Dear Minister

Table 19: ILC Employees by EEO Group at 30 June 2011 (FTE)

	Non Indigenous	Indigenous	Total
	09/10	10/11	09/10	10/11	09/10	10/11
Business Employment & Training
Female	1	2	0	0	1	2
Male	10	7	0	0	10	7
Business Employment & Training Total	11	9	0	0	11	9
Central Division Office
Female	4	4	2.8	4.6	6.8	8.6
Male	4	5	2	1.8	6	6.8
Central Division Office Total	8	9	4.8	6.4	12.8	15.4
Eastern Division Office
Female	3.7	3.8	5	4	8.7	7.8
Male	4	5	3	2	7	7
Eastern Division Office Total	7.7	8.8	8	6	15.7	14.8
Western Division Office
Female	7	5	3	2	10	7
Male	4	4	2	2	6	6
Western Division Office Total	11	9	5	4	16	13
Head Office
Female	18.4	15.8	3	5	21.4	20.8
Male	18	16.9	6	4	24	20.9
Head Office Total	36.4	32.7	9	9	45.4	41.7
Grand Total	74.1	68.5	26.8	25.4	100.9	93.9

The variation in full-time equivalent employees at 30 June 2011 compared with 30 June 2010 was as result of positions undergoing recruitment activities at 30 June 2011.

National Indigenous Pastoral Enterprises Pty Ltd

The National Indigenous Pastoral Enterprises Pty Ltd (NIPE) is a wholly-owned subsidiary of the ILC established to assist the ILC in maximising Indigenous employment and training. At 30 June 2011, NIPE employed 191 employees on 22 ILC-operated and held properties around Australia.

Property Managers and similar level positions are offered individual Employment Agreements. The ILC entered into 18 new Employment Agreements; bringing the total to 20.4% of NIPE employees on Employment Agreements at 30 June 2011. NIPE does not have any employees engaged on an AWA. All other employees are engaged under the National Indigenous Pastoral Enterprises and Cardabia Pty Ltd Collective Agreement 2007–2012.

The diversity statistics for NIPE at 30 June 2011 are:

• Indigenous employees: 45% (2009–10: 45.4%); and,

• Female employees: 26.2% (2009–10: 23.6%).

No NIPE employee received a performance pay bonus during the year.

Table 20: NIPE Salaries by EEO Group at 30 June 2010

	Female	Male
Classification	Non Indigenous	Indigenous	Total	Non Indigenous	Indigenous	Total	Grand Total
Junior & Trainees: <$30,000	0	1	1	0	4	4	5
1: $36,000	10	2	12	4	27	31	43
2: $37,000	8	1	9	4	18	22	31
3: $38,000	5	5	10	7	10	17	27
4: $42,000	4	1	5	10	5	15	20
5: $45,000	7	0	7	10	3	13	20
6: $53,000	0	0	0	5	1	6	6
EA: >$53,000	5	1	6	26	7	33	39
Grand Total	39	11	50	66	75	141	191

Table 21: NIPE Employees by EEO Group at 30 June 2011

	Non Indigenous	Indigenous	Total
	09/10	10/11	09/10	10/11	09/10	10/11
Northern Territory
Female	3	7	1	3	4	10
Male	11	14	26	34	37	48
Northern Territory Total	14	21	27	37	41	58
Queensland
Female	8	8	4	5	12	13
Male	8	13	11	8	19	21
Queensland Total	16	21	15	13	31	34
Western Australia
Female	20	22	2	2	22	24
Male	37	33	30	31	67	64
Western Australia Total	57	55	32	33	89	88
Tasmania
Female	1	1	1	1	2	2
Male	2	2	0	0	2	2
Tasmania Total	3	3	1	1	4	4
Victoria
Female	0	0	0	0	0	0
Male	2	1	0	1	2	2
Victoria Total	2	1	0	1	2	2
South Australia
Female	1	1	0	0	1	1
Male	0	1	1	0	1	1
South Australia Total	1	2	1	0	2	2
New South Wales
Female	0	0	0	0	0	0
Male	2	2	3	1	5	3
New South Wales Total	2	2	3	1	5	3
Grand Total	95	105	79	86	174	191

National Centre for Indigenous Excellence Ltd

The National Centre of Indigenous Excellence Ltd (NCIE Ltd) is a wholly-owned subsidiary of the ILC and employs five employees to manage the facility and infrastructure and promote the activities of the ILC-owned NCIE in Redfern NSW.

