This year saw the conclusion of our 2020–24 Corporate Plan and the launch of a new Corporate Plan for 2025–28. Developed through broad consultation, our new plan sets an ambitious agenda for the future. We are committed to transforming public sector auditing, deepening our understanding of stakeholders, and delivering insights that inform, influence, and improve government performance. Our four strategic objectives (building a future-focused workforce, driving digital transformation, strengthening our valued engagement with stakeholders, and amplifying audit impact) will guide our work in the years ahead.

Innovation has been a defining feature of our work this year. We invested in digital audit capability and expanded our use of data analytics. We also piloted and implemented an integrated artificial intelligence tool following a comprehensive security and privacy review, and mandatory training for all users. Our focus on cyber resilience and technology-driven innovation ensures that we remain at the forefront of contemporary public sector auditing.

We have placed a stronger emphasis on engaging with Parliament, auditees, and the broader community. Listening to feedback and responding to sector needs ensures that our work remains relevant, timely, and is applied to drive improvement across the public sector.

Strengthening our relationships, particularly with the local government sector, was a priority. Over the past year, we worked constructively with councils, regulators, professional bodies, and other stakeholders to explore better ways of operating. Within the bounds of our mandate, we focused on financial sustainability, a critical risk for local governments, and prioritised raising concerns in a timely and transparent manner. Our efforts reflect a genuine commitment to helping councils better serve their communities.

Our report on Safeguarding the rights of Aboriginal children in the child protection system, the first using follow-the-dollar powers, received an innovation award by the Australasian Council of Auditors-General. I commend and thank everyone involved in the production of this important report, including people from the agencies involved, community representatives and advocates. We remain committed to monitoring this area and conducting follow-up audits in the future.

Our financial audit team has worked closely with NSW Treasury to prepare for the implementation of mandatory climate reporting and assurance. We are ready to provide limited assurance in the coming year. We will continue to collaborate with stakeholders to ensure a smooth and effective rollout of this important new requirement.

Finally, I want to thank everyone who has taken the time to meet with me and share their insights, experiences, and ideas. I have listened carefully. I deeply value the work that public servants do for the people of NSW, and I am committed to helping them achieve more with the resources available.

The Office Executive provides the leadership necessary for the Audit Office to achieve its strategic direction and goals. It is chaired by the Auditor‑General.

Over the past four years, our Corporate Plan 2020–24 has guided our work and priorities. This final year of reporting highlights our progress and key achievements across the plan’s four strategic objectives.

Improving engagement with stakeholders

Effective external engagement ensures our audits remain relevant and impactful. We are focused on fostering meaningful stakeholder connections and using their insights to improve our approach. Our future direction is outlined in more detail in the Looking ahead: A new corporate plan section.

A year of outreach by the new Auditor-General

On 4 April 2025, the Audit Office marked one year under the leadership of Bola Oyetunji, the 24th Auditor-General for New South Wales. Over the year, the Auditor-General engaged directly with key stakeholders, including parliamentarians, senior public sector leaders, and local government officials, to share audit priorities and hear firsthand sector insights.

Engagement also extended nationally and internationally, strengthening relationships across the audit community through active participation in forums such as the Australasian Council of Auditors-General (ACAG) and the Pacific Association of Supreme Audit Institutions (PASAI).

Following engagement with our key stakeholders, our Annual Work Program 2024–27 was released in August 2024, setting out the areas of focus for audits in 2024–25 and anticipating future performance audits (2025–27).

Improving how we understand and communicate with stakeholders

This year, we strengthened how we communicate audit findings by placing greater emphasis on clarity and accessibility. We embedded a 'fresh eyes' review into our reporting process to ensure our findings and recommendations are clear and accessible to all stakeholders, from parliamentarians to public sector staff and NSW citizens.

Additionally, to better understand and meet stakeholder needs, we commenced a pilot of a stakeholder management system. Utilised by one team initially, this aims to assess the platform's value in streamlining interactions and tracking issues over time.

Bicentenary commemorations concluded

On 8 November 2024, the Audit Office celebrated 200 years since William Lithgow was appointed the first Auditor of Colonial Revenue. An afternoon tea was held at head office for staff to celebrate and to mark the occasion.

Leading up to the official bicentenary, a social media campaign highlighted key moments in the Audit Office's history, raising awareness and understanding of its role as an integrity agency in the NSW public sector. The corporate history of the Audit Office was also documented in a book by author and historian Carmel Phelps.

Measuring our impact and value

Evaluating the impact of our work remains a core priority. We routinely assess progress against key measures including whether parliamentarians agree our reports and services improve public sector administration, whether auditees believe our performance audits help improve performance, and whether auditees value our recommendations to improve the financial management and internal controls of their organisations.

In 2024–25 we began implementing an Impact Reporting Framework. This moves beyond reporting audit outputs to better capture how our work influences positive change through recommendations that are accepted and implemented.

While some of our reports attract media attention, we measure the impact of our work by how it influences improved government performance.

The year ahead

Our new corporate plan builds on these initiatives and continues to prioritise our stakeholders and improve how we understand and meet their needs.

* In 2022–23 and 2023–24, we reported on the number of employees who believe that personal background is not a barrier to participation, and our Corporate Plan included a 90% target for this measure. In 2024, this question was removed from the NSW public sector People Matter Employee Survey. These alternate measures of diversity and inclusion are used instead.

Developing our workforce

We continue to build a workforce that is diverse, adaptable, and equipped to meet current and future needs. This year, we focused on strategic resource planning and embedded our refreshed employee value proposition into recruitment. We also invested in staff development, supporting 56 employees in progressing toward professional qualifications to maintain a skilled and resilient audit capability.

Smarter planning, stronger teams

We continued to embed a data-led, demand-driven resourcing model within the Financial Audit Branch, progressing key initiatives. This included earlier audit portfolio allocations, shifting work earlier in the cycle to ease year-end pressure, and completing more audits ahead of peak periods.

We improved onboarding for staff who join outside regular hiring rounds, expanded our internal audit capabilities, and supported staff growth through mentoring. These steps help us balance workloads, build long-term capability, and support employee wellbeing.

Flexible work that works

Flexible work remains central to our employee value proposition, supporting attraction, retention, and wellbeing. Following the release of the NSW Government workplace presence circular, we reviewed and updated our Flexible Work Practices Policy after extensive staff consultation. Effective 31 March 2025, the revised policy requires employees to work at least 50% of their hours, including one day per week, at head office, an auditee site, or a related location, with additional flexibility available through Individual Flexibility Agreements. Supporting resources were also provided to assist implementation.

Embedding diversity, inclusion and wellbeing

This year, we strengthened our commitment by embedding the dedicated wellbeing and diversity business partner role to lead implementation of our Diversity, Inclusion and Accessibility Framework, support development of our mental health and wellbeing strategy, and oversee our Work Health and Safety Framework.

Transforming our digital environment

In late 2024, we piloted an integrated artificial intelligence (AI) tool with 50 staff across all branches to assess its potential to streamline routine tasks. Following a successful three‑month trial and a security and privacy review, the tool was rolled out organisation‑wide in February 2025, accompanied by mandatory training.

Building digital audit capability

Our audits continue to be supported by a strong technology foundation, with a sustained focus on cyber security and data-driven insights. Key achievements this year:

• We expanded use of data and analytics in 68 financial and seven performance audits, including unstructured data analysis, external data integration for risk assessment, and automated financial statements checks.
• We developed sector‑wide dashboards to identify trends, benchmark entities, and inform audit planning in areas such as financial performance and asset valuation.
• We delivered ongoing training under our Data Capability Framework to strengthen data and innovation skills and support effective use of emerging technologies.
• We strengthened cyber resilience by ensuring completion of mandatory cyber security training across the organisation.
• We strengthened digital capability by growing the data team and appointing a chief strategist for digital uplift to lead strategic initiatives in audit technology.

The year ahead

Our new corporate plan builds on these initiatives and continues to focus on building digital audit capability and the development of a workforce strategy.

Uplifting our cyber resilience

Cyber resilience is a core element of our System of Quality Management. We manage cyber security risks by continually assessing threats and controls to ensure our defences remain robust and effective.

In 2024–25, we maintained ISO 27001 certification, improved software vulnerability management, and reviewed third‑party risk protocols in response to increased incidents involving external systems experienced industry-wide. We delivered mandatory cyber training and developed guardrails for the safe, ethical use of AI, including during the pilot of our integrated AI tool. Further details are provided in the People | Leadership and professional development section.

Established a Performance Audit Conclusions Committee (PACC)

The PACC is a formal committee that was established in 2024 to objectively assess the conclusions of performance audits before they are finalised.

Its core function is to review draft audit reports, specifically those that conclude that an audited activity was ineffective, inefficient, or uneconomical in achieving its objectives. The committee makes an independent assessment of whether these conclusions are supported by the audit findings and evidence, and then makes a recommendation to the Auditor-General.

Updating our performance audit guide

In 2024–25, we updated the Performance Audit Guide, audit templates and procedures to reflect the revised ASAE 3500 assurance standard. The changes included updated guidance on procedures relevant to the levels of assurance (whether reasonable or limited), assessing significance throughout the audit, and considering internal controls where relevant.

These updates apply to all performance audits commencing on or after 1 April 2025 and reflect our ongoing focus on ensuring audit quality and consistency.

The year ahead

Our new corporate plan builds on these initiatives and continues to focus on high-quality audit delivery so that our independence and objectivity remains valued.

Recognised for audit that first used follow-the-dollar powers

The Audit Office of New South Wales was granted follow-the-dollar powers through the Government Sector Audit and Other Legislation Amendment Act 2022, which commenced on 28 November 2022. These powers enable the Auditor-General to, as part of conducting a performance audit, also audit the activities of non-public sector entities that receive money or resources for a state or local government purpose.

The first audit to apply these powers, Safeguarding the rights of Aboriginal children in the child protection system, was published on 6 June 2024. It examined the performance of the NSW Department of Communities and Justice (DCJ) and five non-government organisations contracted to provide out-of-home care services. In April 2025, this report received an ACAG Performance Audit Innovation Award.

Enhancing audit capability through data

We continued to enhance our data analytics capability to support more effective and efficient audits, focusing on using structured and unstructured data to generate insights that improve public sector outcomes. We advanced key initiatives under our data strategy, including embedding analytics in 68 financial and seven performance audits, developing standardised tools integrated into our audit methodology, and building internal capability through targeted training. We also explored artificial intelligence innovations, such as tools for early notification of legislative changes and the rollout of an integrated AI solution.

Building climate assurance capability

Over the year, we undertook significant groundwork to prepare for the phased rollout of mandatory climate assurance reporting. This included conducting a pilot limited assurance program for four entities aimed at testing audit methodologies and building internal capability ahead of full implementation in 2026. We updated our audit methodology to align with ASSA 5000 and NSW Treasury’s reporting framework, and developed guidance materials to support engagement teams. A resourcing model was adopted, combining in-house expertise with commissioned specialists and audit service providers. The assurance scope focused on governance, strategy, and Scope 1 and 2 emissions disclosures, in line with TPG 24-33 Reporting framework for climate-related financial disclosures. Internally, we advanced our climate adaptation action plan, embedding climate risk into enterprise frameworks, financial management, and procurement policies, while initiating data collection on emissions sources. These efforts were complemented by sector-wide engagement, including forums and presentations to audit and risk committees, to promote readiness and transparency across NSW.

Implementing our Innovation Roadmap

In 2024–25, we invested 2.8% of our operating expenditure in innovation, exceeding our target of 2%. This supported the continued delivery of our Innovation Roadmap, focused on improving tools, systems, and ways of working. A key milestone was the approval of our Innovation Governance Framework in July 2024, which aligns innovation activities with strategic goals and provides a structured pipeline for managing ideas from inception to implementation. Throughout the year, we ran ideation sessions to build problem-solving skills and progressed initiatives to enhance efficiency and collaboration, including piloting a stakeholder management system and exploring AI-enabled automation to streamline routine tasks and improve accuracy.

The year ahead

Our new corporate plan builds on these initiatives and continues to focus on new tools and ways of working to ensure that we are well placed to deliver the audits that the NSW public sector needs in the future.

Our Corporate Plan 2020–24 concluded with the successful delivery of initiatives that laid a strong foundation for the future.

Building on this, the new Corporate Plan 2025–28 was launched in April 2025, setting a refreshed and ambitious agenda for the future, shaped by nearly a year of planning and broad consultation.

This process enabled reflection on progress, engagement with diverse perspectives, and a clear articulation of strategic priorities.

Our new plan reaffirms our commitment to helping Parliament hold government accountable for its use of public resources. It is guided by a vision that our insights inform and challenge government to improve outcomes for citizens.

