SEQ Catchments Combined Annual and Sustainability Report 2013 by Healthy Land and Water

annual and sustainability

combined

report 2013

g our n i v r e s e Pr and c i m o n o ec e n ta l m n o r i v en ty prosperi

About this report

About Us

Our Vision

Our Mission Statement

Our Corporate Intent

Our Region

Our Services

Chairmanâ&#x20AC;&#x2122;s Report

CEOâ&#x20AC;&#x2122;s Report

Revenue year ended 30 June 2013 Performance Highlights Performance at a glance

18 20 20

Awards 22 How we form our strategy

Our Sustainability Strategy

Our Impact on the Environment

Governance and Risk Management

Company structure, ownership

Risk Management

Mechanisms for transparency and stakeholder input

Board of Directors

Our Executive Team

Delivery against our Performance Targets negotiated with SEQ community

Financial Statements

Labour Performance Indicators

Health and safety

Employee engagement, management, teamwork and feedback

Employee, retention and development

Employee statistics

GRI Content Index

Statement GRI Application Level Check

Feedback on the Report

Corporate Directory

PAGE 2 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

about this report SEQ Catchments’ combined annual and sustainability report for the 2012-13 year is the first report aligned with the Global Reporting Initiative’s (GRI) sustainability reporting framework. This expands our traditional annual reporting scope to report on the environmental and social performance of our business. SEQ Catchments has reported internally against the suite of performance indicators used in this report for the past three years. Stakeholder consultation specifically on the materiality of the performance indicators reported here focused on discussions with the SEQ Catchments Executive team and the SEQ Catchments Board late in 2012 and early in 2013. The consultation highlighted specific interest in the following areas: • Economic: Financial position, level of government assistance, largest donors, and how SEQ Catchments allocates resources. • Social: Workforce demographics, support to staff through performance reviews, mechanisms for workforce feedback, Work, Health and Safety (WHS) statistics, governance demographics, efforts to gauge customer satisfaction, stakeholder involvement, public policy submissions, and transparent systems for monitoring and evaluation. • Environmental: Greenhouse gas emissions and initiatives to reduce impact.

This report has utilised the GRI G3.1 guidelines and the Non-Governmental Organisation (NGO) sector supplement for the Annual Reporting period 1 July 2012 to 30 June 2013. At the end of the report is the GRI Index for a quick reference to a particular section. This report applies a self-declared GRI Application Level C with a GRI level check. We expect that this report will be of particular interest to over 140 member organisations of the SEQ Catchments Members Association(SEQCMA), existing and prospective clients, as well as prospective employees. The 140 SEQCMA member organisations have independently sought membership to oversee the operations and direction of SEQ Catchments to ensure that the company adds value and makes progress towards achieving its mission. As such the content of this report has been structured to offer improved transparency and accountability to these stakeholders, together with prospective clients and employees of SEQ Catchments, who are critical to its ongoing success. As this is our first report there are no restatements of information in earlier reports. There also have been no significant changes during the reporting period regarding the size, structure or ownership of the business.

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about us SEQ Catchments Limited is a community-based, not-for-profit business that works to protect and restore South East Queenslandâ&#x20AC;&#x2122;s natural assets and biodiversity. Community engagement, collaboration and support are central to our strategy and daily activity. We inform and mobilise our community to care for and value the natural resources and biodiversity of South East Queensland, and recognise the impact of personal and collective actions on our natural assets which support our economy and way of life. We provide advice, community support and access to funding and information to help local groups and landowners to carry out work on the ground. Examples of this work include better land management practices, addressing stream bank and soil erosion, restoring wetlands, removing pest weeds and animals, and improving water use efficiency and productivity on farms. We facilitate community groups, schools, businesses and local government to work together to address local

landscape sustainability issues and achieve the targets outlined in the SEQ Natural Resource Management Plan 2009-2031(SEQ NRM Plan), South East Queenslandâ&#x20AC;&#x2122;s natural resource management blueprint to 2031. We work closely with the Australian and Queensland Governments to ensure local and regional planning empowers local councils, encourages investment and economic growth while ensuring environmental protection. We also proactively engage with the corporate sector to develop partnerships and secure vital funding to support our work and leverage Australian and Queensland Government funding. Stakeholder engagement is important to SEQ Catchments. As a community-based not-for-profit business it is important that our stakeholders are involved in the setting of the direction of the business and how our collective action will contribute to the achievement of the vision and objectives of the business.

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OUR VISION A sustainable future with our community, through management of our natural environmental assets.

OUR MISSION STATEMENT We take a key role in regional natural resource management planning, secure funding and deliver collaborative and innovative partnerships with community, industry and all levels of government.

OUR CORPORATE INTENT SEQ Catchments is a community not-for-profit organisation. We focus on the sustainable management of the natural environmental assets of South East Queensland and the attainment of the targets outlined in the SEQ NRM Plan. We are independent, proactive and flexible. We seek to build trust and openness with the community, land managers and all levels of Government. We add value for those who invest or partner with us. We contribute innovative professional solutions and leverage investment through the delivery of multiple outcomes. We link local, state and national priorities with regional perspectives to improve the sustainability and livability of South East Queensland. In our workplace, employees are aware of what is expected of them. They trust, respect, and encourage the work of their colleagues. We promote a flexible supportive workplace where safety, security and family are our highest priorities and work is challenging and rewarding.

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NOOSA

OUR REGION South East Queensland today represents the largest concentration of urban development in Queensland, and is home to the majority of the state’s population. Two out of every three Queenslanders now live in the South East corner. The region covers an area of approximately 23,000 square kilometres stretching from Noosa in the north to the Gold Coast in the south and west to the Great Dividing Range.

MAROOCHY / MOOLOOLAH

UPPER BRISBANE

STANLEY PUMICESTONE

PINE RIVERS MID BRISBANE

LOWER BRISBANE

LOCKYER

MORETON BAY AND ISLANDS

REDLANDS

BREMER

LOGAN / ALBERT

GOLD COAST

PAGE 6 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

OUR SERVICES Community Engagement

untry

We mobilise and involve community groups and individual landholders to identify, develop and carry out projects at the grassroots level.

nally Project delivery

lthy Country

We support both large and small scale landscape restoration and environmental works, often acting as a Managing Contractor for operational works delivery.

Track

ng regionally Natural Landscape Solutions

rgex

back on Track

We offer a cost effective and value for money service to assist government, industry and landholders to plan for and meet mandatory and voluntary requirements for multiple Local, Queensland and Australian Government natural resource outcomes.

ldlife

y Country Energex

Landscape management We work with and support farmers seeking to improve agricultural production and sustainability through the protection and enhancement of their productive natural resources. Good land and flood plain management can reduce risk and improve farm value.

egionally d for Wildlife Vegetation management

on Track

Energex

We provide assistance to farmers to understand carbon farming opportunities as well as planning, implementing and managing farm forestry. We work to maintain vegetation and the connections between them to protect habitats for plants and animals.

PAGE 7 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Healthy Country

Planning regionally

Waterway and coastal restoration Our focus is on the remediation of degraded coastal and aquatic ecosystems (such as streams, rivers, estuaries and mangroves) and protection from emergent risks, such as oil spills and intense storms and floods.

Biodiversity and ecosystem assessment We work with government, corporate, industry, research, education and community partners to conserve biodiversity and nature conservation values.

back on Track

Energex

Property Management Planning (PMP) PMP helps landholders to analyse their property from an ecological, production, economic and social perspective. PMP integrates these perspectives for the whole of the property enterprise and assists landholders to design infrastructure and management practices to meet their aims.

Healthy Country Land for Wildlife

Geographic Information Systems (GIS) – mapping

Planning regionally

back on Track Planning

We work with the Australian, Queensland and Local Governments as well as the corporate sector to influence policy, and align planning with the SEQ NRM Plan.

Energex Building partnerships

try

ally

Our Mapping Unit specialises in mapping what’s possible in the landscape and applying this information to protect and restore South East Queensland’s natural resources.

Land for Wildlife

We encourage and assist the development of partnerships between the community, the corporate sector, other NGO’s and Regions as well as governments at all levels to deliver NRM outcomes.

