COMBINED ANNUAL AND SUSTAINABILITY REPORT 2014
About this report
3
About Us
4
Our Services
6
CEO and Chairman’s Report
7
Our Finances
12
Our Performance
15
Performance Highlights 2013-14
15
Delivery against our performance targets
16
Our Strategy
19
Our Structure
22
Our Governance
24
Our Management Approach
26
Our Stakeholders
28
Our People
30
Our Environment
32
GRI Content Index
34
Feedback on this report
35
Corporate Directory
36
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 2
SEQ Catchments’ combined annual and sustainability report for the 2013-14 year is the second report aligned with the Global Reporting Initiative’s (GRI) sustainability reporting framework. The first was the 2013 Combined Annual and Sustainability Report. This report has been prepared in accordance with the GRI G4 guidelines and the Non-Governmental Organisation (NGO) sector supplement for the annual reporting period 1 July 2013 to 30 June 2014. At the end of the report is the GRI Index for a quick reference to a particular section. This self-declared report applies the G4 framework using the core option with a materiality matters check. We expect that this report will be of particular interest to 183 member organisations of the SEQ Catchments Members Association (SEQCMA), existing and prospective clients.
These are stakeholders with an interest in natural resource management in South East Queensland. The 183 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 our ongoing success. There are no restatements of information in earlier reports. There also have been no significant changes during the reporting period regarding the size, structure, ownership or supply chain of the business.1
Visit www.seqcatchments.com.au/LiteratureRetrieve.aspx?ID=178212 for information on how SEQ Catchments determined the materiality of the issues reported here.2
1: G4-22 G4-23 2: G4-18, G4-19, G4-20, G4-21
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We direct
$
funding from government and business
TO WHERE IT NEEDS TO GET TO Supporting over 200 community groups and landholders since 2007 by facilitating $200 million in environmental investment.
What is a catchment? A catchment is an area defined by mountains and hills that catches rainfall some of which flows into our creeks and rivers.
1 3
70%
ABOUT
OF Queensland’s vegetables*
Working with landholders to support healthy land for sustainable, profitable production.
HOME TO MORE
native plant & animals THAN
Kakadu OVE R
of the land in SEQ is privately owned
Our waterways supply drinking water to over
3 million PEOPLE
SPE CIE S
Working to control erosion and repair degraded waterways for improved water quality.
Protecting and restoring our region’s biodiversity.
Community owned
PLAN
Providing training, advice, services and support for improved land and waterway management.
HOME TO
6
of the world’s 7 species of sea turtles Working with the community to contribute towards goals in the SEQ Natural Resource Management Plan.
Monitoring and restoring our delicate coastal areas.
SUPPORTING A STRONG
tourism INDUSTRY $6.40bn $5.06bn
GREAT BARRIER REEF
$
SEQ PRODUCES ALMOST
SEQ
#GiveMeSEQAnyDay
*As measured by value of vegetable production
Preserving our beautiful natural areas
SEQ Catchments is a community, not-for-profit organisation jointly owned by the SEQ Catchments Members’ Association and the Council of Mayors (SEQ). We are one of 14 Natural Resource Management (NRM) organisations in Queensland. We are a member of the Regional Groups Collective, the collective voice of NRM across Queensland.
More About Us www.seqcatchments.com.au/about-who-we-are.html
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NOOSA
UPPER BRISBANE
STANLEY PUMICESTONE
PINE RIVERS MID BRISBANE
LOWER BRISBANE
LOCKYER
BREMER
LOGAN / ALBERT
GOLD COAST
Our Mission: 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.
More about our Vision, Mission and Corporate Intent www.seqcatchments.com.au/strategic-plan.html More about Our Region http://www.seqcatchments.com.au/our-region.html
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Community engagement
Project delivery
We mobilise and involve community groups and individual landholders to identify, develop and carry out projects at the grassroots level.
We support both large and small scale landscape restoration and environmental works, often acting as a Managing Contractor for operational works delivery.
Natural landscape solutions 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, state and Australian Government natural resource outcomes.
Vegetation management 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.
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.
Biodiversity and ecosystem assessment We work with government, corporate, industry, research, education and community partners to conserve biodiversity and nature conservation values.
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 risks, such as oil spills and intense storms and floods.
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.
Geographic information systems (GIS) – mapping 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.
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.
Building partnerships We encourage and assist the development of partnerships between the community, the corporate sector, other NGOs and regions as well as governments at all levels to deliver NRM outcomes.
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Chairman and CEO’s Report
Robert Smith Chairman
Simon Warner Chief Executive Officer
We have arrived at the future
Maintaining our capacity
The NRM landscape around us is undergoing significant transformation. This transformation is not just a temporary shift; it is structural and long term. We have arrived at the future whatever it may be.
A long term viewpoint is essential to our strategy.
Government grant funding for NRM is being reduced and is not being replaced by alternative funding programs. Competition for this reduced funding grows ever more intense. Meanwhile community demand for, and reliance upon, our services continues to grow. All the while the natural assets that underpin our economic and environmental prosperity remain even more important and under pressure. Yet we have seen this transformation coming and have reported on our preparation for this change in previous reports. Just as our natural assets are here for the long term, SEQ Catchments remains focussed on the future and on delivering our strategic vision of a sustainable future for our community.
We believe that by maintaining our capacity to mobilise and engage the community and deliver on ground works, and by adding value to policy initiatives we will deliver our strategy and provide wider benefits to our economy and environment. This has meant making tough decisions that has affected our bottom line. We maintained our network of Community Partnership Managers (CPMs) and sustained the Water Quality Monitoring Program, despite difficulties in attracting funding for such services and programs. In the case of the CPMs, stakeholder feedback expressed to us directly from partners and through the SEQ Catchments Members’ Association (SEQCMA) consistently tells us how highly the community values this service. Maintaining the Water Quality Monitoring Program is of strategic importance to the future of citizen science in South East Queensland.