Strategic goals

Our new corporate plan is anchored by three strategic goals that define our direction and intended outcomes. These goals reflect where we are heading as an organisation and what we aim to achieve over the life of the plan. This is to:

1. transform public sector auditing in NSW to create more public value
2. deeply understand our stakeholders and how they operate
3. deliver effective insights that inform, influence and improve government performance.

Strategic objectives

The above goals will be achieved with the help of four strategic objectives to shape how we work, develop our people, and strengthen our capabilities and relationships.

1. Future-focused workforce

   We will equip our workforce with the skills, technology and agility needed to meet evolving public sector challenges. By attracting, developing and retaining talent, we will build a high-performing, digitally-enabled workforce that delivers greater audit impact, drives innovation and strengthens public accountability.

2. Digital transformation

   We will harness data and automation to enhance audit analysis, streamline workflows, and improve efficiency. By leveraging analytics and digital tools, we will drive smarter decision making, optimise resource allocation and strengthen our ability to deliver high-impact, timely audit insights.

3. Valued engagement

   We will strengthen how we connect with stakeholders to enhance trust and impact. Strategic and inclusive engagement with all our stakeholders, including First Nations communities, will help ensure our work delivers value. A more accessible digital presence will further support our commitment to openness and accountability.

4. Amplified impact

   We will enhance the effectiveness of our audit work by refining our products and methodologies, furthering our connections and embedding sustainability into our approach. By innovating how we deliver insights and ensuring our work remains relevant and impactful, we will drive greater long-term value for the public sector.

Continuing to evolve

Our new corporate plan positions the Audit Office to meet future challenges by focusing on what matters most: our people, our technology, our stakeholders, and our impact.

We remain committed to providing Parliament and the public with trusted, independent assurance and insights that inform and challenge government to improve outcomes for citizens.

Progress against our strategic objectives will be reported in future annual reports.

• 82% of parliamentarians agree we operate independently from government

• 74% of parliamentarians are satisfied with our reports and services

Our relationship with Parliament

Parliament needs reliable information on the operation of New South Wales’ government entities, and the use of public money. The Audit Office provides independent audit opinions on NSW public sector financial statements, increasing confidence in their reliability. We also conduct performance audits that provide information on whether government activities are effective, efficient, economical and compliant with legislation.

We report directly to Parliament. The Public Accounts Committee (PAC) holds the entities we audit to account for implementing the recommendations in our reports. The PAC also reviews the performance and operation of the Audit Office every four years.

What Parliament thinks of us

We strive to ensure parliamentarians value our work and that we meet their expectations. We continuously enhance our public sector knowledge to ensure our work is relevant and impactful. This was driven by the ‘Enhancing our impact, demonstrating our value’ strategic objective and continues to be a focus in our next corporate plan.

Each year we survey parliamentarians to get feedback on our reports and services.

In 2025, of the 133 parliamentarians invited to complete the survey, 31% responded, an increase on last year’s response rate of 25%.

The 2025 survey results were consistent with last year, but below our targets. In 2025–26 we will continue to review the feedback in the context of our engagement activities with parliamentarians with the aim to improve their satisfaction with our reports and services.

How we compare to other audit offices

Since 2005, we have compared our parliamentarian survey results against results from other participating Australian audit offices. On an overall measure of satisfaction with reports and services, 74% of parliamentarians were satisfied in 2025, compared to the 81% average of other participating audit offices. In terms of our reports and services providing valuable information on public sector performance, we rated comparably to the average of other audit offices. In terms of our reports and services helping to improve public sector administration and our reports communicating issues clearly, we rated below the average of the other participating audit offices.

* Survey not conducted in 2023 due to election year.

** Statement amended in 2024–25.

• 4 appearances at parliamentary committee hearings

• 7 parliamentary committee briefings

Public Accounts Committee

The Public Accounts Committee (PAC) is a statutory committee of the NSW Parliament’s Legislative Assembly responsible for examining the government’s use of public resources and the financial operations of agencies. It reviews financial probity, regularity, and the effectiveness of agency programs in achieving their intended outcomes.

The PAC also reviews the Auditor-General’s reports to ensure agencies respond appropriately to recommendations, examines the Audit Office’s annual budget allocation, and conducts a legislated review of the Audit Office every four years. The most recent quadrennial review was tabled in Parliament on 21 September 2022 and is available on the Parliament of NSW website.

The PAC plays a key role in holding audited entities accountable for implementing audit recommendations. It may conduct public inquiries to seek further information from agencies and issue additional recommendations where necessary. This process has proven effective in promoting action on performance audits and maintaining agency responsiveness.

In 2024–25, the Audit Office appeared before the PAC’s inquiry into the Assets, premises and funding of the NSW Rural Fire Service, which examined the funding, maintenance, accounting, and operational management of its assets.

• 99% of our financial audit recommendations accepted

• 80% of the financial audit recommendations made in 2021–22 have been implemented

• 98% of our performance audit recommendations accepted or agreed in principle

• 73% of the performance audit recommendations made in 2022–23 were implemented within 24 months

Improving public sector accountability and performance

Our audits identify opportunities to strengthen public sector accountability and performance. We report findings and recommendations to those charged with governance within the audited entities, and for significant matters, to Parliament. Most entities commit to implementing our recommendations, supporting improved transparency, efficiency, and outcomes across government services.

Financial audit recommendations accepted

We track all financial audit recommendations made to the entities we audit. Our Internal controls and governance 2024 report covered the findings and recommendations from our 2023–24 interim audits that relate to internal controls and governance of the 26 largest financial entities in the NSW public sector, excluding state-owned corporations and public financial corporations. Of the 121 recommendations made to these entities, 99% were accepted, exceeding our target of 95%.

Financial audit recommendations implemented

During the year, we started to progressively implement our framework for tracking the status of past audit recommendations. We believe the monitoring and reporting of implemented recommendations is a useful reference point for measuring the impact of our work in improving public sector administration.

Pleasingly, we found auditees had implemented 80% of recommendations we made from our 2021–22 financial audits of the 26 largest financial entities in the NSW public sector, excluding state-owned corporations and public financial corporations. The majority of the remaining recommendations were still in progress, which we will continue to monitor as part of future audits.

In 2025–26, we will expand the monitoring of past recommendations to include local government entities and universities.

• 92% value the recommendations to improve financial management and internal controls of their organisation

• 82% believe that the Audit Office's audit program was undertaken in a timely manner

Our relationship with auditees

The Audit Office audits state government entities, local councils, and universities across New South Wales. While Parliament is our primary stakeholder, we work constructively with the entities we audit to add value through our insights and recommendations, ultimately serving the citizens of New South Wales.

What financial auditees think of our services

Each year, we measure financial auditees’ satisfaction with our services through a survey. We use an independent research company to conduct the survey and auditees have the option of responding anonymously. The results and feedback provide valuable information on our performance.

In 2024–25, we invited agency heads or their delegates from state government, local government, and university auditees to participate in the survey. Response rates from agency heads was 61%, a decrease from 67% in 2023–24.

Our overall agency heads’ performance index was 76, consistent with 74 last year. Our performance index across audit process, audit reporting and audit value was consistent or higher than last year. Pleasingly, satisfaction with our services improved significantly in the local government sector, following a concerted effort by the Audit Office to respond to feedback in the previous year’s survey. We believe there are still some areas where we can further improve our services to the local government sector and we will continue to focus on these in 2025–26.

Feedback from auditees suggests we are doing well in the areas of auditor professionalism, appropriate senior staff involvement during the audit, and providing valued assurance and recommendations to improve the financial management and internal controls of auditees. We also saw a significant improvement in the timeliness of our audit work, with 82% of respondents believing that audit program was undertaken in a timely manner, up from 64%.

Areas where we can continue to improve relate to how we exchange information during the audit process and demonstrating value for money in terms of audit fees. We will continue to focus on these areas in 2025–26.

• 14 performance audits completed

• 2 other assurance engagements undertaken

What is a performance audit?

Performance audits assess whether the activities of government entities are being carried out effectively, economically, efficiently and in compliance with relevant laws. The activities examined by a performance audit may include a government program, project or service, and can include all or part of an audited entity, or more than one entity. Performance audits can also consider issues that affect multiple entities or councils, or the whole of the state sector or local government sector.

The Auditor-General is also empowered with a follow-the-dollar mandate to audit the activities of non-public sector entities that receive public money or resources for a state or local government purpose.

Delivering insights that inform and influence improvements to public administration

Performance audit reports are tabled in Parliament and made public. Auditees are accountable to the NSW Parliament to demonstrate that they have addressed the findings and recommendations in audit reports. The NSW Parliament’s Public Accounts Committee reviews the reports to ensure that the audited entities respond appropriately to report recommendations. Reviews are generally conducted 12 months after the audit report is tabled by way of inquiry and public hearing, to examine whether the auditees have implemented the accepted recommendations and if any changes in practice or performance have occurred in response to the report.

In 2024–25, the Auditor-General tabled 14 performance audit reports, one compliance report, and one special insights report on cyber security within the NSW public sector. These reports made a total of 65 recommendations aimed at improving public administration and involved 32 audited entities, including 18 state entities, three councils and 11 non-public sector organisations.

We also continued to broaden our use of our follow-the-dollar mandate, allowing us to scope our audits to provide insights into the performance of government and non-public sector entities in ensuring the responsible use of public money. Through the lens of contractual service delivery, the audit of the Northern Beaches Hospital included the private partner in the public-private partnership with NSW Health. Looking at the prioritisation of services and providing some comparison between public and private performance, three community housing providers were audited in the performance audit of Social housing, in addition to the Department of Communities and Justice. Governance arrangements to support partnering between public and non-government entities were explored in the audit of Governance of the National Agreement on Closing the Gap in NSW.

A list of all performance audits tabled in 2024–25 is included in Appendix four.

Choosing a performance audit topic

There are many government activities and programs that could be audited. Given our limited resources, we apply a robust and strategic process to determine which performance audits to undertake. Currently, the NSW Government allocates approximately eight cents for performance audits for every $1,000 spent in the general government sector. This makes it essential to focus our efforts where they can deliver the greatest value.

Our performance audits are conducted under section 38EA of the Government Sector Audit Act 1983 and are outlined in our Audit Work Program. This program is shaped by the risks and challenges facing the government, the interests of the community, and the broader context in which key services are delivered.

We work closely with the NSW Parliament’s Public Accounts Committee, the Public Accountability and Works Committee, senior agency leaders, Members of Parliament, and other key stakeholders to identify priority issues and areas of concern. We also invite citizens to suggest performance audit topics and contribute to open audits via the upcoming reports section of our website.

• 499 financial audits completed

• 684 other assurance engagements completed

• 1,183 total engagements

• 5 financial audit reports tabled in NSW Parliament

What is a financial audit?

Our financial audits provide independent opinions on the financial statements of NSW government entities, local councils, and universities. These opinions offer assurance that the financial statements comply with accounting standards, relevant legislation, regulations, and government directions. In addition to verifying compliance, financial audits often identify opportunities for entities to strengthen their governance frameworks and internal controls.

Parliament relies on the objectivity and quality of our audits. Our legislative mandate safeguards our independence by prohibiting the provision of non-audit services. We also adhere to professional standards for audit quality and independence.

Our financial audit base

Similar to last year, we completed 499 financial audits of NSW state, local government and university entities. The entities we audit cover a diverse range of services and vary in size from large government departments, universities, state superannuation entities and utilities, and local and county councils, to small boards and trusts. A full list of entities we audited during this period is available on our website.

We also provided 684 other assurance engagements (677 last year), most of which were acquittals or attestations of compliance.

Total State Sector opinion

In addition to the 499 audits of individual state, university and local government entities, we audit the Total State Sector and General Government Sector Accounts. These accounts are the consolidated whole-of-government financial statements of the NSW Government tabled in Parliament.

• 74% employee engagement

• 93% of employees feel their manager supports flexible working in their team

Survey participation high

In 2024–25, 91% of our employees participated in the NSW public sector People Matter Employee Survey, up from 84% last year. Given the timing of the survey being during our busy period, we were pleased with our participation rate this year.

Engagement and job satisfaction remains steady

Employee engagement was 74%, consistent with 75% in 2023–24, but slightly below our target of 75%. This result is 11 percentage points above the NSW public sector. Job satisfaction remained high at 78%, consistent with 76 last year.

