www.pacificnational.com.au
ESG 
Report 
FY2023

About this report
This is the fourth Environmental, Social and Governance (ESG) Report presented 
by Pacific National Holdings Pty Limited and its subsidiaries (Pacific National) 
for the financial year ending 30 June 2023 (FY23). 
It sets out the results of our efforts in implementing 
the initiatives we described in our FY22 ESG report.
The initiatives we describe in this report apply to 
Pacific National and its subsidiaries, encompassing 
our intermodal, coal, and bulk and IMEX 
transport business units. It provides stakeholders 
with a report that demonstrates action on 
key ESG priorities material to our business.
It is aligned with the Global Reporting Initiative 
(GRI) Standards framework. KPMG has provided 
limited assurance over selected data sets within 
this report as described in the Limited Assurance 
Statement on page 66. 
The Pacific National Board of Directors approved 
this report on 1 September 2023.
Beyond this report, Pacific National reports 
on ESG performance in the following ways:
•	 Modern Slavery Statement
•	 Regulatory reporting on energy and 
greenhouse gas emissions in Australia
•	 Regulatory reporting on safety 
•	 Regulatory reporting on Workplace 
Gender Equality
For questions about this report please contact 
PN_communications@pacificnational.com.au.

Contents
ACKNOWLEDGMENT OF COUNTRY 
2
CHIEF EXECUTIVE OFFICER COMMITMENT  3
PACIFIC NATIONAL FY23 ESG HIGHLIGHTS 4
ABOUT PACIFIC NATIONAL 
6
Our PNA 
8
Our company snapshot 
10
Our core markets 
10
Where we operate 
11
THE PACIFIC NATIONAL ESG STRATEGY 
12
ESG Strategy goals 
13
Materiality assessment 
14
ACT ETHICALLY AND RESPONSIBLY 
16
Governance 
16
Procurement 
20
Business Resilience 
21
WORK SUSTAINABLY 
22
Line of Sight Towards Net Zero 
and Carbon Efficiency 
22
Environmental Footprint 
34
RESPECT AND ENRICH 
36
Health, Safety and Wellbeing 
36
People Highlights 
41
Inclusion and Diversity 
43
Community giving 
49
PERFORMANCE DATA 
51
GRI CONTENT INDEX 
60
STATEMENT OF LIMITED ASSURANCE 
66
GLOSSARY 
70
Disclaimers 
72
1
Pacific National | ESG Report FY2023

Pacific National traverses some of Australia’s most remote locations, and we are 
proud of our connection to this land and nation – it is what makes us who we are 
and defines us as a business. 
We acknowledge the Traditional Custodians of the land on which we 
work, live and rail. We pay respect to Elders past, present and future 
and to the continuation of cultural, spiritual and educational practices 
of all First Nations peoples.
Acknowledgment of Country

Chief Executive Officer Commitment
The Chief Executive Officer and Executive Leadership Team of Pacific National 
present this ESG Report for the year ending 30 June 2023. 
Pacific National is continuing to mature its 
focus on ESG. This report provides context 
and updates on the implementation of our ESG 
program that is progressing our commitment to 
managing our environmental footprint, caring for 
our people, and managing the impact we have 
on the communities in which we operate.
We acknowledge that managing our emissions 
and influencing the industry’s emissions impact 
and climate change response will be central 
to our plans in the coming years. 
In 2022, we published our Climate Change Strategy 
and set an interim target of 10 per cent reduction 
in carbon emissions intensity by 2030. In 2023, 
in alignment with the Australian Government’s 
new Safeguard Mechanism reform requirements, 
we shifted our focus to improving our Scope 1 
emissions intensity to meet the reforms.
Our ongoing work involves engaging Government 
with and on behalf of our industry to progress 
rail freight’s transition to a low carbon economy. 
While technology options are becoming available 
to improve our emissions footprint, these require 
ongoing research and commercial scalability 
before they can deliver the step change we 
anticipate in emissions. In the meantime, we 
continue to act on ways to reduce our Scope 1 
emissions intensity through fuel reduction and 
improved utilisation of our assets. While we 
investigate technological options in addition to 
the continuous improvement efficiency initiatives 
we are implementing, we support and advocate 
modal shift of the transport of goods and 
commodities from emissions-intensive road to rail. 
By improving road-to-rail conversion, Australia can 
immediately improve its net emissions from freight 
movement in advance of technologies becoming 
commercially viable.
During the year, we have embedded ESG in 
decision making throughout Pacific National 
and continued to reflect our ESG commitments 
in the services we provide customers. 
We have a direction towards scaling up our ESG 
ambition and we are committed to its delivery.
Paul Scurrah 
Chief Executive Officer
3
Pacific National | ESG Report FY2023

Pacific National 
FY23 ESG Highlights
Act Ethically and Responsibly
Revised our 
governance structure
Appointed Ms Catherine 
Livingstone AO as the new 
independent Chair of the Pacific 
National Board of Directors
Made changes to our 
ESG framework
Incorporated ESG in 
decision making, including 
factoring in ESG into capital 
projects, commercial and 
procurement activities
Pacific National’s MSCI 
rating was upgraded one 
level from BB to BBB
A result of improvements in our 
performance in carbon emissions 
reduction and workplace safety
Introduced Ethical 
Procurement Certification
The Chartered Institute of 
Procurement and Supply 
Chain Ethical Procurement 
Certification strengthens our 
ability to deliver best practice 
procurement activity
Work Sustainably
Launched the Carbon 
Emissions Calculator
Allows us to provide our 
customers with a greater insight 
into their Scope 3 greenhouse 
gas emissions
Progressed our 
decarbonisation 
initiatives
Manufacturing has commenced 
of fifty 94 Class locomotives 
with lower fuel usage, emissions 
and featuring latest technologies 
to upgrade our fleet
Conducted research 
into battery electric and 
hydrogen‑powered locomotives, 
and began investigation into 
alternative fuels
4
Pacific National

Respect and Enrich Communities
Key safety indicators
Signals Passed At Danger 
(SPAD) decreased by  
41%
Significant incidents  
decreased by  
42%
Recordable injuries increased by 
19%
Endorsed by WORK180 
for our initiatives in 
improving gender 
representation across 
our organisation
Formalised our 
Community Giving 
Frameworks
Allows us to have clear 
guidelines on community giving 
and track the support and 
benefits we provide
Commenced GHG 
emissions Scope 3 
reporting
Continue to evaluate and 
deploy methodologies to 
improve understanding 
of our Scope 3 emissions 
to identify opportunities 
for decarbonisation
Supported Safeguard 
Mechanism reform 
implementation
Began to revise internal 
emissions reporting to set new 
targets aligned to the Mechanism
5
Pacific National | ESG Report FY2023

About Pacific National
Pacific National is Australia’s largest private rail freight operator. Our vision is to be 
Australia’s most trusted and respected logistics partner.
We have a broad and diverse customer base, 
helping businesses in energy and resources, 
consumer goods, multi-national freight‑forwarding, 
industrial manufacturing, and agricultural 
companies bring their freight to market 
domestically and for export. For all of them, 
we deliver what matters.
Since the first train ran in New South Wales in 1855, 
our operations are round-the-clock, every day 
of the year.
Karly, Kate and Paul at Brisbane Freight Terminal
6
Pacific National

Intermodal 
Freight
We operate a nationwide 
network of facilities, 
supporting Australia’s 
supply chains of crucial 
goods and materials.
•
We provide 
long-distance rail 
transport services for 
containerised freight.
•
We manage a network 
of terminals and freight 
yards to support 
national supply chains.
Coal Freight
Our operations are 
integrated into regional 
communities throughout 
Queensland and 
New South Wales.
•
We transport 
metallurgical and 
thermal coal from mine 
to port.
•
We connect regional 
coalﬁelds in Queensland 
and New South Wales 
with local and global 
export markets.
•
We recognise the 
ongoing global energy 
transition to a 
low-carbon economy 
and coal’s diminishing 
role in the future energy 
mix. We will continue to 
provide safe and 
eﬃcient services to 
the sector.
Bulk and 
IMEX Freight 
We move bulk commodities 
across Australia from their 
source to the point of export. 
•
We haul bulk minerals, 
waste, and construction 
material between our 
regional communities, 
ports, and major industrial 
and urban centres.
•
We haul agricultural 
products from regional 
areas to port for export.
•
We operate urban and 
regional port shuttle 
services for the import 
and export of 
containerised freight.
7
Pacific National | ESG Report FY2023

Our PNA
Our approach to ESG and Sustainability is underpinned 
by the Pacific National Approach – our PNA. 
It guides the decisions we make and represents what is important to us, 
what we stand for and how we behave as a company and as individuals. 
We take this approach into our commercial relationships and regulatory obligations.
Our PNA defines our priorities, which form the strategic pillars for our vision and purpose.
 
 
OUR PRIORITIES
OUR PURPOSE
OUR PHILOSOPHY
OUR VISION  
OUR VALUES
People and 
Leadership
Customers
Community
Financial  
Success
Safety
OUR FOUNDATIONS
|
|
Footprints and Assets
Heritage
Operational Excellence
 
Inspiring people, 
leadership 
excellence and a
respectful culture. 
 
Innovating and 
succeeding 
together.
Enhancing and 
caring for the 
communities 
we operate in. 
Make It Simple
We reduce complexity. 
Share More
We create a learning 
environment through 
storytelling and embrace 
and share diverse 
experiences.
Kindness
We are thoughtful and 
show respect in 
all circumstances.
Gratitude 
We show appreciation 
Curiosity
We embrace curiosity at 
safety, wellbeing, and 
continuous improvement 
of our workplace.  
Own It 
We take responsibility, 
we take action, we 
own our successes and
our mistakes 
We deliver what matters.
For our people, customers, and shareholders.
We care more.
Australia’s most trusted and respected logistics partner.
Controlling our 
destiny and 
earning the 
right to grow.  
Above all else. 
Home safely
every day. 
8
Pacific National

Yasmin and Jordon at Brisbane Freight Terminal
9
Pacific National | ESG Report FY2023

WA
PERTH
FREMANTLE 
PORT
MERREDIN
KALGOORLIE
Our company snapshot*
Our core markets^
Percentage of rail revenue by business segment
FY23
45%
19%
20%
17%
FY22
46%
20%
18%
16%
Intermodal Freight
Metallurgical Coal
Thermal Coal
Other
*	
Active locomotives are all locomotives excluding those that are on hire, scrapped or in storage. Active wagons are all wagons, 
owned and operated, excluding those scrapped or in storage. Customers are all customers with a transaction during FY23.
^	
Core markets numbers are rounded to the nearest one per cent.
Annual Weekly Haulage  
FY23
Intermodal: 
0.19m tonnes  
15,022 TEU
Coal: 
2.16m tonnes
Bulk and other Freight:  
0.31 tonnes
Active Locos 
~573
Active Wagons 
~12,730
FTE Employees 
~3405
Customers 
~464
Weekly Revenue 
Train Services 
~722
10
Pacific National

Intermodal
Bulk
Coal
Port
VIC
NSW
QLD
NT
SA
WOLLONGONG
PORT KEMBLA
MELBOURNE
SYDNEY
NEWCASTLE
GLADSTONE
PORT OF TOWNSVILLE
TOWNSVILLE
CAIRNS
PORT OF GLADSTONE
RG TANNA COAL TERMINAL
WICET
ABBOT POINT COAL TERMINAL
DALRYMPLE BAY COAL TERMINAL
HAY POINT COAL TERMINAL
BRISBANE
PORT OF BRISBANE
PORT OF MELBOURNE
APPLETON DOCK
PORT KEMBLA COAL TERMINAL
PORT OF BOTANY
PORT OF NEWCASTLE
NCIG
KOORAGANG 
COAL TERMINAL
PORTLAND
PORT OF PORTLAND
ADELAIDE
PORT ADELAIDE
ALICE SPRINGS
DARWIN
KATHERINE
BROKEN HILL
PORT
AUGUSTA
WHYALLA
TENNANT CREEK
DIMBOOLA
JUNEE
LEETON
GRIFFITH
MACKAY
BOWEN
ROCKHAMPTON
GEELONG
PORT OF GEELONG 
ETTAMOGAH
PARKES
Where we operate
11
Pacific National | ESG Report FY2023

The Pacific National ESG Strategy
Our approach to ESG and sustainability means we acknowledge our responsibility 
within our industry in addressing the key risks and opportunities facing our sector. 
Our focus is on real and tangible actions.
At Pacific National, we are 
maturing our focus on ESG to 
reduce our carbon footprint, 
enrich our connection with 
community, and further better-
quality inclusion and diversity.
We have invested in our ESG capability, attracting 
to the business an experienced and credentialed 
in-house team to support the entire business in 
delivering our ESG Strategy, drive its delivery, 
and continue to enhance our reporting. We have 
solidified our ESG Strategy and how we resource 
it to deliver more targeted reporting and outcomes, 
reflecting our Care More philosophy and values.
In acknowledging that climate change is real and 
that we must respond as a business, we continue 
to adjust and align the business to our key ESG 
and sustainability objectives. These are clear, 
easily understood, and supported by our Board 
and Executive Leadership Team, and our people. 
12
Pacific National

•
Align our organisational structure to improve 
our eﬀectiveness and corporate governance
•
Enhance the resilience of our business in the 
face of evolving challenges to the national 
supply chain
Our governance 
objectives
•
Provide an inclusive and safe workplace for our 
people, and enrich our connection to the 
communities we operate in
Our social 
objectives
•
Leverage our carbon eﬃciency to reduce the 
impact of Australia’s supply chain
•
Line of sight towards net zero and enact asset 
and technology roadmaps to support it
•
Minimise our environmental footprint 
beyond carbon
Our environmental 
objectives
Work sustainably
to reduce our 
environmental 
impact
Respect and 
enrich our 
communities 
to lift our 
social impact
Act ethically 
and responsibly 
to manage 
organisational 
eﬀectiveness
We deliver what matters
ESG Strategy goals
13
Pacific National | ESG Report FY2023

Materiality assessment
We completed a comprehensive materiality 
assessment process in FY22 to inform our planning 
for key priorities to address in our ESG strategy. 
These priorities remain relevant to our business 
and our ESG strategy for next year. 
For a detailed overview of the materiality 
assessment process and the materiality matrix, 
refer to pages 16–17 of our FY22 ESG report.
14
Pacific National
 WORK SUSTAINABLY
Road to Rail and Climate Change
We are driving carbon efficiency in Australia’s supply chain with our “Road to Rail” initiative. Rail is the most 
carbon efficient form of line-haul land transport while also delivering benefits beyond reducing carbon outputs. 
We can help move Australia to a low carbon future by shifting supply chain transport from high emission road 
transport to less intensive rail.
We are taking responsibility for reducing our environmental footprint through a solid strategy and improvements 
that are tangible and achievable, while working to establish baseline data so we understand the current risks 
and to put plans in place to reduce or mitigate them.
Environmental footprint
We are working to minimise our environmental footprint, focusing on the areas of land and resource management, 
air and noise pollution, water and waste. We want to ensure our environmental management practices are best-in-
class, going beyond regulatory compliance, to ensure we minimise our impact and address community expectations. 
 RESPECT AND ENRICH
Health, safety and wellbeing
We continue to ensure our employees always work in safe conditions and we will also take care of their mental 
and physical health and wellbeing.
People and community
We want the best people working with us. We are striving to provide an inclusive, accessible, and safe workplace 
for everyone who engages with our business. Our ambition is to be known as a business that respects and cares 
for the communities it operates in.
 ACT ETHICALLY AND RESPONSIBLY
Governance
We are aligning our organisational structure to improve the effectiveness of our corporate governance. 
This alignment will help us to continue to mature our ESG focus, increase the integrity of the data we capture 
for reporting, and ensure we remain accountable to our people and stakeholders.

