Chapter 2Annual reports of agencies
2.1The committee selected the annual reports of the following entities for closer examination:
Agriculture, Fisheries and Forestry portfolio
Department of Agriculture, Fisheries and Forestry; and
Wine Australia.
Infrastructure, Transport, Regional Development, Communication and the Arts (excluding Communications and the Arts) portfolio
Department of Infrastructure, Transport, Regional Development, Communications and the Arts; and
Western Sydney Airport Co Ltd.
Department of Agriculture, Fisheries and Forestry
2.2The Department of Agriculture, Fisheries and Forestry (DAFF) tabled its 2023–24 annual report in the Senate on 29 October 2024, out of session. The report summarises the activities and achievements of DAFF over the previous reporting period.
Secretary’s review
2.3The Secretary, Mr Adam Fennessy PSM, reviewed DAFF’s key initiatives, successes and challenges for the year, including:
commencing the 4–year Transform Action Plan, which strengthened governance framework, financial reporting and data–management systems;
completing an analysis of seafood supply chains, including a review of Australia’s import tariff codes relevant to seafood, in order to counteract illegal, unreported or unregulated fishing practices;
initiatives completed under the Government’s A Better Future for our Regions and A Future Grown in Australia policies. These included establishing the Australian Forest and Wood Innovations program, awarding $10 million in grant funding to support the establishment of plantations, and introducing legislative amendments to strengthen illegal logging laws;
drafting the Agriculture and Land Sectoral Plan with contributions from more than 230 submissions, workshops and forums;
initiating a national response to the largest recorded outbreak of H7 highly pathogenic avian influenza in Australia;
co–designing Australia’s first National Agricultural Traceability Strategy, aimed at protecting and developing the national agriculture sector through traceability initiatives and reforms; and
delivering the department’s first electronic phytosanitary certificate (in partnership with Fiji), which allows for faster border clearances for exporters or horticulture and grain products.
Purpose and objectives
2.4DAFF outlines its purpose as ‘working together to safeguard and grow sustainable agriculture, fisheries and forestry for all Australians’.[2] The department listed three key objectives to achieve this purpose.
2.5These objectives include:
Objective 1: Support industry to grow towards a $100 billion agriculture, fisheries, and forestry industry by 2030 amid changing global market conditions.
Objective 2: Strengthen our national biosecurity system to provide an appropriate level of protection to Australia’s people, our environment and economy from the biosecurity threats of today and tomorrow.
Objective 3: Increase the contribution agriculture, fisheries and forestry make to a healthy, sustainable and low–emissions environment.
Key activities
2.6This section examines key activities that support DAFF’s objectives. The department have outlined two or three key activities for each objective, which have been detailed in the table below. These outline which activities have and have not been achieved. Overall, the department has achieved most of their its activities to support their objectives.
Objective 1
Achievement of DAFF’s Key Activities for Objective 1
| | |
Support industry productivity and growth through science, policy and partnership | Not achieved—Key measure IG–03 not met | In the 5 years to 2022–2023, 53 per cent of farm businesses made new capital investments. This is a 1.9 percentage decrease from the 54 per cent of farm businesses making new capital investments in the previous reporting period. |
Maintain and expand international markets by certifying and regulating exports and negotiating new and improved market access | Achieved | In the year 2023–24, ten new export opportunities were opened, and 44 improvements to market access were completed. |
Streamline export regulations and compliance arrangements | Achieved | In 2023–2024, there was a 21.9 per cent increase in the number of electronic certificates issued for export in 2023–24, as compared to 2022–23.
|
Source: Department of Agriculture, Fisheries and Forestry, Annual Report 2023–24, pp. 28–30.
2.7The committee notes that the department also did not meet Key Measure IG–03 in 2022–2023 (before which time the department was known under another name). These consecutive results reflect declines in broadcare farm incomes in the past five years, often due to lower commodity prices and reduced crop production. The department stated that climatic factors, such as drier seasonal conditions, have contributed to this, but also highlighted measures which could facilitate the achievement of this target in future. For example, providing farmers, businesses and communities with the financial and technological tools to help them develop long–term resilience to climatic events could aid in this and should be considered by the department.