Several areas of strength

This year’s results show several areas of strength for the Audit Office. Employees reported:

• they were aware of their obligations under the Code of Ethics and Conduct, with 98% agreeing
• they understood what ethical behaviour means within our workplace, with 98% agreeing, consistent with 97% last year
• they supported the organisation’s values, with 97% agreeing, consistent with 96% last year
• they knew how to report unethical behaviour if they became aware of it, with 95% agreeing, the same as last year
• being satisfied with their ability to access and use flexible working arrangements, the 95% result consistent with 93% last year.

Areas we are focused on improving

The following are the lowest ranking measures and the areas we are focusing on improving:

• 52% of employees agreed they are paid fairly for the work they do, down from 60% last year
• 60% of employees reported they have the time to do their job well, consistent with 58% last year
• 62% of employees reported their general sense of wellbeing as seven out of ten or higher, consistent with 60% last year
• 63% of employees reported the amount of stress in their job is manageable, up from 59% last year.

Around 70% of respondents reported neutral scores or said they had not experienced burnout at work, up from 65% last year. We are focused on understanding how we can improve in this area for the 30% of respondents who reported that they have experienced burnout in the past year, down from 35% last year.

We perform well against NSW public sector benchmarks

The People Matter Employee Survey allows us to benchmark our results against other NSW public sector organisations. In 2024–25 we had a better result compared with the rest of the sector in most measures. The areas we compared most favourably were:

• 95% were satisfied with their ability to access and use flexible working arrangements, compared to 62% for the sector
• 79% agreed senior executives provide clear direction for the future of the organisation, compared to 47% for the sector
• 71% agreed senior executives support their career advancement, compared to 38% for the sector
• 83% agreed senior executives model the values of the organisation, compared to 51% for the sector.

• 348 full-time equivalent employees

• 8% employee turnover, below our target of 12–15%

Employee turnover below our target

Opportunities for professional and career development help us attract and retain high-quality employees. This improves our ability to sustain a regular supply of specialist talent, as well as our capacity to meet auditee needs.

We experienced 8% employee turnover in 2024–25, a decrease from 12% in 2023–24, and below our target range of 12 to 15%.

We received feedback from 65% of employees who exited the Audit Office. Of these employees, 73% reported they resigned to join another organisation and/or due to a career change, and 27% for other reasons such as study, contract completion, travel, family or a career break. Some of the feedback gathered in exit surveys revealed employees:

• appreciated the people and found the Audit Office to be a friendly place to work
• felt supported within their teams and had high morale at work
• expressed satisfaction with their overall work-life balance, training and development opportunities, and collaboration across teams and branches.

It also suggested improvements such as having more opportunities for promotions, adjusting the allocation of workloads, staff rotation and resourcing during busy periods and building a culture of knowledge sharing.

Of the employees who resigned in 2024–25, 33% moved elsewhere in the public sector and 33% moved to the private sector.

• 8 training days per employee

• 61 employees supported through our study support program

Well‑developed skills

Our learning and development program is contemporary and adaptable, aimed at enhancing skills for present and future needs. It is designed to enable employees to advance their careers within the Audit Office as well as more broadly across the NSW public and private sectors.

A core part of our learning program occurs on the job. Throughout the year, subject matter experts delivered training on essential technical skills. Employees also accessed a range of self-paced online programs, and instructor-led external courses, seminars and conferences delivered virtually and in person.

In 2024–25, our program included training on corruption prevention for managers, practice management, matter planning, in-depth report writing, mental health first aid training, managing for team wellbeing, and maintaining wellbeing in periods of peak demand. Our Systems Assurance, Cyber and Data team attended ISO 27001 training. We continued to partner with an Aboriginal-owned business to deliver face-to-face cultural capability training.

Compliance training for all employees included:

• gifts, benefits and hospitality
• behaving ethically and the code of conduct
• managing conflicts of interest and threats to independence
• cyber security awareness
• social media
• work health and safety
• fraud and corruption control
• understanding modern slavery
• cultural awareness.

In addition to the above, compliance training for all new hires included training on diversity and inclusion, Aboriginal cultural competency, disability awareness, and respectful workplace.

In 2024–25, we continued to offer a diverse range of development opportunities, including external secondments, internal transfers and opportunities to act at higher levels, and all employees had access to a wide array of online courses.

We remained committed to offering external development experiences, seconding two employees to the Department of the Legislative Assembly, and others to Independent Pricing and Regulatory Tribunal, Creative Industries, Tourism, Hospitality and Sport, Queensland Audit Office and the Solomon Islands Audit Office.

Technical development

In 2024–25, financial audit employees were upskilled in a range of technical subject areas including audit methodology, accounting standards, client interview and communication skills, legislation, professional scepticism, digital awareness and training for financial and data analytics systems. They were also supported to attend professional accounting, auditing and superannuation conferences.

Performance audit employees attended relevant industry conferences and Australasian Council of Auditors-General (ACAG) practice-sharing events. New team members attended an introduction to performance audit training conducted by ACAG subject matter experts. Some performance audit staff also attended training in distilling audit findings, and root cause analysis facilitated by the Canadian Audit and Accountability Foundation (CAAF).

Upskilling for the future

Upskilling our staff in emerging trends helps ensure we are ready for the future. This year we invested in the education of our employees in contemporary topics such as cyber security and artificial intelligence. This included the delivery of e-learning modules on ‘Introduction to artificial intelligence’ and ‘Audit Office artificial intelligence’. The training aimed to equip staff with the skills and knowledge necessary to harness the power of AI to enhance productivity and streamline workflows.

Supporting further education

We continued to help our people gain professional accounting qualifications by reimbursing 100% of fees and providing study leave. We supported 56 employees towards their professional qualifications, with six becoming fully qualified Chartered Accountants, four becoming Certified Practising Accountants, and one completing the ISACA Cybersecurity Audit Certificate during the year.

We continued to support employees in other tertiary education and formal certifications by paying a percentage of fees for studies relevant to their current or future role, our organisation, or the public sector. Approved employees were also granted study leave to maximise their potential for success. In 2024–25, we supported five employees to study across a broad range of disciplines and two obtained their qualification.

We also continued to support two employees to complete accredited tertiary education and a formal qualification which were deemed essential to the strategic capability needs of the organisation. Support is provided through the reimbursement of 100% of fees and the provision of study leave.

Leadership development

In 2024–25, we continued implementing and investing in our Leadership Development Framework to support the Building capability for the future strategic objective. We continued to roll out the Leadership Essentials program and the Public Service Commission’s People Manager Fundamentals course.

New managers completed disability awareness, public interest disclosures, respectful workplace, and managing for team wellbeing training. We supported 11 employees to attend formal leadership courses through our sponsored leadership program. This included seven leaders who attended a public sector leadership masterclass series, three staff who attended a company directors course, and one female leader who attended a strategic leadership program. We continue to partner with an independent think tank, enabling our leaders to attend events with other government and private sector leaders.

Investment in development increased

In 2024–25, we invested $900,000 in formal training, resulting in an average of eight training days per employee, more than last year's seven days and above our target.

Recognising the significant investment in development that we have made over the past three years, and our consistently low staff turnover, we have decided to lower next year's investment by $100,000. This will enable us to maintain and target our focus on professional development while being responsible with our use of resources.

• 99% - Technology systems availability kept at 99% target

• Renewed ISO27001:2022 certification

Enhancing technology and systems

In 2024–25, we strengthened our organisational capability through targeted improvements in technology, process efficiency, and cyber security. These initiatives have enhanced operational effectiveness, improved user experience, and bolstered our security posture. Key achievements include:

• data governance: launched the Data Zen project to establish a robust policy framework and improve transparency and accountability in data practices
• audit communication portal: enhanced functionality and user experience for this web‑based portal for auditors and auditees
• vendor risk management: streamlined the third-party security questionnaire to reduce complexity and improve efficiency in procurement
• artificial intelligence: collaborated with the data team to roll out an integrated AI tool, supporting responsible adoption to boost productivity
• workplace technology: upgraded meeting room panels with modern scheduling tools to improve visibility and support flexible working
• network infrastructure: investigated new equipment and managed services to modernise our network and meet evolving office needs
• records management: integrated the function into IT for a more cohesive approach to information governance and compliance
• security patching and vulnerability management: improved processes to proactively identify and remediate risks, strengthening cyber resilience
• ISO certification: engaged a certification body to support compliance with the updated ISO27001:2022 standard and initiated a new internal audit program with the governance team.

We continued to meet compliance and operational stability requirements by:

• delivering staff-wide cyber security training and conducting a targeted phishing simulation to raise awareness
• preparing for a red team exercise to test and enhance incident response capabilities
• uplifting our Information Security Management System to meet the ISO27001:2022 standard
• renewing ISO27001:2022 certification and maintained compliance with the NSW Cyber Security Policy
• sustaining ACSC Essential Eight maturity ratings and improved software vulnerability management
• maintaining systems availability above our 99% target
• reviewing and testing our business continuity, disaster recovery, and cyber incident response plans.

• 100% of audit opinions reviewed through the quality assurance program were supportable

• 5 submissions made to professional bodies

Our System of Quality Management

Our System of Quality Management (SQM) is an important mechanism to ensure that Audit Office employees, and audit service providers (ASPs), comply with Australian Auditing Standards, relevant ethical requirements, and applicable legal and regulatory requirements. It also ensures our reports are appropriate in the circumstances.

Our SQM aims to demonstrate the Audit Office’s compliance with:

• ASQM 1 Quality Management for Firms that Perform Audits or Reviews of Financial Reports and Other Financial Information, or Other Assurance or Related Services Engagements
• ASQM 2 Engagement Quality Reviews
• ASA 220 Quality Management for an Audit of a Financial Report and Other Historical Financial Information.

We completed an evaluation of our SQM for the year ended June 2025, as required by ASQM 1, and it concluded our SQM operated effectively during the year. The evaluation did identify a small number of deficiencies in relation to our SQM and several ASPs identified some deficiencies in their SQM. Appropriate remedial action has been taken or is in progress to address the deficiencies. Notwithstanding these deficiencies, the audit file reviews across the audits we conduct and those from our ASPs, found that the reports we issued are appropriate in the circumstances.

Quality Audit Review Committee

Our Quality Audit Review Committee monitors the quality of audit products and provides the Auditor-General with assurance that the Audit Office complies with the requirements of ASQM 1, ASQM 2 and ASA 220.

The Quality Audit Review Committee consists of an independent chair (an experienced external member from the profession) and the deputy auditor-general. Two other experienced and qualified internal practitioners, as well as representatives from the Quality, Improvement and Performance Branch, are standing invited attendees.

Audit file quality reviews

We recognise the importance of audit quality in achieving our vision. Audit quality is supported through the Audit Office’s comprehensive quality assurance program and annual reviews of the quality of our financial and performance audits. Quality reviews consist of cold reviews where files are reviewed on audit completion and hot reviews where targeted aspects of files are reviewed while audits are in progress.

Financial audits

The quality review program for financial audits covers the audits we conduct and those resourced with an ASP.

This year, we continued the engagement of a professional services firm to review some financial audits, with the objective of benchmarking our quality review and audit practices with others in the profession.

During 2024–25, our quality review program included cold reviews as well as limited scope hot reviews of financial audits where the review focused on specific aspects of the audit file. The cold reviews found the assurance opinions were supportable.

Performance audits

During 2024–25, a performance audit cold review was conducted. The review found that the assurance report for the reviewed audit was supportable.

The results of the financial and performance audit reviews conducted under our quality review program were reported to the Quality Audit Review Committee. The committee is responsible for ensuring the process, conclusions and any remedial actions are communicated to the Auditor-General, the Audit and Risk Committee, the Office Executive, audit teams, and our ASPs. Quality findings inform the Audit Office’s learning and development program to promote an environment of continuous improvement.

In 2025–26, the quality review program will include cold and limited scope hot reviews for both financial and performance audits.

External quality reviews

External reviews provide important scrutiny of the Audit Office’s quality management systems and processes, and help benchmark their effectiveness.

The Audit Office is subject to, or has participated in, the following reviews of our audit quality system:

• a quadrennial review by a person appointed by Parliament’s Public Accounts Committee to examine the auditing practices and standards of the Auditor-General. The most recent 2021–22 review concluded that we conduct audits in compliance with the professional standards and under the then Public Finance and Audit Act 1983 and the Government Sector Audit Act 1983, and that the Audit Office is a well-functioning office that is staffed by professional and dedicated auditors
• periodic peer reviews of aspects of the Audit Office arranged under a Quality Assurance Framework, sponsored by the Australasian Council of Auditors-General. No peer reviews were conducted during 2024–25.

Ensuring the quality of our audit service providers

Our ability to deliver quality audits is influenced by those we work with – our external audit service providers (ASPs). Our ASPs are required to comply with Audit Office policies, including those related to managing independence, conflicts of interest, and other audit-related policies. They are also subject to our quality assurance reviews. The proactive supervision of our ASPs ensures the work they deliver for each audit achieves the required audit quality.