PAGE 8 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

case study rare fungi feeder hops into limelight Tracey and Mark Finnegan were thrilled to find out that they were sharing their Kerry Valley cattle property with the rare and elusive Long-nosed Potoroo. A shy medium sized marsupial, often mistaken as a bandicoot but related to the kangaroo, was snapped in June 2013 as part of a wildlife survey of the property. The Long-nosed Potoroo is listed as vulnerable under Queensland and Commonwealth law as its numbers have dropped due to habitat loss, fox predation and fungi rich soil depletion. The surprise discovery was made as part of a project in the Kerry Valley, located a stone’s throw from Queensland’s iconic Lamington National Park, to help landholders conserve biodiversity on their properties. It demonstrated we can achieve conservation objectives while running a productive grazing business. Spotting the Long-nosed Potoroo confirms the critical role private landholders have in protecting threatened species, as well as broader land stewardship like providing clean water and healthy soil. Research in other areas has shown that well considered grazing management practices that restore fungi populations back into the soils can have positive results for this species. Funding from the Australian Government’s Caring for our Country program is vital for the recovery of threatened species like the Long Nosed Potoroo. The wildlife surveys were conducted with support from Scenic Rim Regional Council and have also found threatened Koalas and Glossy Black-Cockatoos on the property. The Long Nosed Potoroo became a national and international media star, with coverage on ABC TV and Online and Reuters UK. The project marked the 1000th project delivered by SEQ Catchments, exemplifying the importance of working with governments and private landholders to achieve local, state and national objectives for nature conservation and sustainable production.

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Our natural assets are essential to our society and economy. They underpin our way of life and our overall well-being.

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chairman’s report Positioning SEQ Catchments for new political and economic realities Our natural assets are essential to our society and economy. They underpin our way of life and our overall well-being. Our dependence on healthy and resilient natural assets will increase as the climate changes and as our population grows, so too will our collective impact on the environment. The value of natural assets will be even more important in the future to maintain South East Queensland’s economic prosperity and livability. Yet the reality we face today in a post-Global Financial Crisis (GFC), post-resources boom world is that governments and corporate investors are cutting funding and rethinking the outcomes they want from the funds they invest. In this new reality if you can’t make an economic case for natural resource management activity it will struggle to get funding from traditional sources. We face the challenge of delivering the outcomes that the community increasingly desire while meeting government and corporate expectations. As funds are short, we also find ourselves in a far more competitive space. In other words, it is a difficult environment for SEQ Catchments and our stakeholders. Our biggest challenge is to find a way to make our programs relevant to the needs of our investors but at the same time maintain community engagement. The gap between governments’ desires and community aspirations expressed to us through the SEQ Catchments Members’ Association (SEQCMA) and our Community Partnership Managers continues to grow. This will continue to be a significant challenge for the company in the years ahead – bridging the gap

between the economic value case for investors while supporting the community and delivering the outcomes the community wants to see. A good example of this is the Community Water Monitoring Program, one of the longest running programs of its kind in Australia. We now have over 400 volunteers trained to Cert III in Water Quality Monitoring collecting water quality data from over 800 sites across South East Queensland, yet we are now having real difficulty in maintaining that program. We can be pleased that during the 2012-13 period SEQ Catchments received a commitment from the Queensland and Australian Governments to regional delivery and the maintenance of funding. This is significant, given the funding pressure that governments at all levels are under. I am pleased to report that governments continue to support the regional Natural Resource Management (NRM) model and value the important role that NRM organisations play in the community. Despite assurances from the Australian Government we have had difficulty associated with transition between programs especially Caring for our Country. We were able to maintain on-ground works, add value to policy initiatives, and limit the impact on the community despite the funding delays. This underlined the imperative for us to drive efficiencies in the business and provide investors with good value for money outcomes.

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We have been able to do this by supporting the ‘Landcare ethic’ in the community – the ethic of caring for the land carried out by local community groups. SEQ Catchments is uniquely placed to facilitate partnerships between community groups, schools, businesses and local government working together and supporting projects and plans to address local environmental issues. What we don’t want to do is start competing with our stakeholders for limited funding. This is a waste of resources and ultimately will undermine genuine community involvement. We have spent many years making the economic case for NRM, such as the Managing What Matters report examining the economic cost of environmental decline in South East Queensland. We will keep on making the case for the importance of natural resources as a key factor underpinning South East Queensland’s economic viability and stability. Water quality is a case in point. Our region provides the drinking water for more than two million people. Poor water quality, largely due to erosion from regional creeks and streams, is threatening South East Queensland’s economic future. Agricultural production, water security and supply, the Port of Brisbane and the fishing and tourism industries are all adversely affected by the declining health of the region’s waterways and Moreton Bay.

Where the benefits are indirect or associated with community aspirations such as beautiful beaches and views, being able to see koalas in the forest, the coolness of a rainforest or the scent of clean mountain air – governments should continue to contribute on behalf of the community. Ultimately it will mean making our natural assets become a greater part of our economic system and assigning them a value in the same way as we do for hard infrastructure. We must prove we are worthy of governments’ faith in regional NRM, continue to be efficient, and deliver on expectations on how public funds should be spent. Change brings opportunity and we will work together with governments at all levels to add value and assist them to meet their objectives of more efficient service delivery.

ROBERT SMITH Chairman

Water quality decline will drive a shift to far more expensive and energy intensive water infrastructure such as pipelines, recycled water or desalination. It is worth noting that the average cost of desalinated water is 10 times as much as catchment-sourced water. Assisting landholders to improve water quality through their stewardship is more cost effective than engineering solutions to treat dirty water. It makes sense for water utilities, for example, to invest in land management to improve water quality rather than invest in expensive hard infrastructure – more pipelines, plant upgrades, desalination, or waste treatment. All consumers will benefit as water will be cheaper. How we account for soft infrastructure and systems of licensing will need to be designed to provide incentives to those that benefit – utilities, developers, industry groups and the like – to invest in protecting the natural assets that underpin their business.

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case study maintaining traditional heritage values for future generations In 2012, Quandamooka Land Council in partnership with SEQ Catchments and other partners undertook the restoration of Myora Springs on Stradbroke Island. This culturally significant site for the Quandamooka people is a freshwater spring directly adjoining the largest remaining patch of coastal rainforest in South East Queensland. It is also home to the threatened Water Mouse and the endangered Swamp Orchid. The site had been badly affected by unintentional erosion, loss of vegetation, and mangrove dieback, arising from increased tourist visits. These issues threatened to cause collapse of the coastal rainforest ecosystem, increased erosion and severe water quality impacts. Restoration works have helped control erosion and prevented further damage following the Ex Tropical Cyclone Oswald storms. Crucial to this project’s success has been the participation of the Quandamooka community in determining how works should be conducted and the direct involvement of the indigenous community in conducting on-ground activities. Quandamooka also garnered the support of organisations such as the Moreton Bay Marine Park Authority, local governments, universities, schools, and the International Water Centre as well as the wider community on how to cooperatively manage Quandamooka country and protect culturally and environmentally sensitive sites in Moreton Bay. Quandamooka’s support has been invaluable for many of SEQ Catchments projects throughout Moreton Bay and the Islands to help ensure healthy waterways and coastlines. Rapidly increasing population growth in South East Queensland has put pressure on Moreton Bay. Protecting the Bay and waterways helps to underpin the economic viability of South East Queensland’s important fishing and nature-based tourism industries.

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Protecting the Bay and waterways helps to underpin the economic viability of South East Queenslandâ&#x20AC;&#x2122;s important fishing and nature-based tourism industries.