All NCIE Ltd employees are engaged on individual Employment Agreements.

The diversity statistics for NCIE Ltd at 30 June 2011 are:

• Indigenous employees: 40% (2009–10: 33.3%); and,

• Female employees: 60% (2009–10: 66.7%).

No NCIE Ltd employee received a performance pay bonus during the year.

Voyages Indigenous Tourism Australia Pty Ltd

Voyages Indigenous Tourism Australia Pty Ltd (Voyages) is a wholly-owned subsidiary of the ILC, established to own and operate Ayers Rock Resort. At 30 June 2011, Voyages employed 609 staff at the Resort and 66 in its corporate office in Sydney. No Voyages employee received a performance pay bonus during the year.

Table 22: Voyages salaries by EEO Group at 30 June 2010

	Female	Male
Classification	Non Indigenous	Indigenous	Total	Non Indigenous	Indigenous	Total	Grand Total
Res*: $34,722–$37,866	105	2	107	142	3	145	252
Ret*: $36,559–$38,876	36	0	36	16	0	16	52
Sup*: $39,542–$43,787	64	0	64	104	1	105	169
VTC*: $42,436–$57860	25	0	25	2	0	2	27
Sal*: $37,595–$95,000	55	3	58	99	0	99	157
SMan*: $97,330–$159,135	5	0	5	9	0	9	14
EMan*: $234,800–$484,800	0	0	0	4	0	4	4
Grand Total	290	5	295	376	4	380	675

*Res-Resort Workers Grade 1–3; Ret-Retail Workers Grade 1–3; Sup-Resort Supervisory Grade 1–3; VTC-Voyages Travel Centre Grade 1–4; Sal-Salary Employees; SMan-Senior Management; EMan- Executive Management

Table 23: VOYAGES Employees by EEO Group at 30 June 2011

	Non-Indigenous	Indigenous	Total
	10/11	10/11	10/11
Northern Territory
Female	238	5	244
Male	362	4	366
Northern Territory Total	600	9	609
New South Wales
Female	52	0	52
Male	14	0	14
New South Wales Total	66	0	66
Grand Total	666	9	675

Human Resource Management

In 2010–11, the ILC continued to maintain and refine its strategies to effectively manage and develop employees to achieve the ILC objectives. The key outcomes during the year included:

• Reviewing the ILC Indigenous Employment Strategy;

• Engagement of four Indigenous trainees and four Indigenous cadets;

• Revising Work Level Standards and developing new Work Performance Tools to assist managers and employees to define the job and ongoing expectations; and

• Delivery of the Learning and Development Priorities.

Indigenous Employment Strategy (IES)

During the year, the ILC, in conjunction with the Indigenous Consultative Group, reviewed the existing Indigenous Employment and Career Development Strategy and developed a revised strategy which continues to build on the success of creating opportunities to increase the employment and retention of Indigenous employees in the organisation. Renamed to Indigenous Employment Strategy (IES), it consists of four key objectives:

• Objective 1: Increase attraction and recruitment to the ILC;

• Objective 2: Development of existing Indigenous employee’s skills and career pathways;

• Objective 3: Increase retention of existing Indigenous Employees; and

• Objective 4: Foster an Awareness and Understanding of Indigenous Culture within ILC.

Outcomes achieved within this reporting period are:

• The employment of two Indigenous trainees who had completed their traineeships through the ILC;

• Engagement of a Certificate lll graduate from one of the ILC’s properties in the administration team;

• The recruitment of two Indigenous Project Support Officers – these positions were created in the previous year as development roles;

• Sponsorship of an Indigenous person on a two-year ILC Scholarship in tourism through Bond University;

• Sponsorship of an Indigenous undergraduate laws/international relations student through the Aurora Internship Program; and

• Continuation of three Indigenous employees attending university on a part-time basis.