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We’ve also retained the technical skills and capacity in the business so we can continue to inform debate and where possible influence policy development and assist with the reform process. During 2013-14 we made nine submissions on legislation and regulation. Of particular note was our submission on the offsets policy which has helped identify new investment streams for NRM in South East Queensland. These are available on our website at www.seqcatchments.com. au/policy-submissions While this imposes a significant, and unfunded, cost to the business we see it as important in assisting in doing what we can to influence our own future and that of the natural assets in South East Queensland. We fully support the Government’s objective to better deliver services and improve efficiency. The Commission of Audit’s contestability process, where the focus on ‘getting the best service at the best price’, has been inclined to overlook solutions in favour of price. We feel in many circumstances, the opportunity to make the step change in finding new and better ways to deliver services and undertake government business is being missed.
Our financial performance For the first time in our history grant funding from Queensland and Australian government programs is close to half of our revenue. Our financial performance in 2013-14 reflected this reduction in grant funding as well as timing in regard to the receipt of the funding we did receive,
with consolidated revenue down 11 percent to $10.6 million As a result SEQ Catchments reported a loss of $132,235 for the 2013-14 period. The balance between funding and administrative burden can only be described as counter-productive, and we look forward to the new National Landcare Programme addressing this matter in a ‘simple, local and long-term’ way. The strength of our balance sheet has enabled us to withstand the impacts of program funding delays, especially the Caring for our Country transition, the significant drop in overall NRM funding, and the cost of maintaining our capacity. The company remains in a solid financial position. While SEQ Catchments made a financial loss, we did it with our eyes open with a view to the needs of our community and to be better placed to deal with the future. We understood that maintaining the Water Quality Monitoring Program, supporting the transition of the very successful Land for Wildlife Program data base, and the cost of delivering flood support would make it difficult to balance the budget. As often as possible we focus on using local contractors to deliver services that support the economic and social wellbeing of the communities in which we work. In addition, we’ve found that our contractors greatly value our efficient and prompt payment of invoices that helps with their cash flow. As a result we have found ourselves a preferred supplier amongst these contractors.
Government Grant Reporting vs Revenue
2010
2011
2012
2013
2014
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From left to right: DNRM Minister Andrew Cripps, Sue Moller, (member of SOWN), Ashgrove Golf Club President John Shaw, CEO SEQ Catchments Simon Warner and Premier and State Member for Ashgrove Campbell Newman
Delivering our strategy 2013-14 saw the completion of our five year Strategic Investment Plan (SIP), which details the activities we undertook to contribute to the achievement of SEQ NRM Plan targets. Our performance on delivering these targets is detailed in the ‘Our Performance’ section of this report. We would like to highlight some significant outcomes for the 2013-14 period which demonstrates the ability of regional NRM bodies to bring together partners to facilitate worthwhile projects. In partnership with the Queensland Department of Environment and Heritage and Queensland Urban Utilities, SEQ Catchments project managed the delivery of an Australian first water quality and nutrient management project at Beaudesert. The restoration of a 500m stretch of the Logan River using green infrastructure saved Queensland Urban Utilities $7 million which would have been spent to upgrade the Beaudesert Sewage Treatment Plant, savings which will help moderate water prices. Earlier this year saw the end of the eTree program in South East Queensland, when the last tree went in the ground. Since 2004, SEQ Catchments coordinated 155 eTree projects planting a total of 117,771 native trees over 128ha. Most plantings took place on private land and involved landholders, many schools and community groups. The majority of eTrees planted have survived and, in some cases, are now dense rainforests and thriving eucalypt woodlands.
eTrees leaves a legacy we should all be proud of and demonstrates what can be achieved by through mobilising landholder and community action and long term commitment. Another highlight of the year was the Land for Wildlife Open Property Scheme in May 2014, bringing together like-minded property owners from across the region to share knowledge and experiences. A total of 25 properties and 450 people participated; this was the largest single event that SEQ Catchments has managed.
The SEQ NRM Plan update During the year we, in association with the South East Queensland community, completed the first draft of an update of the South East Queensland Natural Resource Management Plan (SEQ NRM Plan). This update is focussed on making the NRM Plan more relevant and useable as well as linking the Plan to new planning instruments, supporting local governments’ plans and assisting the community to carry out action on the ground. It builds upon the existing plan and updates targets where needed to make them more relevant. You can learn more about the SEQ NRM Plan later in this report.
Reporting on our progress As a community-based organisation, our relevance depends on knowing what matters to our stakeholders and responding to their changing expectations and needs. We are continually questioning ourselves and our
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many stakeholders about our business, our industry, and the larger issues they care about. We do this via surveys, our website, social media, staff workshops, community briefings and meetings. This allows us to identify the economic, environmental and social aspects of our business that are of material interest to our stakeholders and report on them. These are crucial to the sustainability of our business. How we determined these material aspects for our sustainability reporting is detailed on our website. Most of the indicators we reported in our 2013 Annual Report are still strongly aligned with what our stakeholders care about. We are happy to report we are well advanced on addressing these material aspects as key drivers for our strategy, planning and operations.
Developing our people Ultimately, it is our people who drive our strategy. It is with great pride that we can say we have kept faith with our community and our staff despite the difficult year. As stated earlier, we are committed to maintaining capacity in the business and to developing our people’s skills and careers. They have responded with dedication, tenacity and an unwavering focus on outcomes. As a result our team boasts a wealth of talent and expertise, including four PhD qualified staff with a further two currently completing their studies. Through the skill and perseverance of our people and their dedication to our values, there have been many tangible and sustainable successes, and we thank them for their persistence.
with exciting new challenges. The new challenge will be managing and maintaining a range of new potential income sources while continuing to meet community expectations to funding engagement, extension and on ground activities. We are uncertain at this point how we can take advantage of the range of new Australian Government programs such as Green Army, 20 Million Trees and the new National Landcare Programme. This will be a challenge to all of us in the coming year. We also expect ongoing policy uncertainty with a state election due in March 2015, local government elections due in March 2016 and a federal election sometime in 2016.