Technical Issues Committee

To maintain audit quality, we have a robust process to deal with complex or significant accounting, audit or legislative compliance matters that our financial auditors encounter. The Technical Issues Committee (TIC) is responsible for considering these matters and making recommendations to the Auditor-General on the inclusion or removal of modifications to our auditor’s reports, including:

• key audit matters in our independent auditor’s report for the consolidated state financial statements or other auditees if referred to the TIC
• accounting treatments of complex, contentious or significant accounting issues
• auditing issues which may set a precedent or affect a range of our auditees.

The TIC is a forum where technical issues are debated to enhance audit quality. It is chaired by the deputy auditor-general and is provided with technical support by the Quality, Improvement and Performance Branch. The committee is comprised of:

• assistant auditors-general
• independent representatives from the business
• the director of the Total State Sector Accounts’ audit
• representatives from relevant audit teams
• the executive director, quality, improvement and performance or delegate.

The TIC considers the technical merits of contentious matters, the views of external parties, peak bodies and central agencies, and practices in other jurisdictions. Accordingly, technical matters are considered in detail and from multiple perspectives. In 2024–25, the TIC met 25 times to advise on complex matters.

Performance Audit Conclusions Committee

During the year, the Audit Office established a Performance Audit Conclusions Committee to review draft performance audits referred to it to confirm the audit conclusion is supported by the audit findings and related evidence. The committee is also a forum to review and resolve any contentious matters or significant differences of opinion that arise during an audit.

The committee is chaired by the deputy auditor-general and includes the heads of the Financial and Performance Audit branches and the executive director, quality, improvement and performance. The committee met five times during the year.

Safeguarding our independence

Independence is fundamental to fulfilling our mandate. We have robust policies to safeguard our independence, including requirements to declare conflicts of interest and mandating maximum periods that senior audit team members can work with auditees.

The Audit Office has two important policies (one for Audit Office employees and one for ASPs) to address how other assurance engagements are accepted. These policies have a range of protections to ensure we only accept (or approve ASPs to accept) other engagements that do not compromise independence.

Legislation does not permit us to perform non-audit services (such as consulting or advisory work) to auditees. Our policies also prevent ASPs from delivering non-audit services to our auditees.

Our mandate under the Government Sector Audit Act 1983 and Local Government Act 1993 permits us to perform additional assurance work, such as grant acquittals. This can be requested by the Treasurer, a minister, councils, the Secretary of the Department of Planning, Housing and Infrastructure, or both Houses of Parliament. The Government Sector Audit Act 1983 requires the Parliament, Treasurer or a minister to consult with the Auditor-General about the scope of the additional assurance work before requesting the Auditor‑General to perform the work.

Before undertaking these engagements (or approving ASPs to do so), we evaluate the appropriateness of the work. We monitor compliance with these policies and our approach to undertaking (or approving ASPs to undertake) other engagements to ensure our independence is beyond reproach.

To safeguard our independence, we foster a culture that instils high standards of conduct and ethical behaviour. This includes a requirement for all employees to complete a conflict of interest and professional independence attestation as outlined in the Audit Office's Conflict of Interest and Professional Independence Policy when they commence at the Audit Office, and annually thereafter. Employees must also report a new, or change to an existing, conflict of interest or threat to independence as soon as they become aware of it and obtain pre-approval before commencing secondary employment or voluntary work.

The Audit Office has a detailed Gifts, Benefits and Hospitality Policy. Employees must not accept gifts, benefits and hospitality that compromise their independence or the independence of the Audit Office, whether real or perceived. Employees must declare gifts, benefits and hospitality in accordance with the Gifts, Benefits and Hospitality Policy, even if they have been declined. We report all gifts, benefits and hospitality offered and how they were managed in a register that is publicly available on our website. See Governance | Ethics for more information.

Transparent quality reporting

The Corporations Act 2001 includes requirements for annual transparency reporting by auditors. Although the Audit Office is not subject to these requirements, we have embraced the transparency reporting principles. For our Annual Report 2024–25, Appendix six summarises the requirements that are relevant to the Audit Office and shows where the required information is presented in this report.

Building capability

To deliver quality audits we must support the capability of our people. We have a comprehensive learning and development program that ensures we continuously build the capabilities and knowledge of our people. The program focuses on audit quality, including core accounting, auditing and legislation technical competencies, and includes non-technical competencies such as professional scepticism and use of professional judgement, external stakeholder management, presentation and writing skills.

Influencing quality internationally

In 2024–25, we supported the Australian National Audit Office in arranging and hosting three secondments from the Audit Board of the Republic of Indonesia (BPK). These placements enabled BPK staff to work alongside our financial audit teams, gaining practical experience in applying contemporary audit methodologies and auditing financial statements prepared under accrual accounting. This initiative was funded by the Australian Department of Foreign Affairs and Trade (DFAT).

We continued our knowledge-sharing efforts through our twinning partnership with the Solomon Islands Office of the Auditor-General (SIOAG), also funded by DFAT. This three-year arrangement (2023–2025) aims to build SIOAG’s capacity to deliver its audit functions. During 2024–25, two secondments were completed: one senior director served as deputy auditor-general for over six months, while another staff member supported the statutory body portfolio as an executive officer. These secondments contributed to progressing audits, recruiting and inducting 11 new staff, improving audit performance management, conducting an IT audit, and providing project management support.

The Audit Office is an active member of the Pacific Association of Supreme Audit Institutions (PASAI), which promotes transparency, accountability, and effective use of public resources across the Pacific. Throughout the year, the Auditor-General and Audit Office staff provided advice and shared expertise with PASAI on various matters.

Additionally, representatives from our Corporate, Experience and Strategy Branch supported PASAI’s HR Champions Program by delivering an online session on recruitment and selection processes. 

Promoting quality through ACAG

The Audit Office is an active participant in the Australasian Council of Auditors-General (ACAG), established in 1993 to promote collaboration and knowledge sharing among Australian audit offices. In 2024–25, we contributed to and supported various ACAG subgroups.

On 1 July 2024, the Auditor-General for New South Wales commenced a two-year term as Chair of the ACAG Audit Analytics Committee, with the Audit Office of New South Wales also providing secretariat support.

We continued to support the collaborative efforts of Australian audit offices by contributing to responses to professional bodies on proposed standards and pronouncements. In 2024–25, we prepared or contributed to five ACAG submissions to standard setters (see Appendix three for details).

In addition to our ACAG contributions, we also provided four responses to questionnaires from the Australian Accounting Standards Board on public sector-specific issues (see Appendix three for details).

Engaging with our stakeholders Communicating with governance committees This year, the Audit Office invited chairs of audit and risk, and audit, risk and improvement committees from across the state and local government sectors to participate in a series of discussions on emerging risks and themes identified through our audits. These forums provide valuable opportunities to engage with committee chairs and members who play a critical role in supporting governance and oversight across the public sector. Image

• 92% of state and university financial audit opinions issued within four months of agencies financial year-end

• 86% of local government financial audit opinions issued by 31 October 2024

Timeliness of issuing financial audit opinions

Parliament and other stakeholders need timely reports to allow prompt scrutiny of government entities’ financial information. Of our opinions for state and university auditees, 92% were issued no later than four months after the auditees’ financial year-end, up from 89% in the previous year. This timeframe aligns with the NSW Treasury directive that requires us to audit the financial statements as soon as practicable.

In 2024–25, we provided 86% of audit opinions for local government entities by 31 October 2024, up from 65% in the previous year. Several local government entities sought and obtained approval from the Office of Local Government to submit their audited financial statements by a later date. These extensions impact the timeliness with which we can conclude our audits and issue opinions.

We have brought more audit work forward to improve the timeliness with which we can conclude our financial audits, an area of improvement called out by auditees in the annual survey.

Timeliness of our performance audits

Our average time to complete performance audits was 11 months, consistent with last year’s average. The average time to complete an audit is less than the average of 12 months taken by all Australian audit offices that participate in the Australasian Council of Auditors-General (ACAG) macro benchmarking. We continue to look for opportunities to implement efficiencies in processes to ensure the timely delivery of our reports.

Efficient resource utilisation

Key to delivering cost efficient audits is effectively managing our audit employee resources. In 2024–25, 79% of our available audit time was charged to audit activities, exceeding our target of 75%. Audit time includes all time available from both our performance and financial auditors. It does not include our technical accounting and audit policy and research employees in professional services, or our corporate support employees.

Formal Office Executive meetings attended

A total of ten formal meetings held.

¹ Claudia Migotto attended 3 formal Office Executive meetings in July, August and September 2024 while acting in the role of deputy auditor-general, before being appointed deputy auditor-general on 21 October 2024.

² Renee Meimaroglou was appointed assistant auditor-general on 9 September 2024.

³ Susie Harwood commenced as assistant auditor-general on 20 January 2025.

⁴ Andrew Anderson attended four formal Office Executive meetings in August, September, October and November 2024 when acting in the role of assistant auditor‑general.

⁵ Brad Medina attended 3 formal Office Executive meetings in 2025 while acting in the role of assistant auditor-general, before being appointed assistant auditor-general on 2 June 2025.

⁶ Emily Beullens went on secondment to the Department of Communities, Tourism, Hospitality, and Sport on 5 December 2024.

⁷ Simon Black attended 3 formal Office Executive meetings in February, March and April 2025 while acting in the role of executive director.

⁸ Emma Wallhead left the Audit Office on 29 August 2024.

⁹ Michael Thistlethwaite attended one formal Office Executive meeting in July 2024 while acting in the role of assistant auditor‑general.

Strong governance foundations

Governance processes and behaviours guide us to achieve our purpose, conform to all relevant laws, standards and directions, and meet public expectations of probity, accountability and transparency. They provide our employees with a clear sense of purpose and focus, guiding their behaviour when dealing with each other, parliamentarians and auditees.

Our governance framework reflects the eight core Australian Securities Exchange (ASX) Corporate Governance Principles (4th edition). We use these eight core principles to develop, manage and report on our governance arrangements as detailed below.

ASX Principle 1: Management and oversight

Our Corporate Plan

As we conclude the Corporate Plan 2020–24, which was developed to help us achieve our vision and meet our strategic objectives, we have strengthened our audit practices, invested in our people, engaged with our stakeholders and enhanced our impact on public sector accountability. Our new Corporate Plan 2025–28 builds on this foundation – shaped over a year of reflection and consultation – and sets a clear, forward-looking agenda to guide our work, uphold our purpose, achieve our vision, and meet our strategic priorities. Our new corporate plan is introduced in the Looking ahead: A new corporate plan section.

ASX Principle 2: Structure

Structured to add value

The Audit Office has a well-defined governance structure consisting of its key committees: the Office Executive, independent Audit and Risk Committee, and externally chaired Quality Audit Review Committee and Remuneration Committee. To support the Office Executive there is also a:

• Strategic Technology Committee
• Finance and Performance Committee
• Work Health and Safety Committee
• Learning and Development Committee
• Diversity Committee
• Flexible Work Practices Committee
• Technical Issues Committee
• Performance Audit Conclusions Committee
• steering committee for each significant project.

Office Executive

The Office Executive directs the affairs of the Audit Office and is responsible for:

• setting a clear strategic direction and monitoring performance
• overseeing the delivery of key strategic projects
• establishing and monitoring strategic key performance indicators
• defining the organisation’s Risk Appetite Statement and ensuring strategic risks are identified, assessed and treated appropriately
• developing the forward Audit Work Program
• monitoring assurance over the Audit Office’s key processes including internal and external audit, Quality Audit Review Committee reviews, quality assurance peer reviews, and Public Accounts Committee reviews
• monitoring compliance with relevant laws, directions, codes and practices, and periodically reviewing Audit Office policies
• role modelling and embedding a culture of ethical and lawful behaviour
• overseeing the Audit Office’s financial performance and sustainability.

The Office Executive consists of the Auditor‑General as chair, the deputy auditor‑general, assistant auditors‑general from Financial Audit, Performance Audit and Systems Assurance, Cyber and Data and executive directors from Corporate, Experience and Strategy and Quality, Improvement and Performance. The chief audit executive, chief risk officer, chief financial officer, chief of staff to the Auditor-General, and chief strategist for digital uplift also attend monthly meetings.