The ILC continues to use training providers and mentoring arrangements to assist with engaging Indigenous trainees. The ILC had four Indigenous trainees in 2010–11; one each in CDO, EDO, WDO, and Head Office.

The ILC hosted four Indigenous Cadetships (CDO, EDO, WDO and Head Office) through the DEEWR National Indigenous Cadetship Project.

The IES is complemented by the ILC’s training to employment model which focuses on Indigenous training and employment opportunities being created through the ILC commercial operations and other strategic projects. The key elements of this model are:

• ILC commercial operations providing onsite resources, including personnel, residential accommodation and operational equipment, for on-the-job training on a scale that mainstream employers are not able to provide;

• Nationally-recognised training packages delivered;

• Mentoring is provide during training and post-employment;

• Training in life skills incorporating literacy, numeracy and money management;

• Collaboration with State and Federal employment and training agencies, employers and service providers; and

• Career opportunities with the ILC and other employers.

Performance Evaluation 
and Management

All ILC staff participate in a Performance Evaluation and Management Program (PEMP). During the reporting period, a review of work level standards was conducted for positions within the ILC. As part of this review, work performance tools were developed to complement the PEMP.

Work level standards describe the work requirements and attributes for each ILC classification level and are used for job design and redesign and determining the classification level for a position.

The new work performance tools assist managers and employees to provide an overview of the expected capabilities and behaviours of individuals and will be used to indentify learning and development opportunities and objectively evaluate an individual’s performance.

Learning and 
Development Priorities

The ILC Learning and Development Strategy continued to target learning and development at the corporate, business, divisional and individual levels.

The corporate focus for this period was project management. The ILC engaged a Registered Training Organisation which developed and commenced delivery of a nationally-accredited Diploma in Project Management which has been customised to the ILC’s processes and systems.

The ILC also delivered training in the following areas:

• Cultural awareness training for new employees;

• Essential Writing for Executives for senior employees;

• Bullying and harassment awareness training for all employees;

• Leadership and management programs targeted at potential managers and middle managers; and

• Carbon market training for employees;

The ILC also provides access to a Studies Assistance Scheme which offers an allowance to cover course costs and access to paid study leave for employees to attend university courses.

Chapter 3.5 – Accountability for Financial and Physical Resources

Management of Investment Funds

The ILC has accumulated surpluses from previous years. The ILC invests its funds in accordance with policy set by the ILC Board. Section 193K of the Act exempts the ILC from complying with section 18(3) of the CAC Act dealing with authorised investments. The investment portfolio is monitored by the ARMC and the Board. As a result of receiving no income for the Land Account in 2009–10, and the purchase of Ayers Rock Resort, the ILC’s investment funds were used to fund its functional and operational expenditure.

Accordingly, investment policy objectives are the protection of the investments’ capital value; maintenance of liquidity and achievement of a high rate of return with minimal risk.

At the end of the reporting period, the ILC investment portfolio was:

• $65m in short-to-medium-term fixed interest deposits with major banks;

• $10.5m in a floating interest rate at call funds with a major bank; and

• $2m in an operating bank account with a major bank.

Asset Management

Registers are maintained for all ILC assets and other portable and attractive items. Adequate insurance is maintained on all assets and a stock take of all assets is undertaken at least annually. Where the ILC conducts a commercial business on a property, the assets are valued by an independent valuer annually.

Insurance and Indemnities

Comcover is the Australian Government’s self-managed fund for insurable risks. The fund covers agencies within the government sector, including those covered by the CAC Act and the FMA Act.

Accordingly, all ILC general liabilities, property, plant and equipment, including those of its subsidiaries, are insured through Comcover. A review is completed biennially to ensure that the ILC maintains sufficient cover for its assets and liabilities. During 2010–11, the ILC undertook a detailed review of its cover and liability limits.

The ILC participates annually in the Comcover Risk Management Benchmarking program and consistently receives discounts in its insurance premiums as a result. The discount for 2010–11 premium was 7.3% (2009–10: 6.7%).