Positioned for Performance SEQ Catchments has performed successfully in another challenging 12 months and we have remained resolute on implementing our strategic plan. The challenges, as in previous years, have been characterised by continuing policy uncertainty, reduced NRM grant investment, funding delays and increased competition. Notwithstanding these challenges, SEQ Catchments has continued to deliver the outcomes that the community is seeking while meeting our government and corporate investor expectations. While we anticipate that the NRM sector will continue to become more competitive and more contestable, we firmly believe that SEQ Catchments is well placed for the future.
Looking ahead At the time of reporting the company was pursuing a range of new business opportunities. We are confident these will result in improved revenue for the coming years as well as providing the board and staff
Robert Smith Chairman
Simon Warner Chief Executive Officer
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The SEQ NRM Plan 2009-2031 is our community’s plan for the future of the region’s natural environment. It contains agreed targets and a guide for action for sustainable development to protect and restore the natural assets that underpin our economy and our way of life.
A network of 190 community, academic and government experts have been consulted to evaluate and provide their feedback on the plan’s 41 targets. These have been revised to ten key targets.3 Ongoing online consultation has also collected information via a short survey and stories.
These natural assets include things such as clean air and water, farmland, beaches, bushland and native fish, animals and plants.
At the time of writing SEQ Catchments was coordinating the update of the SEQ NRM Plan on behalf of the region.
Since the start of 2014, SEQ Catchments has been coordinating an update of the plan on behalf of South East Queensland’s community, governments and industries.
Our team has been working with partners including the Queensland Government, local councils, Queensland Tourism Industry Council, Growcom, Chamber of Commerce and Industry Queensland, Healthy Waterways, Environment Councils and the SEQC Member’s Association to develop a draft for the Australian Government by the end of 2014.
The plan is being simplified and its targets updated to better align it with the Queensland Plan, the new SEQ Regional Plan and local government plans. The update considered the best evidence from scientific and community experts on recent changes to our region, and considered the things we need to do to better prepare the community and the economy for extreme weather events and natural disasters, including flash flooding, storms and bushfires.
When the updated plan is endorsed it will guide Australian Government investment in the region. The draft is currently available for public comment at www.naturalassetsseqyoursay.com.au until the 28th of November 2014.
More about the SEQ NRM Plan www.seqcatchments.com.au/resources-nrm-plan.html More about the SEQ NRM Plan’s consultation www.naturalassetsseqyoursay.com.au 3 3: G4-26, G4-27 S E Q C A T C H M E N T S C O M B I N E D A N N U A L A N D S U S T A I N A B I L I T Y R E P O R T 2 0 1 4 | P A G E 11
55%
Our Revenue
Federal & State Funding
Grant: Australian Government National Landcare program 20% Grant: Australian Government Regional NRM Planning for Climate Change
2013 - 14
3%
Grant: Qld Government DNRM - Flood Recovery
17%
Grant: Qld Government DNRM - NRM Program
7%
Grant: Qld Government EHP - Healthy Waterways
5%
Grant: Qld Government DNRM - Strategic NRM Program 3% Corporate, Partner, Contract Other
43% 2%
Our top 5 funders 1.
Department of Natural Resources & Mines (DNRM)
$3,039,760
29%
2.
Department of Sustainability, Environment, Water, Population & Communities (SEWPAC)
$2,805,950
26%
3.
Energex
$748,212
7%
4.
Queensland Urban Utilities (QUU)
$725,269
7%
5.
Department of Environment & Heritage Protection (DEHP)
$724,762
7%
As provided at previous AGMs:
FUTURE 2012 - 13 2011 - 12
Government Program Funding
Corporate & Partner Funding
Other
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INCOME AND EXPENDITURE SUMMARY FOR THE YEAR ENDED 30 JUNE 2014
Consolidated Group
Parent Entity
2014
2013
2014
2013
$
$
$
$
Revenue
10,605,880
11,901,701
9,828,610
10,190,584
Expenses
(10,771,538)
11,721,536
(9,881,075)
10,143,848
(165,658)
180,165
(52,465)
46,736
33,423
(44,501)
0
0
(132,235)
135,664
(52,465)
46,736
Surplus/(deficit) before income tax Income tax (expense)/benefit Surplus/(deficit) attributable to members of the Company
BALANCE SHEET SUMMARY AS AT 30 JUNE 2014 Consolidated Group
Parent Entity
2014
2013
2014
2013
$
$
$
$
ASSETS Cash and cash equivalents
5,919,636
5,067,298
5,914,021
5,038,538
TOTAL ASSETS
7,213,278
8,833,134
7,180,187
8,761,153
LIABILITIES Revenue received in advance
3,184,960
4,425,634
1,323,431
3,160,749
TOTAL LIABILITIES
4,561,437
6,050,782
4,534,719
6,063,220
EQUITY
2,651,840
2,782,352
2,645,468
2,697,933
The Directors’ Report and full Audited Financial Statements for the year ended 30 June 2014 are provided separately on our website at www.seqcatchments.com.au/resources-annual-reports.html
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BEFORE
AFTER
During 2014 SEQC Services worked with Queensland Urban Utilities and the Queensland Government’s Department of Environment and Heritage on a water quality and nutrient management pilot project at Beaudesert. This was an Australian first. Over five months, we restored a badly eroded 500m stretch of the Logan River with wooden piles, rock barriers and planted around 7,000 trees, shrubs and hedges to stabilise the riverbank and reduce erosion. Restoring the riverbank will prevent an estimated 11,000 tonnes of sediment (17 Olympic swimming pools), 5,000kg of nitrogen and 8,000kg of phosphorus from entering the Logan River. The $1 million water quality project was more costeffective than an $8 million alternative to upgrade the Beaudesert Sewage Treatment Plant to manage increasing nutrient discharges from local population growth.