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ceo’s report Preserving our economic and environmental prosperity 2013 was a year full of challenges and potential opportunities for SEQ Catchments. In these tough economic times it is imperative we look to how we can play our part in creating economic, social and environmental value. In today’s reality, compelling scientific, environmental or moral arguments aren’t enough on their own to invoke the change needed to solve the many problems we face. Without sound economic argument, the investment needed to preserve and enhance South East Queensland’s natural assets which support our economic and social well-being will never be realised. This approach has informed the investment analysis for the Moreton Bay Priority Catchments Sediment Reduction Scheme, a proposal to maintain food, water and economic security and catchment resilience in South East Queensland. The proposal addressed the systemic risks to South East Queensland’s economic future due to poor water quality, largely due to erosion in the upper catchments. The proposal, developed jointly by SEQ Catchments, Growcom, Healthy Waterways and Queensland Conservation Council, and supported by Queensland Farmers’ Federation and Agforce, highlighted a rational economic approach and a long-term pathway to cost reduction and risk minimisation. Cost benefit analysis indicated a return on investment of 1:6.8 ($100m to $680m) by significantly enhancing agricultural productivity, protecting regional urban water supply sources and restoring the ecological condition of South East Queensland’s waterways, bay and beaches. The proposal has been generally well received and will be used in the next year along with our other economic work Managing What Matters to pursue greater investment. Only through moblising the community to take action will we generate enough activity to make a real difference. A funding and delivery model using the limited investment we have to deliver programs that leverage landholder and community knowledge, action

and long term commitment is what is needed. A model that only envisages delivery of individual projects procured on an aggressive purchasing approach will waste resources and ultimately fail. During the period SEQ Catchments reached the important milestone of its 1,000th project. This milestone highlights the importance of regional NRM in delivering on National, State and Regional priorities as well as mobilising and engaging local communities in meaningful on-ground action to restore and maintain our valuable natural assets. It is an example of the ability of regional NRM bodies to bring together partners to facilitate worthwhile projects. The ‘Finnegans’ property where the project is being undertaken is an active cattle grazing property and owners Mark and Tracey are committed to achieving a balance of nature conservation and sustainable production. They were thrilled when a nationally

PAGE 15 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

threatened Long-nosed Potaroo was spotted on their property in June. While the project was our 1,000th, it is typical of many that we undertake exemplifying the importance of our partners, in this case the Queensland and Australian Governments through their respective programs and the Scenic Rim Regional Council. It highlighted the value of our Community Partnership Managers in building strong links with private landholders like Mark and Tracy, who manage much of South East Queensland’s natural resources. It also recognised the importance of active landscape management to mitigate common threats such as weeds and fire. We continued to reinforce the value case for regional NRM to assist both the Queensland and local governments to meet their objectives in a financially constrained environment. We will continue to look for innovative solutions and opportunities to assist with the reform process. During the period we continued to implement activities that contribute to the achievement of regional NRM targets and our Strategic Investment Plan (SIP).

Many of these activities leveraged the Australian and Queensland Government investment or separately contributed to the meeting of national and state NRM targets. Our progress towards achieving, and in many cases exceeding, these targets is detailed in the ‘Delivery against our Performance Targets negotiated with SEQ community’ section of this report. SEQ Catchments regularly identifies current public policy related to our business and develops papers and submissions to inform debate and where possible influence policy development and decision making. There were 16 submissions made in the 2012-13 year all reinforcing the value of aligning government business to the SEQ NRM Plan. The submissions and papers are available on our website. Despite the changes in priority of major investors described by our Chairman, the SEQ Community Water Quality Program continued to produce impressive results and we will be seeking to review the program and source alternative funding during 2014. The water quality team with the assistance of the Department of Science, Information Technology, Innovation and the Arts, produced an important research report Monitoring of Targeted Works to

PAGE 16 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Reduce Sediment Export to Waterways Entering Moreton Bay on the measurement of sediment and outcomes from on-ground activities undertaken under the Caring for our Country program of the same name. The results will be extremely useful in informing policy decisions and activity to improve waterway health in South East Queensland. I am happy to report that the enQuire system continues to expand its regional client base with five interstate regions subscribing to use the system, with further regions to be added in the next 12 months. The system is now run as a software as a service on the cloud and is funded through a subscription model. The Tactiv business plan is challenging but we have made significant progress. This year we continued to develop our quality management system with Quality Assurance System ISO 9001 being obtained in March 2012. The Quality Assurance System was subject to external audit during the period with no significant matters noted. In the coming year we will be looking at the structure of the business to ensure we continue to remain relevant to the changing environment and are able to take opportunities, and explore new solutions. We plan to continue to broaden our revenue base and review our internal resource needs. The principle factor that determines our success relative to other organisations in the NRM sector is our strong, grass roots links to the community.

Our team includes four PhD qualified staff, with a further two currently completing their studies. Testament to their dedication is the long-service of many of the team, some of which have been with us for over 10 years. Over half of our current staff have been with SEQ Catchments for more than five years and more than a third for more than seven years. Collectively our people have served more than 91,000 days representing over 250 years of service to the community. SEQ Catchments continues to make a real difference to South East Queenslandâ&#x20AC;&#x2122;s natural assets, economy and community â&#x20AC;&#x201C; and that is ultimately thanks to our people. I also owe special thanks to SEQ Catchments Executive team and our staff who each year find ways to adapt to new conditions and provide innovative solutions to our partners. Through their resilience, persistence and pure hard work, they help preserve our economic and environmental prosperity now and into the future.

SIMON WARNER Chief Executive Officer

Central to our ability to attract and retain an engaged, highly skilled workforce is our commitment to providing challenging and rewarding work, a flexible supportive workplace and secure roles, allowing our people to develop their skills, capacity and careers.

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REVENUE YEAR ENDED 30 JUNE 2013

4% 20%

4 2

22%

41%

Top Five Funders

Federal core funding

1. Department of Sustainability, Environment, Water, Population & Communities (SEWPAC)

Federal competitive funding

2. Energex

State core funding

3. Department of Natural Resources & Mines (DNRM)

State competitive funding

4. Seqwater

Corporate & partner funding

5. Department of Agriculture, Fisheries & Forestry (AG DAFF)

Oswald recovery funding

* Excludes funding associated with non-core activities (hosting enQuire)

Other funding

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REVENUE YEAR ENDED 30 JUNE 2012 7%

22%

5 8%

1 2 13%

4 3

26%

16%

Top Five Funders

Federal core funding

1. Department of Sustainability, Environment, Water, Population & Communities (SEWPAC)

Federal competitive funding

2. 2011 Flood Recovery

State core funding

3. Seqwater

State competitive funding

4. Department of Agriculture, Fisheries & Forestry (AG DAFF)

Corporate & partner funding

5. Department of Environment & Heritage Protection (DEHP)

2011 Flood recovery funding Other funding

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performance highlights PERFORMANCE AT A GLANCE During the 2012/13 year SEQ Catchments managed a total of 326 projects, consisting of 200 new projects along with 126 projects continuing from the previous year. This is a significant number. A large number of projects were completed in the period.

Community Engagement • 203 awareness raising events with over 6,300 attendees being made aware of ways to better manage soils, biodiversity, waterways, erosion, weeds and pest animals. • 121 training sessions with 2,157 participants being trained in how to better manage our natural resources.

Biodiversity • Supported the Land for Wildlife program that negotiated 201 new voluntary conservation agreements covering an area of 2,895 ha, including 2,124 ha of native bushland. • As of the end of June 2013, a total of 3,763 Land for Wildlife properties were registered in South East Queensland, spanning 59,631 ha retained or restored, with landholders committing to integrate nature conservation with grazing and other farming activities.

River Restoration • 267.2 km of waterways were fenced, revegetated, or had weeds removed to increase stream bank resilience against flood damage. Flood Recovery

Vegetation Management • 156.4 ha revegetated with locally occurring native species to improve future biodiversity, including 16.6 km of stream bank revegetation • 2,657.7 ha of protective fencing, weed control, ecological thinning and improved fire management of native vegetation to allow natural regeneration for biodiversity outcomes.

Water Quality Monitoring • Supported the regular water quality monitoring of 800 registered sites, with over 400 community volunteers registered. • Community volunteers collected 4,000 samples, or 24,000 data points, across all registered monitoring sites. • 26 training events held with 340 participants, including three Cert III in Water Quality Monitoring training events with 70 people trained. Geographic Information System (GIS) Mapping • Delivered 400 landscape discussion maps and 558 property maps providing strategic spatial information for input into regional or catchmentwide NRM initiatives.

• 325 properties assisted in the aftermath of the January 2013 floods. Support included site assessments and assistance with debris removal from creeks, fencing and riparian weed control. • Removal of at least 1.47 tonnes of flood debris along 33 km of stream bank. Property Management Planning • 190 property or reserve management plans completed, covering over 30,000 ha that when completed will result in long-term improvements in land and soil condition. • 22 property management planning sessions held with 229 people attending, resulting in 83 landholders completing Property Management Plans. • The total number of landholders developing Property Management Plans since July 2011 now stands at 280.