The ILC maintains insurance coverage for directors and officers through Comcover. The 2010–11 premium was $20,619 (2009–10: $9,870).

During the year, the ILC did not give any indemnity to a current or former director or officer against a liability.

The ILC did not experience any significant insurable losses during the year. However, it did receive property damage as a result of natural disasters including damage from cyclone Yasi.

Purchasing

The ILC’s Purchasing Policy is consistent with the principles in Australian Government Commonwealth Procurement Guidelines December 2008. The principles include:

• Value for money;

• Encouraging competition;

• Efficient, effective and ethical use of resources; and

• Accountability and transparency.

The ILC’s purchasing policy sets out requirements for competitive tendering and contracting, and ensures these principles are followed. Contractors, suppliers and consultants are contracted either through formal negotiated contracts or through standard purchase orders, depending on the nature and value of the good or service.

The ILC uses a corporate credit card program to enable an efficient process for the procurement of high volume/low value goods and services.

Information and Communications Technology

The ILC maintains information management systems and computer and communications infrastructure to support the Board, ILC management and staff.

The ILC provides support for information technology systems and services at the NCIE and on ILC-operated business properties. Support to the business properties in 2010–11 included implementing computer facilities for training at Gunbalanya, NT.

The ILC’s intranet system was upgraded to improve distribution of key corporate information to ILC employees. Functionality was also developed to provide secure access to the intranet for ILC businesses and training facilities.

Additional functionality in Land Acquisition Management Information Reporting System was implemented as part of the ongoing maintenance and improvement of this in-house-developed system. This included implementing improved benefits information capture and reporting. Functionality was also upgraded to support improved contract management.

The ILC’s inter-office data network and server infrastructure was optimised and upgraded to provide improved services and disaster recovery capability. Improved network remote access services were also implemented.

Mapping and related GIS services were maintained, including the ILC’s database of Indigenous land holdings Australia wide. While GIS services are primarily for the ILC’s internal use, in some instances, they were provided to federal, state and community groups on request.

The ILC’s website was maintained to provide access to electronic copies of all ILC publications such as policy documents, land acquisition and land management application forms, newsletters, maps and other publications.

National Disability Strategy

Since 1994, the ILC has reported on performance under the Commonwealth Disability Strategy. In 2007-08, reporting on the employer’s role was transferred to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin. These reports are available at www.apsc.gov.au. From 2010–11, the ILC is no longer required to report on these functions.

The Commonwealth Disability Strategy has been overtaken by a new National Disability Strategy which sets out a 10-year national policy framework for improving life for Australians with disability, their families and carers. A high-level report to track progress for people with disability at a national level will be produced by the Standing Council on Community, Housing and Disability Services to the Council of Australian Governments and will be available at 
www.fahcsia.gov.au.

The Social Inclusion Measurement and Reporting Strategy agreed by the Government in December 2009 will also include some reporting on disability matters in its regular How Australia is Faring report and, if appropriate, in strategic change indicators in agency annual reports. More detail on social inclusion matters can be found at www.socialinclusion.gov.au.

Occupational Health and Safety

The ILC is committed to providing and maintaining a safe and healthy working environment in a consultative, positive, practical and effective manner. The ILC’s Occupational Health and Safety (OH&S) Policy is, in consultation with employees, to take all reasonable steps to:

• Provide and maintain a safe and healthy working environment for employees, contractors and visitors;

• Prevent workplace injury and disease;

• Encourage and promote occupational health and safety awareness and responsibilities at all levels;

• Monitor, evaluate and strive for continual improvement in its occupational health and safety performance; and

• Integrate occupational health and safety into everything it does.

OH&S for the ILC, NIPE and NCIE Ltd is managed under the Health and Safety Management Arrangements 2011–2014 (HSMA).

During 2010–11, the existing HSMA expired. The ILC, in consultation with employees and their representatives, revised the HSMAs. The term for elected Heath and Safety Representatives (HSRs) also expired during the reporting period. Elections were held and HSRs appointed for the next three years.