Objective 2
Achievement of DAFF’s Key Activities for Objective 2
| | |
Plan and prepare for the management of biosecurity risk pre–border through policy, fit–for–purpose regulation, targeted intelligence and education, and mature biosecurity emergency preparedness | Not achieved—Measure BI–10 not met
| The metric for success for BI–10 is that the department processes 90 per cent of import permit applications within 20 business days. In 2023–2024, only 49 per cent of import permit applications were processed within 20 business days. |
Detect, monitor and mitigate biosecurity risk at the border through intelligence–informed targeting, technology–supported inspections and efficient detection methods | Not Achieved–– Measure BI–02 not met | In 2023–24, 4 out of 11 service standards were met. |
Respond to and minimise the impact of biosecurity incursions through appropriate post–border measures | Achieved | In 2023–2024, forty–seven incidents of high–risk non–compliance referrals, meeting the department’s baseline target for 2023–24. |
Source: Department of Agriculture, Fisheries and Forestry, Annual Report 2023–24, pp. 60–62.
2.8The committee notes that Measure BI–10 was also not met in 2022–2023, which partly reflects the system limitations of BICON (Australian Biosecurity Import Conditions). BICON houses import conditions in an online database, and the department has identified issues with the readability and accessibility of this resource, which are being investigated to further streamline the import permit process. The failure to meet this objective is also partly due to a policy change in March 2023 which impacted cat and dog permits. This resulted in increased permit assessments times for these specific animals, and as these specific permits represented 48 per cent of all permits issued in 2023–24, the overall processing time was significantly impacted.[4]
2.9The department also partially achieved Measure BI–02 in 2022–2023. This has been partly explained by the competitive national labour market, which complicated the process of finding suitable candidates for biosecurity officer roles. Moreover, the ability to meet service standard timeframes is lessened by systems that require manual labour. The department has advised that it is investigating ways to streamline the future efficacy of such systems.[5]
Objective 3
Achievement of DAFF’s Key Activities for Objective 3
| | |
Increase opportunities for industry to reduce emissions and contribute to Australia’s net–zero goals | Achieved
| In 2023–24, the department held public consultations, announced grants, and held a technical research workshop with the aim of facilitating this transition.
|
Support the increased adoption of sustainable management practices through funding partnerships and engagement activities | Not Achieved–– Measure RS–02 and RS–04 not met
| Measure RS–02 was partially achieved, with 80.7 per cent of 2023–24 funds for the Climate–Smart Agriculture Program delivered, while Measure RS–04 was not achieved. |
Strengthen the resilience of industry and its ability to adapt to the impacts of climate change | Achieved | The department delivered over $110 million to the Future Drought Fund, which helps to facilitate programs to build long–term resilience for farmers and communities affected by drought. |
Source: Department of Agriculture, Fisheries and Forestry, Annual Report 2023–24, pp. 62–68.
2.10Measure RS–04 is a new measure for the year 2023–2024, which assesses the proportion of government–managed fish stocks that are sustainably managed. In 2023–24, 75 out of 102 stocks were not subject to overfishing—a decrease compared with the 81 out 101 sustainably managed stocks in 2022—23.[6]
Staffing and financial information
2.11DAFF employed a total of 5 888 people during the reporting period, of whom 5 414 were ongoing and 474 were non–ongoing.[7]
2.12DAFF reported a comprehensive income loss of $22.751 million in 2023–24 against a budgeted loss of $42.040 million. The variance was attributed to lower–than–expected supplier expenses, and higher than budgeted revenue from contracts with customers, largely due to the provision of shared services to the Department of Climate Change, Energy, the Environment and Water, as well as asset revaluations.[8]
2.13Other key financial details include:
total expenses—$1.293 billion;
total own–source income—$607.110 million; and
revenue from the Australian Government—$699.387 billion.[9]
Committee comment
2.14For the purposes of its report to the Senate, the committee considers the department’s 2023–24 annual report to be compliant with reporting requirements and to be ‘apparently satisfactory’.
Wine Australia
2.15The 2023–24 Wine Australia Annual Report presented information on the operations and performance of the agency during the reporting period. The report was tabled in the Senate on 24 October 2024.
Chair’s report
2.16The Chair, Dr Michele Allan AO highlighted the complex challenges that the Australian wine industry is currently facing; a volatile global market, the downward trend of grape prices, issues of oversupply, and inventory pressures. To address some of these concerns, Wine Australia published the One Grape and Wine Sector Plan, which aims to support the sector’s longevity through research, market development and regulation. Dr Allan also addressed the decreased allocation of resources to marketing, which did involve downsizing their marketing team, emphasising that Wine Australia ‘are committed to adjusting our marketing efforts according to need and efficacy’. As a result of ongoing investigations related to the Label Integrity Program (LIP), two export licences were cancelled. The Chair highlighted the unorthodox nature of such an occurrence, which shows the increased effort of Wine Australia to foster a culture of compliance within the grape and wine industry.