Key focus areas for the Office Executive during 2024–25 included:

• overseeing the development and commencement of our Corporate Plan 2025–28
• releasing the Annual Work Program 2024–27 of key audit focus areas, incorporating relevant challenges faced by the public sector, and utilising the follow-the-dollar powers passed by the NSW Parliament
• monitoring cyber security and data governance
• monitoring the Audit Office’s strategic risks, internal controls and environmental pressures, to ensure risks are adequately managed
• overseeing the System of Quality Management and monitoring the delivery of quality products
• analysing and responding to auditee and parliamentarian survey results
• continuing the adoption of new technologies to improve business operations and gain greater insights through our audits
• continuing to recognise the value of our people, championing their development, focusing on wellbeing and harnessing our employee value proposition
• overseeing the adoption of new and updated standards and legislation, and update of key policies.

Further details on our Office Executive including how it is structured are in the Office Executive section, and its charter can be found on our website.

Audit and Risk Committee

The Audit and Risk Committee (ARC) provides oversight and review of the Audit Office’s governance, risk management, compliance and external accountability requirements.

We assessed the committee’s 2024−25 activities to confirm compliance with Treasury’s Internal Audit and Risk Management Policy for the General Government Sector (TPP 20‑08). A copy of the Internal Audit and Risk Management Attestation is at Appendix five. The committee’s charter, and an annual report of the committee’s activities, can be found on our website.

The committee consists of three independent members, Elizabeth Gavey (Chair), Lee Sullivan and Nicola Davis, who replaced Bruce Turner AM having ended his term on 16 February 2025. The independence, integrity and experience of committee members are key strengths, providing insight and enhancing our operations.

Elizabeth Gavey was appointed chair on 17 February 2025, following the end of the previous chair’s term. Elizabeth is a qualified solicitor with over 30 years’ experience in commercial law, investment banking and the health sector and a graduate member of the Australian Institute of Company Directors. She currently serves on several ARCs in the state and local government sector. Elizabeth’s current three-year term on the Audit Office’s ARC ends on 28 August 2027.

Lee Sullivan brings a wealth of experience as a Chartered Accountant and Fellow of the Institute of Internal Auditors, having had roles as head of corporate governance, company secretary, chief audit executive and chief risk officer in the financial services and insurance industry. Lee was previously the chief risk officer at Minter Ellison, and a member of ARCs of other NSW government entities. Lee’s three-year term ends on 31 January 2027.

Nicola Davis joined the Audit Office’s ARC on 1 February 2025 for a three-year term. Nicola has over 35 years of experience in audit, financial reporting, governance, risk management and broad financial management advisory, across corporate and state government environments globally. She is a Chartered Accountant, a member of the Australian Institute of Company Directors and holds ARC positions of other NSW government entities.

Bruce Turner AM's final term on the Audit Office’s ARC ended on 16 February 2025. Bruce brought extensive ARC experience within the state government and not‑for‑profit sectors, as well as audit, risk and improvement committees in the local government sector. Bruce also held chief audit executive roles in large and diverse state and federal government agencies.

* Bruce Turner completed his term on 16 February 2025.

** Nicola Davis’ term commenced on 1 February 2025.

The Auditor-General, deputy auditor-general, chief financial officer, chief audit executive, chief risk officer, internal and external auditors, and management representatives attend ARC meetings. The committee meets independently, without management, with internal and external auditors, the chief audit executive and chief risk officer, at least once a year, and meets with the Auditor-General and deputy auditor-general prior to each meeting.

Individual committee members sit on various boards and ARCs for councils, Commonwealth and state government agencies, not for profit, and public companies. These memberships are captured and appropriately managed on the conflict-of-interest register, which are verbally confirmed at the start of each meeting. Additionally committee members provide written conflict-of-interest declarations annually. No conflicts of interest were declared that prohibited the continuing engagement of members.

Quality Audit Review Committee

Our Quality Audit Review Committee monitors the quality of audit products and provides the Auditor‑General with assurance that the Audit Office complies with the professional pronouncements issued by the Australian Auditing and Assurance Standards Board, in particular ASQM 1 and ASA 220. See Process | Quality for more information on these standards and the Quality Audit Review Committee.

The committee consists of an independent external member – Denis Thorn – and the deputy auditor-general. In 2019, Denis was appointed to chair the committee for an initial four‑year term. In 2023, this term was extended for an additional four years to November 2027. Denis has extensive experience providing assurance and advisory assistance in the private and public sectors as a former partner with EY. He now provides advice on audit quality and expert witness reports to public and private sector clients.

Remuneration Committee

The Remuneration Committee, with an independent chair, provides advice on the appropriateness and application of the Audit Office’s remuneration policies and procedures. More information on the Remuneration Committee can be found in the Governance | Disclosure section.

Strategic Technology Committee

The Strategic Technology Committee provides advice to the Office Executive regarding strategic direction and investment in information technology, business systems and cyber security. The committee also provides advice on managing information and technology‑related risks.

Finance and Performance Committee

The Finance and Performance Committee provides advice to the Office Executive regarding the strategic financial direction and financial sustainability of the Audit Office. The committee also oversees the organisation’s financial management framework, the management of financial risks, organisational efficiency, and performance against key measures of success.

Work Health and Safety Committee

The Work Health and Safety Committee provides a forum for consultation and dissemination of information on matters which are likely to affect the health, safety and wellbeing of The Audit Office staff in accordance with the requirements of the Work Health and Safety Act 2011 (WHS Act) and Work Health and Safety Regulations 2017 (WHS Regulations).

Learning and Development Committee

The Learning and Development Committee ensures required learning is provided to develop the capability of all staff, including the leadership team, to achieve the Audit Office’s strategic objectives. It does this by supporting, evaluating and approving learning within the learning and development program.

It also reviews and approves study support applications in alignment with the Study Support Policy and approve sponsored leadership and sponsored courses through the Learning and Development Policy.

Diversity Committee

We embrace and celebrate our diversity by delivering key areas identified in the Diversity, Inclusion and Accessibility Roadmap. The Diversity Committee leads, advocates for, coordinates, informs and monitors the Audit Office’s Diversity, Inclusion and Accessibility Framework and roadmap of activities. The roadmap is developed using input from representatives with lived experience before being considered by the Diversity Committee.

Flexible Work Practices Committee

The Flexible Work Practices Committee monitors the effectiveness of our Flexible Work Practices Policy and provides recommendations to the Office Executive to ensure the policy remains fit for purpose over the long term. The committee actively seeks feedback and explores ways to adapt the model to evolving work requirements, including the needs of auditees, employees, and other stakeholders.

Project governance committees

Strong project governance supports the delivery of our strategic objectives and helps us achieve our purpose. Our Project Management Framework provides a clear and consistent approach to managing projects across the organisation. It outlines key principles and highlights the systems, tools, and processes essential for successful project delivery, including ensuring appropriate project governance committees.

Engaging with our stakeholders We value our people We concluded our bicentenary celebrations in November 2024 with a special event at our head office, attended by current and former staff. The occasion brought us together to honour our past, celebrate our present, and look ahead to our future. As part of our bicentenary campaign, we shared highlights from the event on our social media channels. The post became our most engaged corporate content of the year, with former staff and stakeholders congratulating the Audit Office on its historic milestone and sharing their stories. Image

ASX Principle 3: Ethics

High standards of conduct are instilled

Protecting the reputation of the Audit Office is vital to ensure our credibility and maintain public trust in what we do. To do this, we foster a culture that instils ethical behaviour supported by a clear Code of Conduct. Our ethical and lawful framework includes supporting policies covering:

• conflicts of interest and professional independence
• gifts, benefits and hospitality
• fraud and corruption control
• complaints and internal public interest disclosures
• diversity and inclusion
• respectful workplace
• compliance
• performance management
• privacy management.

During induction, new employees are trained on the Audit Office’s ethical and lawful framework before signing the Code of Conduct and completing a conflict of interest and professional independence attestation. These sign‑offs are completed annually thereafter.

Our Statement of Business Ethics provides key principles that underpin our business relationships and sets expectations that third parties who work for or on behalf of the Audit Office will act in the highest possible standards of conduct and ethics. Our Audit Service Providers’ manual and contracts require adherence with the principles set out in the statement.

In 2024–25, we:

• revised the following policies: Code of Conduct; Statement of Business Ethics; Gifts, Benefits and Hospitality; Conflict of Interest and Professional Independence; and related training which was completed by all employees
• developed a new training module on managing conflicts of interest and threats to professional independence, providing guidance to staff on how to identify, declare and manage conflicts of interest and threats to professional independence
• ensured all employees completed the annual conflict of interest and professional independence attestation
• published the Audit Office’s Gifts, Benefits and Hospitality Register for transparency. 

In 2024–25, there were no reported breaches of the Code of Conduct. There were also no breaches or incidents that required external notification of reportable allegations or substantiated misconduct in accordance with the relevant statutory provisions, as outlined in the Disciplinary Policy. Our staff are encouraged to ‘speak up’ and raise any concern with their manager at any time. Additionally, they have an option of making a public interest disclosure.

Reports of serious wrongdoing made by staff related to the Audit Office are covered under our Internal Public Interest Disclosure Policy. This policy establishes an internal reporting system, consistent with the requirements of the Public Interest Disclosures Act 2022, that is designed to encourage staff to report such issues without fear of detrimental action being taken against them.

Protecting privacy

The Audit Office is committed to protecting individual privacy and managing personal information in accordance with the Privacy and Personal Information Protection Act 1998 (PPIP Act) and the Health Records and Information Privacy Act 2002. The Audit Office’s Privacy Management Plan was updated in June 2025 and sets out how we manage personal and health information in line with these obligations and principles.

The Audit Office’s Data Breach Management Policy outlines our approach to managing data breaches, including mandatory notification requirements to regulators such as the Office of the Australian Information Commissioner, Cyber Security NSW, and the NSW Privacy Commissioner for ‘eligible breaches’ under the PPIP Act. Eligible breaches are those that involve personal information where there is a likely risk of serious harm to affected individuals. Consistent with the requirements of the PPIP Act, the Audit Office maintains a public register of eligible breaches (currently nil).

The Audit Office participated in the Office of the Australian Information Commissioner’s ‘Privacy Awareness Week’ in June 2025. The purpose of this engagement was to encourage awareness within our organisation about privacy issues and the importance of protecting personal information.

During 2024–25, ten incidents occurred were managed in line with the Data Breach Management Policy. None were notifiable breaches.

Prevent, detect and respond to fraud and corruption

The Audit Office is committed to embedding an honest and ethical environment that minimises the risk of fraud and corruption. Fraud and corruption are incompatible with our values and the Code of Conduct and can cause serious loss and reputational damage. For these reasons the Audit Office has zero tolerance for fraud and corruption. During 2024–25, we:

• updated the Fraud and Corruption Control Policy to reflect the improvement opportunities identified from the fraud and corruption control framework internal audit completed during the year
• completed the fraud and corruption risk assessment and updated the fraud and corruption control plan
• finalised a self-assessment against the Independent Commission Against Corruption’s ‘Assessing Corruption Control Maturity’ guide, which concluded that our overall corruption control maturity level is appropriate for the Audit Office
• completed the annual fraud and corruption control checklist.

The Audit Office’s Internal Public Interest Disclosure Policy sets out how reports of fraud or corruption, if made by a public official in relation to the Audit Office, are dealt with consistent with the requirements of the Public Interest Disclosures Act 2022.

Compliance management

The Audit Office has many compliance obligations relating to legislation, central agency directions, standards and codes. To meet these obligations, our compliance program promotes the importance of compliance to all staff and assists them to identify obligations and respond to non‑compliance.

The Audit Office’s compliance framework is a robust mechanism that ensures we meet our compliance obligations. The framework is based on Australian Standard AS ISO 37301:2023 Compliance Management Systems – Requirements with guidance for use, and includes:

• a commitment by the Office Executive to promote and instill a compliance culture
• a Compliance Policy
• a register of compliance obligations, incorporating a risk assessment reviewed by the Office Executive
• annual certification of compliance through the Management Control Questionnaire
• financial and performance audit methodologies mapped to professional standards and legislation
• annual management review of the compliance management system.

In August 2024, the Audit Office’s Compliance Policy was refreshed to incorporate a risk appetite statement, relevant aspects of the ISO 37301:2023 and communicate a proactive approach to compliance monitoring.

Overall, our approach to compliance management continued to be led by the Governance unit and supported by the structure and responsibilities within the Quality, Improvement and Performance Branch which:

• monitors potential legislation changes and alerts those responsible for compliance within their respective roles or responsibilities
• provides advice and facilitates the understanding of legal matters impacting the Audit Office
• performs and coordinates quality reviews of our audit practice including checking compliance with Australian auditing standards, relevant ethical requirements, and applicable legal and regulatory requirements
• follows up on the implementation of internal audit recommendations
• conducts a compliance review and risk assessment across the organisation.