The health and safety of employees is monitored through the Audit Risk Management Committee (ARMC) and the Health and Safety Committee (HSC). One HSC meeting was held in 2010–11 and the minutes and outcomes of the meeting were made available to employees through the ILC extranet.

The following activities were undertaken during 2010–11 as part of the ILC’s commitment to a safe and healthy workplace:

• Five-day HSR training for the newly elected HSRs;

• OH&S training in defensive four-wheel drive operations;

• Senior or emergency first aid for all field-based employees;

• Additional Harassment Contact Officers (HCO) nominated across the businesses and divisions and training for the new HCOs;

• Ergonomic assessments as a part of the induction and orientation process;

• Implementation of the OH&S reporting module in the human management and payroll system;

• Online subscription to over 160 OH&S Australia Standards and Codes of Practice;

• Online subscription to a Chemical Compliance Management System that allows the recording of hazardous substances/chemical products and printing of Material Safety Data Sheet;

• The continuation of satellite phones, defibrillators, oxygen and trauma kits rollout to majority of the remote ILC-operated and held properties; and

• Access to an Employee Assistance Program for employees and their families.

ILC employees were offered:

• Vaccinations against Influenza and, where required, Q Fever, Tetanus, Hepatitis A and B;

• Eyesight testing for screen-based equipment; and

• Healthy Employee Scheme, financial contribution for quit-smoking courses, gym and sports club membership, weight-loss programs, home-based exercise equipment and team based sports.

NIPE employees were provided access to vaccinations against Influenza and where required Q Fever, Tetanus, Hepatitis A and B where required.

Hazard Identification, Risk Assessment and Control (HIRAC) inspections are scheduled every two years for ILC-operated and held properties. The ILC completed HIRAC inspections scheduled for 2010–11, with seven of 15 ILC-operated and two other ILC-held properties being inspected. Activities and control measures indentified are built into implementation plans which are monitored by the ILC’s OHS Coordinator.

Workplace Inspections were completed in each of the ILC and NCIE Ltd offices.

OHS activities, HIRAC and workplace inspections, and incident/injury reporting continue to result in greater awareness of OHS matters. This is reflected in the number of lost-time incidents decreasing during 2010–11.

In 2010–11, the ILC and its wholly-owned subsidiaries had one occurrence that required notification under Section 68 of the OHS Act 1991. Notifiable incidents are shown in Figure 8.

Workshop/yard/stock work resulted in the highest number of incidents and/or near misses. Better training and education programs have seen incidents involving horses and using equipment decline. The types of incidents in 2010–11 are shown in Figure 9.

No notices were given under section 29, 46 or 47 of the OHS Act.

Figure 8: Notifiable Incidents

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

Deaths: 0

Dangerous occurrences: 1 (2010–2011

Serious Personal Injury: 3 (2009–2010), 2 (2008–2009)

Incapacity: 1 (2009–2010)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

Figure 9: Mechanism of Incidents

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

Horse: 6%

Vehicle/Motor Bike12%

27%: Using Equip/Handling

55%: Workshop/Yard/Stock Work

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Ecologically Sustainable Development and Environmental Performance

Environmental framework

The ILC continued to develop and implement initiatives that align with the principles of Ecologically Sustainable Development (ESD) and biodiversity conservation. As a commonwealth agency, we are required to comply with the Environment Protection and Biodiversity Conservation Act (1999) (EPBC Act). The EPBC Act requires management to address matters of national environmental significance and other matters, such as heritage places and threatened species. Additionally, the ATSI Act requires us to pursue sound land and environmental practices in our programs.

At a broad level, the NILS 2007–2012 (see page 23) sets strategies to address environmental issues on Indigenous-held land, to maintain a balance between sustainable economic development and biodiversity conservation.

The ILC contributed to a number of projects on Indigenous-held land in 2010–11 with a specific focus on environment, heritage and the principles of ecologically sustainable development (Table 24). The ILC has a particular interest in assisting Indigenous landholders to maximise their participation in the carbon economy through land management activities like wildfire abatement.

An Environment and Heritage Steering Committee is responsible for the ILC’s management of environment and heritage issues, including the review of key documents and environmental performance initiatives. The committee reports to the CMT.