2.17The Chair also noted the success of re–opening access to the mainland Chinese market for Australian wine and stressed the importance of continuing to foster international relationships. Specifically, Wine Australia has been engaged with progressing the side letter on trade in wine included in the Australia–India Economic Cooperation and Trade Agreement (AI–ECTA), whilst continuing to support free–trade negotiations between Australia and the European Union.
2.18Some of the reforms that were highlighted in the report include:
launching the online resource ‘Careers in Viticulture and Wine’, which provides a range of sources for students and teachers pursuing information about career options in the sector;
rolling out the One Grape & Wine Sector Plan; and
investing in regional leadership and development programs.
2.19While the Chair acknowledged the difficulty of the position the Australian wine industry finds itself in, she also noted that Wine Australia will continue to ‘support a resilient sector via initiatives in sustainability, profitability, product innovation and price and supply data transparency’.
Vintage and export results
2.20While the 2024 vintage was nine per cent higher than 2023, it remains below the ten–year average. In comparison to the year’s vintage and red varieties, white varieties and cool–climate regions performed well, emphasising the emergence of a two–speed sector within the industry.[15]
2.21In March 2024, the Chinese market was re–opened to Australian wine exports. Following the removal of duties imposed on Australian bottled wine by the Chinese Government, exports grew by $392 million, reaching $400 million in 2023–24. While this is a sharp increase, it is also important to note that the current level of Australian exports is a small fraction of the historical peaks achieved within that market.
Figure 1Value of Australian bottled wine exports from 1991–2024
Source: Wine Australia, Annual Report 2023–24, p. 7.
2.22In the broader international market (excluding mainland China) the value of exports declined by four per cent to $1.8 million, as in Figure 1. The Chair emphasised the turbulent environment of global trade, as wine consumption continues to fall, and shipping and production costs continue to rise.
Purpose and objectives
2.23Wine Australia states its overall goal as: ‘Profitable, resilient and sustainable wine businesses’.
2.24In order to achieve this, the corporation has five key strategic objectives:
(a)Market Australian wine to increase the demand and the premium paid for all Australian wine.
(b)Protect the reputation of Australian wine by maintaining the reputation and integrity of Australian wine in all our markets, including the domestic market.
(c)Enhance grape and wine excellence with research outcomes that allow grapegrowers and wine producers to excel.
(d)Grow sustainable environments by providing knowledge and tools to support growers and producers in implementing environmental stewardship practices.
(e)Build business sustainability, excellence and leadership by accelerating the adoption of research outcomes and best practice.
2.25In order to measure its success in achieving its objectives, Wine Australia assesses its annual performance across nine key performance indicators (KPIs).[19]
Achievement of Wine Australia's KPIs
| | |
Improving stakeholder net performance scores from 2019 baseline | Achieved
| In 2023, Wine Australia’s achieved a net promoter score of +12, an increase from the score of—9 in 2020–21. It is noted that there was no stakeholder survey issued in 2023–2024, with the next survey scheduled for early 2025. |
Research contracts are actively managed through regular and ongoing monitoring of the research | Achieved
| Wine Australia reported that 100 per cent of their research contracts were successfully managed during this reporting period. |
Market Insights customers are satisfied or very satisfied with the services they receive | Achieved | More than 90 per cent of customers were satisfied/very satisfied with Wine Australia’s services. |
Levy payers who participate in Wine Australia–supported extension and adoption programs consider them a good or very good use of levy funds. | Partly achieved
| This year, EcoVineyards and the Australian Wine Research Institute recorded satisfaction and usefulness rates of more than 80 per cent for Wine Australia–funded extension and adoption programs. However, the Australian Society of Viticulture and Oenology returned lower–than–targeted evaluation metrics. The Committee encourages that these supported extension activities be further streamlined and focussed on benefitting levy payers, based on the feedback they provided in 2023–24. |
Tier A influencers actively engage with Wine Australia | Not achieved | Tier A engagement reached 83 per cent in June in 2024, falling just shy of the target of 85 per cent. Additionally, downloads of the Australian Wine Discovered (AWD) platform declined by 40 per cent, due to major content upgrades in the year prior. |
The perception of Australian wine increases in Canada, China, the UK and the USA | Not applicable | The results of the 2023–24 quality precepting survey were: 7.44 in Canada, 7.51 in the UK, and 7.14 in the US—resulting in an average of 7.36 (out of 10).