Commitment to 
the United Nations 
Sustainable 
Development Goals 
(UNSDG)
We remain committed 
to contributing towards 
the following UNSDGs.
Jess at Brisbane Freight Terminal
15
Pacific National | ESG Report FY2023

Governance
We aligned our organisational structure to ensure 
the effective and efficient delivery of our strategic 
priorities and place Governance first in this report 
to highlight its significance in underpinning our 
ESG approach. 
Driving an effective organisational structure 
involved appointing several new executive and 
senior leadership team members to ensure our 
decision making processes and business priorities 
align with the company strategy and supporting 
ESG Strategy. 
We are implementing our workplan to address 
prioritised parts of the ESG strategy. We have 
developed a procedure to include ESG metrics in 
our decision making and this is currently being 
rolled out across the organisation.
Objectives: 
Align our organisational structure 
to improve our effectiveness and 
corporate governance.
Enhance the resilience of our 
business in the face of evolving 
challenges to the national 
supply chain.
Act ethically 
and responsibly
To manage organisational effectiveness 
16
Pacific National

On 13 March 2023, Ms Catherine Livingstone AO 
was appointed as the new independent Chair of the 
Pacific National Board of Directors. 
We aligned our executive structure with strategic 
objectives and have appointed the Chief Strategy 
and Sustainability Officer, Chief Legal Officer, 
Chief People and Culture Officer and Chief Customer 
and Commercial Officer to the executive team.
Steering Committee
•	 Accountable for implementation of Strategies 
and Action Plans
•	 Responsible for monitoring and measuring 
progress towards targets and recommending 
changes to Strategy and Action Plans to the 
Pacific National Executive
•	 Responsible for reporting on progress of 
actions and targets on quarterly basis to the 
Pacific National Executive
Working Groups
•	 Responsible for delivery of programs
•	 Responsible for reporting on progress of actions 
and targets to Steering Committee
AUDIT AND RISK 
COMMITTEE (ARC)
Oversight of ESG 
audit and risk
REMUNERATION 
AND NOMINATION 
COMMITTEE (RNC)
Oversight of ESG 
remuneration  
incentives
HEALTH, SAFETY, 
ENVIRONMENT 
COMMITTEE (HSEC)
Oversight  
and ESG strategic 
 direction
BOARD OF  
DIRECTORS
Highest level  
oversight
ESG governance at 
Pacific National
CLIMATE ACTION STEERING 
COMMITTEE
HEALTH, SAFETY AND 
ENVIRONMENT COMMITTEE
SOCIAL AND GOVERNANCE 
STEERING COMMITTEE
Carbon 
modelling and 
performance
Decarbonisation
WHS Committees
Inclusion and Diversity 
Working Groups
17
Pacific National | ESG Report FY2023
Act ethically and responsibly
Executive Leadership Team

Framework Supporting ESG Strategy Delivery 
We continued the development of our supporting ESG framework including: 
•	 Incorporating ESG in decision making, including processes to factor ESG into capital projects, 
commercial and procurement activities. 
•	 Developing guidelines for external decarbonisation engagements. 
•	 Developing an Australian Carbon Credit Unit (ACCU) purchasing process to monitor and review 
the potential need to buy ACCUs. 
The framework will continue to develop iteratively as we mature our ESG approach.
MSCI Rating Review
We submitted last year’s ESG report and 
performance data to MSCI for the ESG rating 
agency’s annual evaluation cycle. MSCI analysed 
our performance relative to 29 road and rail 
industry peers internationally.
Our rating has been upgraded one level from 
BB to BBB. 
This result reflects the improvements we have 
made in our performance related to carbon 
emissions and workplace safety. MSCI noted 
our efforts towards reducing Scope 1 
and 2 emissions. 
Our performance in safety was recognised 
as leading our peers and industry. 
We still have work to do on our emission 
intensity, currently exceeding that of railroad 
freight peers.
We continue to improve our data collection 
practices and disclosures to ensure the work 
done across our organisation is reflected 
appropriately in ESG rating agency scoring. 
Governance
ESG Foundations
ESG Strategic Action Plan
Climate Action Plan
Safety
Environment
Operations
People and
Culture
Inclusion
and Diversity
Community
Procurement
Governance
Information
Technology
Supporting
Transition
Climate
Resilience
Engagement and Collaboration
Decarbonisation
The Pacific National ESG framework
18
Pacific National

Policy Governance Framework
Our operating landscape is evolving. To enhance 
the resilience of our business in response to 
the changes, we implemented a new Policy 
Governance Framework setting out policy 
hierarchy, development processes, and a clear 
outline of roles and responsibilities for policies 
that guide our organisation. 
The framework will allow us to deliver consistency, 
compliance, and predictability throughout our 
organisation to ensure we operate according to 
the best standards, procedures, and guidelines. 
Pacific National Policy Suite
Code of 
Conduct
Conflict 
of Interest 
Policy 
Supplier 
Code of 
Conduct 
Compliance 
Framework 
and Policy 
Whistleblower 
Policy 
Fraud and 
Corruption 
Policy 
Risk 
Management 
Framework 
and Policy
Code of Conduct update
Alongside an update to the framework, we 
revised our Code of Conduct to reflect our 
PNA. We introduced a simple one-page outline 
to provide guidance on our commitment and 
expectations of behaviour by our employees, 
contractors, and partners. 
Industry leadership and 
government engagement 
As a leading freight and logistics operator in 
Australia, we play an active role in industry bodies 
and government policy forums. 
We want to ensure we promote the inherent 
safety and environmental opportunities provided 
by rail freight operations. We are committed to 
taking the lead in tackling the industry-wide, 
systemic, and structural challenges we face, such 
as transitioning to a low carbon economy and 
responding to the physical risks of climate change. 
Industry association membership
Australasian 
Railway 
Association
Freight on Rail 
Group
TrackSAFE 
Foundation
Queensland 
Resources Council
Property Council 
of Australia
Industry group participation 
Office of the 
National Rail 
Safety Regulator 
National Transport 
Commission Rail 
Interoperability 
Advisory Group
Rail Industry 
Safety and 
Standards Board
Queensland 
Ministerial Freight 
Council
Victorian Grain 
Rail Improvement 
Program
19
Pacific National | ESG Report FY2023
Act ethically and responsibly

Government engagement
This year we advocated for several issues essential 
to the rail industry when engaging with state and 
federal governments. 
•	 Providing additional grant funding towards 
building greater resilience and reliability 
into regional and interstate rail networks. 
This advocacy initiative is in conjunction with 
the Australasian Railway Association (ARA) 
of which Pacific National is a key member. 
•	 Continuing to promote the need for greater 
rail interoperability (harmonisation) across 
the nation, including in digital train control 
systems, rollingstock operating standards, 
and driver training. 
•	 Understanding the rail industry’s role and ability 
to contribute to the delivery of Australia’s net 
zero targets under the Safeguard Mechanism 
reform and engaging with the federal 
government as part of this process.
•	 Introducing policy reforms to help encourage 
the shift of freight from road to rail (trucks 
to trains) to deliver significant social, 
environmental, and productivity benefits 
for the national supply chain. 
•	 Recognising the benefits of private sector 
investment in new interstate intermodal 
terminals to help shift freight from road to rail.
Procurement
Ethical Procurement Certification 
Pacific National partnered with the Chartered 
Institute of Procurement and Supply Chain 
(CIPS) to include the CIPS Ethical Procurement 
Certification as part of Pacific National’s 
mandatory training program for all members 
of our procurement team.
CIPS is a globally recognised accreditation and 
membership organisation and is instrumental in 
driving change, sustainability, and best practice 
across the procurement sector. The certification 
is globally recognised and equips individuals 
and organisations with the skills and knowledge 
necessary to embed sustainable ethical 
processes, practices, and standards across 
all procurement activity. 
This annual certification strengthens Pacific 
National’s ability to deliver best practice ethical 
procurement activity and supports our ongoing 
commitment to delivering improved social 
outcomes throughout our third-party supply chain.
Social and environmental 
procurement awareness 
As part of our consistent effort to raising 
awareness, developing capability, and 
embedding best practice across all aspects of 
social and environmental procurement, Pacific 
National’s procurement team has developed 
and implemented a professional development 
program and community of learning.
We partnered with The Faculty – which represents 
procurement industry experts – to help develop 
individual and team subject matter expertise 
across sustainable, social, Indigenous procurement, 
supplier inclusion and diversity, strategic total 
cost and opportunity analysis, and carbon 
literacy within our third-party supply chain.
Through raising awareness, understanding 
and expertise across social and environmental 
procurement, Pacific National is well-placed 
to identify, benchmark, and deliver social 
procurement opportunities and outcomes.
20
Pacific National

Business Resilience
We continue to implement programs to enhance 
the resilience of our business in the face of evolving 
challenges to the national supply chain, such as 
weather disruptions. Pacific National operates 
on a network of more than 30,000 km of rail 
track nationwide. The track is owned, operated, 
and maintained by several public and private 
network operators.
Network resilience
To manage track disruptions such as derailments 
or flooding, we work with network operators and 
other rail operators to develop a coordinated 
approach to minimise the impact to the 
national supply chain. 
This includes:
•	 Actively engaging and communicating with 
network operators and rail operators.
•	 Coordinating with network and rail operators 
to decide which essential freight services 
can feasibly get through, and when.
•	 Providing work trains to carry supplies 
to network operator worksites to 
support maintenance and repairs 
and the rebuilding of track.
•	 Communicating with customers to 
manage expectations around disruptions 
and services restoration.
Network maintenance scheduling
We work with rail network operators to ensure 
track maintenance involves minimal impact to our 
movement of freight on behalf of our customers. 
We aim to ensure that track closures occur at 
times which minimise the volume of freight 
disrupted, and that temporary speed restrictions 
facilitate safe operations without needing to close 
the line completely for repairs. This approach, 
in collaboration with the Australian Rail Track 
Corporation (ARTC) and the Victorian Government 
and its agencies resulted in significantly improved 
safety outcomes for our people and freight 
outcomes for all rail users.
Vegetation management 
Managing trees close to rail lines is critical to 
the safety of our crews and the reliability of rail 
lines. Tree strikes on moving trains can cause 
physical and mental harm to our people, in 
addition to the operational and business risks 
it poses to Pacific National and our customers. 
Poorly managed vegetation also increases 
the likelihood of track closures or accidents, 
for example from treefalls during heavy rain. 
We have worked with ARTC and other network 
providers to improve vegetation management 
on rail corridors. We support expanded 
and harmonised regulatory powers for 
rail infrastructure managers to address 
the safety risks caused by vegetation.
Resilience during significant 
climate events 
Ongoing La Niña conditions created severe 
weather events during the year which disrupted 
our operations. Flooding in known and new 
problem areas resulted in track closures, in some 
cases for many months. The weather also impacted 
the ability of our customers – particularly open cut 
mines – to generate their targeted freight volumes. 
Pacific National’s flexibility and responsiveness 
in re-routing freight maintained the national 
supply chain’s resilience during this period.
21
Pacific National | ESG Report FY2023
Act ethically and responsibly

Line of Sight Towards Net Zero 
and Carbon Efficiency
We acknowledge that we have a role to play in 
Australia’s transition to a low carbon economy. 
We have continued initiatives designed to 
reduce our carbon footprint.
Objectives: 
Line of sight towards net zero 
and enact asset and technology 
roadmaps to support it.
Leverage our carbon efficiency 
to reduce the impact of 
Australia’s supply chain.
Minimise our environmental 
footprint beyond carbon.
Work sustainably
To reduce our environmental impact 
22
Pacific National