Monitoring and reporting of environmental performance

In 2010–11, the ILC introduced an enhanced system to monitor and report on environmental performance. Quantitative measures are used in 2010–11 to report on energy, water and paper consumption, and business travel (Table 24). The indicator protocols have been modelled on the Global Reporting Initiative’s reporting framework, 
a widely used sustainability reporting framework. These indicators align with the ESD reporting requirements of commonwealth agencies under the EPBC Act. 
The scope of this reporting is limited to the ILC’s offices in Adelaide, Brisbane, Perth and Canberra.

In 2011–12, specific performance targets will be developed for the next three years, with 2010–11 data used as a baseline to compare performance. Targets will be set according to each of the specific objectives listed in Table 25. Environmental management plans (see below) are the principal means of developing strategies to achieve these targets. The ILC will work hard towards implementing these strategies, to meet our targets and reduce our environmental footprint.

Mitigation of environmental impacts

All ILC offices (Adelaide, Brisbane, Perth and Canberra) have environmental management plans that detail specific initiatives intended to reduce energy and water consumption, the use of office materials such as paper, and unnecessary business travel.

The ILC’s Adelaide office is located in a building that is rated 5 stars in the Green Star Rating System. Among other initiatives, the office is fitted with energy efficient triphosphorous tubes, which use less energy than standard fluorescent light tubes.

All ILC offices use A4 paper with 50% recycled content (Forest Stewardship Council Certified), and printer default settings are set to doubled-sided. Staff are regularly reminded about paper wastage and to print documents only when necessary. Paper recycling bins are located at each workstation and kitchen bins are split to separate general waste and recyclables.

Dishwashers are energy and water efficient and only used when full; dishes are generally hand-washed in the smaller Canberra office. Toilets are dual flush systems and urinals in the Adelaide office are waterless.

Computers have energy efficient sleep modes and staff are instructed to turn off their computer and other appliances at the end of each day.

To reduce the impact related to business travel, staff are encouraged to use the ILC’s video conferencing facilities wherever practical.

Environmental Management Plans for both rural and urban properties are in place and implemented on ILC-owned and leased properties. Each plan addresses responsibilities under relevant state and commonwealth legislation, outlines strategies to manage natural and cultural heritage values, and describes actions required to mitigate potential environmental impacts for specific land use activities.

Table 24: Land Acquisition and Land Management Projects Undertaken in 2010–11, 
with a Specific Focus on Environment and Heritage Values.

Project name	Description
IPA (Indigenous Protected Areas) Partnership	A partnership between the ILC and the Department of Sustainability, Environment, Water, Population and Communities to increase the number of IPAs and create more training and employment outcomes in existing IPAs.
Fish River	The property was acquired to manage its significant environmental values in the Daly River region of the Northern Territory. Activities in 2010–11 included aerial fire management and feral animal control (e.g. wild buffalo).
Carbon Markets	A desktop study to investigate risks and opportunities for 6 properties of the emerging carbon markets.
NAILSMA Business Planning	Development of a comprehensive business plan to guide the development of savanna fire abatement projects in northern Australia.
Kimberley Weed Project	Weed control to ensure environmental health of Indigenous held lands in the East Kimberley.
Warrigundu Station	Activities in 2010–11 included fire management, feral animal control and weed control.
Cape York Indigenous Land Economic Development	A project to support Aboriginal Land Trusts identify and develop economic development opportunities, including ecotourism, carbon management, ecosystem management, bio-fuel production, and art and craft.
Kimberley Ranger Program	Assistance is provided to the Kimberley Land Council to establish and coordinate Ranger Group activities across the Kimberley region of Western Australia.
Gunbalanya Station and Meats (ILC Businesses)	Mimosa pigra weed control, including 1,200 ha sprayed and 100 kg of Graslan pellets applied (herbicide).
Warrakoo Fencing	200 km of new fencing to create a nature corridor adjacent to a nature reserve, and prevent sheep from accessing the reserve.
Oak Valley Nursery Development	Propagation tunnels purchased for a community project revegetating roadside areas being degraded by increased vehicle traffic.
Tiwi Natural Resource Management Rangers	Various land management activities and the development of relationships with natural resource management agencies (as a pathway towards self management).
Boole Poole	Weed control, clearing of walking tracks, clearing firebreaks and fencing.
Ranger Support, Anindilyakwa Land Council Indigenous Protected Area	Protection of environmental and cultural heritage values through plant surveys, ghost net collections, checking recreation permits, sea and beach patrols, monitoring animal traps, cultural site surveys, weed spraying, and activities to manage endangered species (northern spotted quoll).
Banka Banka West	The property was acquired to protect its culturally significant sites.
FaHCSIA Funded Jobs projects	A collaboration with the Central Land Council, Northern Land Council, Julalikari Council Aboriginal Corporation, Larrakia Nation, Laynhapuy Homelands Association and Tiwi Land Council, to undertake a range of land management and pastoral activities throughout the Northern Territory. These activities include weed and feral animal control, biodiversity monitoring, fire management, forestry management, fencing, seed collection, plant propagation, preservation of tradition ecological knowledge, maintenance of culture, participation in cultural activities, protection and restoration of culturally significant sites, and establishment of cultural heritage protocols.