The $7 million saving for Queensland Urban Utilities will help moderate water prices while helping to improve the water quality of the Logan River and ultimately Moreton Bay. The landowner along the restored stretch is no longer losing up to a metre of land every year to erosion, and additional benefits include over time include improved biodiversity from the new wildlife corridor. This project helped inform development of the ‘Voluntary market-based mechanism for nutrient management’ guidelines by the Queensland Government in April 2014. It also provides an example of how investing in green infrastructure can reduce costs and boost the economy while providing long-term environmental benefits.
Watch time lapse video of the project works www.youtube.com/watch?v=Id8ASWEiIvk Watch media report www.youtube.com/watch?v=H7v6NR9If4w&list=UUmr5G0DoBS8A5uDFCx5kkg
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135
PERFORMANCE Highlights 2013-14
training sessions with
4,213 attendees
1,602 participants being trained in some aspect of NRM
86
community and environmental groups supported
Water Quality Monitoring
Biodiversity new Land for Wildlife voluntary conservation agreements covering 3,195 ha, including 2049ha of native habitat.
3,847 Land for Wildlife properties
Vegetation Management ha of fencing, weed control, ecological thinning and improved ďŹ re management
6.3
800 400 volunteers 4 65 participants 25
registered sites, with over registered
training events held with
people trained in Cert III in Water Quality Monitoring
(as of June 2014)
1233.5
105
awareness raising events with over
During the 2013-14 year SEQ Catchments managed a total of 232 projects, consisting of 120 new projects along with 112 projects continuing from the previous year.
174
Community Engagement
km of stream bank
revegetation
13.25
Property Management Planning
188
plans completed covering >30,000 ha
10 22 one-on-one
groups and training sessions held with
185 people
ha revegetated
River Restoration Sustainability
5
star NABARS rating Brisbane office
17%
carbon reduction
(based on 2008 carbon and staffing levels)
107 km of stream bank ood resilience works
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Delivery against our performance targets The Strategic Investment Plan (SIP) details the five year specific, deliverable targets that have been set by our community through a highly consultative process. An underlying precautionary philosophy in setting these targets is the maintenance and preservation of natural assets and the services they provide to our community economically and socially. We have achieved the majority of our SIP targets through effective delivery and leverage of investment from a wide variety of sources. This five year SIP was our first attempt to define realistic targets against which to measure our success. Over the last five years we have a much better appreciation of the scope and scale of the targets that align with our mission.
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Key 50% or less achievement of target
100% to 200% achievement of target
501% to 1000% achievement of target
51% to 99% achievement of target
201% to 500% achievement of target
Greater than 1000% achievement of target
2009 20 9--2 201 014 4 SI SIP P ta targ rget ets s
Resultts (d (data)
Results (visual represen Re enta tati tion on*) *)
Land 20 0,000 00ha ha of im impr prov o ed d lan nd ma m na age eme ment nt 50 0ha a of sa salilini n ty t man anag gem men entt 1 5h 12 ha of hill-slop pe an nd gu gullllyy ma mana nage gem ment n
32 2,4 , 84 8 ha h 1 6h 12 ha 7,05 052h 2 a
Biod Bi odiv ver ersi sity y 500h 0ha a of nat ative ve vege geta tati t on man anag agem emen ent
10 0,2 ,278 7 ha
10 00h 0ha a off hab bittat man anagem men ent fo forr pr prio ori r ty y spe peci cies es
3,97 971ha
200h 20 0 a off rev eveg e et eg etat atio ion 50 0 bin inding ng conse serv vation ag agre reem emen nts t secur ec cu ed
410ha 70
W te Wa terr 50ha 50 h of co oas astal ma m na nage geme ment nt
631ha 63
Impr Im prov ove e five coa ast stal wettland ndss
16
Commun Co nit i y seag grass & mangrrov ove e mo oni n to toring
Yes
125k 12 5km m of o streamm bank n manag gem men ent
887k km
400 40 0ha of rip i arian n weed manag a em emen e t
897h ha
1,00 0 0ha of wetla ands manageme ment
319h 9 a
13 level 2 catch hmentts monitored d for wa water quality 2 groundwaterr gr g ou ups collecting da ata
12 1 grou up
Enabling Regional NRM targets commitmen e t
Partial
U e of the Ecosy Us yst stem e Ser e vi vice ces frram amew ewor ork k
P rt Pa rtia al
20% 20 % in ncr crea ase s in pa part rtne ners rshi h pss per SEQ E C pr proj o ec ect
6.6% 6. 6% inc cr
Rais Ra ise th the e profi ofile e of an NR NRM issu ue wi w th t the he publilic c
Ye es
Trai Tr aining n to im mpr p ov ve 1,00 0 0 la and manag ger ers’ s kno nowl w ed dge Repr Re pres esen entt Tr Trad adit itio iona nall Ow Owne nerr in inte tere rest stss 10% 10 % of SEQ EQC C pr proj ojec ects ts wit ith h In Indi dige geno nous us inv nvol olve veme ment nt
19,7 19 ,730 30 Yess Ye 6.1% 6. 1%
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2014 saw the end of the eTree program in South East Queensland, which had funded revegetation works across the region since 2004. A partnership between Computershare and Landcare Australia, eTrees was designed to dramatically reduce the amount of water and trees used to produce investor communications. It encouraged shareholders to opt for electronic rather than paper communications; each time a Queensland shareholder registered Landcare Australia received a $2 donation to fund revegetation projects. Landcare Australia contracted SEQ Catchments to coordinate the on-ground works, with 155 eTree projects planting a total of 117,771 native trees across 128ha over the past decade.
The largest eTree project site was at Springbrook in 2010 where 16,000 local-provenance native plants were planted across five adjoining properties along Camp Creek. This project was a huge success with eTrees now up to 10m tall forming dense rainforests on previously cleared land. These eTrees help reduce sediment flowing into Camp Creek and provide habitat for Springbrook’s rare flora and fauna. eTrees demonstrates the key to success is community commitment – from landholders, local governments, community groups and schools – to nurturing their trees and ensuring their long term survival after five years.