Pacific National Climate Change Strategy
We made progress on all four pillars 
of our Climate Change Strategy.
Supporting 
transition to 
a low‑carbon future
Driving carbon efficiency in 
Australia’s supply chain via Pacific 
National’s Road to Rail initiative
Government and industry engagement 
to support rail freight industry transition 
to a low carbon economy 
Customer communication on our action 
on climate risk management 
Improving fuel data collection 
and reporting practices 
Customer carbon emissions calculator
Building climate 
resilience
Mitigating the risks of climate 
change on Pacific National
Commenced climate change risk assessment 
Enhanced consideration of transitional 
and physical climate risks
Decarbonising 
our operations
Seeking solutions to 
reduce emissions through
Purchase of carbon neutral inputs
Optimisation projects
Low carbon mobile assets
Energy efficient properties
Low carbon diesels
Alternative locomotive energy sources
Engagement and 
collaboration
Identifying, testing, and deploying 
low-emissions technology 
in our operations
Assessing alternative fuel options for 
terminal assets
Working with fuel providers on availability 
of biofuels
Exploring hydrogen opportunities 
with several industry organisations
23
Pacific National | ESG Report FY2023
Work sustainably

*	
Carbon Emissions Calculator emissions reduction numbers should not be used in sustainability reporting as they are not bespoke 
to each customer, rather providing an estimate of emissions reduction of rail transport vs. road transport
Supporting transition to a 
low‑carbon future 
We continue to advocate for driving carbon 
efficiency in Australia’s supply chains through 
our Road to Rail initiative. Shifting transport of 
freight from higher carbon emission intensity road 
transport to less intensive rail haulage supports 
the decrease in overall supply chain emissions 
within Australia, while supporting the sustainable 
growth of our business. 
Compared to diesel-based road freight 
transport, rail provides a lower emissions 
solution for Australia’s supply chain network. 
Rail freight transport also allows for reduced 
traffic congestion and delivers better 
road safety outcomes for all road users.
With our industry partners, we continue 
to advocate with Government to drive 
optimal solutions for the national supply 
chain while implementing efficiencies 
within our network and leading the industry 
in adopting sustainable technologies. 
Pacific National Carbon Emissions Calculator
As part of our Road to Rail initiative, we launched 
our Carbon Emissions Calculator to help our 
customers understand their Scope 3 greenhouse 
gas (GHG) emissions* by assessing the carbon 
emissions associated with transporting products 
by rail compared to road.
The web-based calculator allows customers to 
input details of their freight journey, including 
volumes and load type, to calculate the estimated 
carbon emissions avoided by transporting 
by rail rather than road. The calculator is 
mapped to Pacific National’s sites and rail 
routes. Emission savings are calculated based 
on the selected freight commodity type using 
the National Greenhouse and Energy Reporting 
(Safeguard Mechanism) Rule 2015.
This calculator provides our customers greater 
insights as they review their carbon emissions 
performance and consider rail as an option 
to reduce future emissions. 
24
Pacific National

Building climate resilience
As Australia’s largest private rail freight operator 
we are serious about our role in minimising 
and adapting to the effects of climate change. 
We are building climate resilience into our 
extensive national operations because climate 
change poses a significant risk to our business, 
our people, and the communities where we are 
present. To do this we will continue to develop 
our Business Resilience Framework. 
Climate change risk assessment 
We have commenced a climate risk 
assessment and in the coming year will 
review alignment of our climate reporting to 
the Taskforce on Climate-related Financial 
Disclosures. This will allow us to devise 
a Climate Transition Action Plan with 
appropriate strategies for mitigation of the 
risks of climate change as well as ensuring we 
take advantage of opportunities that arise. 
We will work to understand physical risks 
related to our locations and operations. 
This will include assessing rail track-related 
risks, even though Pacific National does 
not own any rail tracks. 
As part of the risk assessment, it will be 
important for us to engage our employees 
to provide input into the process, and to 
increase the understanding of climate risk 
and its impacts on our organisation. 
The Carbon 
Emissions Calculator 
is available on the 
Pacific National 
website
25
Pacific National | ESG Report FY2023
Work sustainably

•	 Purchase carbon-neutral inputs: Buy lower 
or no‑carbon emissions inputs
•	 Efficiency/optimisation projects: Improve 
the fuel efficiency of existing assets
•	 Low carbon mobile assets: Improve 
the efficiency of terminal equipment or 
fleet vehicles
•	 Energy efficient properties: Reduce 
carbon-emissions associated with property 
& terminals
•	 Low carbon diesels: biodiesel and 
renewable diesel
•	 Alternate locomotive energy sources: 
new and emerging energy sources
Pathway to decarbonisation 
Increasing time or risk
Purchase  
carbon  
neutral  
inputs
Low  
carbon  
mobile  
assets
Low carbon 
diesels
Efficiency/ 
optimisation 
projects
Energy  
efficient 
properties
Alternate 
locomotive 
energy  
sources
Decarbonising our operations 
In working towards future Safeguard Mechanism 
obligations, we want to establish our direction 
to address net zero and leverage our carbon 
efficiency programs to reduce the overall 
impact on Australia’s supply chains.
We have identified six workstreams towards 
decarbonisation. They encompass a variety 
of solutions and cover a range of time horizons 
and risk levels. 
We have completed several improvements 
to our operations that allow us to lower 
emissions into the future. We include details 
on projects we have progressed in this report. 
Our decarbonisation strategy includes multiple 
workstreams and requires whole-of-organisation 
upskilling, training, and change. We are proud of 
the progress made so far. 
26
Pacific National

Purchasing Carbon Neutral Inputs
Energy procurement
Where available, we are buying or establishing 
contracts to procure green electricity. We recently 
renewed our small sites electricity agreements 
through to November 2025. After identifying 
24 contestable sites across New South Wales, 
Queensland, South Australia, and Victoria, and 
running a competitive tender process, we have 
entered contracts for the provision of 100 per cent 
renewable energy for those sites. 
This collaboration ensures each of these sites is 
powered by renewable energy, underscoring our 
commitment to sustainability. This transition aligns 
with our sustainability goals and creates economic 
value, yielding annual savings of $22,600 and 
468t of carbon saved.
Pacific National’s large market agreements 
currently do not have provision for green energy; 
however, this option will be explored as we go 
to market prior to their expiry in 2024 and 2025.
Wheel discs using electric arc furnace steel
We engaged Comsteel to supply wheel discs 
for wagons. Comsteel uses electric arc furnace 
steel, which is composed of 93 per cent recycled 
raw materials including steel scrap which is 
recycled from end-of-life products such as 
cars, rail line, railway wheels, mattress springs, 
and demolition scrap.
The electric arc furnace process halves carbon 
emissions when compared to product produced 
from blast furnace, basic oxygen furnace or 
induction furnace steel. Carbon emissions 
associated with these products are 75 per cent 
lower than alternative sources.
Melbourne Freight Terminal
27
Pacific National | ESG Report FY2023
Work sustainably

Optimisation projects 
Fuel digitisation
To optimise our operations, improve data quality 
and business visibility, our organisation needs to be 
able to capture automated, real-time, and accurate 
data on fuel and oil movements and allocations 
within the business. 
We are currently planning a digitisation project 
and we have completed proof of concept 
integration activities with successful project 
tests. We are planning to roll out improvements 
across our sites by the middle of 2024.
Fuel efficiency programs
A number of programs have been running to 
improve the fuel efficiency of our services. 
This includes focusing on improved matching of 
services with demand in the marketplace, resulting 
in moving more freight with fewer locomotives. 
The Loco-Off lining program operates where 
train dynamics allow locomotive horsepower 
to be turned off when operating in appropriate 
circumstances (e.g., empty journeys), reducing 
fuel consumption while in transit and turning 
the locomotive back on when additional 
energy is required. This is operating well in 
those locomotives that have the technological 
capability to operate this system. 
During the year, our Driver Support program has 
been developed to collect locomotive operating 
data to monitor opportunities to implement 
Loco‑Off lining in our Queensland operations, 
with full roll-out anticipated in FY24.
We have continued to run the Wired Distribution 
Power program however this has been at 
lower than projected levels due to the reduced 
production volumes from customers, industrial 
matters and limited capability at coal load points.
As opportunities arise, we will look to expand these 
programs to make further fuel savings and reduce 
carbon emissions.
In-line fuelling
We are implementing in-line fuelling locomotive 
modifications for 48 locomotives to improve 
transit time and service running. This will allow 
us additional capacity on services for customer 
containers due to reduction of fuel wagons, 
result in better arrival and delivery times to our 
terminals and allow for double stacking activities. 
Double stacking 
We continue to progress our double stacking 
program that will allow us to increase volumes 
hauled, require no additional locomotive 
acquisitions, and enable targeted terminal 
capacity expansions.
Train length improvements
We are implementing the asset, technology, 
infrastructure and planning requirements needed 
to increase train length to improve fuel efficiency 
and reduce carbon emissions intensity.
So far, we have implemented train length 
improvements for our customers in Victoria. 
Through analysis of the infrastructure, discussions 
with our customers and multiple risk assessments, 
we increased the standard 40 wagon train 
length to 50 wagons with a 25 per cent 
payload improvement. 
28
Pacific National

Trip Optimizer™ program
Trip Optimizer™, the equivalent of smart cruise 
control in trains, sees the software reduce 
sub‑optimal fuel burn and improves consistency 
of driving by mapping the topography of the route 
and determining the optimal acceleration and 
braking for the locomotives. 
To date we have installed Trip Optimizer™ in 
91 of our locomotives. We have been trialling the 
technology since 2020 and we have extended 
those trials to increase driver exposure to the 
software and enhance and refine the system. 
So far more than 270 of our employees have been 
trained with 75 now fully qualified. 
Preliminary fuel-saving 
results from Trip Optimizer™ 
usage indicate we will save 
approximately 14,000 tonnes of 
carbon annually with fuel savings 
of more than four per cent†, and 
we are encouraged by early trials 
indicating greater savings may 
be achievable. 
Battery jumpstart fuel saving program
We are currently operating around 490 diesel 
electric locomotives which consume diesel at 
different rates based on a variety of technical 
and operational reasons. 
To reduce diesel consumption, we have 
implemented a battery jumpstart program to allow 
the shutdown of locomotives when not in use. 
The devices will remove the risk of being unable 
to restart locomotives, particularly in remote 
locations. In the event of a flat battery, the device 
can restart the locomotive, mitigating potential 
service impacts. 
This will help to reduce diesel consumption and 
emissions as well as reduce maintenance costs 
through decreased component wear.
We completed 24 required safety and operation 
modifications to implement the battery 
jumpstart program, with 13 sites completing 
WHSE consultation, site assessment checklists 
and risk assessment reviews. 
We are working with our Learning and 
Development team on an e-learning training pack 
for all our operators. 
Low carbon mobile assets
Locomotive fleet strategy
Key to long-term decarbonisation of our operations 
is rejuvenating our locomotive fleet. Manufacturing 
has commenced of our new 94 Class locomotives 
with lower fuel usage, emissions, and latest 
technologies. The 94 Class will be a first for the 
Australian rail industry* to feature a Tier 4 engine 
platform and are five per cent more fuel efficient^. 
We are grateful for the opportunity to work with 
the supplier to develop this technology. 
These locomotives are being assembled in 
Newcastle, New South Wales, demonstrating 
our commitment to local procurement and 
the local economy. 
Our other decarbonisation project teams have 
been working with the 94 Class Project to ensure 
efficiency-related measures, such as in-line fuelling 
and Trip Optimizer™, are being implemented 
across the new fleet. This will ensure we have 
the best possible new technology consolidated 
into these locomotives.
Intermodal wagons
We are adding more intermodal Well wagons 
to our operations to future-proof our business 
to operate on the inland rail network via fleet 
renewal, efficient operations, and double stacking. 
Well wagons enable double stacking of containers 
to increase volumes without adding additional 
locomotives, improving emissions intensity 
per unit of freight moved.
*	
Outside of the mining industry.
^	
Based on the 93 Class locomotive.
†	
Compared to NR Class locomotives without Trip Optimizer™ installed and operating.
29
Pacific National | ESG Report FY2023
Work sustainably

Energy efficient properties
Office leasing strategy 
As part of Pacific National’s commitment to 
minimising our environmental footprint the 
property and terminals team is implementing 
an office leasing policy to implement 
sustainability criteria in all future commercial 
leasing arrangements. This will include 
Green Star and NABERS energy rating.
All future fitout requirements are to include 
sustainable measures such as an emphasis 
on natural light, choosing energy efficient 
lighting, installing solar where possible, using 
energy efficient appliances, choosing furniture 
made from sustainable materials, bringing the 
outside in, utilising renewable energy sources, 
and reducing paper usage. 
Terminal developments – 
the Little River Logistics Precinct
The 550ha Little River Logistics Precinct is being 
explored for a new interstate intermodal terminal, 
for import-export, warehousing and rail functions. 
A large portion of the site will be retained 
to support existing biodiversity. 
The project is currently in the planning and design 
phase and included in the current scope of work 
is the development of an ESG Framework that 
will ultimately inform decision making in the 
design, construction, and ongoing operation of 
the precinct. It is expected that the framework 
will be adapted for future intermodal terminals 
and may be applicable to driving improved 
ESG outcomes for existing terminals. 
There are seven focus areas specific for new 
terminals, as well as maintaining a focus on 
existing business wide initiatives, as follows: 
•	 Climate Change (Terminal Specific) 
•	 Responsible Asset Management 
(Terminal Specific) 
•	 Environment Management (Terminal Specific) 
•	 Regional Development and Community 
Engagement (Terminal Specific) 
•	 Governance 
•	 Health, Safety and Wellbeing 
•	 Inclusion and Diversity
It is envisaged the framework will guide positive 
environmental outcomes and establish benchmarks 
and targets regarding energy, water, biodiversity, 
transport, emissions, Indigenous participation, 
and any other area that could be appropriate 
for the project.
Terminal developments – 
Parkes Intermodal Terminal
To realise the full potential of our investments 
in rollingstock, we continue to expand our 
Parkes Intermodal Terminal to enable the 
efficient consolidation and double stacking 
of Perth‑bound trains from the East Coast.
Low carbon diesels
Our research into hydrogenated vegetable oil 
(HVO) and biodiesel as an alternative fuel source 
for locomotives has yielded promising results.
We have explored mixing biofuels with 
conventional diesel to create biodiesel blends. 
Certain blend ratios can be successfully used 
without significant engine modifications or 
performance degradation, with these blends 
pre‑approved by our existing locomotive suppliers. 
We will explore further use of low carbon 
diesels in the short term to reduce emissions. 
The supply chain for low carbon diesels is still 
developing and as demand for these products 
increase, Pacific National’s expectation is that 
both commercial viability and supply chain 
stability will improve.
30
Pacific National