Due to decreased resources of the marketing division of Wine Australia, a new measure to assess international perception was developed in 2023–24, with a new baseline target to achieve in coming years. |
Wineries and distributors who participate in Wine Australia events report that they are satisfied or very satisfied | Partly achieved
| While wineries participating in market research had a satisfaction rating of 92 per cent, the value rating of the Export Ready Hub was 88 per cent, not achieving the target of 90 per cent satisfaction. |
Achieve the six key performance indicators in our Regulator Performance Framework | Achieved | All six of these performance indicators were achieved in 2023–24. This was due to such measures as the improvements of the Licensing and Compliance and Export Market Guides, as well as continued focus on compliance checks for high–risk producers and exporters. |
Inspecting producers’ records, focusing on those relating to wine regions and varieties in particular demand, through the framework of the LIP | Not achieved | Wine Australia inspected the LIP records of 186 Australian wine businesses to verify whether their records were compliant with the LIP. Given that its target was to inspect 200 wine producers, it did not meet this target.
Additionally, under the issue of label integrity, Wine Australia inspected the records of more than 1300 labels prior to granting export approval, whilst also maintaining its online portal WineWatch, which allows incidences of non–compliance to be reported anonymously. |
Source: Wine Australia, Annual Report 2023–24, pp. 46–48.
Staffing and financial information
2.26Wine Australia reportedly employed a total of 63 people during 2023–24 of which 53 were full–time and 10 were part–time.[21]
2.27Wine Australia also reported a total income of $46.44 million which resulted in a net operating surplus of $4.6 million for the 2023–24 period.[22]
2.28Other key financial details include:
total expenses—$41.82 million;
total own–source income from statutory levies, Wine Export Charge, regulatory fees and user–pays wine sector contributions—$36.94 million; and
revenue from the Australian Government—$9.5 million.[23]
Committee comment
2.29For the purposes of its report to the Senate, the committee considers the agency’s 2023–24 annual report to be compliant with reporting requirements and to be ‘apparently satisfactory’.
Department of Infrastructure, Transport, Regional Development, Communication and the Arts
2.30The 2023–24 annual report of the Department of Infrastructure, Transport, Regional Development, Communications and the Arts (DITRDCA) outlined the department’s activities and achievements during the reporting period. The report was tabled in the Senate on 29 October 2024 out of session.
Secretary’s review
2.31Mr Jim Betts, Secretary of the DITRDCA, highlighted some of the key challenges and achievements for the Department over 2023–24. Its infrastructure achievements included:
the delivery of several reviews, which resulted in several reforms being instituted to the Infrastructure Investment Program;
the announcement of the Infrastructure Policy Statement for Land Transport, which dedicates the Government to delivering infrastructure to enhance the productivity and resilience, liveability and sustainability of Australian communities;
the signing of the Intergovernmental Agreement in February 2023, which will support delivery of key infrastructure needed for the Brisbane Olympic and Paralympic Games; and
the delivery of the first National Road Safety Annual Progress Report, which will support the roll–out of national strategic approach to improve road safety.
Transport achievements included:
commencing the 5–year Review of the National Freight and Supply Chain Strategy and Action plan;
improvements in public transport accessibility, in line with the Australian Government’s announcement of major reforms to the Disability Transport Standard; and
the continuation of efforts to reduce road transport emissions, as outlined in the New Vehicle Efficiency Standard Act 2024.[26]
Regional, Cities and Territories achievements included:
the finalisation and publication of the Regional Investment Framework;
the development of the first National Urban Policy and States of Australian Cities Report in over a decade;
collaborating with local government partners through the sixth Australian Council of Local Government (ACLG), in order to better deliver the department’s programs; and
establishing the Norfolk Island Governance Committee to provide advice to restore civic participation in governance on the Island.
2.32For details about the Communications and the Arts part of the portfolio, please see the Environment and Communications Legislation Committee Report on Annual Reports No 1 of 2025.
2.33Additionally, Mr Betts commented on the work completed by the department’s corporate division during the reporting period. Some of their achievements included participation in the Australian Public Service Commission Capability Review pilot in 2023, where in the department was assessed for strengths and weaknesses. In response to this, DITRDCA delivered The Review report in September 2023, and the Agency Action Plan in November 2023.