Sustainability • Maintained 5 star National Australian Built Environment Rating System (NABARS) rating for our Brisbane office and reduced our carbon output by 16.5 per cent based on the 2007/08 baseline.

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case study healthy country The Healthy Country program, an award winning program, was created to trial efficient and costeffective approaches to reduce sediment entering waterways and making its way to Moreton Bay. Much of this has involved implementing erosion control measures across properties, an important step to reduce the amount of sediment being washed away. A key part of this program has involved working together with local communities, identifying local issues and concerns, increasing awareness and understanding of the principles behind erosion control, whilst also using the best available scientific knowledge. Between 2012-2013, the second phase of this funding was rolled out, which focused on demonstration sites in the Upper Warrill Creek and Pumicestone Passage catchments. The works have been simple, realistic, small-scale and low budget and serve as demonstration sites to build knowledge and capacity for other landholders to implement similar works to reduce erosion on their land.

The works have been simple, realistic, smallscale and low budget.

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AWARDS In September 2012, SEQ Catchments was named the Australian Government Natural Resource Management (NRM) Award winner at the 2012 National Landcare Awards for excellence and innovation in creating partnerships with the Landcare community for natural resource and environmental management. SEQ Catchments was thrilled to win this Award and it is a reflection of the time and resources that are dedicated to ensuring community engagement is a core aspect of our business. An SEQ Catchments employee was also recognised with a National Award. In May 2013 SEQ Catchments, together with partners, were selected as a finalist for six projects at the Healthy Waterways Awards 2013, including coastal cleanups, seagrass recovery, flood restoration, sediment reduction as well as indigenous projects and waterways champions. On Water Marine Services and SEQ Catchments took out the Product and Manufacturing Award for the

Seagrass Friendly Moorings Replacement Project, while Darren Burns from the Quandamooka Yoolooburrabee Aboriginal Corporation was awarded the Waterways Mentors Award, for his work with SEQ Catchments in engaging the Quandamooka people in the management of coastlines and islands of Moreton Bay. In June 2013 SEQ Catchments received The Australian Business Award for Environmental Sustainability in recognition of our ground breaking work to protect seagrass beds and the economically important industries of Moreton Bay via the Seagrass Friendly Moorings Replacement Project. This was the second year running that SEQ Catchments has received national recognition from the business community; in 2012 we were recognised for the SEQ NRM Plan 2009-2031. It was extremely gratifying to receive national recognition from the broader business community of the economic relevance of our work to the economy and our way of life.

PAGE 22 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

case study growing back moreton bay’s seagrass The Seagrass Friendly Moorings Replacement Project is an example of our innovative approach to achieving economic and environmental outcomes. Our interest in seagrass friendly moorings first arose from concerns about the damage caused by traditional ‘block and tackle’ moorings used by the boating community within Moreton Bay’s sensitive marine environments. Protecting seagrass is vital to Moreton Bay’s tourism and other dependent industries such as commercial and recreational fishing. Seagrass meadows are the nursery grounds for many commercial fish and crustacean species; they provide feeding grounds for dugongs and green and loggerhead turtles as well as playing an important role in preventing coastal erosion. Their importance cannot be underestimated. During 2012-13 SEQ Catchments worked closely with Moreton Bay’s boating community to replace 100 block and tackle moorings with the seagrass friendly design. This provided an immediate improvement to seagrass condition at the mooring location and resulted in an immediate reduction in disturbance of sediment and the animals that live there. Regrowth of seagrasses over an area the size of 18 football fields in Moreton Bay is estimated as a result of the project to date. The project contributed to a further improvement in the condition of an additional 120 ha of marine ecosystems due to a reduction in impacts from moorings such as sediment deposition and the destruction of benthic invertebrate communities in areas surrounding moorings. The Seagrass Friendly Moorings Replacement Project received national recognition at the Australian Business Awards 2013, and via the Triple J Hack current affairs program and ABC local radio. Learn more about this project by visiting our website. Radio interviews can be accessed under our media section.

Dugong by Julien Wille m http://en.wik ipedia.org/w iki/File:Dug

ong_Marsa

PAGE 23 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

_Alam.jpg

Seagrass meadows are the nursery grounds for many commercial fish and crustacean species. Their importance cannot be underestimated.

PAGE 24 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

how we form our strategy The SEQ Catchments Strategic Plan details our Vision, Mission Statement, Corporate Intent and Strategic Objectives. The Strategic Plan addresses the needs of our business and those of our community, corporate and government stakeholders both for today and into the future. The Strategic Plan objectives align with our Key Performance Indicators which our Board regularly monitor to track the financial, organisational, and environmental progress of the company. The objectives encompass six key action areas that guide our activities. They are: 1. Take a key role in the strategic direction of natural resource management planning in SEQ.

Our Quality Management System (AS/NZS ISO 9001:2008) has established quality objectives for financial, human resources, operational and WHS performance, which are linked to the objectives of our Strategic Plan. This system ensures a high quality focus for our project management and contract administration for the sustainability of natural resources.

The SEQ Catchments Planning Environment Our Strategic Plan is supported by the SEQ Catchments Strategic Investment Plan (SIP), which defines the intermediate targets or what we intend to deliver with our project partners over a five year period between 2009 and 2014.

2. Foster partnerships with stakeholders. 3. Secure funding for activities aligned to the SEQ NRM Plan. 4. Achieve cost effective and efficient delivery of our Strategic Investment Plan (SIP) and Strategic Plan. 5. Promote a learning culture both within SEQ Catchments and the community. 6. Ensure SEQ Catchmentsâ&#x20AC;&#x2122; governance meets professional standards and community / stakeholder expectations

PAGE 25 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

We monitor progress against the SIP on a regular basis through our Planning and Investment Advisory Committee (PIAC). Membership of PIAC is drawn from a diverse cross-section of the SEQ community, including SEQ Catchments Membersâ&#x20AC;&#x2122; Association (SEQCMA), Council of Mayors (SEQ), Healthy Waterways Ltd, Traditional Owners and the Australian and Queensland Governments. PIAC provides arms-length, strategic guidance of our activities. It sets our investment priorities and the processes we use to evaluate projects and funding applications to ensure our investments and delivery is aligned with national, state, regional and local priorities. It also monitors project and program outcomes while ensuring investment and activity is on track and aligned to the SEQ NRM Plan targets. All our projects are assessed against delivery of our Strategic Plan and SIP. We regularly measure and monitor activity and use the results to enhance our services, such as conducting project audits to ensure project requirements at completion have been met.

We are currently undertaking a comprehensive public consultation for a review of the SEQ NRM Plan and our SIP. The SEQ NRM Plan is a community document and we will be looking to gain broad support for the plan from all sectors of the community This is being facilitated through a program of community forums and written submissions and feedback.

Business Plans To further link our operational work programs with our SIP targets, each year SEQ Catchments completes detailed Business Plans which set annual operational, technical and corporate targets to be achieved. These plans link our funding to delivery and help to align our staff activities with our partners and investors as well as the SEQ NRM Plan.

NATIONAL PRIORITIES STATE PRIORITIES LOCAL/COMMUNITY PRIORITIES

STATE PLANNING POLICY

SEQ REGIONAL PLAN SEQ NRM PLAN

Multi Year

SEQ CATCHMENTS STRATEGIC PLAN

SEQ CATCHMENTS STRATEGIC INVESTMENT PLAN

5 years

SEQ CATCHMENTS BUSINESS PLANS

1 year

PROJECT DELIVERY

Shorter term

PAGE 26 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

our our impact sustainability on the strategy environment Our vision is a sustainable future for our community. Sustainability is our core business and reason for being. We are dedicated to supporting positive actions to protect and enhance our natural assets.

SEQ Catchments achieved its carbon reduction target of 3.97 t CO2 e/employee at its latest biannual audit in January 2012, being on track to achieve its 25% carbon reduction target by 2020 based on 2007 levels.

Our daily activities and facilities are designed to minimise the impact we have on the natural assets and landscapes of South East Queensland.

To meet this target we have maintained the Brisbane Officeâ&#x20AC;&#x2122;s 5 Star NABERS energy rating and have purchased green power to offset office emissions; we are also ensuring where appropriate, our vehicles have a minimum 7.5 Greenhouse Rating and operate on ethanol fuel blends; avoiding air travel where possible and providing Go Cards to staff to encourage use of public transport. Remaining CO2 is offset to ensure we meet the target.