Alternate locomotive energy sources 
We are working to understand the potential benefit 
of battery electric locomotives in our operations. 
This includes modelling to understand where 
in the network sufficient regenerative braking 
takes place for this to be feasible.
Over the past year we have conducted 
exploratory research into battery electric and 
hydrogen locomotives and began investigating 
other alternative fuels. 
Technological solutions to decarbonising our 
operations are increasing. In response we continue 
to build our in-house skills and capabilities, 
conduct research, and leverage existing supplier, 
government, and industry relationships to work 
towards new technology implementation. 
Battery Electric Locomotives
We have conducted simulations and modelling 
exercises to assess the viability of battery-powered 
locomotives in different operational scenarios. 
We have identified several high-capacity battery 
solutions to power our locomotives over extended 
distances. We have also explored the concept of 
fast-charging infrastructure and other charging 
solutions to minimise downtime and disruptions 
to operations and customers. We are engaging 
with rail operators globally and learning from 
their procurement of battery electric technology.
While battery locomotives show promise, 
we have also identified certain operational 
challenges that need to be addressed. 
These include the need to develop infrastructure 
such as charging stations along rail networks, 
and the optimisation of battery performance 
for heavy‑duty and long‑haul applications. 
Hydrogen-powered Locomotives 
In parallel with our battery research, we have been 
exploring the potential of hydrogen-powered 
locomotives as an alternative to diesel.
We have examined different hydrogen storage 
technologies, such as high-pressure tanks 
and solid-state hydrogen storage, to evaluate 
their suitability for locomotive applications. 
Additionally, we have explored fuel cell technology 
to convert hydrogen into electricity for propulsion. 
One of the main challenges for hydrogen 
locomotives is establishing a robust hydrogen 
infrastructure, including production, storage, and 
distribution facilities. We have been investigating 
potential partnerships with hydrogen suppliers to 
ensure a reliable and sustainable source of fuel.
It is likely that hydrogen based heavy haul rail 
solutions and associated supply chains will 
mature more slowly than battery-based solutions, 
however our view is they will play a post-2030 role 
in decarbonising our operations.
31
Pacific National | ESG Report FY2023
Work sustainably

Engagement and collaboration
Transition to a low-carbon economy and decarbonisation of our business cannot be achieved alone. 
Engagement and collaboration is a pillar of our strategy as we work to lower our operational emissions 
and enable lowering carbon emissions in Australia’s supply chains. 
Customers
Suppliers
Governments 
Industry
Provision of our Carbon 
Emissions Calculator.
Continuous 
conversations about 
needs and services. 
Engagement about 
technologies available 
to decarbonise 
our operations. 
Engagement related 
to policy development 
and investment in 
maintaining and further 
developing Australia’s 
rail network. 
Discussions with 
industry groups on 
opportunities to 
address industry 
decarbonisation risks 
and opportunities. 
Greenhouse Gas Emission Footprint 
Scope 1
Scope 2
Scope 3
Account for most of our 
emissions profile, driven 
primarily through our 
locomotives burning diesel.
Driven primarily by our 
electric locomotives in our 
Queensland operations.
We continue to work on Scope 3 
emissions inventory. 
We commenced collation of data 
covering technology, business 
travel and our supply chains. 
Safeguard Mechanism Reform
We are aligning to the Safeguard Mechanism 
reform requirements and continue to engage 
with the federal government to ensure the rail 
industry’s continued competitiveness under 
the new legislation.
Last year we published our Climate Change 
Strategy and set an interim target of 10 per cent 
emission intensity reduction, including Scope 1 
and 2, by 2030 based on a FY20 baseline. At the 
time we did not set a 2050 emissions reduction 
target as we continued to explore credible 
emissions reduction options. 
The Safeguard Mechanism requirements of 
a 4.9% annual baseline reduction in Scope 1 
emissions are more onerous than our initial 
10 per cent interim target. 
In response to the Safeguard reforms, we will 
have to revise our emission reduction targets 
to comply with the updated Mechanism 
and its focus on Scope 1 emissions. We are 
working to deliver our projects to reduce 
fuel use and emissions intensity and we will 
continue to address Scope 2 emissions through 
procurement and ESG in decision making.
We are revising our internal emissions 
reporting to reflect this and provide a 
shared understanding of our progress 
across the organisation, including education 
across the business for all our employees. 
We aim to deliver regular updates on the status 
of relevant projects and factor in outcomes of 
our fuel‑related emissions reduction project as 
they are achieved to demonstrate our progress.
32
Pacific National

Greenhouse gas emissions – tC02e 
Emissions intensity – tC02e/mNTK
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY23
FY22
FY21
85,592
871,837
810,685
81,587
50,086
84,692
912,770
Scope 1
Scope 2
Scope 3
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
Bulk and IMEX Freight
Coal Freight
Intermodal Freight
PN Emissions Intensity
FY22
FY23
FY21
Total Greenhouse gas emissions for Pacific National 
have decreased by 6.8 per cent and net tonne 
kilometres (NTK) have decreased by nine per cent 
over last year. 
Overall emissions intensity increased by five per 
cent and there has been an increase in emissions 
intensity across all business units, except for 
coal. This increase has been driven by a greater 
reduction in NTK compared with reduction in diesel 
usage. Weather events triggered by La Nina in the 
first half of FY23, derailments resulting in rerouting 
of services, and lower customer demand impacted 
emissions intensity performance. 
Scope 3 Emissions
Our Scope 3 emissions predominantly relate 
to our supplier activity, such as fuel and 
energy-related sourcing and supply activities. 
This year we are disclosing our Scope 3 
emissions footprint. Over the coming year, 
we will continue to evaluate and deploy 
methodologies to improve our understanding 
of Scope 3 emissions associated with the 
goods and services we procure. This will 
allow us to identify and assess opportunities 
to decarbonise our upstream supply chain 
through supplier engagement. 
33
Pacific National | ESG Report FY2023
Work sustainably

Environmental Footprint
Environmental performance
To continually improve environmental 
performance in FY23 we established a streamlined 
environmental baselining program across our major 
operational facilities. It assesses the impacts of our 
operations on key environmental values including 
land, air, water, biodiversity, cultural heritage, 
and communities.
Our objective is to use an up-to-date 
understanding of our material environmental 
impacts to establish clear and consistent metrics 
to drive improved performance outcomes.
We track key performance metrics, including 
environmental pollution incidents, complaints, 
waste, water, and energy consumption 
(See Environmental Footprint Table, page 52). 
Our performance is also monitored under a 
rolling Health, Safety and Environment (HSE) 
Assurance Program which is performed 
on a regular three‑year cycle across 
our operational footprint.
Pacific National had a four per cent decrease in the 
number of environmental incidents year‑on‑year. 
Most were minor hydrocarbon spills within 
controlled environments. Each was reviewed 
by site personnel with supporting advice from 
the environmental team, and where required, 
an internal investigation ensured measures to 
prevent, reduce, or control potential future 
events were implemented.
•	 There were no environmental regulatory 
compliance investigations.
•	 There were no further actions or orders from 
environmental regulatory agencies across 
our operations.
•	 Two environmental incidents required 
notification to environmental regulatory 
authorities, both of which involved the release 
of pollutants (diesel and flocculent respectively). 
Deployment of incident response and 
environmental remediation measures minimised 
the likelihood of environmental harm. 
Noise monitoring at Kooragang Island (Progress Rail Yard)
34
Pacific National

Waste and Resource Management 
We are improving our ability to monitor 
and manage how we consume resources 
across our operations. 
Our recorded waste profile remained consistent, 
we will be placing an emphasis on improving our 
ability to capture and track waste data across 
our operational portfolio over the coming year to 
drive improved waste management practices down 
to the facility level. We will do this by identifying 
ways to avoid generating waste and divert it 
from landfill for re-use or recycling.
Water usage 
The onus is on us to reduce unnecessary 
consumption of potable water and using it 
more efficiently. 
Pacific National consumed 532 megalitres of 
potable water during the year. This represents 
a 126 per cent year-on-year increase driven 
in part by an underground pipe failure at our 
Brisbane Freight Terminal that has been rectified.
Wheel Squeal Rectification
The Wheel Squeal Rectification program is 
dedicated to reducing noise from our wagons as 
they navigate tight rail curves in populated areas.
Supply chain constraints caused delays securing 
the components needed for modification 
and the program was delayed for six months. 
This is a project high on our priority list as it 
provides the greatest improvement for the 
communities in which we operate.
More than 600 wagons are targeted for 
modification, of which ten per cent have been 
rectified. Forty-one per cent are scheduled 
to be rectified during routine servicing. 
We provide regular updates to the New South 
Wales Environment Protection Authority 
as per our ongoing compliance requirements.
Locomotive Noise Monitoring
The national reach of our fleet means that 
conditions introduced by one state must be 
reflected throughout the entire fleet. Locomotive 
noise testing after a major engine overhaul is 
carried out as a requirement of our New South 
Wales Environmental Protection Licence.
Following overhauls, noise testing has 
been undertaken on 60 locomotives across 
five locomotive classes. We established an 
in‑house noise testing process to streamline 
testing and verify that locomotive engines 
meet established noise standards. 
To date our locomotive noise testing 
program has confirmed that the majority of 
locomotives are compliant with sound level 
criteria. Any exceedances are being reviewed 
to identify fleet wide trends and the need 
for additional management plans.
Light management
Facility energy accounts for approximately 
14 per cent of our total energy profile. 
To improve the energy efficiency of our facilities, 
we are implementing low-energy alternatives, 
such as LED yard lighting. 
LED lighting replacement
We have replaced the old mercury vapour/
sodium lighting at our Sydney Freight 
Terminal with LED lighting. In replacing 552 
lights with LEDs, we have reduced annual 
energy consumption by 450MWh and 
greenhouse gas emissions by 357tCO2-e. 
We plan to extend our LED lighting 
replacement program across our terminal 
portfolio over the coming year.
35
Pacific National | ESG Report FY2023
Work sustainably

Health, Safety and Wellbeing
We strive to work safely and efficiently with a 
simple but robust approach that fosters a culture 
of safety and injury prevention. This is important 
because we continuously assess our health and 
safety standards and continue our focus on critical 
risk management to keep our people physically 
and mentally safe.
We refreshed our HSE strategy during the year 
to renew the focus on management systems, 
risk mitigation and implementing learnings 
from investigation and assurance.
Our Brilliant at the Basics and Critical Risk 
Management programs continued in parallel with 
this strategic review to ensure we maintained our 
fundamental operational health and safety focus.
Objective: 
Provide an inclusive and safe 
workplace for our people and enrich 
our connection to the communities 
we operate in.
Respect and enrich
Our communities to lift our social impact
36
Pacific National

Brilliant at the Basics 
This program ensures new leaders are coached 
and mentored in the basics of HSE management. 
We measure success through safety statistics 
that indicate strong HSE leadership, including 
hazard reporting and safety engagements 
(lead indicators) and significant incidents, 
signals passed at danger, and rail operational 
safety incidents (lag indicators).
Critical Risk Management
Critical Risk management is an ongoing focus 
with key behaviours embedded in the operational 
environment of our business. These include Critical 
Control Visual boards, Critical Control Verifications 
(CCV) and Take 3 risk assessments before 
completing an unfamiliar or non-normal task. 
We measure success through the monthly quality 
and types of CCVs conducted and through 
our internal HSE assurance program.
For the FY23 reporting period:
41% fewer Signals Passed at 
Danger events
42% fewer significant incidents
19% higher recordable injuries
26% fewer incidents requiring 
first aid
Risk Management
At a strategic level we have reviewed our safety 
and environment risk profile to provide clear 
line-of-sight of controls to inform our assurance 
program and test for effectiveness. We have 
enhanced safety risk reporting as the key focus to 
support safety governance by the leadership team.
Take 3 Infield Safety Tool
37
Pacific National | ESG Report FY2023
Respect and enrich

Recordable Injury Frequency Rate
The recordable injury frequency rate has seen 
a positive downward trend from 11.3 in FY17 to 
3.6 in FY23. There was an increase from last year 
which we believe was due to heavy rain, flooding, 
and extensive disruption causing distraction. 
To combat this trend a focussed workplace 
hazard identification drive, as well as an action 
identification and action completion review 
was undertaken across the business.
Signal Passed at Danger 
Prevention (SPAD)
A SPAD in the rail industry indicates a train has 
gone past a ‘stop light’. During the year, we were 
encouraged by the effectiveness of education and 
a focus on reducing the incidence of SPAD events 
with a resulting consistent downward trend.
At the end of June 2023, we had recorded 
26 SPAD incidents compared with 44 the previous 
year, a 41 per cent reduction.
We attribute this to our consistent and ongoing 
dedication to SPAD mitigation, including our 
use of Critical Control Visual boards, the route 
knowledge of our experienced locomotive 
drivers, rail resource management protocols, 
and risk‑triggered commentary.
0
2
4
6
8
10
12
FY23
FY22
FY21
FY20
FY19
FY18
FY17
-68%
28%
3.6
3.6
2.8
3.5
4.6
6.2
11.3
Rate
0
20
40
60
80
100
FY23
FY22
FY21
FY20
FY19
FY18
FY17
-66%
-41%
Number
44
26
50
69
71
71
77
Recordable Injury Frequency Rate
SPAD Results
38
Pacific National