2.34The department continued its commitment to achieving the Australian Government’s gas emissions reductions targets. In May 2023, the Transport and Infrastructure Net Zero Consultation Roadmap was released for consultation. The feedback provided was used by the department to develop the policies presented in the final Transport and Infrastructure Net Zero Roadmap and Action Plan. This plan is the centrepiece of the department’s efforts to reduce the environmental impacts of the transport and infrastructure sectors across Australia.
Purpose and performance
2.35DITRDCA has presented a summary of its performance against five purposes stretched across six outcomes. These purposes are as follows:
supporting an efficient, sustainable, competitive, accessible, safe and secure transport system through infrastructure investment;
improving living standards and facilitating economic growth in cities and regions;
providing governance frameworks and services to support communities in the Territories;
enabling people in Australia to connect to effective and safe communications services as well as enabling investment in communications technologies, for inclusiveness and sustainable economic growth; and
supporting sustainable and inclusive creative and cultural sectors and protecting and promoting Australian content and culture.[30]
2.36For the 2023–24 reporting period, DITRDCA had 34 performance measures to assess their annual performance. Of these targets 24 were met, two were substantially met, and 5 were partially met.
2.37One target was not met. This was under Performance measure 21, which concerns the ‘Establishment and implementation of the Thriving Suburbs Program to support investment in community infrastructure’. Under this measure, the target of establishing the Thriving Suburbs Program within previously established timeframes was not achieved. This is due to the fact that its associated program was placed on hold while broader government decisions were being made.
Key activities
2.38This section examines the key activities under the infrastructure investment, regional development, and aviation objectives as these areas fell under the purview of the committee.
Aviation
2.39This reporting period saw continued progress on the Western Sydney International Airport (WSI). The department released its draft of the Environmental Impact Statement for WSI’s preliminary flight paths. However, due to a high volume of submissions, the department was unable to release its Public Submissions Report by its projected deadline of March/April 2024. The delay of this draft, however, had no impact on the timeline for the release of the final EIS for the airport, which was slated for the end of 2024.
2.40The department also released the Aviation Green Paper, an important milestone in the development of the Aviation White Paper. The Green Paper included over 2000 submissions and provided advice as to the potential strategic direction of the aviation sector in Australia.
Regional Developments and Investments
2.41During the year the department conducted a review of Regional Development Australia (RDA) Committee boundaries in New South Wales, Queensland, the Australian Capital Territory and Jervis Bay Territory. This was in the service of improved program effectiveness, as the department endeavoured to achieve greater cooperation between state and local government’s regional development arrangements.
2.42Investment in Australia’s communities has continued throughout the year through delivery of programs including the Growing Regions Program, Thriving Suburbs Program, Regional Precincts and Partnerships Program, Building Better Regions Fund, Stronger Communities Program, and the Regional Growth Fund.
Northern Australia Action Plan
2.43In 2023–24, the department began development of the Northern Australia Action Plan 2024–2029 (The Action Plan). To do this, an extensive consultation process was launched, as the department engaged with hundreds of stakeholders across northern Australia to better understand their views and priorities. This included collaboration with The Northern Australia Indigenous Reference Group, which allowed Indigenous stakeholders and communities to deliver valuable insight on what is needed to support them. Through the Northern Australia Ministerial Forum, state and territory partners were also able to contribute to The Action Plan significantly.
Staffing and financial information
2.44DITRDCA employed a total of 2 152 people during the reporting period, of whom 1 882 were ongoing and 250 were non–ongoing.
2.45DITRDCA reported a comprehensive income loss of $48.1 million in 2023–24 against a budgeted loss of $16.9 million. The deficit of $48.1 million has been primarily attributed to the fact that both the National Intermodal Corporation Limited and WSA Co Limited have not generated non–government cash flows and are still reliant on equity funding from the Australian Government.
2.46Other key financial details include:
total expenses—$523 379 million;
total own–source income—$14 million; and
revenue from the Australian Government—$461.3 million.
Committee comment
2.47For the purposes of its report to the Senate, the committee considers DITRDCA’s 2022–23 annual report to be compliant with reporting requirements and to be ‘apparently satisfactory’.
Western Sydney Airport Co Ltd
2.48The 2023–24 Western Sydney Airport Co Ltd (WSA Co) Annual Report presented information on the operations and performance of the company during the reporting period. The report was tabled in the Senate on 24 October 2024.