Most eTrees projects were on private land with landholders, schools and community groups contributing significantly in site preparation, planting, watering and maintenance to ensure that their trees survived, and in most cases thrived. This commitment saw us achieve an average price for an eTree planting of just $3,845 per hectare. All eTree plants were sourced from local native plant nurseries. While some eTree sites were comparatively small these sites made a huge difference to preventing erosion, providing food for wildlife and making our landscapes more picturesque.
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We pursue a region-wide, multi-stakeholder strategy to integrate and coordinate NRM planning and activities between community, government and industry across South East Queensland.
Our Strategic Plan is supported by the SEQ Catchments Strategic Investment Plan (SIP), which defines what we delivered with our project partners over a five year period between 2009 and 2014.
Our Strategic Plan is aligned with goals and actions of the SEQ NRM Plan, the Queensland State Planning Policy, the Queensland Plan, the SEQ Regional Plan and local government plans.
At the time of writing we are reviewing our Strategic Plan and SIP to align with the updated SEQ NRM Plan undertaken during the 2013-14 year.
NATIONAL PRIORITIES
State Planning Policy
SEQ Regional Plan
SEQ NRM Plan
STATE PRIORITIES / QUEENSLAND PLAN
SEQ Catchments Strategic Plan
SEQ Catchments Strategic Investment Plan
5 years
Multi year
LOCAL GOVERNMENT / COMMUNITY PRIORITIES
SEQ Catchments Business Plans
1 year
Project Delivery
Shorter term
Learn more at: www.seqcatchments.com.au/annual-report2014-plans-and-policies
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 19
Land for Wildlife (LfW) is a voluntary, community conservation program that supports landholders to conserve wildlife and habitats on their properties. SEQ Catchments has been coordinating the program in South East Queensland in partnership with 12 local governments since 2004. Over those ten years, the number of LfW members has doubled, the number of LfW Officers has tripled and the level of local government investment has increased tenfold. LfW in South East Queensland is now a robust and highly respected program. During July 2013 we helped conduct a survey of 1,124 LfW members who collectively manage 27,740ha of land for conservation across South East Queensland. Conducted every 5 – 7 years, the survey assesses environmental outcomes and helps improve the program. Another highlight of the year was the Open Property Scheme in May 2014, bringing together like-minded LfW property owners from across the region to share knowledge and experiences. A total of 25 properties and 450 people participated; this was the largest single event that SEQ Catchments has managed.
The Open Property Scheme highlighted the range of community conservation initiatives underway across the region. Activities range from looking after wetlands, eucalypt woodlands, rainforests, creeks and forests to preventing erosion, bringing back threatened species by restoring habitats and planting food plants for koalas, butterflies and fruit-eating pigeons. This past year also saw the development of a three year strategic plan to guide funding and activities. Additionally we have migrated members to a new sophisticated, secure online system to manage LfW data, in partnership with SEQ Catchments’ subsidiary company, Tactiv, replacing an out-dated paper-based system. With ongoing support from the National Landcare Programme and excellent coordination structures now in place, LfW looks set to continue to grow and attract investment over the next decade.
More about the LfW program www.lfwseq.org.au More about the Open Property Scheme www.seqcatchments.com.au/news/openproperty-scheme-welcomes-landholders-toexplore-land-for-wildlife-properties More about the LfW Survey Summary www.seqcatchments.com.au/land-for-wildlifesurvey-summary
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 2 0
for d n a L ife l d l i W PSHOT SNA
0 0 0 , 40 LY NEAR
0 0 0 4, ERTIES PROP
res hectsaerved con
rs embe LY m w ne NNUAL A
RELATIONSHIPS
For every
is a
FIRST STEP
towards
CONSERVATION COVENANTS
SOUTH EAST QUEENSLAND RESULTS FROM 2013 LAND FOR WILDLIFE MEMBERSHIP SURVEY Full report available from www.lfwseq.org.au
MEMBERS PLANT
FOR EVERY
3 people in SEQ
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 21
Council of Mayors
50% ownership SEQ Members Association
50% ownership SEQCMA SECTOR REPRESENTATION AUDIT & FINANCE COMMITTEE PLANNING & INVESTMENT ADVISORY COMMITTEE
Delivery Partners
ICM and Landcare
64
Environment
29
Traditional Owners
13
Coastal and Marine
13
Local Government
11
Urban Industry
12
Rural Industry
9
Recreation, Sport & Tourism
9
Research & Education
7
Other Landholders
Total
Landcare, community & volunteers groups Local Councils Schools & Universities
16 183 Members
SEQ CATCHMENTS BOARD COMPOSITION
Local Businesses Industry groups State agencies Environmental groups Council of Mayors
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).
SEQ Members Association
Independent
SEQCMA www.seqcatchments.com.au/company-informationseqc-members-association.html COMSEQ www.councilofmayorsseq.qld.gov.au
4: G4-24 S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 2 2
As a social enterprise and a community based business, our ownership reflects our stakeholders including clients, collaborators, delivery agents and suppliers. Clients include Australian, Queensland and local governments, Government Owned Corporations, other Not For Profits and private companies. Suppliers include consultants who assist in project design and modelling, plant nurseries, quarries and
SEQ Catchments Ltd operates a number of separate entities. We have these entities to balance our commitment to supporting the community while delivering increasingly complex contractual obligations. This also allows us to manage a range of risks. Ultimately, all of these entities are obliged to only undertake activities that support SEQ Catchments’s mission and objectives.
5: G4-17
materials suppliers (e.g. geofabric) and contractors. We host the SEQ Fire & Biodiversity Consortium and Reef Check Australia which are community organisations. While SEQ Catchments organises some projects through contractors and some directly with landholders, much of the project delivery utilises community groups (e.g. Landcare) to build upon their capacity and networks.