Mental health and wellbeing
Pacific National’s Mental Health and Wellbeing 
Strategy allows us to focus on developing, 
delivering, and incrementally improving our 
program. Our strategy deliverables include 
the following:
•	 Promote a positive mental health culture in line 
with our PNA, which defines our organisational 
purpose, philosophy, vision, priorities, 
and values.
•	 Reduce stigma about mental health conditions 
and psychological stress in the workplace.
•	 Improve mental health literacy of 
our employees.
•	 Develop mental health capability among 
our people.
•	 Ensure Pacific National leadership promotes 
a mentally healthy workplace culture.
•	 Seek internal and external specialist expertise 
to achieve improved mental health and 
wellbeing outcomes.
Deploying contemporary 
technology to enhance 
SPAD protection 
Pacific National has been at the forefront of 
deploying innovative technology to protect 
and enhance the safety of our people 
and our assets.
We were among one of the first rail operators 
to successfully install Automatic Train 
Protection (ATP) technology in the early 
1990s on locomotives on Queensland’s North 
Coast Line. Its use has enabled single driver 
operations because it automatically detects 
location, sectional speed limits, and signal 
aspects. Over time sustaining this equipment 
has become challenging with the supplier 
no longer providing the necessary hardware.
Pacific National has sought the assistance 
of 4Tel to develop the Advanced Driver 
Advisory System (ADAS) to replace the 
legacy ATP technology. It leverages existing 
trackside equipment and has been developed 
in accordance with International Safety 
Standard IEC-61508. 
We have completed the first two phases of 
the project, de-risking and critical design, and 
project design delivery. We expect to begin 
acceptance testing next year in conjunction 
with Queensland Rail and the Office of 
the National Rail Safety Regulator.
39
Pacific National | ESG Report FY2023
Respect and enrich

Key initiatives that connect to our Mental Health Strategy:
Peer Connect 
Program
80 volunteers have been recruited as Peer Connect Champions to provide 
confidential support to colleagues. Champions and administrators are 
accredited Mental Health First Aiders (MHFA) or are undergoing accreditation.
Mental Health First 
Aid Training 
180 employees have been trained in MHFA since the launch of the Mental 
Health Wellbeing program in September 2022. The training schedule is set 
12 months in advance, with monthly online sessions scheduled alongside 
regular onsite sessions. We plan to apply for the Mental Health First Aid 
Australia Skilled Workplace Program, which dictates best-practice mental 
health activity which aligns with our strategy.
Unmind Digital 
Wellbeing 
Application
All employees and contractors have access to the Unmind Wellbeing mobile 
phone app, which promotes self-care and resilience and provides access to 
wellbeing content and tools rooted in neuroscience, cognitive behavioural 
therapy, mindfulness, and positive psychology.
Mental Health and 
Wellbeing Campaigns 
and Resources
We are leveraging and sharing resources from RUOK, TrackSAFE, Unmind, 
MHFA Australia, Benestar, Australians for Mental Health and other mental 
health and wellbeing resources.
Benestar Employee 
assistance Program 
(EAP) Services 
Our EAP offers confidential counselling for employees and eligible family 
members. It also equips people leaders for RUOK? conversations with team 
members to ensure productive and positive conversations.
Wherefit
Based on employee feedback, we now offer emotional and physical wellbeing 
support with discounted gym memberships. 
Mental Health 
First Aid Training
Unmind 
Digital App
Mental Health 
and Wellbeing 
Campaign
Mental Health and 
Wellbeing Program
Reduce Mental
Health Stigma
40
Pacific National

People Highlights
Employees 
by gender
16%
84%
Male
Female
Employees 
by region
42%
58%
Major cities
Regional areas
Employees 
by age
9%
53%
38%
Under 
30 years old
30–50 
years old
Over 
50 years old
Moe at Brisbane Office
41
Pacific National | ESG Report FY2023
Respect and enrich

Employee engagement 
Listening to our people is important to us. 
We’ve implemented a survey program to 
connect throughout the year. The surveys allow 
us to measure and monitor feedback from our 
people. We deployed an employee engagement 
platform in October 2022 that converts feedback 
into meaningful insights that drive execution 
excellence and continuous improvement. 
Peakon by Workday provides leaders with 
a meaningful way to improve employee 
performance, spanning the employee lifecycle 
and giving real-time visibility into employee 
engagement, sentiment, and productivity, 
helping us to effect positive cultural change.
The ability to make data-driven people and 
strategy decisions has already proved to be 
efficient. We are already using the real-time 
feedback and people insights to manage 
the challenges of a large and geographically 
dispersed workforce by identifying the focus 
areas that drive the greatest positive impact.
Talent acquisition
Everyone can develop their career at Pacific 
National based on the expertise they bring 
to the role and their life experiences. 
Our talent acquisition team has ramped up their 
efforts to advocate career pathways at Pacific 
National and the level of interest is encouraging.
•	 More women and people from diverse 
backgrounds are being short-listed for 
trainee roles.
•	 Using our talent pool and talent community 
programs to keep potential women candidates 
up to date with opportunities, 69 per cent of 
women hired were from the talent programs.
•	 Our Learning and Development team has 
created and delivered training for hiring 
managers which includes modules on 
unconscious bias.
Inclusion and Diversity Pillars
CULTURE & BELONGING
DISABILITY &  
ACCESS​
We embrace and celebrate our different and 
varied cultural and social backgrounds.
We care about the wellbeing of our people and 
foster an open and welcoming workplace where 
every team member feels valued.
We recognise and champion the diversity 
of thought, ideas and strong connections 
that our people bring.
We are focussed on removing barriers that 
impact on an individual’s ability to equitably 
participate in society.
We are committed to implementing adjustments 
for an accessible workplace, to provide an 
equitable experience for people with disability.
We support carers and recognise the significance 
of caring for others living with disability.
42
Pacific National

•	 We are working with the Inclusion and Diversity 
team to engage First Nations providers 
to deliver cultural awareness training for 
hiring managers.
•	 We aim to partner with several diversity 
providers to support recruitment of people 
with disabilities and First Nations people.
Paying attention to pay
We have revised our remuneration policy to ensure 
we remain market competitive to attract and retain 
the best people in our industry. 
We shifted our benchmarking of market data from 
all industries to job specific. This fundamental 
change benefits all employees, including those 
not on enterprise agreements. It has resulted 
in an improved pay structure aligned with 
our people’s roles. 
Inclusion and Diversity
Our business is richer for the diversity and 
understanding each person brings to their 
work every day.
We have elevated the awareness of Inclusion and 
Diversity and implemented the strategy across the 
business at a transformative pace. We are taking 
a sensitive yet unapologetic approach.
Our strategy is built around five key pillars, 
which together provide the foundations we 
believe are right for our business and our people. 
We want the best people working 
at Pacific National and our 
business is richer for the diversity 
they bring to their work.
FIRST 
NATIONS
GENDER 
EQUITY​
PRIDE
We acknowledge the traditional 
custodians of the land where we live, 
work and rail. 
We are committed to strengthening 
our relationship with Aboriginal 
and Torres Strait Islander Peoples 
through reconciliation.
We are focussed on building a more 
inclusive and diverse workplace, 
through the recruitment and retention 
of First Nations people.
We are committed to 
raising our standards and 
challenging stereotypes 
for all genders – 
creating a workplace where 
we can all thrive.
We champion women, 
raising awareness, delivering 
initiatives and developing 
actions to achieve a gender 
equitable workforce.
We champion the LGBTQIA+ 
community and their allies in 
the workplace and beyond.
We raise awareness and 
deliver initiatives to develop 
a stronger culture of 
inclusion that can positively 
impact everyone.
43
Pacific National | ESG Report FY2023
Respect and enrich

Inclusion and Diversity 
Industry Associations
Pacific National has aligned itself to industry 
associations to assist, guide, inform and align 
our Inclusion and Diversity Strategy.
Culture and Belonging
At Pacific National 17 per cent of people identify 
as being culturally and linguistically diverse. 
We take the opportunity to celebrate this 
diversity by embracing national Harmony Week, 
through a series of activities that intentionally 
bring our people together.
Wear it Orange Day
We acknowledged Harmony Week and its theme 
of Wear it Orange day in a typically Pacific National 
way. Orange is the official colour of Harmony 
Week, reflecting social communication and 
encouraging self-respect and respect of others.
Our corporate teams showed their unity with our 
operational teams – who wear orange PPE every 
day – by also wearing orange. This simple yet 
profound acknowledgement of the value we place 
on our operational teams spoke directly to them 
in a tangible way.
Disability and Access
People with disability
Supported by Australian Network on 
Disabilities, our senior leaders have new insight 
into Pacific National’s access and inclusion 
practices, triggering an extensive program 
to drive a review of policies and processes 
to address access and inclusion barriers.
•	 We are preparing to implement a new 
Workplace Adjustments Standard and 
framework that will enable people with 
disability to take part fully in employment, 
job design, recruitment and selection, the 
work environment, training and development, 
and performance management.
•	 Personal Emergency Evacuation Plans ensure 
that appropriate actions are taken during an 
emergency for people who require additional 
or specific assistance to evacuate a building.
•	 A Dignified Access Review of strategic sites 
to ensure we are at minimum meeting our 
obligations under the Disability Discrimination 
Act 1992 and Disability (Access to Premises – 
Buildings) Standards 2010.
In the workplace, women encounter an array 
of obstacles, frequently exacerbated by biases 
like racism, ableism, and ageism. WORK180 
is dedicated to raising workplace standards 
for all women so that all women can choose 
workplaces where they can thrive. Pacific 
National was endorsed by WORK180 in 2022 
and continues to leverage the partnership 
to promote employment opportunities for 
women. Through focusing on what women 
need, Pacific National has increased the 
gender representation of its overall workforce 
to 16 per cent. 
In corporate roles 
this percentage is 
much greater, with 
46 per cent of our 
corporate workforce 
identifying 
as female.
44
Pacific National

Breaking Bias
We are building a culture where our people 
leaders are better able to make more informed, 
effective, and confident decisions through 
training to minimise the impact of unconscious 
bias. This builds into our value of kindness 
where our people are respected and valued.
The training was facilitated by NeuroLeadership 
Institute over three weeks covering Label Bias, 
Mitigate Bias, and Engage Others.
Gender Equity
Since publishing our first ESG report in 2020, 
gender diversity at Pacific National has risen from 
12 to 16 per cent. As we drive improvements across 
our diversity measures, we are seeing accelerated 
growth in the attraction of new talent. Data shows 
we are increasing representation and closing the 
gap on gender pay. In our corporate roles we have 
achieved 46 per cent female representation. 
•	 Women were appointed to significant 
leadership positions on the board and 
executive, and the number of women hired 
across the business has increased.
•	 Initiatives to ensure asset and property 
improvements consider accessibility needs 
of our diverse workforce. 
We have taken important steps to create the 
cultural change to better support women 
returning to work after a career break while also 
establishing a best practice approach to support 
all employees returning to Pacific National 
after an extended period away.
Career Revive
This program is facilitated by the Australian 
Government Department of Education and 
Department of Employment and Workplace 
Relations. Pacific National was selected to 
participate following a competitive selection 
process. So far, the program has added 
considerably to Pacific National’s gender 
equity program. We are now having informed 
conversations among leaders about targeted 
actions and business priorities.
Supported Returner Program
We were awarded Silver Status by Career Revive 
in recognition that the program’s key components 
have been implemented and that we clearly 
stated that we would continue working to increase 
the number of women attracted, recruited, 
and who remain at Pacific National.
•	 We are experimenting with job crafting to 
support women locomotive drivers through 
an agreed pathway that offers flexibility 
to suit individual circumstances. 
•	 Established a cross-functional forum to advise 
on initiatives to improve infrastructure on 
locomotives and in depots to ensure women 
drivers and engineers have safe, hygienic, 
and adequate facilities.
•	 Established the Return with Confidence 
program to connect returning women with 
mentors and buddies who have navigated 
their own return after a significant break.
PN Connect | Women’s Series
We established PN Connect | Women’s Series 
to build on the foundations and success of 
our previous program WomenConnect@PN. 
Thirty women from across our network met in 
our inaugural structured two-day program to 
grow their internal network, and to connect 
in a structured program with the objective 
of building conduits for career development.
Eighty per cent of participants reported 
improvement in the breadth of their network; 
60 per cent reported their network’s effectiveness 
had improved; and a similar number reported 
improved confidence, resilience, creating 
social capital, and self-reflection.
45
Pacific National | ESG Report FY2023
Respect and enrich

Workplace gender equality
We have put considerable effort into building job 
architecture to align employees with specific roles 
based on Pacific National’s needs and employee 
competencies and responsibilities. This covers all 
roles that align to the Australian and New Zealand 
Standard Classification of Occupations (ANZSCO).
This helps with workforce planning and baseline 
data capture for external reporting, including 
Workplace Gender Equality Agency (WGEA). 
We are also conducting a more detailed 
review of gender equity and representation. 
The board receives this research and analysis 
along with recommendations of programs 
to improve our position so that we better 
represent the communities we work in.
Pride
LGBTQIA+
Pacific National maintained its participation 
in the Australian Workplace Equity Index in 
FY23. It measures and recognises the efforts 
of employers in creating LGBTQIA+ inclusive 
workplaces. Managed by Pride in Diversity, 
the index evaluates organisational commitment, 
policy development, training and education, 
employee networks, and supplier diversity.
In preparing next year’s submission, we hope 
to move from a Foundation Member to Bronze, 
recognising the significant work across our policies, 
practices and building our Pride in PN Employee 
Network and other initiatives to support our 
LGBTQIA+ employees and their allies.
Pacific National employees supporting Pride week
46
Pacific National