Please refer to our Carbon and Waste Reduction Statement.

PAGE 27 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

case study kedron brook restoration project The January 2011 and 2013 floods in South East Queensland badly eroded the banks of Kedron Brook abutting the Hillbrook Anglican School’s sports oval. Up to 7m of bank was lost, leaving 4m sheer cliffs that had the potential to continue to erode into the School’s oval. Hillbrook Anglican School approached SEQC Services for assistance in building the Brook’s resilience to future floods by strengthening the ‘toe’ of the 120m of eroded bank, reshaping the stream bank and revegetating the reformed banks. The entire school community assisted with planting a variety of tree and shrub species along the newly re-formed river bank. As the vegetation matures, the natural resilience of the Brook to future flood damage will increase. The trees and shrubs of well-established riparian vegetation reduce stream-flow velocities (and hence stream power) acting on the banks while their root systems increase the shear resistance of the banks. The Kedron Brook Restoration Project was successfully delivered through the commitment and enthusiasm of the entire school community.

PAGE 28 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

governance and risk management COMPANY STRUCTURE, OWNERSHIP SEQ Catchments Ltd is incorporated as a company limited by guarantee and is jointly owned by the SEQ Catchments Members’ Association (SEQCMA) and the Council of Mayors (SEQ).

Gold Coast, Ipswich, Logan and Redland City Councils and Lockyer Valley, Moreton Bay, Scenic Rim, Toowoomba, Somerset and Sunshine Coast Regional Councils.

SEQCMA is made up of over 140 member groups representing government, community and industry. SEQCMA’s members are our lynchpin for reaching the community. They play a key role in mobilising local action or sector support to implement NRM activities.

The SEQCMA Board and Council of Mayors (SEQ) nominate Directors of the SEQ Catchments Board. They are invited to participate on Board committees which advise on financial, risk and management planning, as well as prioritisation of activity and funding of projects to meet the long term targets detailed in the SEQ NRM Plan 2009–2031.

The Council of Mayors (SEQ) consists of the Mayors representing the local governments of SEQ; Brisbane,

50% ownership – 4 Directors

SEQC MEMBERS’ ASSOC MEMBER SECTOR REPRESENTATION • Integrated Catchment Management & Landcare (54) • Local Government (11)

50% ownership – 2 Directors

SEQ CATCHMENTS AUDIT & FINANCE COMMITTEE

PLANNING & INVESTMENT ADVISORY COMMITTEE

COUNCIL OF MAYORS (SEQ) COMSEQ MEMBERSHIP • Brisbane City Council • Gold Coast City Council • Ipswich City Council • Lockyer Valley Regional Council

• Environment (22)

DELIVERY PARTNERS

• Recreation, Sport & Tourism (5)

• Landholders

• Moreton Bay Regional Council

• Landcare, community & volunteers groups

• Redland City Council

• Rural Industry (8)

• Scenic Rim Regional Council

• Urban Industry (8)

• Local Councils

• Somerset Regional Council

• Traditional Owners (11)

• Schools & Universities

• Other (11)

• Local Businesses

• Sunshine Coast Regional Council

TOTAL : 146

• Industry groups

*some member groups have up to 500 individual members

• State agencies

• Coastal & Marine (9)

• Research & Education (7)

• Logan City Council

• Toowoomba Regional Council

• Environmental groups

PAGE 29 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

The SEQ Catchments group is made up of a number of separate corporate entities. This corporate structure has been developed to achieve a number of outcomes. These are: • To manage risk – reputational, contractual and delivery • To better manage corporate assets • Separate out activities not directly aligned to the core role of SEQ Catchments as a regional NRM Body. SEQC Operations Pty Ltd is a wholly owned subsidiary of SEQ Catchments Ltd. SEQC Operations Pty Ltd owns and manages the vehicle fleet which is leased to SEQC Catchments Ltd. It has three subsidiary companies: SEQC Services Pty Ltd, SEQC Offsets Pty Ltd and Tactiv Pty Ltd. Tactiv Pty Ltd is a software development and solutions provider and holds the license for the enQuire software. enQuire is an end to end Grant, Contract and Project Management solution delivered via a customisable, cloud-based platform. It is designed to simplify administration, manage workloads and mitigate compliance risk by linking data collected at ground level to decision makers. Tactiv is partly owned by a unit trust representing the system developers. Tactiv shares were recently gifted to a number of Queensland regional NRM bodies which contributed to system development to date. SEQC Offsets Pty Ltd offers cost effective and value for money solutions and service to assist government, industry and landholders to plan for and meet

mandatory and voluntary requirements for multiple Local, Queensland and Australian Government natural resource outcomes. SEQC Services Pty Ltd undertakes project management and delivery of major landscape restoration and environmental works, often acting as a Managing Contractor for operational works delivery. The company undertakes work for SEQ Catchments Ltd, contracted by SEQC Offsets Pty Ltd and contracted in its own right to clients directly. The constitutions of SEQC Services Pty Ltd and SEQC Offsets Pty Ltd require that their activities align with the aims and objectives of SEQ Catchments.

RISK MANAGEMENT SEQ Catchments has developed a robust risk management system that underpins all of our activities, which is reflected in the company’s Risk Management Policy. The Board has delegated the oversight of risk management to the Audit and Finance Committee which assists the Board in ensuring that there are effective systems in place to manage risk across the business. The Directors, through the Audit and Finance Committee, review the systems that have been established along with their effectiveness. The Workplace, Health, Safety and Sustainability Committee also review specific health, safety and environmental risks, the outcomes of which are reported to the Audit and Finance Committee.

SEQC SEQC OPERATIONS

SEQC OFFSETS

SEQC SERVICES

TACTIVE

PAGE 30 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Communit

y Forums

SEQ Catch ments via o ur Commu Partnership nity Managers hold annua bi-annual fo l or rums to ob tain feedba from the co ck mmunity on performanc direction an e, d guidance that influen the SEQ R c e egional Pla n and on-g activities. F ro u nd eedback an d direction also sough is t at Landca re, catchm and NRM g ent roup meeti n gs through the region out as opportu nities arise .

Key summary points of the 2013 Stakeholder and Partner surveys.

Stakeholder Survey

e • 42.5% participation rat s). vey sur ted (41 comple m across • Responses received fro sectors. each of the 10 community our • The majority (85%) of QC ‘effective’ SE ed stakeholders rat ivering its del or ‘very effective’ in main objectives.

MECHANISMS FOR TRANSPARENCY AND STAKEHOLDER INPUT Stakeholder engagement is critical to SEQ Catchments. How we run our business is important to our stakeholders so that they know that we not only reflect their values in our business operation but also how our success contributes towards achieving the targets in the SEQ NRM Plan. Our operational systems and processes are managed to achieve environmental sustainability by ensuring all projects are assessed against delivery of our Strategic Plan and SIP. We regularly measure and monitor activity and use the results to enhance our services, such as conducting quarterly project audits to ensure project requirements at completion have been met. Our progress towards achieving our SIP targets is monitored on a regular basis through our Planning and Investment Advisory Committee (PIAC) with a substantial review in line with the SEQ NRM Plan and SEQ Regional Plan currently underway and to be continuing over the next 12 months. As part of our ongoing review of our stakeholder engagement, SEQ Catchments conducts annual stakeholder and partner surveys from April-June. The third such survey was conducted in 2013. The Stakeholder Survey sought feedback from a range of organisations in South East Queensland, while the Survey of Partner Organisations sought feedback from organisations that invest in SEQ Catchments projects and activities. The results from these surveys provide crucial feedback and a platform for further improving our engagement with stakeholders. The results also provide a benchmark for future assessment.

Partne

r Surve

• 18 fu ndin

g partn ers wer • 61% e surve particip yed. ation ra comple te (11 ted surv eys). • Tho se who fund SE indicate QC acti d that th vities eir likeli of fundin hood g future projects ‘probab ly’ (50% as ), ‘poss and ‘de ibly (30 finitely’ %) (20%).