Engaging with our stakeholders Strong links with other integrity agencies Deputy auditor-general Claudia Migotto and governance officer Taylor Powell spoke at the NSW Integrity Agency Staff Symposium in December 2024, hosted by the NSW Ombudsman. Attendees gained valuable insights into the Audit Office of New South Wales’ role in supporting Parliament to hold government accountable for its use of public resources. The event also fostered professional connections among colleagues from across the integrity sector. We work in partnership with NSW integrity agencies to meet our responsibilities, improve services, and amplify our impact. Learn more about our collaboration with independent agencies in the Governance | Stakeholder management section. Image

ASX Principle 4: Corporate reporting

The integrity of Audit Office financial and corporate information is safeguarded by several mechanisms that provide independent assurance over how well our processes operate and comply with relevant laws, standards and policies.

Financial reporting

The Audit and Risk Committee provides an independent review of the objectivity and reliability of the Audit Office’s financial information, and ensures our financial statements are supported by appropriate management sign‑off on the adequacy of internal controls. Finance reports are presented for review at each Audit and Risk Committee meeting, and special meetings are held to review our annual financial statements.

Auditor-General certification

The Auditor‑General certifies that the Audit Office’s financial statements:

• are prepared in accordance with applicable Australian Accounting Standards, the Government Sector Finance Act 2018, the Government Sector Finance Regulation 2024 and the Treasurer’s directions
• present fairly the Audit Office’s financial position, financial performance and cash flows. This certification is supported by the designated chief financial officer’s annual letter of certification as to the effectiveness of the system of internal control over financial information.

External audit

Pursuant to section 47 of the Government Sector Audit Act 1983, the Governor of New South Wales appoints an independent audit practitioner to audit the Audit Office’s financial statements. The external auditor provides an independent opinion on whether our financial statements are true, fair, and comply with applicable Australian Accounting Standards. The external auditor also attends all Audit and Risk Committee meetings.

Internal audit

Designed to add value and improve operations, our internal audit function provides independent and objective assurance and advice to the Audit and Risk Committee, the Auditor-General and wider Office Executive, and senior management. The internal audit function complies with the requirements of TPP 20-08 Internal Audit and Risk Management Policy for the General Government Sector. 

The internal audit function, led by the chief audit executive and supported by employees and an external service provider, brings a systematic, disciplined approach to evaluating and improving the Audit Office’s governance, risk management and control processes.

The chief audit executive reports on the progress of the annual internal audit program and the implementation status of recommendations at Audit and Risk Committee meetings, supported by presentations from the service provider on the findings of their reviews.

In 2024–25, the chief audit executive led work to incorporate the principles and relevant requirements of the new Global Internal Audit Standards, issued by the Institute for Internal Auditors. This included:

• an updated Internal Audit Charter
• the establishment of an Internal Audit Strategic Plan with a vision statement
• an updated Internal Audit Manual, including a stronger focus on stakeholder engagement, internal quality review activities, and providing foresight.

The internal audit plan is a risk-based, rolling three-year plan. It is refreshed annually to ensure it remains current and relevant, and that it responds to changes in our environment and operations, current and emerging risks, and impacts from our Corporate Plan and strategic objectives. It also considers other independent reviews captured in the assurance map.

In 2024–25, our internal audit program included the conclusion or commencement of reviews on the:

• design and operating effectiveness of recruitment processes
• operating effectiveness of our Risk Management Framework
• readiness for transition to ISO/IEC 27001:2022 with a gap analysis of our Information Security Management System the new version of this standard
• design compliance and operating effectiveness of our records management system
• control and operating effectiveness of our payroll system.

The reviews completed in the financial year resulted in 13 risk‑rated recommendations, as well as a number of improvement opportunities. 

The implementation of all recommendations from internal audits and independent reviews are actively monitored. Progress is reported three times per year to both the Office Executive and the Audit and Risk Committee. In 2024–25, a follow-up review of internal audit recommendations was also conducted, with a focus on providing assurance around the status and closure of medium risk-rated recommendations. That review also found the Audit Office has a good practice approach to recommendations follow-up and reporting.

A quality assurance and improvement program is maintained for our internal audit function that ensures conformance with professional internal auditing standards. The internal audit function has continued to implement improvement opportunities and good practice suggestions made in the 2023 external quality assessment of the internal audit function undertaken by the Institute of Internal Auditors.

Performance reporting

In 2024–25, we continued quarterly performance reporting to the Office Executive, supported by a reporting dashboard that provided visibility over progress against each objective, upcoming priorities and key risks supported with associated mitigation strategies.

This year marked the final reporting period under the Corporate Plan 2020–24, with updates including closing reports on its delivery and regular reporting on the development of the new Corporate Plan 2025–28.

We maintained regular financial and operational reporting to the Office Executive, financial audit executive and performance audit executive, supporting strong oversight of our audit and corporate activities. In the year ahead, we are working on opportunities to streamline and automate elements of our reporting processes.

ASX Principle 5: Disclosure

The Audit Office holds a significant amount of government information and is committed to transparency where it is lawful and in the public interest to do so. Most of the government information we hold deals with conducting our audits and reporting to Parliament. We also hold a smaller amount of information dealing with corporate and administrative matters.

In 2024–25, the Audit Office conducted Government Information (Public Access) Act 2009 (GIPA Act) compliance and maturity self-assessments to provide assurance that we are meeting disclosure requirements and implementing good practices.

Open access information

Certain government information must be made available to the public under the ‘open access’ provisions of the GIPA Act. This supports a consistent and transparent approach to disclosure. The Audit Office’s open access information includes:

• an Information Guide, explaining who we are, what we do and how to interact with us
• Audit Office information contained in any document tabled in Parliament, including the Auditor‑General’s Reports to Parliament
• certain types of policy and charter documents
• a disclosure log of access applications
• a register of government contracts
• a record of open access information that is not publicly available (currently nil).

Proactive release

We conduct an annual proactive release review to consider what information the Audit Office holds that is of public interest and could be made publicly available, provided there is no overriding public interest against disclosures.

In 2024–25, this program identified the Work Health and Safety Committee Charter for proactive release.

Access applications and informal release

The Audit Office makes every effort to release information that members of the public request, unless a request relates to excluded information. Information which relates to our auditing, investigative and reporting functions is classed as ‘excluded information’ under the GIPA Act. This includes audit-related information protected by secrecy provisions in the Government Sector Audit Act 1983 and Local Government Act 1993. There is a conclusive presumption that it is against the public interest to disclose such information.

During 2024–25, we did not receive any formal GIPA applications. We were also not a relevant party to any consultations on GIPA applications received by other agencies.

We did receive one informal request for Audit Office information. As the request related to our corporate records and not excluded information, we provided relevant information insofar as was reasonably practicable.

Further information about access applications can be found in Appendix ten.

Annual report

Our annual report is a key part of our commitment to continuous disclosure, and we voluntarily adopt full and open reporting on our performance. The report contains extensive commentary on the services we provide and what our key stakeholders think of our services.

In May 2025, for the 16th consecutive year we were awarded a Gold Australasian Reporting Award for our Annual Report 2023–24. We also won the Governance Reporting Award for public and not‑for‑profit sectors, and the Best of Industry Sector Award for state public administration.

ASX Principle 8: Remuneration

Remuneration Committee

The Audit Office’s Remuneration Committee consists of an independent external chair, Dianne Hill, and the director, governance and risk. The committee reviews and makes recommendations to the Auditor‑General on Audit Office remuneration policies, practices and risk assessments.

In 2024–25, the committee met twice and endorsed its charter. It also reviewed:

• management reports and made recommendations on the appropriateness and application of remuneration policies and procedures
• management sign‑offs, including certification on the financial impact of the recommended annual remuneration determination
• the remuneration risk assessment and associated controls
• analysis on the gender pay gap.

See below for details of our executive remuneration.

* Audit Office executive staff employed at the equivalent of the NSW Public Service Senior Executive remuneration bands.
** Due to the nature of our business, 23% of our employee‑related expenditure in 2024–25 was related to senior executive remuneration, consistent with 23% in 2023–24.

ASX Principle 7: Risk management

Recognising and managing risk

Our risk management and strategic planning are integrated. Risks are used as an input into the development of our corporate plan. They are continually reassessed and managed in accordance with our Risk Management Framework and Risk Appetite Statement to ensure that activities and decisions align with our corporate plan.

The Office Executive and Audit and Risk Committee regularly review our strategic and key operational risks. Strategic and key operational risks are supported by detailed analysis, considering the ever changing operating environment. In addition, the Audit and Risk Committee provide independent advice to the Auditor‑General on the Audit Office’s risk management framework.

Our Risk Management Framework

Our Risk Management Framework aligns with NSW Treasury’s Internal Audit and Risk Management Policy for the General Government Sector (TPP 20‑08), the Risk Management Toolkit (May 2025), the Risk Management – Principles and Guidelines Standard (AS/NZS ISO 31000:2018), and the Accounting Professional and Ethical Standards Board’s professional risk management standard (APES 325 Risk Management for Firms).

During 2024−25, we:

• revised our strategic risks
• consolidated and streamlined our operational risks and mitigating action plan into a single register to support a holistic and cohesive approach to risk management, with regular reports provided to the Office Executive and respective sub‑committees for greater oversight
• continued to scan our internal and external operating environment for impacts on existing or emerging strategic and operational risks
• met our annual risk reporting schedule to the Office Executive and Audit and Risk Committee – this included updating the schedule for the new oversight approach of our operational risks
• continued to support a positive risk culture and embed risk management practices across the business and multiple functions, including corporate planning, project management, budgeting, procurement, privacy and data management, remuneration, WHS, climate change, business continuity, and third‑party management
• reassessed our climate risks and remained in line with the NSW Government Climate Risk Ready NSW Guide and the NSW Climate Change Adaptation Strategy
• developed a risk management e-learning module for non‑executive staff
• monitored and reported project risks
• worked closely with our operational areas to increase risk awareness, supporting leaders to effectively identify, assess, manage and report their risks
• continued to monitor the effectiveness of controls to mitigate risks through various assurance activities, including external and internal audit, ISO 27001 Information Security Management System certification, annual penetration testing, and testing of the business continuity plan.

Insurance

Our insurance cover is provided by the Treasury Managed Fund in respect of:

• workers’ compensation according to NSW statute
• property (full replacement, new for old, consequential loss, and business continuity costs or losses of revenue)
• liability, including but not limited to public liability, cyber liability, professional indemnity and directors and officers liability
• miscellaneous losses including those due to employee dishonesty, personal accident, cancellation of events, and travel protection.

Exposures not included are illegal activities, wear and tear, and inherent vice.

Strategic risks

In 2024–25 there were no significant incidents as we continued to manage our risks, including the six strategic risks. With the 2020–24 plan now concluded, the strategic risks have been updated in line with the new Corporate Plan for 2025–28:

• Our insights are not relevant and do not result in demonstrable improvement in public administration (see Enhancing our impact, demonstrating our value).
• Our audits are not defensible resulting in lost credibility and trust by government and the public (see Quality in everything we do).
• We act inconsistently with own ethical standards damaging our reputation (see Governance - ethics).
• We are unable to keep pace in a dynamic and disruptive environment to deliver valued services efficiently (see Securing our future).
• We are unable to attract, upskill and retain a capable workforce to meet our current and future demands (see Building capability for the future).
• Loss of confidential or sensitive information damaging our reputation (see Uplifting our cyber resilience).

Risk management and internal control attestation

This year, we completed three attestations to provide additional assurance that our Risk Management Framework and related controls are operating properly including two from the Auditor‑General on:

• the quality of the Audit Office’s risk management and internal audit processes, based on our compliance with the core requirements of TPP 20‑08 (Appendix five)
• the management of cyber security risks consistent with the mandatory requirements set out in the NSW Government Cyber Security Policy.

Our chief financial officer also completed an attestation on the effectiveness of internal controls over financial information in accordance with NSW Treasury Policy and Guideline TPG 24-08 CFO Certification on the Internal Control Framework over Financial Systems and Information. This attestation is supported by a management control questionnaire that is completed annually by our leadership team on the implementation of internal controls as they relate to their business area and employee compliance with our policies.

ASX Principle 6: Key stakeholder rights

Building effective relationships

To ensure our audits are effective, we strive to work constructively with our auditees, focusing on understanding their organisational context and operations. This approach ensures that our work remains relevant and timely. By fostering collaboration and a thorough understanding of each sector, we work to enhance outcomes for the community.