First Nations 
Reconciliation Action Plan
Pacific National’s Reconciliation Action Plan 
(RAP) outlines our commitment to First Nations 
peoples and provides a framework for our 
business to influence and support the national 
reconciliation movement. 
Launched in 2022, it is our roadmap for our 
own reconciliation journey and outlines our 
commitment to action towards building a more 
inclusive and diverse workplace; delivering cultural 
learning programs to increase understanding of 
First Nations cultures, histories, knowledge, and 
rights; and for supporting First Nations-owned 
businesses through our procurement practices.
There are three components to our RAP: 
Relationships; Respect, and Opportunities.
Relationships:  
Establish and strengthen 
mutually beneficial 
relationships with 
First Nations stakeholders 
and organisations.
Respect:  
Demonstrate respect 
to First Nations 
peoples by observing 
cultural protocols.
Opportunities:  
Increase First 
Nations supplier 
diversity to support 
improved economic 
and social outcomes.
What we have done:  
Established relationships with key 
organisations including Red Cross, 
Evolve Communities, Real Futures, 
Ingeous Studios, Two Point Co, 
JT Academy, and communities 
we operate in to build our community 
engagement, organisational capability, 
and open pathways into Pacific 
National for First Nations people.
What we have done:  
Provided resources and tools 
to help our people build their 
cultural awareness, including 
Acknowledgement of Country 
videos for the start of meetings. 
We also have been working 
with business units to engage 
with the traditional owners 
and communities.
What we are doing:  
Recruiting and establishing 
our Reconciliation Action 
Plan Working Group who 
will be responsible for 
establishing strategic 
partnerships with 
key organisations.
47
Pacific National | ESG Report FY2023
Respect and enrich

When disaster strikes First Nations communities
Recovering from a disaster can be long and 
traumatic. Pacific National is partnering with the 
Australian Red Cross First Nations Community 
Disaster Resilience Team to enhance, care for 
and create safer communities for New South 
Wales First Nations communities, for when 
disaster strikes. 
Australian Red Cross has more than a century 
of expertise in supporting communities prepare 
for, respond to and recover from disasters. 
For Aboriginal communities which have deep 
cultural connections to Country, disasters can 
be more than the physical destruction of land 
and water ways.
Below is a sample of the achievements of the 
Red Cross First Nations Community Disaster 
Resilience Teams we supported:
•	 Recruit and train First Nations Emergency 
Services volunteers.
•	 Deliver first aid and psychological first 
aid training.
•	 Provide community disaster preparedness 
and resilience workshops.
•	 Produce culturally appropriate disaster 
response and recovery collateral.
•	 Link Aboriginal communities with recovery 
support services.
•	 Assist with advocacy and representation 
of First Nations and marginalised groups in 
decision making at local, state, and federal 
levels of government.
With the frequency and intensity of 
climate‑related emergencies set to rise, 
the Pacific National and Australian Red 
Cross partnership will help support First 
Nations communities be better prepared 
when disaster strikes.
It also helps Pacific National to embed its 
Reconciliation Action Plan by developing a 
deeper cultural 
awareness and 
understanding 
of First 
Nations 
people.
The Australian Red Cross and Pacific National
48
Pacific National

Community giving
Pacific National has a long history of giving to the 
community, either through financial donations, 
time or in-kind support. This year, we developed 
and launched our Community Giving Framework 
which formalises our commitment and approach 
to expressing our Pacific National Approach. 
The framework incorporates policy, procedures, 
and tools for assessing community giving 
by the Social and Governance Committee. 
It also formalises our volunteering policy and 
allows us to track the support we provide. 
Charitable 
contributions
Adopted the B4SI framework to report, verify and validate Pacific National’s 
charitable contributions to include only those that deliver a direct voluntary 
community benefit.
Reportable charitable contributions increased to $588,193 in FY23, a 54 per cent 
increase on the previous year.
Additionally, we also diverted $25,000 of our procurement spend towards 
organisations focused on delivering a social impact.
Australian Red 
Cross 
Donated $150,000 to support Red Cross First Nations Community Disaster Resilience 
Teams across New South Wales. 
TrackSAFE 
Foundation
Annual financial contribution of $60,000 to support TrackSAFE’s work towards 
preventing suicides, reducing incidents and injuries on the rail network, improving 
trauma management, and improving the mental health and wellbeing of 
rail employees.
IndigiGrow 
Nursery
Donated the equivalent of $13,000 in volunteer time. Employees prepared more than 
500 endangered native species for replanting to support local critically endangered 
native plants and the revival and sharing of cultural knowledge.
Westpac 
Rescue 
Helicopter
$25,000 towards operational expenses
In-kind 
support
$73,740 to support Foodbank, Seymour Rail Heritage, and ReLove
49
Pacific National | ESG Report FY2023

ReLove
We support ReLove because their 
model is incredibly simple and highly 
effective. ReLove helps people in crisis 
impacted by domestic violence, people 
experiencing homelessness, and people 
seeking asylum. ReLove redirects furniture 
and other home‑making items from 
landfill and provides it to people who 
need urgent help to make a new home. 
Their facilities are like department stores 
without the cash registers.
Seymour 
Rail Centre
Not all our community 
giving involves cash 
donations. In FY23 
we gifted the S307 
locomotive to the Seymour Rail Centre for 
restoration and use for heritage passenger 
rides throughout regional Victoria.
The S307 was built in 1957 and remained in 
service until 2011 when it was put into storage. 
Its return to active service acknowledges 
Pacific National’s 170‑year history and 
helping keep alive the skills and trades that 
maintained locomotives of this type over 
many decades. 
Executive Leadership Team at Sydney Freight Terminal
50
Pacific National

Performance data
Towards decarbonisation
Greenhouse Gas Emissions
Metric(s)
Unit
GRI
FY23
FY22
FY21
Total Greenhouse Gas 
Emissions (GHG) Scope 1 + 2
tC02e
GRI 305-1
892,272
957,429
 997,462 
	
Scope 11
tC02e
GRI 305-1a
810,685
871,837
 912,770 
	
Scope 22
tC02e
GRI 305-2a
81,587
85,592
 84,692 
	
Scope 33
tC02e
GRI 305-3a
50,086
 – 
 – 
Emissions Intensity 
Scope 1 + 2 
tC02e/
mNTK
GRI 305-4a
18.8
17.9
17.5
	
Intermodal Freight
tC02e/
mNTK
GRI 305-4a
23.8
21.7
20.9
	
Coal Freight
tC02e/
mNTK
GRI 305-4a
12.8
12.9
12.6
	
Bulk and IMEX Freight
tC02e/
mNTK
GRI 305-4a
 29.0 
28.3
27.8
Energy
Metric(s)
Unit
GRI
FY23
FY22
FY21
Total electricity consumed
Kwh
GRI 302-1c (i) 
 112,010,031 
 106,958,591 
 104,369,432 
Total Fuel consumed from 
non-renewable resources4
GJ
GRI 302-1a
 11,565,173 
 12,435,823 
 12,952,061 
Total energy consumption
GJ
GRI 302-1e
 11,968,414 
 12,820,872 
 12,952,061 
Energy Intensity5
GJ / 
mNTK
GRI 302-3a
 251.7 
 241.3 
 233.6 
1	
Includes emissions from all diesel, LPG, petrol, oils and grease consumption.
2	
Includes emissions from all electricity consumption.
3	
Includes emissions from purchased goods and services (IT assets purchased – mobile, laptops, tabs and desktops), fuel- and 
energy-related activities from purchased fuel (diesel, petrol, petroleum based oils and greases) , transmission and distribution 
losses from electricity consumption, general waste and recycled waste, wastewater and business travel (air, taxi and car rental).
4	
Includes all diesel, petrol and LPG.
5	
Total energy consumption within the organisation = (Non-renewable fuel consumed) + (Renewable fuel consumed) + 
(Electricity, heating, cooling, and steam purchased for consumption) + (Self-generated electricity, heating, cooling, and steam, 
which are not consumed) – (Electricity, heating, cooling, and steam sold).
51
Pacific National | ESG Report FY2023

Other
Metric(s)
Unit
GRI
FY23
FY22
FY21
Nitrogen oxides (NOx) 
Tonnes
175.6
 169.0 
 161.4 
Sulfur oxides (SOx)
Tonnes
0.072
 0.070 
 0.067 
Net tonne Kilometres 
(millions)
mNTK
 48,000 
 53,000 
 57,000 
Environmental footprint
Waste
Metric(s)
Unit
GRI
FY23
FY22
FY21
Total Waste Generated
Metric 
tonnes
GRI 306-3a
 2,021 
 1,803 
 2,104 
Total non-hazardous 
waste generated 
Metric 
tonnes
GRI 306-4a
 546 
 412 
 504 
Total hazardous 
waste generated6
Metric 
tonnes
GRI 306-4b
 1,475 
 1,173 
 1,310 
Waste directed to disposal
Metric 
tonnes
GRI 306-5a
 1,897 
 1,585 
 1,814 
Waste recycled
Metric 
tonnes
GRI 306-3a
 124 
 222 
 303 
Assets waste generated 
and recycled7
Metric 
tonnes
GRI 306-3a
 4,644 
 14,118 
 6,111 
Waste generated – E-waste8
Metric 
tonnes
GRI 306-3a
0
 0.976 
–
6	
Oil and oil contaminated wastes, liquid waste sewerage, sludge, prescribed waste.
7	
Includes wagons, locomotive and other assets recycled.
8	
FY23 E-waste being accumulated at respective sites and will be sent for disposal collectively in FY24.
52
Pacific National

Environmental Incidents
Metric(s)
Unit
GRI 
FY23
FY22
FY21
Environmental Incidents
#
195
204
213
Water
Metric(s)
Unit
GRI
FY23
FY22
FY21
Water consumption
Megalitres 
GRI 303-5a
532
235
233
Community complaints
Metric(s)
Unit
GRI
FY23
FY22
FY21
Total Number of 
Community complaints9
#
233
226
255
9	
A community complaint is complaint that is lodged by an person/stakeholder in relation to activities or performance of Pacific 
National operations, including operations/activities on mainline rail network. Categories of complaints include air, noise and other.
53
Pacific National | ESG Report FY2023

PEOPLE & COMMUNITY
Health and safety 
Metric(s)
Unit
GRI 
FY23
FY22
FY21
Number of fatalities as a result 
of work‑related injury10
#
GRI 403-9a
0
0
0
Significant Incidents – Number of 
potential level 1 and 2 incidents 
(excluding fatalities)11
#
GRI 403-9a (ii)
15
26
35
Number of Recordable 
work‑related injuries12
#
GRI 403-9a (iii) 
25
21
27
Recordable Injury Frequency Rate (RIFR)13
#
GRI 403-9
3.6
2.8
3.6
Number of First Aid incidents
#
63
85
120
Number of Medically Treated Injuries
#
15
14
16
Number of Lost Time incidents/injuries
#
10
7
11
Number of Near Misses
#
1,132
524
384
Rate of fatalities
0
0
0
All Injury Frequency Rate
39.1
36.3
45.8
Near Miss Frequency Rate (NMFR)
161.4
69.5
51.7
Signal Passed at Danger Events (SPAD)14
#
26
44
50
Total Employee Hours
#
GRI 403-9a (v)
7,011,538
7,542,027
7,431,175
	
Employee Hours
#
GRI 403-9a (v)
5,857,639
6,335,096 
6,252,658 
	
Contractor Hours
#
GRI 403-9b (v)
1,153,899
 1,206,930 
 1,178,517 
Number of incidents required to be 
reported to the ONRSR
#
1,195
6,215
3,840
Number of collision /derailments or other 
events involving on-rail equipment15
#
155
202
234
Number of NCR’s received from ONRSR 
and/or Comcare and/or any other external 
regulatory audit and or inspection
#
17
12
6
10	 A work‑related event or exposure resulting in the death of a Pacific National employee or contractor.
11	
Potential Level 1 – Critical – An incident resulting in, or potential to result in multiple fatalities OR serious injury resulting in 
irreversible impairment or disablement >30% of body to more than 10 persons. Potential Level 2 – Major – An incident resulting 
in, or potential to result in a single fatality OR serious injury resulting in irreversible impairment or disablement >30% of body to 
one or more persons.
12	 An injury or illness classified either as a medical treatment injury (MTI), lost time injury (LTI) or Fatality (FAT) involving a PN 
employee, or contractor.
13	 RIFR is calculated as the total number of recordable injuries per million hours worked.
14	 Any incident where rolling stock passes without authority through a signal displaying a stop indication or a stop aspect including 
but not limited to fixed signals, stop boards, hand signals, or black or improperly displayed signals; or exceeds the limits of 
authorised movements including in‑cab indicators, paper‑based and electronic “occupancy authorities” and encroachment 
on a protected worksite.
15	 Rail Operational Safety Incident data.
54
Pacific National

Employees
Metric(s)
Unit
GRI 
FY23
FY22
FY21
Full Time Equivalent 
Employees Pacific 
National (PN) Total16
#
GRI 401 / 
405
3,405.3
3,252.8
3,281.3
Total: Workforce 
by Region17
#, %
GRI 401-1a
3,509
100%
3,342
100%
 3,361 
100%
	
Major cities
#, %
GRI 401-1A
1,459
42%
1,370
41%
 1,348 
40%
	
Regional areas
#, %
GRI 401-1A
2,050
58%
1,972
59%
 2,013 
60%
Total: New Employee Hires
#
GRI 401-11a
644
582
342
New Employee Hires (Age)
#, %
GRI 401-1a
644
100%
582
100%
342
100%
	
Under 30 years old
#, %
GRI 401-1a
138
21%
147
25%
80
23%
	
30–50 years old
#, %
GRI 401-1a
387
60%
325
56%
188
55%
	
Over 50 years old
#, %
GRI 401-1a
119
18%
110
19%
74
22%
New Employee Hires 
(Gender)
#, %
GRI 401-1a
644
100%
582
100%
342
100%
	