PAGE 31 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

case study

SEQ Catchments has hosted the SEQFBC since 2010 and has agreed to continue hosting the SEQFBC.

improved fire management and biodiversity conservation The South East Queensland Fire and Biodiversity Consortium (SEQFBC) was established in 1998. Through a network of land managers and stakeholders it provides a coordinated response and best-practice recommendations for fire management, fire ecology and biodiversity conservation in South East Queensland (SEQ) through education, community engagement, applied research and representation. 1. Education and engagement: The sharing of fire management planning and fire ecology information via workshops for private landholders and public land managers, a biannual one day forum, newsletters, the website and through training to stakeholders continues to form a key component of SEQFBCâ&#x20AC;&#x2122;s activities. This year, training has been provided to over 200 people in two key areas: Fire Weather and Fuel Hazard Assessment. The SEQFBC has this year also delivered a major project, the SEQ Roadside Burning Project, aimed at developing a working model for managing roadside fuel hazard for SEQ land managers. This included a final project report, poster/fact sheet and presentation at two conferences. The SEQFBC also helped deliver a project funded through Caring for our Country on fire management practices in the Border Ranges to improve key habitat areas for the endangered Bristle Bird (in partnership with the New South Wales Nature Conservation Council and SEQ Catchments). SEQFBC continues to build up capacity and knowledge in fire management planning through the delivery of workshops throughout the year (18 workshops to over 380 people in the 12/13 year) and invites stakeholders to attend SEQFBC forums twice a year, with guest speakers from experts in the field. 2. Applied research: SEQFBC continues to be involved in applied fire ecology and fire management projects at a local, state and interstate level (including invitations to participate in research submissions with Griffith University and the University of NSW). The SEQFBC also provides an annual Research Student Scholarship for an honours or PhD student undertaking fire research in the SEQ Bioregion. These partnerships, together with an active Research Working Group contribute to ongoing links and development of opportunities with fire research groups and academics. 3. Representation and response: SEQFBC continues to provide representation at the state and federal level, including providing submissions to the Queensland Rural Fire Service Review and the Commonwealth Environmental Protection and Biodiversity Conservation Act 1999. For further information visit www.fireandbiodiversity.org.au The SEQFBC is also supported by all SEQ local governments, Powerlink Queensland, Queensland Fire and Rescue Service, the Department of National Parks, Recreation, Sport and Racing and the Department of Transport and Main Roads. These partnerships provide excellent opportunities for ongoing engagement with private landholders, public land managers, universities and power utility providers.

PAGE 32 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

BOARD OF DIRECTORS The SEQ Catchments Board of Directors is made up of eight members with one being an executive.

Robert Smith (Chairman) is the former Deputy Mayor of Boonah Shire Council and has 14 yearsâ&#x20AC;&#x2122; experience in local government. As a non-executive Chairman he has held a number of senior executive management roles in agri-business and aviation, and has developed and managed farming businesses in poultry and cattle production. Robert is passionate about strengthening SEQ Catchmentsâ&#x20AC;&#x2122; relationship with community, government and industry, and is committed to building a self-sufficient company. Robert is a Director of SEQC Offsets Pty Ltd and Tactiv Pty Ltd.

Margie Milgate (Deputy Chair) is a consultant and educator with Resource Consulting Services (RCS) and also works with other rural organisations such as Queensland Rural Industry Training Council and Growcom. Coming from a fifth generation farming family, she has a passion for seeing our lands being productive and sustainably producing food and other goods for future generations. She is active in her local catchment group Norman Creek Catchment Coordinating Committee (N4C) and the Brisbane Catchments Network. Margie believes SEQ Catchments has a significant and leading role to play in the SEQ community to ensure a sustainable future for all. Margie is also a Director of SEQC Offsets Pty Ltd and a member of the SEQ Catchments Planning and Investment Advisory Committee (PIAC) and the Audit and Finance Committee.

Jim Dale is a retired forester and an experienced NRM Operations Manager. His areas of expertise are in the fields of vegetation, fire and water management, education, training and group organisation. Jim believes SEQ Catchments is an organisation that can deliver outcomes that others struggle to provide. Jim is a Director of SEQC Operations Pty Ltd and is Chairman of SEQ Catchments Planning and Investment Advisory Committee and a member of the Audit and Finance Committee.

Of the eight Directors, seven of these are aged over 50 with one aged 30 50 years. One is female and one is an Executive is Director. The Chairman an Independent Director and does not hold an executive position.

PAGE 33 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Victor Attwood is Deputy Mayor of the Ipswich City Council and has been since 2004. He is Chair of the Council of Mayors (SEQ) Environment and Sustainability Committee and is a Committee Member of Regional Development Australia Ipswich and West Moreton and a Director of West Moreton Oxley Medicare Local. Victor is also a Director of SEQC Services Pty Ltd and a member of the SEQ Catchments Planning and Investment Advisory Committee.

Bardhold Blecken is a former IT Manager and System Architect, and is Chairman and a Director of Gecko Regen. He serves on the Management Committee and is President of the Gold Coast Catchments Association. Bardhold also serves on the Management Committee and is Treasurer of the Queensland Conservation Council. Bardhold is a Director and Chairman of Tactiv Pty Ltd, SEQC Operations Pty Ltd and SEQC Services Pty Ltd. He is also Chairman of the SEQ Catchments Audit and Finance Committee and is a member of the SEQ Catchments Planning and Investment Advisory Committee.

John Brent is Mayor of the Scenic Rim Regional Council. He is Deputy Chair of the Council of Mayors (SEQ) and Chair of its Regional Plan & Growth Management Committee. He is past Chairman and a current Director of AUSVEG, a Director of Growcom and also a Board Member of Local Government Mutual Liability Pool (LGM). John is also a Director of SEQC Operations Pty Ltd.

Peter Matic is the Brisbane City Councillor for Toowong. His particular area of interest is the rehabilitation of bushland and waterway quality improvements. He brings a variety of experience in his previous role as Brisbane City Councilâ&#x20AC;&#x2122;s Chairman for Environment, Parks and Sustainability for four years. His vision of success is active engagement by the wider community to help achieve tangible improvements in bushland rehabilitation and waterway quality improvements.

Simon Warner is an experienced corporate manager with significant experience in a wide range of senior executive roles including Chief Operating Officer, and General Manager Logistics and Human Resources. Simon is currently a Member of Regional Development Australia â&#x20AC;&#x201C; Ipswich and West Moreton Committee. He has also held Director positions with the Port of Brisbane Corporation, Bulk Terminals Australia, Australian Bulk Alliance, and Grainco Australia Limited Subsidiary Companies. He was Chairman of the National Grower Register. Simon is Chairman and a Director of SEQC Offsets Pty Ltd, and a Director of Tactiv Pty Ltd.

PAGE 34 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

OUR EXECUTIVE TEAM Our Executive Team is responsible to the Chief Executive Officer for implementing the Board’s strategy and achieving the SEQ Catchments Vision.

Simon Warner (Chief Executive Officer) has extensive industry experience at senior management and executive level as well as serving on a number of boards prior to joining SEQ Catchments in 2004. His background was in the resources and agribusiness sector prior to his time with SEQ Catchments.

Anne Conlan (Company Secretary and Chief Financial Officer) brings with her 27 years of experience in the finance sector. Anne is a Chartered Accountant having obtained these fundamental skills at a Big Four firm in Brisbane and the majority of her experience has been in the Commercial sector having held Senior Finance roles in Mining, Telecommunications, Electricity Generation and Oil and Gas companies. Most recently Anne was the Chief Financial Officer of BG (Australia) through its subsidiary, QGC.

Tony Costantini (Chief Operating Officer) has executive-level experience in the natural resource and forest based industries. He has worked for Forestry Plantations Queensland, Queensland Treasury and the then Department of Primary Industries Forestry. He holds PhD and Bachelor qualifications in Economics, as well as a Bachelor of Science in Forestry.

Noel Ainsworth (Chief Performance Officer) with over twelve years’ experience in senior management, has a broad range of natural resource and agricultural industry experience, having worked in a number of management, extension, research and consulting roles across Australia. Noel has served SEQ Catchments since 2005, first as an Operations Manager and now in a Chief Performance Officer role, he draws upon considerable experience in monitoring and evaluation that he has developed since the 1980’s. He holds tertiary qualifications in management, corporate governance, rural development and horticulture.

PAGE 35 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

delivery against our performance targets NEGOTIATED WITH SEQ COMMUNITY SEQ Catchments with the support of our partners has made significant progress towards achieving our SIP targets with the majority now delivered or over delivered. However some of these targets relating to wetland management and groundwater monitoring have been harder to deliver.