We build effective relationships with parliamentarians, government agencies and citizens in a way that serves the different needs of each of those groups. Our ‘Enhancing our impact, demonstrating our value’ strategic objective provided direction on effective stakeholder relations and is described in more detail in the Enhancing our impact, demonstrating our value section. Our new ‘valued engagement’ strategic objective is also a commitment to delivering value through engagement. We will continue to strengthen collaboration with stakeholders to ensure that audit insights drive real improvements in governance, financial management and service delivery.

Stronger stakeholder engagement

In 2024–25, we met with the Public Accounts Committee during each sitting of Parliament to provide briefings on tabled audit reports, advise on the impact of our findings and recommendations and engage on our forward audit work program. Each year we also survey parliamentarians to get feedback on our reports and services. This year’s results are detailed in the Our value to Parliament section.

In 2024–25, we also continued to meet regularly with NSW Treasury, the Premier’s Department, The Cabinet Office, the Office of the Public Service Commissioner, and the Office of Local Government.

More information on how we sought to improve our engagement with stakeholders can be found in the Enhancing our impact, demonstrating our value section. Feedback from auditees on our performance is available in the Our value to the agencies we audit section.

Responding to audit requests from parliamentarians and councils

In addition to legislatively mandated audits, the Auditor-General may be asked to perform other audit and related services by both Houses of Parliament, the Treasurer and other ministers, the Office of Local Government, and local councils. Requests can be made under section 27B(3) of the Government Sector Audit Act 1983, which the Auditor-General is required to act on following consultation, or section 421E of the Local Government Act 1993.

We maintain a list of audit requests made under these provisions on our website.

Engaging with other integrity agencies

We work closely with other independent agencies in New South Wales and audit offices in other jurisdictions to meet our obligations, improve our services, and increase the impact of our work. This includes our important work in managing or referring reports made by public officials about serious wrongdoing (public interest disclosures), and assessing information from the public about the entities we audit.

We comply with our obligations to refer allegations of potential corrupt conduct to the Independent Commission Against Corruption. We also refer allegations of serious wrongdoing to the NSW Ombudsman, the Information and Privacy Commission, the Office of Local Government, and other agencies as relevant and where appropriate.

In addition, we participate in forums with other integrity agencies to share information about relevant trends, strengthen referral pathways, share good practices, and identify strategic issues or opportunity to enhance our coordination. This includes representation on the advisory board for the Community of Practice for Ethical Behaviour, a joint initiative between the NSW Independent Commission Against Corruption, the Audit Office of NSW, the NSW Ombudsman, the Information and Privacy Commission, and the Office of the Public Service Commissioner. It aims to grow the capability of the NSW public sector workforce in navigating ethical issues.

Public interest disclosures in relation to other agencies

The Auditor-General is empowered under the Government Sector Audit Act 1983 to examine allegations made by public officials about the serious and substantial waste of public money. The Public Interest Disclosures Act 2022 (PID Act) protects public officials who make reports in good faith.

The Audit Office maintains an External Public Interest Disclosures Policy that details how public officials associated with other agencies can report serious wrongdoing to the Audit Office and be protected under the PID Act. The policy also sets out how the Audit Office can receive and deal with referrals from other integrity agencies in relation to the serious and substantial waste of public money.

In 2024–25, we received ten public interest disclosures that related to other public sector agencies, all of which were managed under our external policy. These disclosures were either referred to audit branches for consideration as part of their audits, referred to another relevant integrity agency, or both.

Ensuring our financial sustainability

Like all organisations, the Audit Office has finite resources to deliver on its legislative mandate and fulfil strategic objectives. Our operating model is premised on providing value-for-money services that use contemporary tools and methodologies. This means our limited resources need to be managed effectively and efficiently, and resourcing decisions must be economical.

Our overarching financial objective is to remain sustainable, efficient and fiscally responsible at all times.

We also seek to:

• promote robust and effective financial management of resources
• ensure access to expert direction and relevant context for decision making in the allocation, management, and use of our financial resources
• demonstrate transparency with external stakeholders on how we govern our finances and how we set fees for audit engagements
• embed effective financial risk management practices.

To achieve our objectives, our financial management practices are governed by:

• internal policies on audit fees, our budget, procurement and contract management, as well as our delegations manual and our financial audit commissioning model
• the operation of a Finance and Performance Committee to monitor the financial health of the organisation and to provide advice to the Office Executive and Auditor-General
• mature risk management practices, ongoing financial management capability investment, and the design, implementation, and operating effectiveness of internal controls
• assurances provided by internal and external audit
• key measures of our financial performance and position.

Our Finance Strategy for 2024–2026 outlines the parameters and principles for how we govern our finances and set our financial audit fees. The strategy provides a framework to ensure the decisions we make support our corporate plan objectives, that our long-term financial sustainability remains intact, that we operate efficiently and that we are fiscally responsible at all times. More information on our financial performance and position is available in the Finances and Financial position sections.

Promoting economic and efficient government

The Audit Office of New South Wales has a fundamental role in helping Parliament hold government accountable for the use of public resources. Our performance audits review whether public money is spent effectively, efficiently, economically and in accordance with the law. Our financial audits are a key part of effective public sector governance and assess the adequacy of the financial reporting control frameworks of audited entities.

In addition, in 2024–25, a number of our audit reports focused on areas of government activity that have a direct relationship between the effective delivery of outcomes and the efficient expenditure of public money, including:

• The mental health and wellbeing of NSW police which examined whether the NSW Police Force has been efficient and effective in managing and supporting the psychological wellbeing of the police workforce.
• Emergency relief grants which assessed whether the NSW Rural Assistance Authority and the NSW Reconstruction Authority implemented Special Disaster Assistance programs in line with the principles and mandatory requirements outlines in the Grants Administration Guide and in line with program guidelines.
• Regulation of the land titles registry which examined the effectiveness of the regulator in overseeing and monitoring the operation and maintenance of the registry to ensure its integrity and security.
• Bus contracts in metropolitan Sydney which assessed the effectiveness of Transport for NSW’s design and management of metropolitan Sydney bus service contracts.

Governance and strategy

We recognise the importance of addressing our climate change risks and cutting greenhouse emissions to align with the NSW Government objective to deliver a 70% cut in emissions by 2035 compared to 2005 levels, with the goal to reach net zero emissions by 2050. This commitment is reflected in our new corporate plan, through the establishment of a sustainability initiative as part of the Amplified Impact strategic objective.

We have established a sustainability working group that assists the delivery of the sustainability initiative under the Amplified Impact objective and has led the work in assessing, understanding and improving our net zero maturity. Its terms of reference was updated during the year and structure revised to include special matter experts from across the business, the chief risk officer and chief financial officer.

In the year ahead, the working group will enhance the climate change adaptation plan, develop an organisational climate risk appetite statement to guide our priorities and develop a framework for measuring the Audit Office’s emissions. To ensure adequate oversight, progress of the adaptation plan, managing climate change risks and planning for climate-related reporting, will be reported to the Office Executive.

Assessing our environmental risks

In 2024–25, we reassessed our climate change risks, in line with our risk management framework and, the NSW Government Climate Risk Ready NSW Guide and NSW Climate Change Adaptation Strategy. We embedded climate risks within the enterprise risk register along with the associated mitigation strategies and opportunities. These risks, mitigation strategies and opportunities have been captured in the development of our adaptation plan aimed to keep our people safe, ensure there is minimal disruption to our operations and to make a direct impact to reduce our climate footprint. The plan:

• guides the implementation of adaptation actions by allocating owners and target timeframes for the delivery of actions
• outlines an approach to monitoring changes to risk levels
• allows the adequacy of risk treatment actions to be monitored.

Assessing our maturity in managing climate risk in the prior year has helped us to assess our current systems and identify short and long‑term actions to guide our way forward in reducing emissions and ensuring our climate resilience.

Maintaining our greenhouse performance

In 2024–25, we maintained our greenhouse emissions performance by:

• operating in a carbon neutral certified, 6 Green Star (with Green Power) rated building
• buying 100% green electricity
• using energy-efficient equipment
• using timers on lights, equipment and supplementary air conditioners.

Reducing our environmental impact

The Audit Office operates under the NSW Government's Net Zero Government Operations Policy which became effective from 1 July 2024.

In 2024–25, we focused on reducing our environmental footprint by:

• using 100% recycled paper in printers
• encouraging our employees to book green vehicles when using an approved rideshare service
• using sorting bins and promoting internal communication campaigns to encourage recycling
• maximising recycling by including ink, toner cartridges, batteries and coffee pods in our program
• using automated, sensor‑integrated LED lights in our office
• where appropriate, using virtual collaboration technology and reducing travel
• leasing our head office that has a 5.5 Stars NABERS Energy rating.

In 2025–26, we will remain focused on reducing our environmental impact, and meeting the requirements as outlined in the Net Zero Government Operations Policy. This will include submitting reports on our performance against key indicators to the Department of Climate Change, Energy, the Environment and Water and developing a net zero transition plan.

Sustainable head office room upgrades

We upgraded our office this year, prioritising sustainability by collaborating with suppliers committed to environmental responsibility including:

• selecting suppliers that specialise in sustainable furniture
• installing room booking displays that align with sustainable business practices. The displays are built with up to 41% next-life plastics, low-carbon aluminum, and recycled fabrics, contributing to energy efficiency and reduced environmental impact.

By partnering with environmentally considerate suppliers, we aimed to ensure that our room upgrades reflect our commitment to sustainability and responsible sourcing.

Protecting our heritage

In 2024–25, the Audit Office maintained its Heritage and conservation register in accordance with the Heritage Act 1977. Several items are included in the register that are of potential heritage significance. These are limited to moveable heritage objects stored at our office.

Our Heritage Asset Management Strategy outlines how we comply with the principles and guidelines established by the Heritage Council of NSW and NSW Environment and Heritage.

Promoting environmental sustainability in our work

The Audit Office’s performance audits regularly focus on the efficiency and effectiveness of government environmental programs and services. In the context of climate change, and recent extreme weather events, several audits will provide assessments, insights and recommendations for the NSW Government on environmental issues that require ongoing management. These include:

• Coastal management reforms (tabled 10 September 2025)
• Water management and regulation (2024–25).

Our annual request audits on emergency relief grants provide assurance as to the effectiveness of government support to affected communities.

• 81% of employees felt that there were effective resources to support employee wellbeing

• 89% of employees felt confident in their ability to overcome setbacks at work

Prioritising the wellbeing of our employees

The health and wellbeing of employees is a top priority for the Audit Office and we are committed to supporting employee wellbeing through programs that make a difference. In 2024–25 we:

• continued to offer flexible work practices to all employees
• progressed our mental health and wellbeing strategy and roadmap
• supported employees who participate in the Corporate Cup running challenge
• provided fresh fruit in the office to promote healthy eating
• offered onsite flu vaccinations or reimbursements, accessed by 41% of employees compared with 38% last year
• participated in R U OK?Day and delivered a session on how meditation influences the mind and body to prepare us for the challenges of modern life
• offered mental health first aid training
• delivered workshops to help employees maintain wellbeing in periods of peak demand
• delivered training on managing for team wellbeing
• discussed resourcing each week at Office Executive meetings
• ensured managers and branch/neighbourhood heads regularly check in on their team wellbeing and assess resourcing requirements
• presented a people and culture report to the Office Executive quarterly, identifying and collectively measuring, tracking and reporting on relevant mental health and wellbeing key risk indicators as an input into assessing mental health and wellbeing risks
• undertook monthly reporting of hours worked by financial audit staff to branch executives to identify potential workload issues.

Our Employee Assistance Program (EAP) offers free, independent and confidential counselling for employees and their families. We encourage employees and managers to use the program to get professional and objective support, for work or personal matters, when required. We regularly promote the program in our internal communications. In 2024–25, seven per cent of employees used the EAP, decreased from nine per cent in 2023–24. Seventy-four per cent of employees of employees who used the program sought assistance for personal matters and 26% for work-related issues.

This year, 34 employees completed mental health first aid training and 21 employees attended mental health first aid refresher training. We have 46 accredited mental health first aiders who champion wellbeing and act as an avenue of support to colleagues who may be developing a mental health problem, experiencing a worsening existing mental health problem, or are in a mental health crisis. Our mental health first aiders meet quarterly as part of a peer connect group.

Listening to our people

We were pleased that 81% of employees agreed there were effective resources to support employee wellbeing, consistent with 83% last year in the People Matter Employee Survey. Our overall wellbeing score of 71% was nine percentage points higher than the NSW public sector result. Other wellbeing results included:

• 62% of employees rated their general sense of wellbeing as seven out of ten or higher, consistent with 60% last year
• 63% of employees indicated the amount of stress in their job was manageable, up from 59% last year
• 70% of employees were neutral or agreed they had not experienced burnout at work, up from 65% last year
• 74% of employees felt satisfied with current workplace practices to help them manage their wellbeing, consistent with 76% last year
• 88% of employees agreed they were able to adapt when changes occur, a new measure this year
• 89% of employees felt confident in their ability to overcome setbacks at work, a new measure this year.