Male
#, %
GRI 401-1a
487
76%
430
74%
247
72%
	
Female
#, %
GRI 401-1a
157
24%
148
25%
94
27%
	
Unknown
#, %
GRI 401-1a
0
0%
4
1%
1
0%
% of new recruits of 
Aboriginal or Torres Strait 
Islander background
#, %
40
6%
29
5%
5
1%
Employee Turnover
#, %
GRI 401-1a
459
600
422
Turnover Rate18
%
13%
18%
13%
Employee Turnover (Age)
#, %
GRI 401-1b
459
100%
600
100%
422
100%
	
Under 30 years old
%
GRI 401-1b
38
8%
58
10%
20
5%
	
30–50 years old
%
GRI 401-1b
228
50%
291
49%
201
48%
	
Over 50 years old
%
GRI 401-1b
193
42%
251
42%
201
48%
Employee Turnover 
(Gender)
#, %
GRI 401-1b
459
100%
600
100%
422
100%
	
Male
#, %
GRI 401-1b
368
80%
520
87%
342
81%
	
Female
#, %
GRI 401-1b
91
20%
79
13%
80
19%
	
Unknown
#, %
GRI 401-1b
0
0%
1
0%
0
0%
16	 FTE is the sum of active full‑time, part‑time, casual and on‑demand employees paid directly by Pacific National, and excludes 
employees from these categories who are on Leave of Absence (LOA), suspended, or terminated. FTE excludes contractors 
who worked for PN via third party agencies.
17	 Regional workforce based on employee’s work location. A regional area is identified as areas outside of major Australian cities.
18	 Workforce (total headcount) is calculated using the total headcount (not FTE) of employees and includes active, LOA and 
suspended; Full‑time, Part‑time, PN paid Casuals (casual & on demand). Workforce excludes workers compensation (WCP). 
As a percentage of headcount.
55
Pacific National | ESG Report FY2023

Inclusion & diversity 
Metric(s)
Unit
GRI 
FY23
FY22
FY21
Female representation in 
the workforce
#, %
GRI 405-1b
568
16%
506
15%
436
13%
Females represented in 
Leadership positions19
#, %
GRI 405-1a
74
18%
75
19%
59
18%
Board Representation 
(Gender)
#, %
GRI 405-1a
10
100%
9
100%
9
100%
	
Male
#, %
GRI 405-1a
8
80%
8
89%
8
89%
	
Female
#, %
GRI 405-1a
2
20%
1
11%
1
11%
Board Representation 
(Age)
#, %
10
100%
9
100%
9
100%
	
Under 30 years old
#, %
GRI 405-1a
0
0%
0
0%
0
0%
	
30–50 years old
#, %
GRI 405-1a
1
10%
2
22%
2
22%
	
Over 50 years old
#, %
GRI 405-1a
9
90%
7
78%
7
78%
Executive Leadership 
Representation (Gender)20
#, %
GRI 405-1a
7
100%
6
100%
6
100%
	
Male
#, %
GRI 405-1a
5
71%
5
83%
5
83%
	
Female
#, %
GRI 405-1a
2
29%
1
17%
1
17%
Executive Leadership 
Representation (Age)
#, %
7
100%
6
33%
6
100%
	
Under 30 years old
#, %
GRI 405-1a
0
0%
0
0%
0
0%
	
30–50 years old
#, %
GRI 405-1a
3
43%
2
33%
2
33%
	
Over 50 years old
#, %
GRI 405-1a
4
57%
4
67%
4
67%
Leadership/Manager 
Team Representation 
(Gender)21
#, %
GRI 405-1a
396
1
393
100%
324
100%
	
Male
#, %
GRI 405-1a
324
82%
319
81%
266
82%
	
Female
#, %
GRI 405-1a
72
18%
74
19%
58
18%
Leadership/Manager Team 
Representation (Age)
#, %
396
100%
393
65%
324
63%
	
Under 30 years old
#, %
GRI 405-1a
6
2%
6
2%
7
2%
	
30–50 years old
#, %
GRI 405-1a
261
66%
248
63%
196
60%
	
Over 50 years old
#, %
GRI 405-1a
129
33%
139
35%
121
37%
19	 Includes Females in Executive Leadership and Manager roles.
20	 Executive Leadership is the executive management including but not limited too; Chief Executive officer, Chief Operating Officer, 
Chief Financial Officer, Chief Customer and Commercial Officer, Chief People and Culture Officer, Chief Legal Officer and Chief 
Strategy and Sustainability Officer.
21	 An individual is identified in a leadership or management position when they have a position designed/created to have 
a direct report.
56
Pacific National

Inclusion & diversity 
Metric(s)
Unit
GRI 
FY23
FY22
FY21
Workforce Representation 
(Gender)
#, %
GRI 405-1a
3,509
100%
3,342
100%
3,361
100%
	
Male
#, %
GRI 405-1a
2,941
84%
2,832
85%
2,924
87%
	
Female
#, %
GRI 405-1a
568
16%
506
15%
436
13%
	
Unknown
#, %
GRI 405-1a
0
0%
4
0%
1
0%
Workforce Representation 
(Age)
#, %
3,509
100%
3,342
100%
3,361
100%
	
Under 30 years old
#, %
GRI 405-1a
304
9%
263
8%
223
7%
	
30–50 years old
#, %
GRI 405-1a
1,873
53%
1,665
50%
1,678
50%
	
Over 50 years old
#, %
GRI 405-1a
1,332
38%
1,414
42%
1,460
43%
Parental leave
Metric(s)
Unit
GRI 
FY23
FY22
FY21
Total number of 
Employees entitled 
to Parental Leave
#, %
GRI 401-3a
2,873
82%
2,928
88%
2,864
85%
Total number of 
employees that took 
Parental Leave
#, %
GRI 401-3b
94
3%
99
3%
81
3%
	
Male
#
GRI 401-3b
65
69%
77
78%
60
74%
	
Female
#
GRI 401-3b
29
31%
22
22%
21
26%
Total number of employees 
that returned to work in 
the reporting period after 
parental leave ended
#, %
GRI 401-3c
94
100%
97
98%
81
100%
	
Male
#
GRI 401-3c
65
100%
75
97%
60
100%
	
Female
#
GRI 401-3c
29
100%
22
100%
21
100%
57
Pacific National | ESG Report FY2023

PEOPLE & COMMUNITY
Procurement
Metric(s)
Unit
GRI
FY23
FY22
FY21
Total Supplier Spend 
$AU
$1,646m
$1,549m
$1,436m
Supplier spend in Regional Areas 
(outside metropolitan cities).
$AU
$46m
$43m
$40m
Percentage of new suppliers that were 
screened using environmental criteria.
%
GRI 308-1a
57.1%
38.9%
–
Number of suppliers assessed for 
environmental impacts.
#
GRI 308-2a
458
556
2
Number of suppliers identified as having 
significant actual and potential negative 
environmental impacts.
#
GRI 308-2b
2
2
2
Number of significant actual and potential 
negative environmental impacts identified 
in the supply chain.
#
GRI 308-2c
2
2
5
Percentage of suppliers identified as 
having significant actual and potential 
negative environmental impacts with which 
improvements were agreed upon as a result 
of assessment.
%
GRI 308-2d
0.1%
0.1%
0.1%
Percentage of suppliers identified as 
having significant actual and potential 
negative environmental impacts with which 
relationships were terminated as a result of 
assessment, and why.
%
GRI 308-2e
0
0
–
58
Pacific National

Karen, Mel and Heidi at Brisbane Office
59
Pacific National | ESG Report FY2023

GRI Content Index
Statement of use
Pacific National Holdings Pty Ltd has reported the information cited in this GRI content index for the 
period of 1 July 2022 – 30 June 2023 with reference to the GRI Standards.
GRI 1 used 	 GRI 1: Foundation 2021
GRI Standard
Scope
Disclosure 
Disclosure 
name
Location 
Page number
Comments & 
Omissions
GRI 
2
The 
organisation 
and its 
reporting 
practices
2-1
Organisational 
details
About this report
Inside 
cover
Location of 
headquarters: Level 
16/15 Blue St, North 
Sydney NSW 2060.
2-2
Entities 
included in the 
organisation’s 
sustainability 
reporting
About this report
Inside 
cover; 
GRI 
Index
For this ESG report, 
information collected 
for Pacific National 
Holdings Pty Ltd and 
its subsidiaries has 
been consolidated 
and presented as 
information for Pacific 
National. Material 
topics have been 
defined for Pacific 
National including 
all its entities. 
2-3
Reporting period, 
frequency and 
contact point
About this report
GRI Index
Inside 
cover
Pacific National aims 
to publish an annual 
sustainability report.
Pacific National's last 
ESG report relating to 
FY22 was published 
10 November 2022.
For questions 
about this report, 
please contact  
PN_communications@
pacificnational.com.au
2-4
Restatements of 
information
GRI Index
No information 
restatement has been 
included in this report. 
2-5
External 
assurance
About this report
Statement of Limited 
Assurance
Inside 
cover; 
66–67
KPMG provided limited 
external assurance.
60
Pacific National

GRI Standard
Scope
Disclosure 
Disclosure 
name
Location 
Page number
Comments & 
Omissions
GRI 
2
Activities 
and workers
2-6
Activities, 
value chain and 
other business 
relationships
About Pacific National
6–11
2-7
Employees
About Pacific National: 
Our company snapshot
Respect and Enrich: 
People Highlights
Performance Data: 
Respect and Enrich
10–11; 
41; 55
Governance
2-9
Governance 
structure and 
composition
Act Ethically and 
Responsibly: Governance
16–19
2-12
Role of the 
highest 
governance body 
in overseeing 
the management 
of impacts
Act Ethically and 
Responsibly: Governance
17
2-13
Delegation of 
responsibility 
for managing 
impacts
Act Ethically and 
Responsibly: Governance
17
2-14
Role of the 
highest 
governance body 
in sustainability 
reporting
About this report
Board and Executive 
Endorsement
Governance
Inside 
cover; 
3; 17, 
18
2-16
Communication 
of critical 
concerns
Act Ethically and 
Responsibly: Governance
19
Strategies, 
policies and 
practices
2-22
Statement on 
sustainable 
development 
strategy
Board and Executive 
Endorsement
3
2-23
Policy 
commitments
Act Ethically and 
Responsibly: Governance
Modern Slavery Statement
19
Pacific National FY22 
Modern Slavery 
Statement is available 
at the link: https://
pacificnational.com.
au/modern-slavery/. 
The FY23 Modern 
Slavery Statement has 
not been published at 
the time of the release 
of this report.
2-28
Membership 
associations
Act Ethically and 
Responsibly: Governance
19, 20
61
Pacific National | ESG Report FY2023

GRI Standard
Scope
Disclosure 
Disclosure 
name
Location 
Page number
Comments & 
Omissions
GRI 
2
Stakeholder 
engagement
2-29
Approach to 
stakeholder 
engagement
The Pacific National 
ESG Strategy: 
Materiality Assessment
14
GRI 
3
Material 
topics
3-1
Process to 
determine 
material topics
The Pacific National 
ESG Strategy: 
Materiality Assessment
14
3-2
List of material 
topics
The Pacific National 
ESG Strategy: 
Materiality Assessment
14
GRI 
204
Procurement 
practices
3-3
Topic 
management 
disclosures
Act Ethically and 
Responsibly: Governance
18, 20
Pacific National's 
definition of 
'local' include: 
locations outside of 
metropolitan cities.
204-1
Proportion of 
spending on local 
suppliers
Performance Data: 
Respect and Enrich
Modern Slavery Statement
58
Reference is to 
regional suppliers.
Pacific National FY22 
Modern Slavery 
Statement is available 
at the link: https://
pacificnational.com.
au/modern-slavery/. 
The FY23 Modern 
Slavery Statement has 
not been published at 
the time of the release 
of this report.
GRI 
302
Energy
3-3
Topic 
management 
disclosures
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency
23, 
27–31
302-1
Energy 
consumption 
within the 
organisation
Performance Data: 
Work Sustainably
51
Data for fuel 
consumption from 
renewable sources is 
not available for this 
reporting period.
302-3
Energy intensity
Performance Data: 
Work Sustainably
51
GRI 
303
Water and 
effluents
3-3
Topic 
management 
disclosures
Work Sustainably: 
Environmental footprint
34–35
303-5
Water 
consumption
Performance Data: 
Work Sustainably
35, 53
62
Pacific National

GRI Standard
Scope
Disclosure 
Disclosure 
name
Location 
Page number
Comments & 
Omissions
GRI 
305
Emissions
3-3
Topic 
management 
disclosures
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency
22–33
305-1
Direct (Scope 1) 
GHG emissions
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency
Performance Data: 
Work Sustainably
33, 51
305-2
Energy indirect 
(Scope 2) GHG 
emissions
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency
Performance Data: 
Work Sustainably
33, 51
305-3
Other indirect 
(Scope 3) GHG 
emission
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency 
Performance Data: 
Work Sustainably 
33, 51
305-4
GHG emissions 
intensity
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency 
Performance Data: 
Work Sustainably
33, 51
305-7
Nitrogen oxides 
(NOx), sulfur 
oxides
(SOx), and other 
significant air 
emissions
Performance Data: 
Work Sustainably
52
GRI 
306
Waste
3-3
Topic 
management 
disclosures
Work Sustainably: 
Work Sustainably
34–35
306-3
Waste generated
Performance Data: 
Work Sustainably
52
306-4
Waste diverted 
from disposal
Performance Data: 
Work Sustainably
52
306-5
Waste directed to 
disposal
Performance Data: 
Work Sustainably
52
63
Pacific National | ESG Report FY2023