Chair and Chief Executive Officer’s report
2.49The Chair, Mr Paul O’Sullivan, and the Chief Executive Officer, Mr Simon Hickey highlighted the progress that the WSA Co is making towards the completion of the Western Sydney Airport. Currently, construction of the airport remains on time and on budget. The annual report also emphasised the holistic approach that the WSA Co is taking towards the airport, as the company partnered with various community members and education institutions to ensure that the airport is facilitating job creation and training opportunities as construction progresses. As the airport enters its final phase of construction, both Mr O’Sullivan and Mr Hickey are focused on creating an airport that is ‘greater than the sum of its parts’.
2.50Some of the company’s activities that were highlighted in the report include:
the airport surpassing 80 per cent completion;
concrete and asphalt pavements for runways and taxiways being built;
the first check–in kiosk and boarding gate at the airport being set up;
expressed interest from over 400 local and international retailers to partner with the airport upon opening;
approval of the Major Development Plan; and
the registration of all new major works packages for Infrastructure Sustainability Council (ISC) Design, As–Built ratings and Green Star ratings through the Green Building Council of Australia (where eligible).
Purpose and objectives
2.51The WSA Co states its purpose as: ‘To generate social and economic prosperity by safely delivering a thriving airport precinct in Western Sydney’.[42]
2.52The company has outlined seven strategic domain KPIs to support its purpose, these being:
strategic safety management;
infrastructure and technology delivery;
commercial business readinesss;
strategic people management;
project environmental performance;
community engagement; and
financial performance.[43]
Achievement of WSA Co’s strategic domain KPIs
| | |
Strategic safety management | Achieved
| The company recorded a project–wide year–end total recordable injury frequency rate (TRIFR) of 2.6, against the accepted industry benchmark of 4.1. The company also completed its second project–wide safety culture survey, wherein all contractors working on the construction site are invited to assess the quality of the company’s safety culture. In 2023–24, the company received a positive rating of 4.6, an improvement of the previous year’s result of 4.5. |
Infrastructure and technology delivery | Achieved
| In 2023–24, the company was able to complete key delivery milestones. Core infrastructure reached 83 per cent completion, against the stated goal of 80 per cent completion for this reporting period. |
Commercial business readinesss | Achieved | Strategic domain KPI 3 was met with key commercial and operational milestones being achieved within the company’s specified timeframes. In 2023–24, the company instituted a transition from its construction phase to the Operational Readiness, Activation and Transition (ORAT) phase, which commenced in 2024. This phase involves developing operating compliance manuals and associated operating procedures and aims to pave the way for the ORAT plan’s later phases, due to commence in mid–2025. |
Strategic people management | Achieved
| The company recorded an employee engagement rate of 72, above the Australian benchmark. The company also recorded a gender mix of 41.94 per cent female to 58.06 per cent male and implemented a higher education strategy that saw 5 trainees join WSA for a 12–month placement. |
Project environmental performance | Achieved | Strategic domain KPI 5 was fully met, with the company engaging ‘various environmental specialists to inform…management plans and provide specialist services to minimise…impact on the environment once the airport is operational’. WSA Co also planted 1 470 trees in the Willowdene Environmental Conservation Zone (ECZ) through its community partnership program and is now focussing on expanding this program to additional perimeters within its ECZ areas. |
Community engagement | Achieved | The Western Sydney International Airport Experience Centre welcomed over 32,000 visitors over the past year. The WSI Experience Centre provides visitors with up–to–date information about the airport’s construction and also allows them to seek community input from all who visit. |
Financial performance | Achieved
| Strategic domain KPI 7 was met, as the company’s expenditures remained within its forecasted budget. |
Source: WSA Co Ltd, Annual Report 2023–24, pp. 15–69.
Staffing and financial information
2.53WSA Co reportedly employed a total of 182 people during 2022–23, of which 133 were ongoing and 49 were non–ongoing.[46]
2.54WSA Co reported a total income of $10.22 million which resulted in a net operating loss of $250.27 million for the 2023–24 period.
2.55Other key financial details include:
total expenses—$260.48 million;
total income—$10.215 million.[47]
Committee comment
2.56For the purposes of its report to the Senate, the committee considers the company’s 2023–24 annual report to be compliant with reporting requirements and to be ‘apparently satisfactory’.
Senator Glenn Sterle
Chair