We also sought feedback from employees on work health and safety, and wellbeing matters via our Work Health and Safety Committee and our Flexible Work Practices Committee, providing our people with avenues to raise concerns or make suggestions.

• 0 notifiable incidents to Safe Work Australia

• 1 new workers’ compensation claim

WHS injuries and incidents

In 2024–25 there were five work health and safety (WHS) injuries, compared to six in 2023–24. One of these injuries resulted in a workers compensation claim (psychosocial), compared to two last year (slip, trip and fall; psychosocial). There were no prosecutions under the Work Health and Safety Act 2011 (WHS Act) and no notifiable incidents to SafeWork NSW under the WHS Act, consistent with last year.

The one new workers’ compensation claim and two previous workers’ compensation claims were closed during the year.

Our WHS Committee is engaged and active

Under the Work Health and Safety Act 2011, the Audit Office is required to consult employees on matters pertaining to work health and safety. The Audit Office continues to do this through the WHS Committee. The committee is made up of seven employee representatives, two management representatives and one coordinator. They meet quarterly and play a proactive role in WHS through:

• quarterly WHS inspections of head office
• reviewing and monitoring key WHS risk indicators such as workplace injuries, employee leave and other statistics
• reviewing WHS policies, strategies and procedures
• developing initiatives to promote WHS awareness
• identifying WHS issues and risks, and recommending mitigations
• consulting with workgroups on WHS matters.

Along with our committee members, we have 46 accredited mental health first aiders, 14 wardens and two first aid officers all fully trained.

Employee satisfaction with WHS is high

We use the NSW public sector People Matter Employee Survey results to measure employee satisfaction with WHS. The Audit Office’s overall health and safety survey score was 84%, same as last year. Results include:

• 87% of employees felt confident work health and safety issues raised would be addressed promptly, consistent with 86% in 2023–24
• 81% of respondents felt there were effective resources in the organisation to support employee wellbeing, consistent with 83% in 2023–24.

Working safely in a hybrid environment

Throughout 2024–25, we maintained our focus on ensuring employees work in a safe and sustainable way as we continued to work in a hybrid environment.

Our Flexible Work Practices Policy guided how we worked.

With many people working from a variety of settings, we focused on ensuring that our physical working environments were safe and ergonomic. This included:

• requiring employees to complete an annual working from home checklist to promote safe home working environments
• sharing wellbeing tips and resources, and avenues of support with employees
• promoting workplace ergonomic tips
• conducting two ergonomic assessments employees who had non-work-related injuries.

• 56% of senior executives are women

• 58% of our employees’ first language spoken was not English

Celebrating and enabling diversity

We are committed to building a diverse and inclusive workplace that reflects our evolving external environment. By embracing the unique contributions, perspectives, and talents of our people, we foster a culture of respect and participation and drive innovation, creativity, and performance.

Our workforce represents a rich tapestry of backgrounds, with employees hailing from over 45 countries and speaking 38 languages. In 2024–25, we celebrated 20 cultural and diversity events, including Diwali, Mardi Gras, Lunar New Year, Eid, Harmony Day, Wear It Purple Day, Persian New Year, and IDAHOBIT (International Day Against Homophobia, Biphobia and Transphobia), among others. These celebrations help us recognise and honour the diversity within our organisation, while encouraging learning and cultural exchange.

We also advanced our commitment to inclusion through the development of an employee-led LGBTIQA+ Pride Network. In 2024–25, we completed the first two phases of this initiative, which included sector-wide research, internal resource mapping, an independent all-staff survey, and in-depth focus group discussions. A working group was convened to lead the final phase, which involves drafting a roadmap and recommendations report. This work will be finalised in 2025–26.

Our Diversity, Inclusion and Accessibility Framework provides a strategic foundation to ensure meaningful employment opportunities for all, regardless of culture, disability, gender, or background. The Diversity, Inclusion and Accessibility Roadmap 2021–25 guides our actions within this framework.

This year, we delivered mandatory cultural awareness training for all employees and continued to build understanding of cross-cultural attitudes, norms, behaviours, and communication. We also provided respectful workplace refresher training, embedded diversity statements in job advertisements, and expanded our diversity calendar to include culturally significant days and celebrations.

Looking ahead, we will continue to enhance diversity of thought through our Workforce Strategy, and promote inclusion through recruitment campaigns, our diversity calendar, and supplier diversity initiatives across the organisation.

Gender diversity remains strong

The Audit Office has an ongoing commitment to support the growth and development of talented women, eliminate gender discrimination and remove barriers to equal participation. This year, the number of women as a percentage of our total full‑time equivalent workforce was 53%, consistent with 55% last year. The representation of women in middle management was 48%, consistent with 46% last year. The percentage of women in senior executive roles decreased to 56%, compared to 60% last year but above our target of 50%. Some of our achievements this year include:

• managing remuneration to avoid gaps based on gender
• supporting staff to attend female leadership training and events
• continuing the Flexible Work Practices Committee
• promoting flexible working practices in recruitment campaigns
• celebrating International Women’s Day and supporting and recognising International Pregnancy and Infant Loss Awareness Month, and White Ribbon Day
• continuing to implement our women’s leadership networking program and hosting a session focused on building confidence and overcoming imposter syndrome
• providing eco-friendly emergency menstrual products at our head office
• recognising World Menopause Day 2024.

In the year ahead, we will remain focused on achieving gender equality by encouraging women to attend leadership events, supporting flexible working practices, conducting gender pay gap analysis and celebrating International Women’s Day. We will also continue to promote female participation in leadership courses and internal leadership networking sessions.

* Audit Office executive staff employed at the equivalent of the NSW Public Service Senior Executive remuneration bands.

Managing the risks of modern slavery

This year, we continued to implement changes to address the Modern Slavery Act 2018 requirements, and took reasonable steps to ensure the goods and services we procure are not the product of modern slavery. The following controls help us to assess and address modern slavery risks in our operations and supply chains:

• a Statement of Business Ethics, which sets out our expectations around suppliers managing the risk of modern slavery
• a Procurement and Contract Management Policy that requires all procurement over $150,000 to include a modern slavery risk assessment, and encourages buyers to assess for heightened modern slavery risks
• suppliers responding to a request for tender or quote must articulate how they assess and address modern slavery risks in their operations and supply chain in their responses
• our procurement and contract templates impose obligations on suppliers to take reasonable steps to ensure their goods and services are not the product of modern slavery
• training to build employee awareness.

Meaningful community contributions

We recognise the positive contribution that volunteers can make to communities, and we encourage our employees to take one day of special leave each year to volunteer. By allowing employees time off to engage in volunteering activities, the Audit Office can invest in our local communities and have a meaningful impact.

Our employees can choose causes to support with their time, or can access opportunities that are made available on the NSW Government’s volunteering website.

In 2024–25, our employees supported several fundraising initiatives for the community including the STEPtember challenge for the Cerebral Palsy Alliance and Australia’s Biggest Morning Tea for the Cancer Council. We also recognised International Volunteer Day. Some teams used their volunteer leave as an opportunity to give back to the community while also team building, with one team volunteering for a day at Foodbank NSW and an individual volunteering at the Rev. Bill Crews Foundation.

We also provide military leave to support employees who volunteer as Australian Defence Force reservists.

Impacting social outcomes

This year, the recommendations from several of our performance audit reports sought to improve outcomes for the community, including:

• Supporting students with disability which assessed whether the NSW Department of Education is effectively supporting students with disability in NSW public schools.
• Northern Beaches Hospital which assessed how effectively and efficiently the Northern Beaches Hospital public-private partnership delivers public hospital services.
• The mental health and wellbeing of NSW police which assessed whether the NSW Police Force has been efficient and effective in managing and supporting the psychological wellbeing of the police workforce.
• Social housing which assessed whether social housing is effectively and efficiently prioritised to meet the needs of vulnerable households, and whether social housing tenants are effectively supported to establish and sustain their tenancies.
• Bus contracts in metropolitan Sydney which assessed how effectively Transport for NSW had designed and managed bus service contracts.
• Governance of the National Agreement on Closing the Gap in NSW which assessed whether the governance arrangements for the implementation of the National Agreement in NSW were operating effectively.
• Regulation of gaming machines which assessed the effectiveness of the regulation of gaming machines in clubs and hotels, with a focus on harm minimisation requirements.

• We remain on target to break even over the medium term

Ahead of our break‑even target due to deferred expenditure

The work of the Audit Office is largely self‑funded from audit fees, paid by auditees, set to cover expenses while maximising value. Unlike private sector auditors, we aim to at least break even over the medium term rather than profit. Over the four years to 2024–25, we achieved a cumulative deficit of $0.1 million (excluding superannuation adjustments), within our medium‑term break‑even target. We are budgeting for a loss of $1.9 million in 2025–26, largely due to our planned investment in digital and data initiatives.

Revenue and expenditure

In 2024–25, we brought more local government audits in-house following the changes to our commissioning model. This, combined with bringing more financial audit work forward to smooth audit workload peaks, has resulted in revenue growth of seven per cent. We earned revenue of $72.8 million ($68.2 million in 2023–24) from auditing the financial statements of state and local government entities and universities as well as providing other assurance activities like acquittals.

The NSW Government contributed $13.7 million towards our performance audits and Auditor‑General’s Reports to Parliament. The NSW Government also provided $1.3 million to partially fund our data analytics capability initiative. Our 2024–25 total expenditure was $89.5 million, a six per cent increase from 2023–24. In addition to the annual escalation in costs, the increase was due to a conscious effort to employ more financial audit staff to bring audit work forward.

Our financial position is sound

At 30 June 2025, the Audit Office had a net asset position of $16.4 million. We are a going concern as we have a sustainable level of working capital and we continue to generate net cash inflows from our operating activities.

Most of our assets and liabilities are of a financial rather than physical nature. Cash remains one of our largest assets, with $13.6 million at 30 June 2025. As a largely self-funded entity, it is important we have cash reserves to fund our future capital program and investment in new ways of working. Our assets also include $10.5 million for the Crown agreeing to fund our employee’s long service leave entitlements. This offsets the liability in our financial statements. We also have $6.9 million in receivables from government entities and local councils for our auditing services, and we have recognised a right-of-use asset of $6.5 million. The right-of use asset relates to our leased premises, with the lease expiring in July 2029.

Our liabilities at 30 June 2025 were $28.4 million, an increase of $0.4 million from 30 June 2024.

Solvency and debtor performance remains steady

Our current ratio at 30 June 2025 shows we had $1.67 in current assets to meet every $1 of current liabilities. This is slightly lower than last year’s ratio but above our target of $1.50. Being a largely self‑funded entity that also funds its capital program, it is important the Audit Office has a healthy current ratio.

The average time to collect unpaid invoices was 17 days, consistent with 2023–24. Our target is 14 days, with timely payment by auditees important to ensure we have sufficient cash on hand to meet our liabilities. We continue to work with auditees to improve our processes and ensure they pay us within our 14‑day terms.

Our core business continues to generate net cash inflows

We generated net cash inflows of $3.1 million from our operating activities in 2024−25. We expect to generate $0.3 million from our operating activities in 2025–26.

On average we paid suppliers within six days

The average time taken to pay all suppliers during the year was six calendar days from the receipt of a correctly rendered invoice, and seven days for small business suppliers. This is in line with the average days taken to pay all suppliers in 2023–24. The Audit Office makes a concerted effort to pay all suppliers in a timely manner.

During the year, we paid $31.6 million to our suppliers and 96% of payments were on time. Of this, $4.2 million relates to small businesses where 97% of payments were on time. We are expected to pay all suppliers within 30 days unless the agreed contract terms state otherwise.

Interest on late payments

There were no interest payments during the year for overdue payments (2023–24: nil).

Purchasing card certification

The Audit Office’s Purchasing Card Policy was reviewed and updated in July 2023. The policy and controls we have in place are consistent with the requirements in Treasury Policy Paper TPP 21‑02 Use and Management of NSW Government Purchasing Cards.

The year ahead

In 2025–26, we will continue to:

• execute initiatives that aim to further enhance the Audit Office’s efficiency, ensuring we remain financially sustainable
• build our integrated internal dashboard reports to promote regular monitoring of financial and non-financial performance against targets and benchmarks
• prioritise investments that amplify impact, build capability and support stakeholder engagement.

¹ Excludes defined superannuation scheme adjustments of $417,000 in 2021−22.

² Per the 2025–26 State Budget.