Our consolidated group includes SEQ Catchments Ltd, SEQC Operations, SEQC Services, SEQC Offsets (trading as Natural Asset Solutions)5 Tactiv Pty Ltd (partially owned by SEQ Catchments) is a software development and solutions provider and holds the licence for the enQuire software.
Learn more at: http://www.tactiv.net
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 2 3
Left to right: John Brent, Bardhold Blecken, Jim Dale, Robert Smith (Chairman), Margie Milgate (Deputy Chair), Peter Matic, Victor Atwood, Simon Warner (CEO)
The SEQ Catchments Board of Directors is made up of eight members, who bring an appropriate mix of skills, experience, expertise and diversity to Board decision making. Of the eight Directors, seven are aged over 50 with one aged in the 30-50 year band. One is female and one is an Executive Director. The Chairman is an
The SEQCMA Board nominates four Directors to the SEQC Board. The Board delegates authority for economic environment a social matters to senior executives and other employees via role descriptions and the risk management framework. It also nominates SEQCMA Board Members to sit on SEQC Board committees – Audit and Finance (A&FC) and Planning and Investment Advisory (PIAC).
Independent Director and does not hold an executive position. All Directors are required to declare their interests and at each Board meeting these matters are raised. Executive and staff potential conflict of interest are managed through their appointment letters and specific policies.
The A&FC oversees SEQC’s risk management framework, including the statutory and management financial reporting process. The PIAC advises on planning, prioritisation of activities and funding of projects to meet the long term targets detailed in the SEQ NRM Plan 2009–2031.
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SEQCMA Board Members also offer policy advice from a community perspective on strategic NRM issues through advisory committees to SEQC. Council of Mayors (SEQ) nominates two Directors to the SEQC Board.
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 through the CEO to the Audit and Finance Committee. All external complaints are bought to the attention of the Board. During 2014 the company received less than five external complaints, which were resolved.
More about our Board of Directors www.seqcatchments.com.au/companyinformation-the-seqc-board.html More about our Executive Team www.seqcatchments.com.au/companyinformation-executive-team.html
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 2 5
Affected stakeholder engagement SEQ Catchments has a range of initiatives to ensure effective stakeholder engagement, both internal and external, in the design, implementation, monitoring and evaluation of our policies and programs. We seek to continually improve by implementing initiatives that advance our interaction with the community in our programs. We are always seeking a greater amount of collaboration, partnership, empowerment and self-determination, rather than simple information sharing and dialogue. These initiatives are detailed in the Our Stakeholders section on page 28 of this report.
Monitoring, evaluation and learning SEQ Catchments regularly measures and monitors activity and uses the results to enhance our services. Our operational systems and processes are managed to continuously improve our operational impact, efficiency, appropriateness and effectiveness and legacy. SEQ Catchments uses program logic to link project activities with an agreed system of project outputs and outcomes. This fits into our planning, monitoring evaluation reporting and learning system. We have an efficient recording and reporting system to support the contractual obligations for the 232 projects we managed during the 2013-14 financial year. We use the enQuire database as our single point of truth and reporting to our clients.
A number of programs also have steering committees, annual, mid-term and final reviews formally designed into the system. We monitor the effectiveness of our systems and contractual reporting using a six monthly second party audit. These are conducted on five percent of projects completed in the previous two years to ensure that outcomes were delivered and that lessons learnt are incorporated into our systems. Our quality assurance process and third party auditing procedures are reviewed annually for relevance and improvement.
Transparency and resource allocation SEQ Catchments ensures that the highest standards are upheld for the accountable use and allocation of resources. There are a number of initiatives and systems which are maintained to track our resource use and provide transparency to ensure funding is used for the purpose intended by funders, whilst also meeting our mission. The reporting against the allocation of resources is externally audited annually in accordance with Australian Accounting and Auditing Standards. We use a multi-criteria analysis depending on the reporting requirements of the project funder or funding stream to decide investment priorities. This often includes input from program reference groups comprising our staff and relevant stakeholders. Our Planning & Investment Advisory Committee reviews our investment allocation every six months.
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During 2013-14 we continued to successfully collaborate with the Quandamooka people of North Stradbroke Island on a wide range of initiatives. The Quandamooka People, represented by the Quandamooka Yoolooburrabee Aboriginal Corporation (QYAC), are the Traditional Owners of Land and Sea Country within the world-renowned pristine waters of Queensland’s Moreton Bay. During the year QYAC for the first time started monitoring the health of North Stradbroke Island’s mangroves working with SEQ Catchments, MangroveWatch and James Cook University, which monitors and analyses information collected by volunteers. Mangroves are vital to the health of the bay, providing protection from storms, filtering water and providing habitat for fisheries and small crustaceans. To date QYAC has recorded 43km of coastline, with further assessments to be conducted in the coming year. We also brokered a collaboration between QYAC, Reef Check Australia and SEQ Catchments to train members of the Quandamooka community to monitor the condition of Moreton Bay’s rocky reefs, which are home to 61 coral species. This training will build on established SCUBA monitoring sites, and provide an opportunity for Traditional Owners to be involved in science based monitoring of their traditional country.
In June 2014 QYAC welcomed world renowned turtle expert, Dr Col Limpus, who over two days trained the local community in catching, tagging and recording the health of turtles. Turtles are of great cultural significance for the Quandamooka people and with this training the local community can monitor the health of turtles and contribute to collecting long term data essential to addressing threats to this marvellous creature. Turtle populations have fluctuated significantly over the past few decades, due to deaths caused by getting caught in nets, boat strikes and more recently ingesting plastic waste which turtles mistake for food. Some of this work was recognised in 2013-14 with QYAC wining the Indigenous Land Management at the 2013 Queensland Landcare Awards and the Indigenous Award at the Healthy Waterways Awards 2014. This also builds on the recognition of Darren Burns and QYAC at the 2013 Healthy Waterways Awards.
