{ "entity_id": "S-VIC-018", "folder": "Zoological-Parks-and-Gardens-Board", "name": "Zoological Parks and Gardens Board", "type": "Statutory Authority", "jurisdiction": "VIC", "portfolio": "", "website": "https://www.zoo.org.au/", "data_status": "stub", "completeness": { "has_strategy_brief": false, "has_strategy_structured": false, "has_vision": false, "has_kpi_targets": false, "has_kpi_results": false, "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": 16, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 0, "verified_own_data": false }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "", "official_site_url": "https://www.zoo.org.au/", "source_documents": [ { "type": "annual_report", "title": "2024-25 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-24 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-23 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/stkdcm15/zv-annual-report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021-22 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/ftphkcuc/zv-annual-report-2021-22.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "2020-21 Annual Report - (PDF)", "url": "https://cdn-site.zoo.org.au/media/tfjbji4k/zv-annual-report-2020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "2024-27 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.pdf", "period": "2024", "confidence": "high" }, { "type": "corporate_plan", "title": "2020-21 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/4bkdfgxd/corporate-plan-2020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "2018-21 Strategic Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/uezhdeeu/corporate-plan-2018-21.pdf", "period": "2018", "confidence": "high" }, { "type": "corporate_plan", "title": "2017-18 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.pdf", "period": "2017-18", "confidence": "high" }, { "type": "corporate_plan", "title": "2016-17 Corporate Plan - (PDF)", "url": "https://cdn-site.zoo.org.au/media/2sqg10qu/corporate-plan-2016-17.pdf", "period": "2016-17", "confidence": "high" }, { "type": "strategie", "title": "Zoos Victoria 2030 Strategy - (PDF)", "url": "https://cdn-site.zoo.org.au/media/youelnok/zoos_victoria_2030_strategy.pdf", "period": "2030", "confidence": "medium" }, { "type": "annual_report", "title": "Annual Report", "url": "https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf", "period": "2024", "confidence": "high" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [], "outcomes": [], "performance_measures": [], "document_alignment_terms": { "must_support": [], "watch_terms": [], "avoid_claiming_without_evidence": [] }, "review_note": "No current official strategy document has been verified yet." }, "global_initiatives": null, "strategy": null, "ideas": [ { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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 6]\nKey Performance\nKey performance Frequency Three Year\nFocus Area Description\nindicator of Measure Target\nIndicators (KPIs)\nCreating Improved facilities Monthly Expenditure on capital and repairs 110%\nSpecial and maintenance as a % of annual\nPlaces depreciation\nKey Performance Indicators (KPIs) play a crucial role in the management and strategic monitoring of Zoos\nThriving Visitation Monthly Total visitors to Zoos Victoria >3,000,000\nVictoria.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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 6]\nKey Performance\nKey performance Frequency Three Year\nFocus Area Description\nindicator of Measure Target\nIndicators (KPIs)\nCreating Improved facilities Monthly Expenditure on capital and repairs 110%\nSpecial and maintenance as a % of annual\nPlaces depreciation\nKey Performance Indicators (KPIs) play a crucial role in the management and strategic monitoring of Zoos\nThriving Visitation Monthly Total visitors to Zoos Victoria >3,000,000\nVictoria.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "The risk of not detecting a material misstatement resulting from fraud is\nIn my opinion, the financial report presents fairly, in all material respects, the financial\nhigher than for one resulting from error, as fraud may involve collusion, forgery,\nposition of the authority as at 30 June 2025 and its financial performance and cash flows for\nintentional omissions, misrepresentations, or the override of internal control.\nthe year then ended in accordance with the financial reporting requirements of Part 7 of the\n• obtain an understanding of internal control relevant to the audit in order to design\nFinancial Management Act 1994 and Australian Accounting Standards - Simplified Disclosures.\naudit procedures that are appropriate in the circumstances, but not for the purpose of\nBasis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "The risk of not detecting a material misstatement resulting from fraud is\nIn my opinion, the financial report presents fairly, in all material respects, the financial\nhigher than for one resulting from error, as fraud may involve collusion, forgery,\nposition of the authority as at 30 June 2025 and its financial performance and cash flows for\nintentional omissions, misrepresentations, or the override of internal control.\nthe year then ended in accordance with the financial reporting requirements of Part 7 of the\n• obtain an understanding of internal control relevant to the audit in order to design\nFinancial Management Act 1994 and Australian Accounting Standards - Simplified Disclosures.\naudit procedures that are appropriate in the circumstances, but not for the purpose of\nBasis for I have conducted my audit in accordance with the Audit Act 1994 which incorporates the", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "2017/18 Strategic Initiatives Leadership\n+ Focus on the development of a 20 year animal collection plan GM Life Sciences\n+ Focus on developing and implementing a Zoos Victoria visitor engagement model Director / GM Visitor\nExperience\n+ Focus on a Melbourne Zoo site development plan Visitor Experience\n+ Focus on developing positive staff satisfaction with their job ALL\n2017/18 Department Initiatives Leadership\nLife Science GM Life Sciences\n+ Complete the Deep Dive into Life Science\n+ Complete the ‘Perfect Round’ as a standard\n+ Ensure animal welfare measures are achieved\n+ Focus on staff satisfaction activations\nOperations GM Operations\n+ Deliver Leopard Ridge in December\n+ Deliver major asset maintenance projects including: staff amenities block;\nMPavillion; and 600kw of extra solar power\n+ Continue to improve waste management practices\n+ Focus on staff satisfaction activations", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "2017/18 Strategic Initiatives Leadership\n+ Focus on the development of a 20 year animal collection plan GM Life Sciences\n+ Focus on developing and implementing a Zoos Victoria visitor engagement model Director / GM Visitor\nExperience\n+ Focus on a Melbourne Zoo site development plan Visitor Experience\n+ Focus on developing positive staff satisfaction with their job ALL\n2017/18 Department Initiatives Leadership\nLife Science GM Life Sciences\n+ Complete the Deep Dive into Life Science\n+ Complete the ‘Perfect Round’ as a standard\n+ Ensure animal welfare measures are achieved\n+ Focus on staff satisfaction activations\nOperations GM Operations\n+ Deliver Leopard Ridge in December\n+ Deliver major asset maintenance projects including: staff amenities block;\nMPavillion; and 600kw of extra solar power\n+ Continue to improve waste management practices\n+ Focus on staff satisfaction activations", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2017-18.pdf (https://cdn-site.zoo.org.au/media/5xchspbs/corporate-plan-2017-18.