140

30000

120

25000

100

20000

To date 25,617ha of land is under recognised sustainable management practices which compares favourably against the 2014 target of 20,000ha.

Jan - Jun 14

To date 126ha of works implemented to address salinity have been undertaken which is more than twice the 2014 target.

7000

Target Delivered Anticipated

6000 5000 Ha

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jul - Dec 09

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

0 Jan - Jun 12

0 Jul - Dec 11

20 Jan - Jun 11

5000 Jul - Dec 10

Jan - Jun 10

10000

Jan - Jun 11

Jul - Dec 10

15000

Jan - Jun 10

35000

Jul - Dec 09

LAND

4000 3000 2000 1000 Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jul - Dec 09

To date 6,590ha of improved hill-slope and gully management has been undertaken compared with the 2014 target of 125ha. PAGE 36 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

BIODIVERSITY 9000

2500

8000 2000

7000 6000

1500

4000

3000 2000

500

1000

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jul - Dec 09

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jul - Dec 09

To date 8,457ha of native vegetation has been managed for biodiversity and to maintain ecosystem function which compares against the 2014 target of 500ha.

Jan - Jun 10

To date 2,178ha of habitat of priority taxa (species) and ecosystems are managed for their protection compared with the 2014 target of 100 ha.

500

450

300

250

200

No.

150

To date 397ha have been revegetated with native species for biodiversity outcomes and to maintain ecosystem function which compares against the 2014 target of 200ha.

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

0 Jul - Dec 10

0 Jan - Jun 10

10 Jul - Dec 09

Jul - Dec 10

100

Jul - Dec 09

1000

Jan - Jun 10

5000

To date 56 Land for Wildlife binding conservation agreements have been put in place to manage remnant and woody vegetation as part of the protected area network of SEQ which compares against the 2014 target of 50. Target Delivered Anticipated

PAGE 37 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

500

450

300

250

200

To date 430ha of strategic coastal sites are managed for ecosystem function compared with the 2014 target of 50ha.

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jul - Dec 09

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

0 Jul - Dec 11

0 Jan - Jun 11

2 Jul - Dec 10

50 Jan - Jun 10

Jul - Dec 09

100

Jan - Jun 11

Jul - Dec 10

150

Jan - Jun 10

No.

WATER

To date 14 priority coastal wetland complexes (both fresh and salt water components) have been developed to increase their extent and connectivity which compares against the 2014 target of 5.

900 800 700 600 km

500 400 300 200 100

2014 target: Two coordinated community programs in place monitoring SEQ seagrass and mangrove habitat areas.

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

0 Jul - Dec 09

Both community monitoring programs have been coordinated since Jan 2011.

To date 780km of stream-bank management has been delivered compared with the 2014 target of 125km.

Target Delivered Anticipated

PAGE 38 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

WATER 900

1200

800

1000

700 600

800

400

300

600 400

200

100 0

To date 756ha of riparian and canopy killer weeds has been managed in the headwater areas of SEQ compared with the 2014 target of 400ha.

Twelve of the thirteen level 2 sub-catchments have been monitored over this period, with the one not done being the Moreton Bay islands.

2014 target: Coordinated community ambient water quality monitoring program operating in all Level 2 sub-catchments of SEQ.

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jul - Dec 09

0 Jul - Dec 09

500

To date 241ha of wetlands have been managed for natural wetland ecosystem service function compared with the 2014 target of 1,000ha.

One Groundwater Investigation Group was established to investigate the hydrology and impacts of water extraction at Tamborine Mountain.

2014 target: Two Groundwater Investigation Groups established to collect groundwater data and raise awareness of groundwater issues.

Target Delivered Anticipated

PAGE 39 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

PLANNING

There has been partial recognition and use of the ecosystem services framework between and within local and state government in this period since 2009.

There has been partial commitment between and within local and state government entities over the period since 2009.

2014 target: Local and state government commitment to regional NRM targets embedded in the SEQ Regional Plan.

2014 target: Local and state government sector recognition and frequent use of the ecosystem services framework.

PARTNERSHIPS AND COMMUNITY CAPACITY 6.00 5.00

No.

4.00 3.00 2.00 1.00 Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jul - Dec 09

0.00

To date the average number of collaborative partnerships per project has increased by 6% which compares against the 2014 target of 20%.

While SEQ Catchments has responded with information about natural disasters (oil spill and flood), it joined forces with Healthy Waterways and other partners in 2013 on their â&#x20AC;&#x153;Plastic Pollution Revolutionâ&#x20AC;? to mobilise community action to achieve the target.

2014 target: Alliance established to profile a significant natural resource management issue with the wider community, which mobilises that community to take action. Target Delivered Anticipated

PAGE 40 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

PARTNERSHIPS AND COMMUNITY CAPACITY 18000 16000 14000 12000 No

10000 8000 6000 4000 2000 Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jul - Dec 09

To date 16,731 land managers have improved knowledge and aspirations to implement practices which enhance land condition, nature conservation, coastal and marine and water quality through training and awareness raising activities, including Property Management Planning, which compares against the 2014 target of 1,000.

SEQC either supported a representative body for SEQ Traditional Owners or a supportive framework to involve and inform Traditional Owners over this period.

2014 target: Appropriate Aboriginal Traditional Owner cultural groups are engaged in planning and decision making in SEQC governance and their involvement in other NRM policy forums is promoted through a representative body for SEQ.

12 10

8 6 4 2 Jan - Jun 14

Jul - Dec 13

Jan - Jun 13

Jul - Dec 12

Jan - Jun 12

Jul - Dec 11

Jan - Jun 11

Jul - Dec 10

Jan - Jun 10

Jul - Dec 09

To date indigenous participation in projects funded through SEQC is 4.3% which compares against the 2014 target of 10%.

PAGE 41 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Target Delivered Anticipated

financial

statements

PAGE 42 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

financial statements INCOME AND EXPENDITURE SUMMARY FOR THE YEAR ENDED 30 JUNE 2013 CONSOLIDATED GROUP

PARENT ENTITY

2013

2012

2013

2012

Revenue

11,901,701

11,589,631

10,190,584

11,245,134

Expenses

11,721,536

11,592,915

10,143,848

11,242,063

180,165

(3,284)

46,736

3,071

44,501

1,906

135,664

(1,378)

46,736

3,071

Surplus / (deficit) before income tax Income tax expense/benefit Surplus / (deficit) attributable to members of the Company

The Directorsâ&#x20AC;&#x2122; Report and full Audited Financial Statements for the year ended 30 June 2012 are provided separately on our website.

PAGE 43 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

BALANCE SHEET SUMMARY AS AT 30 JUNE 2013 CONSOLIDATED GROUP

PARENT ENTITY

2013

2012

2013

2012

ASSETS Cash and cash equivalents

5,067,298

5,352,072

5,038,536

5,298,161

TOTAL ASSETS

8,833,134

7,299,758

8,761,153

7,053,741

Revenue received in advance

4,425,634

2,823,412

3,160,749

1,888,927

TOTAL LIABILITIES

6,050,782

4,653,062

6,063,220

4,402,544

EQUITY

2,782,352

2,646,696

2,697,933

2,651,197

LIABILITIES

PAGE 44 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

labour performance indicators Our staff is made up of almost an equal number of male and female staff, with a total of 50 employees. This year we have had a low staff turnover with only three staff members resigning and can report 0 days lost to injuries and 3% personal leave taken (out of the total available time) during 2012-2013.

HEALTH AND SAFETY SEQ Catchments Board and Executive take health and safety very seriously. All board and executive meetings begin with a review of health and safety issues and incidents if any are reported. All Board and Executive members regularly undertake training and updates on Health and Safety matters and regulatory obligations. The Workplace Health, Safety and Sustainability Committee (WHS&S) Committee, is a key aspect of maintaining a healthy working environment and maintaining a workplace free from accidents and sickness. The Committee is made up of 7 members (15% of the total team), who represent various areas of the organisation including management, executive, onground and administrative staff. It is responsible for regularly reviewing WHS risks across the organisation and ensuring policies and measures are implemented to help mitigate these risks. WHS Home Office Audits are carried out on an annual basis to ensure home working environments meet our safety standards. The Committee reports to the Executive and the CEO. Staff are kept informed through internal WHS newsletters, and an update is provided to employees at our staff workshops twice a year.

