }, { "code": "FN Participation", "measure": "First Nations Participation", "target": "4%", "source_page": 47 }, { "code": "Project Expenditure", "measure": "Project Expenditure", "target": "Target achieved +/-10% of target", "source_page": 47 } ], "kpi_results_2024_25": [ { "code": "TRIFR", "measure": "Combined TRIFR (Employee and Contractor)", "result": "2.9", "status": "Achieved", "source_page": 47 }, { "code": "Pollution", "measure": "Significant pollution incidents during Construction", "result": "0", "status": "Achieved", "source_page": 47 }, { "code": "Local Spend", "measure": "Spend with local businesses", "result": "40%", "status": "Achieved", "source_page": 47 }, { "code": "FN Spend", "measure": "Spend with First Nations Businesses", "result": "4%", "status": "Achieved", "source_page": 47 }, { "code": "FN Workforce", "measure": "Workforce who are local First Nations residents", "result": "5%", "status": "Achieved", "source_page": 47 }, { "code": "Local Workforce", "measure": "Workforce who are local residents", "result": "30%", "status": "Achieved", "source_page": 47 }, { "code": "Employee Engagement", "measure": "Employee Engagement Score", "result": "65%", "status": "Partially achieved", "source_page": 47 }, { "code": "Employee Turnover", "measure": "Employee Turnover (Voluntary)", "result": "18%", "status": "Achieved", "source_page": 47 }, { "code": "Female Participation", "measure": "Female Participation", "result": "45%", "status": "Not achieved", "source_page": 47 }, { "code": "FN Participation", "measure": "First Nations Participation", "result": "3%", "status": "Achieved", "source_page": 47 }, { "code": "Project Expenditure", "measure": "Project Expenditure", "result": "Over budget", "status": "Not achieved", "source_page": 47 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf" } }, "ideas": [ { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "ARTC AUDIT, FINANCE AND\nRISK COMMITTEE\n– Oversight of the management of risks identified under the\nenterprise-wide strategic risk framework.\n– Monitor and ensure high quality and effective financial risk management\npractices, control management and governance systems and processes.\n– Assess and convey to the Board any material changes to the company’s\nrisk management procedures including the emergence or identification\nof critical risks.\n– Assess and ensure the effectiveness of the company’s risk management\nprocedures and policies and procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "ARTC AUDIT, FINANCE AND\nRISK COMMITTEE\n– Oversight of the management of risks identified under the\nenterprise-wide strategic risk framework.\n– Monitor and ensure high quality and effective financial risk management\npractices, control management and governance systems and processes.\n– Assess and convey to the Board any material changes to the company’s\nrisk management procedures including the emergence or identification\nof critical risks.\n– Assess and ensure the effectiveness of the company’s risk management\nprocedures and policies and procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "[Page 47]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Sustainable procurement\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nImplement and track progress On track On track\nagainst Sustainable Procurement Sustainable Procurement Policy Policy commitments tracked\nPolicy commitments. commitments continue to be implemented during FY24.\nand tracked by both Inland Rail and our\nconstruction contractors.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "[Page 47]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Sustainable procurement\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nImplement and track progress On track On track\nagainst Sustainable Procurement Sustainable Procurement Policy Policy commitments tracked\nPolicy commitments. commitments continue to be implemented during FY24.\nand tracked by both Inland Rail and our\nconstruction contractors.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Implement and support initiatives On track On track\nthat leave a positive community\nInland Rail continues to support initiatives 70 community initiatives valued at\nlegacy. that leave a positive community legacy. $226,144 were delivered through our\n427 community initiatives have received Community Grants Program.\nmore than $1.36 million from the\nCommunity Grants Program.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Implement and support initiatives On track On track\nthat leave a positive community\nInland Rail continues to support initiatives 70 community initiatives valued at\nlegacy. that leave a positive community legacy. $226,144 were delivered through our\n427 community initiatives have received Community Grants Program.\nmore than $1.36 million from the\nCommunity Grants Program.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Category Milestone Planned Dates as at June 2025\n62YF\nLand access Beveridge to Albury Tranche 2 – Land Access October 2025\n+ Biodiversity Secured for Construction*\nobligations\nApprovals Narrabri to North Star Separable Portion 2 – October 2025\nEPBC Approval Received\nBorder to Gowrie – Revised Approvals – March 2026\nEPBC Approval\nGowrie to Kagaru – EIS Primary Approval December 2025\nStrategy – Provisional\nDetailed Beveridge to Albury Tranche 2 – Detailed February 2026\nDesign Design complete\nIllabo to Stockinbingal – Detailed Design complete November 2025\nAlbury to Illabo – Detailed Design complete January 2026\nConstruction Beveridge to Albury Tranche 1 – Project Finalisation August 2025\nWorks and Close–out commence\nParkes to Narromine – All remaining scope complete October 2025\nNarrabri to North Star Separable Portion 1 – May 2026\nTrelleborg Panels Replacement complete", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Category Milestone Planned Dates as at June 2025\n62YF\nLand access Beveridge to Albury Tranche 2 – Land Access October 2025\n+ Biodiversity Secured for Construction*\nobligations\nApprovals Narrabri to North Star Separable Portion 2 – October 2025\nEPBC Approval Received\nBorder to Gowrie – Revised Approvals – March 2026\nEPBC Approval\nGowrie to Kagaru – EIS Primary Approval December 2025\nStrategy – Provisional\nDetailed Beveridge to Albury Tranche 2 – Detailed February 2026\nDesign Design complete\nIllabo to Stockinbingal – Detailed Design complete November 2025\nAlbury to Illabo – Detailed Design complete January 2026\nConstruction Beveridge to Albury Tranche 1 – Project Finalisation August 2025\nWorks and Close–out commence\nParkes to Narromine – All remaining scope complete October 2025\nNarrabri to North Star Separable Portion 1 – May 2026\nTrelleborg Panels Replacement complete", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] } ], "legislation_administered": [], "artifacts": [ { "category": "corporate-plans", "year": "2025-26", "url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "file": "corporate-plans/2025-26.pdf", "bytes": 8100562, "link_text": "Statement of Corporate Intent (Corporate Plan) 2025-26" }, { "category": "other-pdfs", "year": "2025", "url": "https://inlandrail.com.au/wp-content/uploads/2025/09/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf", "file": 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