Table 25: Quantitative Results for Ecologically Sustainable Development Performance Indicators in ILC offices, 2010–11.

Protocol	Objective	Indicator	2010–11
Energy efficiency
Indirect energy consumption (electricity)	Reduce total indirect energy consumption and associated greenhouse gas emissions	Total indirect energy consumption (kWh) Total indirect energy consumption (kWh) / FTE^α / day Greenhouse gas emissions (t CO2-e)^β	238,190.9 6.9 193.8
Business travel by taxi	Reduce the number and distance of trips taken by taxi, and associated greenhouse gas emissions	Number of trips taken	1455
Business travel by hire cars	Reduce the number and distance of trips taken by hire cars, and associated greenhouse gas emissions	Total distance travelled (km) Number of bookings Greenhouse gas emissions (t CO2-e)^∞	169,862 266 31.4
Business travel by aircraft^‡	Reduce the number and distance of trips taken by aircraft, and associated greenhouse gas emissions	Total distance travelled (km) Number of sectors flown Greenhouse gas emissions (t CO2-e)^µ	3,944,727.7 2768 893.6
Paper consumption	Reduce paper use and waste	Total number of sheets purchased (A3 and A4) Total number of sheets purchased / FTE employee / day (A3 and A4) Proportion (%) of paper purchased with ≥ 50% recycled content	818,500 23.9 87.4
Water consumption†	Reduce total water consumption and associated environmental impacts	Total water consumption (L) Total water consumption (L) / FTE / day	322,006.5 15.5

α Full-time Equivalent employee

β Methodology follows National Greenhouse Accounts Factors (2010) Department of Climate Change and Energy Efficiency, Canberra.

∞ Methodology follows National Greenhouse Accounts Factors (2010) Department of Climate Change and Energy Efficiency, Canberra. Assumption: fuel efficiency of 8.08 L / 100 km (An F, Sauer A (2004) Comparison of passenger vehicle fuel economy and GHG emission standards around the world. Report prepared for the Pew Center on Global Climate Change.

‡Figures represent 12-month estimates from data obtained for September 2010 – June 2011.

µ Radiative Forcing Index (RFI) of 1.9 for all flights ≥ 401 km (RFI of 0 for flights ≤ 400 km); emission factors incorporating RFI = 0.00026 t CO₂-e/ km (flights between 0 and 400 km), 0.00036 t CO₂-e/ km (flights between 401 and 1000 km inclusive), 0.0002 t CO₂-e/ km (flights between 1001 and 3700 km inclusive) and 0.00023 t CO₂-e/ km (flights ≥ 3700 km). Reference: Ross D (2009) GHG emissions resulting from aircraft travel. Carbon Planet.

?Adelaide office only (58.1 FTE staff – 60.6% of the ILC’s office-based employees – are located in this office).

ILC General Manager David Galvin.