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" ] }, { "entity_id": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "Customers obtain control of the supplies and\nconsumables at a point in time when the goods or services are delivered to and have been accepted by the customer;\n2.1 Summary of income that funds the delivery of our services • Revenue from the sale of goods is recognised when the goods or services are delivered and have been accepted by the\ncustomer;\n($ thousand)\n• Revenue from the rendering of services such as membership, admissions and zoo activities is recognised at a point\nNotes 2025 2024\nin time when the performance obligation is satisfied when the service is completed; and over time when the customer\nRendering of services and sale of goods 2.2 92,915 88,343 simultaneously receives and consumes the service as it is provided.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "Customers obtain control of the supplies and\nconsumables at a point in time when the goods or services are delivered to and have been accepted by the customer;\n2.1 Summary of income that funds the delivery of our services • Revenue from the sale of goods is recognised when the goods or services are delivered and have been accepted by the\ncustomer;\n($ thousand)\n• Revenue from the rendering of services such as membership, admissions and zoo activities is recognised at a point\nNotes 2025 2024\nin time when the performance obligation is satisfied when the service is completed; and over time when the customer\nRendering of services and sale of goods 2.2 92,915 88,343 simultaneously receives and consumes the service as it is provided.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "Conservation Deliver priority campaigns that address emerging conservation issues WCS\ncampaigns and align with property focus where possible Properties\nPriority Activity Lead\nCommunity Explore ways to involve the broader community in wildlife conservation, BD\nSocial research Deliver research program that measures campaign efficacy as well as WCS\neducation including youth engagement and partnerships with public landholders WCS\nvisitor attitudes, beliefs and behaviours\nMember advocates Improve the way that Zoos Victoria members are engaged and BD Social research Explore Victorian community attitudes, beliefs and interactions to better WCS\nsupported in their conservation actions WCS understand people’s daily relationship with wildlife", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "Conservation Deliver priority campaigns that address emerging conservation issues WCS\ncampaigns and align with property focus where possible Properties\nPriority Activity Lead\nCommunity Explore ways to involve the broader community in wildlife conservation, BD\nSocial research Deliver research program that measures campaign efficacy as well as WCS\neducation including youth engagement and partnerships with public landholders WCS\nvisitor attitudes, beliefs and behaviours\nMember advocates Improve the way that Zoos Victoria members are engaged and BD Social research Explore Victorian community attitudes, beliefs and interactions to better WCS\nsupported in their conservation actions WCS understand people’s daily relationship with wildlife", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2024.pdf (https://cdn-site.zoo.org.au/media/1x1ld5br/zoos_victoria_corporate_plan_2024-2027.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "PROCUREMENT ACHIEVEMENTS\n• Developed and released the Zoos • Increased the proportion of • Attended Aboriginal Business\nVictoria Supplier Guide on ZV’s suppliers that are Victorian Aboriginal Showcasing, Deadly in Melbourne\nexternal website to guide Suppliers businesses from 0.96 per cent in FY24 and Kinaway hosted events to build\nthrough Victorian Government to 1.14 per cent in FY25, engaging 15 direct supplier relationships with First\nrequirements and highlight ZVs Social Aboriginal businesses Nations organisations\nProcurement Objectives\n• During 2024-25, the Department • Provided education and guidance\n• Joined Kinaway to seek greater also implemented several initiatives to procurement staff to increase\nopportunities to invite First Nations to support its Social Procurement awareness of social procurement,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.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": "S-VIC-018", "entity_name": "Zoological Parks and Gardens Board", "folder_name": "Zoological-Parks-and-Gardens-Board", "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": "PROCUREMENT ACHIEVEMENTS\n• Developed and released the Zoos • Increased the proportion of • Attended Aboriginal Business\nVictoria Supplier Guide on ZV’s suppliers that are Victorian Aboriginal Showcasing, Deadly in Melbourne\nexternal website to guide Suppliers businesses from 0.96 per cent in FY24 and Kinaway hosted events to build\nthrough Victorian Government to 1.14 per cent in FY25, engaging 15 direct supplier relationships with First\nrequirements and highlight ZVs Social Aboriginal businesses Nations organisations\nProcurement Objectives\n• During 2024-25, the Department • Provided education and guidance\n• Joined Kinaway to seek greater also implemented several initiatives to procurement staff to increase\nopportunities to invite First Nations to support its Social Procurement awareness of social procurement,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (https://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.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://cdn-site.zoo.org.au/media/rhgiklxe/zoos-victoria-annual-report-2024-25-final-1.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 8501549, "link_text": "2024-25 Annual Report - (PDF)" }, { "category": "annual-reports", "year": "2023-24", "url": "https://cdn-site.zoo.org.au/media/1cxfkg3p/2023-24-annual-report.pdf", "file": 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