EMPLOYEE ENGAGEMENT, MANAGEMENT, TEAMWORK AND FEEDBACK Members of the SEQ Catchments Board regularly attend activities undertaken by the staff across the region including the staff workshops, which are held every six months. Regular team meetings both within work teams and across the organisation are held which deal with both operational and strategic issues discussed at monthly management meetings. The CEO and Board members also attend along with staff at stakeholder meetings which are held at least annually across the region. A company eNews is issued bimonthly to keep all internal and external stakeholders up to date with developments across the company. A Grievances and Dispute Resolution policy provides a framework for resolving issues or sensitive matters raised by employees.

EMPLOYEE RETENTION AND DEVELOPMENT Formal employee reviews are conducted at least annually. These provide an opportunity to review not only the employeeâ&#x20AC;&#x2122;s personal performance but also to look at their role and opportunities for training, development and new challenges. Over 90% of all employees were reviewed in the year ended June 2013. SEQ Catchments maintains a Competency and Training Matrix for planning training. Refresher training for maintaining a qualification or licence (e.g. first aid course, training and assessment) is provided with additional training provided as identified through the review process or by management and the relevant supervisor from time to time. â&#x20AC;&#x192;

PAGE 45 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

EMPLOYEE STATISTICS Age Group (years) 2012–2013 Summary

20–30

30–40

40–50

50–60

60–70

Total

Total number staff – female

26 (52%)

Total number staff – male

24 (48%)

Staff left in 2012/13 – female employees

2 (5%)

Staff left in 2012/13 – male employees

New staff hired – female employees

New staff hired – male employees

Days lost due to injuries* – female employees

Days lost due to injuries* – male employees

Personal leave taken by female employees

112 (2%)

Personal leave taken by male employees

152 (3%)

Note: SEQ Catchments engages around 400 volunteers in a part time capacity linked to community groups in the SEQ region to support monthly Water Quality Monitoring * includes calendar days, not just scheduled work days, and lost days count begins the day after the accident. No fatalities for workforce or independent contractors. Female

Male

Total

Permanent

Fixed term

Casual

Full time

Part time

Employment contract

Employment type

Note: No staff or board members identify as belonging to minority groups PAGE 46 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

gri content index As an organisational stakeholder for 2013, SEQ Catchments is pleased to support the Global Reporting Initiative (GRI) as a comprehensive, internationally recognised framework for reporting on economic, environmental and social performance. This framework offers a basis upon which we can be accountable to our stakeholders and improve our performance over time. This report applies a self-declared GRI Application Level C. Application Level C is intended for entry-level reporting organisations. For this level we reported on a set of Profile Disclosures (1.1; 2.1-2.10; 3.1-3.8; 3.10-3.12; 4.1-4.4; 4.14-4.15). We have also reported fully on at least 10 Performance Indicators, either core or additional, including at least one from each Indicator Dimension (Economic, Environmental, and Social).

Apart from the following exception, the scope or boundary of environmental, social and economic performance outlined in this report apply to all of our business, subsidiaries and office locations as reported in the 2012 annual report: â&#x20AC;˘ The scope 2 (electricity) component of the greenhouse gas emissions uses only the monthly Brisbane plus Ipswich office figures to extrapolate the results for the entire business using a tons of CO2 equivalent per employee indicator. This is primarily due to the inability to split the electricity bill where our staff are co-located in shared office arrangements. The scope 1 (vehicle usage) component of Greenhouse Gas Emissions calculations applies to the whole of the SEQ Catchments vehicle fleet. More information on GRI Application Level Information visit the GRI website.

description of profile disclosure or performance indicator

full or partial reporting

page number

FULL

Strategy and Analysis

1.1

Statement from the CEO about the relevance of sustainability to the organisation and its strategy.

Organisational Profile

2.1

Name of the Organisation

FULL

2.2

Primary brands, products, and/or services.

FULL

2.3

Operational Structure

FULL

2.4

Location of organisationâ&#x20AC;&#x2122;s headquarters

FULL

2.5

Number of countries where the organisation operates

FULL

2.6

Nature of ownership and legal form

FULL

2.7

Markets Served.

FULL

2.8

Scale of the reporting organisation

FULL

PAGE 47 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

2.9

Significant changes during the reporting period

FULL

2.10

Awards received in the reporting period

FULL

Report Parameters

3.1

Reporting Period

FULL

3.2

Date of the most recent previous report

FULL

3.3

Reporting Cycle

FULL

3.4

Contact point for questions regarding the report or its content

FULL

3.5

Process for defining report content

FULL

3.6

Boundary of the report

FULL

3.7

State any specific limitations on the scope or boundary

FULL

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability

FULL

3.10

Explanation of the effect of any re-statements of information provided in earlier reports

FULL

3.11

Significant changes from previous reporting periods

FULL

3.12

Table identifying the location of the Standard Disclosures

FULL

Governance, Commitments, and Engagement

4.1

Governance structure of the organisation

PARTIAL

4.2

Indicate whether the Chair of the highest governance body is also an executive officer

PARTIAL

4.3

State the number of members of the highest governance body that are independent and/or non-executive members

FULL

4.4

Mechanisms for internal stakeholders (e.g., members), shareholders and employees to provide recommendations or direction to the highest governance body

FULL

4.14

List of stakeholder groups

FULL

4.15

Basis for identification and selection of stakeholders with whom to engage.

PARTIAL

PAGE 48 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Program Effectiveness NG01

Processes for involvement of affected stakeholder groups in the design, implementation, monitoring and evaluation of policies and programs

PARTIAL

NG02

Mechanisms for feedback and complaints in relation to programs and policies and for determining actions to take in response to breaches of policy

PARTIAL

NG03

System for program monitoring, evaluation and learning, (including measuring program effectiveness and impact), resulting changes to programs, and how they are communicated

PARTIAL

NG05

Processes to formulate, communicate, implement, and change advocacy positions and public awareness campaigns.

PARTIAL

NG06

Processes to take into account and coordinate with the activities of other actors.

FULL

NG07

Resource allocation

PARTIAL

NG08

Sources of funding by category and five largest donors and monetary value of their contributions

FULL

NG09

Mechanisms for workforce feedback and complaints, and their resolution.

PARTIAL

Economic Performance Indicators EC1

Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments

FULL

EC4

Significant financial assistance received from government.

FULL

See Note 17 in the Financial Statements

Environmental Performance Indicators EN16

Total direct and indirect greenhouse gas emissions by weight

PARTIAL

EN18

Initiatives to reduce greenhouse gas emissions and reductions achieved

FULL

PAGE 49 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

Labour Performance Indicators LA1

Total workforce, including volunteers, by employment type, employment contract, and region, broken down by gender

FULL

LA2

Total number and rate of new employee hires and employee turnover by age group, gender, and region

PARTIAL

LA7

Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender

PARTIAL

LA6

Percentage of total workforce represented in formal joint management â&#x20AC;&#x201C; worker health and safety committees that help monitor and advise on occupational health and safety programs

FULL

LA12

Percentage of employees receiving regular performance and career development reviews

FULL

LA13

Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

FULL

Society Performance Indicators SO5

Public policy positions and participation in public policy development and lobbying

Product Responsibility Performance Indicators PR5

Practices related to customer satisfaction, including results of surveys measuring customer satisfaction

PAGE 50 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

PAGE 51 | SEQ CATCHMENTS COMBINED ANNUAL AND SUSTAINABILITY REPORT 2013

feedback on the report Contact point for questions or comments regarding the report or its content: Sibel Korhaliller Communication Officer skorhaliller@seqcatchments.com.au

corporate directory Brisbane Office

Public Officers

Level 2, 183 North Quay Brisbane

Simon Warner (Chief Executive Officer)

PO Box 13204 George St Qld 4003

Anne Conlan (Company Secretary and Chief Financial Officer)

Ph: +61 7 3211 4404 Fax: +61 7 3211 4405

Tony Costantini (Chief Operating Officer)

www.seqcatchments.com.au

Auditors Whitehouse Audit Pty Ltd

Directors Robert Smith (Chairman)

27 Mayneview Street Milton Qld 4064

Margie Milgate (Deputy Chair) Victor Attwood Bardhold Blecken John Brent Peter Matic Jim Dale Simon Warner

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