Read more about our work with QYAC www.seqcatchments.com.au/news/straddie-ssea-country-focus-for-traditional-owners Watch the turtle monitoring on Moreton Bay www.youtube.com/ watch?v=9vxNkrYQDR8&noredirect=1
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Our stakeholders are crucial to our success. We identify our stakeholders as those affected by our activities, products, and services; or those that affect our ability to successfully implement our mission, targets and strategies. Our stakeholders include governments at all levels,
Ongoing
Quarterly
SEQC Members’ Community Association* Partnership Managers
eNewsletter
particularly local governments, the corporate sector, landholders, community groups, collaborations and our employees and contractors.6 We continually engage with our stakeholders in many ways as detailed below:
Community Partnership Managers
Annual General Meeting
Contractual
Annually
Bi-annually
eNewsletter Website
Stakeholder survey
LANDHOLDERS
COMMUNITY
Project reporting
Social media Annual General Meeting
Project reporting Website W
OUR STAKEHOLDERS
Daily management supervision
Policy submissions Social media
GOVERNMENT BrieďŹ ngs by SEQC CEO
Performance reviews
Annual General Meeting
EMPLOYEES
Website Project ct Funder g reporting survey Reporting
PARTNERS & INVESTORS
Website Staff workshops Website
eNewsletter Client Managers
Funder survey Annual General Meeting
* In 2013-14, 56 grants up to $500 in value were made to SEQCMA members for activities related to on ground works or building membership and included support for purchasing hand tools, herbicide etc.
6: G4-24, G4-25, G4-26 S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 2 8
Key topics and concerns that were raised through stakeholder engagement, which stakeholders raised these concerns and how we responded to these is detailed in our 2014 Materiality Report www.seqcatchments.com.au/resourcesannual-reports.html.
More about our government stakeholders www.seqcatchments.com.au/government.html More about our corporate stakeholders www.seqcatchments.com.au/our-partners-corporate.html More about our community stakeholders www.seqcatchments.com.au/community.html More about our collaborations www.seqcatchments.com.au/collaborations
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Following staff consultation when preparing this report, two of our people reported that they selfidentified as belonging to minority groups, despite the 2013 report indicating no staff or board members identify as belonging to minority groups. We continued the use of annual performance reviews with all but one male staff member from management being reviewed in the 2013-14 year. The grievances and dispute resolution policy remained in place during 2013-14 dealing with most issues simply through the nominated contact officer. We maintained our commitment to professional development spending 3.24 percent of our expenditure on wages on training for staff in the 201314 year. We pride ourselves in our ability to attract, retain and develop outstanding talent. This is demonstrated by our low staff turnover, with only four of our people leaving during the year.
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. We offer an inclusive, diverse workplace which includes people that may identify as belonging to a minority group. All appointments and promotions are made on the basis of performance and ability.
SEQ Catchments leverages volunteer support through member and community groups across the region, in particular the Water Quality Monitoring Team who engage with over 400 part time volunteers. We maintained an excellent safety record in the 2013-14 year with only 0.5 days of lost time injuries (0.005 percent injury/lost day rate) coupled with a low absentee rate of 2.49 percent for females and 1.98 percent for males. 15 percent of our staff are represented in our Workplace Health Safety and Sustainability committee including management, operational and administrative staff. The committee reports to the Executive and the CEO.
More about our Healthy and Safety Committee www.seqcatchments.com.au/annual-report-2014-work-health-and-safety More about our Employee Engagement Management and Feedback policies www.seqcatchments.com.au/annual-report-2014-employee-engagement-managementteamwork-and-feedback More about our Employee Retention and Development policies www.seqcatchments.com.au/annual-report-2014-employee-retention-and-development
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Employee Statistics 2013 - 2014 SUMMARY
TOTAL STAFF 2013 - 2014
51
NUMBER OF FEMALE EMPLOYEES
27
NUMBER OF MALE EMPLOYEES
24
5 AGE GROUP
17
3
<30
12
5
30 - 50
9 50+
All employees are engaged on individual contracts rather than collective agreements. Remuneration of our people is assessed on an annual basis supported by a market review conducted by BDO Kendalls.
STAFF LEAVING IN 2013 - 2014
4
NUMBER OF FEMALE EMPLOYEES
3
NUMBER OF MALE EMPLOYEES
1
% OF STAFF LEAVING IN 12 MONTHS
3 AGE GROUP
30 - 50
7.8%
1 1 50+
Not included in Percentage of staff leaving within 12 months are 2 staff who completed their ďŹ xed term contracts and 2 staff who were employed as casuals.
NUMBER OF NEW STAFF HIRED
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Our sustainability strategy 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. Our daily activities and facilities are designed to minimise the impact we have on the natural assets and landscapes of South East Queensland.
Our emissions While SEQ Catchments is awaiting its bi-annual Greenhouse Gas assessment (see page 33) for the 2013-14 year, it is on track to achieve its 25
percent carbon reduction target by 2019-20 (based on baseline 2007-08 levels). To meet this target we have maintained the Brisbane Officeâ&#x20AC;&#x2122;s 5 Star NABERS energy rating by refitting efficient light globes and switching systems; 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 encouraging use of public transport. Remaining CO2 is offset to ensure we meet the target. The following tables identify the breakdown of the emissions per employee (vehicle and electricity) as well as the offsets required to meet the carbon reduction targets agreed with our community.
More about our Carbon and Waste Reduction Strategy www.seqcatchments.com.au/LiteratureRetrieve.aspx?ID=67447
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Our Emissions Emissions tonnes CO2/employee
7.00 6.00 5.00 Offset (anticipated)
4.00
Offset (actual)
3.00
Target
2.00 1.00 0.00
8 /10 /0 09 07 0 0 2 2
0 16 18 12 /2 /14 19 17/ 15/ 11/ 13 0 0 0 0 0 2 2 2 2 2 Year
Source of Emissions tonnes CO2/employee
7.00 6.00 5.00
Electricity (anticipated)
4.00
Electricity (actual)
3.00
Vehicle (anticipated)
2.00
Vehicle (actual)
1.00 0.00
8 /10 /0 07 09 0 0 2 2
4
12 /1 11/ 13 20 20
0 16 18 /2 17/ 19 15/ 0 0 0 2 2 2
Year
*GHG report standard & ISO 14064-1 The Greenhouse Gas Emissions Inventory covering the time period from the 1st July 2011 to 30th June 2012 was conducted by Tiptoe Carbon and Energy Reduction. Energy use and costs were established from an analysis of monthly electricity statements and fuel invoices for the 2011/12 financial year. Energy related greenhouse gas emission factors used in the report were obtained from the National Greenhouse and Energy Reporting Systems Measurements - Technical Guidelines, July 2011.