GRI Standard
Scope
Disclosure 
Disclosure 
name
Location 
Page number
Comments & 
Omissions
GRI 
308
Supplier 
environmental 
assessment
3-3
Topic 
management 
disclosures
Act Ethically and 
Responsibly: Governance
Work Sustainably: 
Pathway to Net Zero 
and Carbon Efficiency
Respect and Enrich: 
Inclusion and Diversity
20, 32, 
47
308-1
New suppliers 
that were 
screened using 
environmental 
criteria
Performance Data: 
Respect and Enrich
58
308-2
Negative 
environmental 
impacts in the 
supply chain 
and actions taken
Performance Data: 
Respect and Enrich
58
GRI 
401
Employment
3-3
Topic 
management 
disclosures
Respect and Enrich: 
Health, Safety 
and Wellbeing
41–47
401-1
New employee 
hires and 
employee 
turnover
Performance Data: 
Respect and Enrich
55
401-3
Parental Leave
Performance Data: 
Respect and Enrich
57
GRI 
403
Occupational 
health & 
safety
3-3
Topic 
management 
disclosures
Respect and Enrich: 
Health, Safety 
and Wellbeing
36–40
403-1
Occupational 
health and safety 
management 
system
Respect and Enrich: 
Health, Safety 
and Wellbeing
36–40
403-2
Hazard 
identification, 
risk assessment, 
and incident 
investigation
Health, Safety and 
Wellbeing: Critical Risk 
Management Framework
37
403-6
Promotion of 
worker health
Respect and Enrich: 
Health, Safety 
and Wellbeing
39–40
64
Pacific National

GRI Standard
Scope
Disclosure 
Disclosure 
name
Location 
Page number
Comments & 
Omissions
GRI 
403
Occupational 
health & 
safety
403-8
Workers 
covered by an 
occupational 
health and safety 
management 
system
GRI Index
All Pacific National 
workers are 
covered by the 
health and safety 
management system.
403-9
Work-related 
injuries
Respect and Enrich: 
Health, Safety 
and Wellbeing
Performance Data: 
Respect and Enrich
37, 38, 
54
Data included includes 
metrics tracked by 
Pacific National, 
in addition to GRI 
Standards disclosures. 
GRI 
405
Diversity 
and equal 
opportunity
3-3
Topic 
management 
disclosures
Respect and Enrich: 
Health, Safety 
and Wellbeing
43–47
405-1
Diversity of 
governance 
bodies and 
employees
Respect and Enrich: 
Health, Safety 
and Wellbeing
Performance Data: 
Respect and Enrich
41, 
56–57
GRI 
413
Local 
communities
3-3
Topic 
management 
disclosures
Respect and Enrich: 
Health, Safety 
and Wellbeing
47–50
413-1
Operations with 
local community 
engagement, 
impact 
assessments, 
and development 
programs
Respect and Enrich: 
Health, Safety 
and Wellbeing
47–50
Data on percentage 
of operations 
with implemented 
local community 
engagement, impact 
assessments, and/
or development 
programs is not 
currently tracked. 
413-2
Operations with 
significant actual 
and potential 
negative 
impacts on local 
communities
Respect and Enrich: 
Health, Safety 
and Wellbeing
35, 53
Data on operations 
with significant 
actual and potential 
negative impacts on 
local communities 
is not currently 
tracked. Pacific 
National provided 
the number of 
community complaints 
the Data and 
Performance section 
on Environmental 
Footprint.
65
Pacific National | ESG Report FY2023

Statement of Limited Assurance
 
 
KPMG, an Australian partnership and a member firm of the KPMG global organisation of independent member firms affiliated with 
KPMG International Limited, a private English company limited by guarantee. All rights reserved. The KPMG name and logo are 
trademarks used under license by the independent member firms of the KPMG global organisation. Liability limited by a scheme 
approved under Professional Standards Legislation.  
 
Independent Limited Assurance Report to the Directors of 
Pacific National Holdings Pty Ltd 
Conclusion 
Based 
on 
the 
evidence 
we 
obtained 
from 
the 
procedures 
performed, 
we  
are not aware of any material misstatements in the Selected Sustainability Information, 
which has been prepared by Pacific National Holdings Pty Ltd in accordance with 
management measurement methodologies for the year ended 30 June 2023. 
Information Subject to Assurance 
The Selected Sustainability Information, as presented in Pacific National Holdings Pty Ltd’s (Pacific 
National, or the Company) ESG Report FY2023 and available on the Company’s website, comprised of 
the following:  
Select Sustainability Information 
Value Assured 
Number of fatalities as a result of work-related event/injury 
0 
Number of potential Level 1 and 2 incidents (excluding fatalities) (significant incidents count 
including Non PN controlled events) 
15 
Signal Passed at Danger (SPAD) Events 
26 
Recordable Injury Frequency Rate 
3.6 
Number of recordable work-related injuries 
25 
Total employee hours worked (contractor & employees) 
7,011,538 
Full time equivalent employees 
3,405 
Regional workforce representation 
58% 
Female representation in the workforce 
16% 
Female representation on the Board 
20% 
Female representation in Executive leadership 
29% 
Female represented in Leadership/Manager positions 
18% 
% of new recruits of Aboriginal or Torres Strait Islander origin 
6% 
Leadership team: Under 30 years old 
2% 
Leadership team: 30 – 50 years old 
66% 
Leadership team: Over 50 years old 
33% 
Workforce: under 30 years old 
9% 
Workforce: 30 -50 years old 
53% 
66
Pacific National

Workforce: Over 50 years old 
38% 
Workforce: Employee turnover  
13% 
Community complaints  
233 
Total scope 1 greenhouse gas emissions (tCO2e) 
810,685 
Total scope 2 greenhouse gas emissions (tCO2e) 
81,587 
Criteria Used as the Basis of Reporting  
The criteria used in relation to the Sustainability Information presented in the Company’s sustainability report 
are Pacific National’s management measurement methodologies as set out in the Company’s Basis of 
Preparation (“the Criteria”).  
Basis for Conclusion 
 
We conducted our work in accordance with Australian Standard on Assurance Engagements ASAE 3000 
(Standard). In accordance with the Standard we have: 
 used our professional judgement to plan and perform the engagement to obtain limited assurance that 
we are not aware of any material misstatements in the Selected Sustainability Information, whether due 
to fraud or error; 
 considered relevant internal controls when designing our assurance procedures, however we do not 
express a conclusion on their effectiveness; and  
 ensured that the engagement team possess the appropriate knowledge, skills and professional 
competencies.  
Summary of Procedures Performed 
Our limited assurance conclusion is based on the evidence obtained from performing the following 
procedures: 
 
enquiries with relevant Company personnel to understand the internal controls, governance structure 
and reporting process of the Selected Sustainability Information; 
 
reviews of relevant documentation including Pacific National’s ESG Report FY2023 Basis of Preparation; 
 
analytical procedures over the Selected Sustainability Information; 
 
walkthroughs of the Selected Sustainability Information to source documentation; 
 
evaluating the appropriateness of the criteria with respect to the Selected Sustainability Information; 
and   
 
reviewed Pacific National’s ESG Report FY2023 in its entirety to ensure it is consistent with our overall 
knowledge of assurance engagement. 
How the Standard Defines Limited Assurance and Material Misstatement 
The procedures performed in a limited assurance engagement vary in nature and timing from, and are less 
in extent than for a reasonable assurance engagement. Consequently the level of assurance obtained in a 
limited assurance engagement is substantially lower than the assurance that would have been obtained had 
a reasonable assurance engagement been performed.  
Misstatements, including omissions, are considered material if, individually or in the aggregate, they could 
reasonably be expected to influence relevant decisions of the Directors of the Company. 
 
67
Pacific National | ESG Report FY2023

Inherent Limitations 
There are inherent limitations in performing assurance — for example, assurance engagements are based 
on selective testing of the information being examined — and because of this, it is possible that fraud, error, 
or non-compliance may occur and not be detected. An assurance engagement is not designed to detect all 
misstatements, as an assurance engagement is not performed continuously throughout the period that is 
the subject of the engagement and the procedures performed on a test basis. The conclusion expressed in 
this report has been formed on the above basis.  
Additionally, nonfinancial data may be subject to more inherent limitations than financial data, given both its 
nature and the methods used for determining, calculating, and sampling or estimating such data. 
We specifically note that Pacific National has used estimates or extrapolated underlying information to 
calculate certain amounts included within the Selected Sustainability Information. 
Use of this Assurance Report 
This report has been prepared for the Directors of the Company for the purpose of providing an assurance 
conclusion on the Selected Sustainability Information and may not be suitable for another purpose. We 
disclaim any assumption of responsibility for any reliance on this report, to any person other than the 
Directors of the Company or for any other purpose than that for which it was prepared.  
Management’s responsibility 
Management are responsible for: 
 determining that the criteria is appropriate to 
meet their needs; 
 preparing 
and 
presenting 
the 
Selected 
Sustainability Information in accordance with the 
criteria; and 
 establishing internal controls that enable the 
preparation and presentation of the Selected 
Sustainability Information that is free from 
material misstatement, whether due to fraud or 
error. 
 
Our Responsibility 
Our responsibility is to perform a limited assurance 
engagement 
in 
relation 
to 
the 
Selected 
Sustainability Information for the year ended 30 
June 2023, and to issue an assurance report that 
includes our conclusion. 
Our Independence and Quality 
Management 
We have complied with our independence and 
other relevant ethical requirements of the Code of 
Ethics for Professional Accountants (including 
Independence Standards) issued by the Australian 
Professional and Ethical Standards Board, and 
complied with the applicable requirements of 
Australian Standard on Quality Management 1 to 
design, implement and operate a system of quality 
management.   
 
 
KPMG 
 
1 September 2023 
 
 
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Pacific National

Double stacked train traverses Victoria
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Pacific National | ESG Report FY2023

Glossary
ANZSCO
Australian and New Zealand Standard Classification of Occupations
BEL
Battery Electric Locomotives
Bulk 
freight
Freight that is loaded directly onto its mode of transport 
Carbon
Used as shorthand for greenhouse gases
CO2e
Carbon dioxide equivalent is the standard unit of measure as used by the United 
Nations Intergovernmental Panel on Climate Change to compare the potential impact 
of greenhouse gases on global warming using the same basis.
CCV
Critical Control Verifications
FY22
Financial Year 2022 (1 July 2021 – 30 June 2022)
FY23
Financial year 2023 (1 July 2022 – 30 June 2023)
ESG
Environment, Social and Governance
FORG
Freight on Rail Group
GHG
Greenhouse Gas
GRI
Global Reporting Initiative Standards Framework
HSE
Health, Safety and Environment
IMEX
Pacific National’s import and export rail services between regional and metropolitan areas 
and Australia’s key container ports.
Inland Rail
The Inland Rail is the 1,700km fright rail project that will connect Melbourne and Brisbane 
through regional Victoria, New South Wales, and Queensland
Intermodal 
freight
The transportation of freight in an intermodal container or vehicle, using multiple modes 
of transportation.
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Pacific National

Intermodal 
facility
A facility where freight loaded onto intermodal containers and transferred seamlessly 
between trains, trucks and cargo ships.
Materiality 
assessment
Assessing the impact of a company’s business activities on the economy, the environment, 
and people, including human right impacts.
Materiality 
topics
A prioritised list of the material issues and the selected threshold for reporting.
MHFA
Mental Health First Aiders
NTK
Net Tonne Kilometres
PNA
Pacific National Approach – provides clear direction about Pacific National’s purpose, 
philosophy, vision, priorities and values
RAP
Reconciliation Action Plan
RIFR
Recordable Injury Frequency Rate
Road 
to Rail
Shifting supply chain transport from high emission road transport to less intensive rail.
SPAD
Signal Passed at Danger
t
Tonnes
TCFD
Taskforce on Climate-related Financial Disclosures
TEU
Twenty foot equivalent unit – a measure of cargo capacity based on the volume of a 
20-foot-long intermodal container, a standard-sized metal box which can be easily 
transferred between different modes of transportation.
WDP
Wired Distributed Power
WGEA
Workplace Gender Equality Agency
UNSDG
United Nations Sustainable Development Goals
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Pacific National | ESG Report FY2023

Disclaimers
Statements about future events
This report contains statements about future 
events and expectations that are forward-
looking statements. These statements typically 
contain words such as “may”, “should”, “expects”, 
“believes”, “intends”, “estimates”, “forecast”, 
“predicts”, “goals”, “target”, “aims” and 
“anticipates” and words of similar import. 
Forward-looking statements are based on 
assumptions regarding Pacific National’s 
financial position, business strategies, plans and 
objectives of management for future operations 
and development and the environment in which 
Pacific National will operate. 
Any statement in this report that is not a 
statement of historical fact is a forward-looking 
statement that involves known and unknown 
risks, uncertainties and other factors which 
may cause Pacific National’s actual results, 
performance or achievements to be materially 
different from any future results, performance 
or achievements expressed or implied by such 
forward‑looking statements. 
None of the future projections, expectations, 
estimates or prospects in this report should be 
taken as forecasts or promises nor should they 
be taken as implying any indication, assurance 
or guarantee that the assumptions on which 
such future projections, expectations, estimates 
or prospects have been prepared are correct, 
complete or exhaustive or, in the case of 
the assumptions, fully stated in this report. 
Pacific National assumes no obligations to update 
the forward-looking statements contained in this 
report to reflect actual results, change in financial 
condition, status or affairs, changes in assumptions 
or changes in events, factors, conditions or 
circumstances affecting these statements. 
All financial values are in Australian dollars. 
Reliance
All endeavours have been made to ensure the 
accuracy of the information in this report at the 
date of publication. Information in this report is 
subject to change without notice. Pacific National 
is under no obligation to review or update this 
report to reflect circumstances or events that 
arise after its publication. 
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Pacific National

FY23 Photo Competition People’s Choice Winner Morgan Walton, Bowen Queensland

Contact us
	 02 8484 8000
	 www.pacificnational.com.au
	 Level 16, 15 Blue Street, North Sydney 2060
	 linkedin.com/company/pacific-national