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This report applies a self-declared GRI application ‘in-accordance core’ level, with no external assurance for any disclosures. General Standard Disclosures
Page Number (or Link)
External assurance
Page Number (or Link)
Specific Standard Disclosures, DMA and Indicators
External assurance
Category: Economic
Strategy & analysis G4-1
7, 8, 9, 10
–
Material aspect: Economic performance
G4-2
7-10, 17
–
G4-DMA
8
–
G4-EC1
12
–
12
–
26
–
Organisational profile G4-3
4
–
G4-EC4
G4-4
6
–
Material aspect: Resource allocation
G4-5
36
–
G4-DMA (former NGO7)
G4-6
4
–
Material aspect: Ethical fundraising
G4-7
22
–
G4-DMA
8
–
G4-8
3, 22
–
G4-NGO8
12
–
G4-9
13, 22, 23, 31
–
Category: Environmental
G4-10
31
–
Material aspect: Emissions
G4-11
31
–
G4-DMA
32
–
G4-12
23
–
G4-EN15
33
–
G4-13
3
–
G4-EN16
33
–
G4-14
16
–
G4-EN19
33
–
G4-15
19
–
Category: Social
G4-16
4
–
Sub-category: Product responsibility
Identified material aspects & boundaries
Material aspect: Affected stakeholder engagement
G4-17
23
–
G4-DMA (former NGO1)
G4-18
3, www.seqcatchments.com.au/resourcesannual-reports.html
–
Material aspect: Feedback, complaints & action
G4-19
3, www.seqcatchments.com.au/resourcesannual-reports.html
–
G4-20
3, www.seqcatchments.com.au/resourcesannual-reports.html
–
G4-21
3, www.seqcatchments.com.au/resourcesannual-reports.html
–
22, 26, 28
G4-DMA (former NGO2)
25, 30
–
Material aspect: Monitoring, evaluation & learning G4-DMA (former NGO3)
26, 16
–
Material aspect: Public awareness & advocacy G4-DMA (former NGO5)
8
–
11, 19, 22, 26
–
Material aspect: Coordination
G4-22
3
–
G4-DMA (former NGO6)
G4-23
3
–
Sub-category: Labour practices & decent work
Stakeholder engagement
–
Material aspect: Employment
G4-24
22, 28
–
G4-DMA
30
–
G4-25
28
–
G4-LA1
31
–
G4-26
11, 28
–
Material aspect: Occupational health & safety
G4-27
11
–
G4-DMA
30
–
G4-LA5
30
–
30
–
Report profile G4-28
3
–
G4-LA6
G4-29
3
–
Material aspect: Training & education
G4-30
3
–
G4-DMA
30
–
G4-31
35
–
G4-LA11
30
–
G4-32
34
–
Material aspect: Diversity & equal opportunity
G4-33
34
–
G4-DMA
30
–
G4-LA12
31, 24
–
Governance G4-34
24
–
G4-35
24
–
G4-36
24
–
G4-37
24
–
G4-38
24
–
G4-41
24
–
G4-52
30
–
Material aspect: Labour practices grievance mechanisms G4-DMA (former NGO9)
30
–
Ethics & integrity G4-56
www.seqcatchments.com.au/strategic-plan.html
–
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 3 4
Feedback on this report Thank you for taking time to read our Combined Annual and Sustainability report. Your feedback helps us to improve our sustainability performance, services and reporting process. Please take a few minutes to complete the following questionnaire and send responses regarding the report or its content to: Sibel Korhaliller, Communication Officer skorhaliller@seqcatchments.com.au or fax to: 07 3211 4405
1. How would you rate this sustainability report?
5. Which of the following best describes you?
| Excellent
| Community group
| Good
| Private Company
| Adequate
| Government Department
| Fair
| Non-governmental Organization
| Poor
| Academic
2. Is the report information useful?
| Staff or Board member of SEQ Catchments
| Very useful
| General Public
| Useful
| Other, please specify:
| Adequate | Fair | Poor 3. Is the report presentation clear? | Very clear | Clear | Adequate | Fair | Poor 4. Other opinions:
6. Which aspect(s) of the report would you like to have more information? | Economic please specify: | Social please specify: | Environmental please specify: | Governance please specify: | Other(s) please specify:
The information will be kept strictly confidential and used for communication and statistical purposes only. All personal data are handled in accordance with the SEQC privacy policy.
www.surveymonkey.com/r/SEQCatchmentsAnnualReport
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 3 5
Brisbane Office Level 2, 183 North Quay Brisbane PO Box 13204 George St Qld 4003 Ph: +61 7 3211 4404 Fax: +61 7 3211 4405 www.seqcatchments.com.au
Directors Robert Smith (Chairman) Margie Milgate (Deputy Chairman) Victor Attwood Bardhold Blecken John Brent Peter Matic Jim Dale Simon Warner
Public Officers Simon Warner (Chief Executive Officer) Anne Conlan (Company Secretary and Chief Financial Officer) Tony Costantini (Chief Operating Officer)
Auditors Whitehouse Audit Pty Ltd 27 Mayneview Street Milton Qld 4064
S E Q C ATC H M E N T S C O M B I N E D A N N U A L A N D S U S TA I N A B I L I T Y R E P O R T 2 0 14 | PA G E 3 6