FORM 18-K/A
For Foreign Governments and Political Subdivisions Thereof
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
AMENDMENT NO. 1
to
ANNUAL REPORT
of
QUEENSLAND TREASURY CORPORATION
(registrant)
a Statutory Corporation of
THE STATE OF QUEENSLAND, AUSTRALIA
(coregistrant)
(names of registrants)
Date of end of last fiscal year:
June 30, 2012
SECURITIES REGISTERED
(As of the close of the fiscal year)
| ||||
Title of Issue | Amounts as to which registration is effective |
Names of exchanges on which registered | ||
Global A$ Bonds |
A$1,537,179,000 | None (1) | ||
Medium-Term Notes |
US$200,000,000 | None (1) | ||
| ||||
|
(1) | This Form 18-K/A is being filed voluntarily by the registrant and coregistrant. |
Names and address of persons authorized to receive notices and
communications on behalf of the registrants from the Securities and Exchange Commission:
Philip Noble Chief Executive Queensland Treasury Corporation Level 6, 123 Albert Street Brisbane, Queensland 4000 Australia |
Helen Gluer Under Treasurer of the State of Queensland Executive Building 100 George Street Brisbane, Queensland 4000 Australia |
EXPLANATORY NOTE
The undersigned registrants hereby amend the Annual Report filed on Form 18-K for the above-noted fiscal year by attaching hereto as Exhibit (c)(vi) the Queensland Treasury Corporation Half Yearly Report for the half-year ended December 31, 2012, as Exhibit (f)(ii) an announcement entitled QTC Board appointments, as Exhibit (f)(iii) an announcement entitled Commission delivers blueprint for Queenslands future growth, as Exhibit (f)(iv) the Queensland Commission of Audit Final Report February 2013 Executive Summary and as Exhibit (g)(ii) the consents of Mr. Philip Noble, Chief Executive, Queensland Treasury Corporation; Mr. Andrew Greaves, Auditor-General, State of Queensland and Mr. Gerard Bradley, Chairman, Queensland Treasury Corporation.
SIGNATURE
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this annual report to be signed on its behalf by the undersigned, thereunto duly authorized, at Brisbane, Australia on the 1st day of March, 2013.
QUEENSLAND TREASURY CORPORATION | ||
By: | /s/ Philip Noble | |
Name: | Philip Noble | |
Title: | Chief Executive |
SIGNATURE
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this annual report to be signed on its behalf by the undersigned, thereunto duly authorized, at Brisbane, Australia on the 4th day of March, 2013.
GOVERNMENT OF QUEENSLAND | ||
By: | /s/ Helen Gluer | |
on behalf of | ||
Name: | The Honourable Tim Nicholls MP | |
Title: | Treasurer and Minister for Trade |
Exhibit (c)(vi) - | The Queensland Treasury Corporation Half Yearly Report for the half-year ended December 31, 2012. | |
Exhibit (f)(ii) - | ||
Exhibit (f)(iii) - | Announcement Entitled Commission delivers blueprint for Queenslands future growth. | |
Exhibit (f)(iv) - | Queensland Commission of Audit Final Report February 2013 Executive Summary. | |
Exhibit (g)(ii) - | Consents. |
EXHIBIT (c)(vi)
The Queensland Treasury Corporation Half Yearly Report
for the half-year ended December 31, 2012
December Half-yearly rePOrT 2012
QUEENSLAND TREASURY CORPORATION
QUEENSLAND TREASURY CORPORATION VISION SECURING QUEENSLANDS FINANCIAL SUCCESS MISSION TOD ELIVER OPTIMAL FINANCIAL OUTCOMES THROUGHSO UND FUNDING AND FINANCIAL RISK MANAGEMENT VALUES WE ARE FOCUSED ON OUR CLIENTS WE ARE PASSIONATE ABOUT QUEENSLAND WE VALUE AND RESPECT OUR PEOPLE WE ARE COLLABORATIVE AND SEEK CONTINUOUS IMPROVEMENT ABOVE ALL ELSE, WE VALUE INTEGRITY
Queensland Treasury corporation is the Queensland governments central financing authority and corporate treasury services with responsibility for: sourcing and managing the debt funding to finance Queenslands infrastructure requirements in the most cost-effective manner providing financial and risk management advice to the Government and its public sector clients on financial risk and investing the States short- to medium-term cash surpluses, to maximise client returns through a conservative risk management framework. QTC does not formulate Government policy, Contents but works within frameworks developed by the Government and Queensland Treasury. Debt funding and management Queensland Treasury corporation 1 five-year business Summary 2 QTC borrows funds in the domestic and international markets manner that minimises the States and QTCs chairmans liquidity & chief executives report and 4 risk. We then lend these funds to our clients, or use them our clients debt or refinance maturing debt. financial Statements With 7 for all of the States debt raising, QTC is able to capture appendices 27 economies of scale and scope in the issuance, management and administration of debt. Financial advisory and risk management services QTC works closely with its public sector clients to assist in their risk in financial transactions and achieve the best solutions for their organisations and for Queensland. In clients, QTc does not provide advice that is contrary to the interests of the State. We encourage Queensland Treasury, our major and our clients to use our organisation as an extension of resources, by: providing access, on a cost-recovery basis, to professional and resources to ensure that their financial risks are and managed on a consistent basis acting as a central store of knowledge and expertise on structures and transactions, and the risks and benefits they encompass providing Queensland Treasury with advice on matters of financial and commercial policy and risk relating to the and its entities working as a conduit between the Government and the private sector, and using our economies of scale and scope to ensure that the possible solutions are obtained. Short- to medium-term investments QTC uses its financial markets expertise, enhanced by strong relationships with the domestic and international markets, with its understanding of debt management and the management of financial risk, to provide clients with investment achieve a high return within a conservative risk environment. can choose from an overnight facility, a managed short-term or fixed-term facility. Alternatively, we can assist them to appropriate solutions from the marketplace. Half-yearly report December 2012 QUEENSLAND TREASURY CORPORATION 1
five-year business Summary Financial Year Financial Year Financial Year Financial Year Half-Year 2008-09 2009-10 2010-11 2011-12 2012 FINANCIAL CAPITAL MARKETS OPERATIONS OPERATING g STATEMENT ($000) Interest from onlendings 3 614 201 4 062 092 3 107 472 7 799 422 2 449 419 Management fees 41 380 50 142 55 512 57 200 32 798 Interest on borrowings 4 431 033 4 901 512 4 071 085 9 204 636 2 634 116 interest on deposits 394 238 195 413 189 027 178 982 85 467 Profit/(loss) before income tax 53 430 243 510 66 831 54 965 233 932 income tax expense 10 227 34 074 20 874 8 056 8 574 Profit /(loss) for the year 43 203 209 436 45 957 46 909 225 358 BALANCE SHEET ($000) Total assets 71 517 525 74 385 172 79 576 098 90 290 951 97 641 291 Total liabilities 71 181 678 73 839 889 79 134 858 89 802 802 96 927 784 net assets 335 847 545 283 441 240 488 149 713 507 CLIENT Savings FOR CLIENTS ($M) Savings due to portfolio management 6.2 -18.8 10.3 6.3 74.21 Savings due to borrowing margin 256.7 395.2 473.5 604.8 336.5 Total savings for clients 262.9 376.4 483.8 611.1 410.71 Cumulative savings for clients 1 962.2 2 338.6 2 822.4 2 949.73 233.11 LOANS TO CLIENTS Loans ($000) 44 407 516 55 113 222 59 452 522 72 289 635 77 370 311 Number of on lending clients 243 275 238 205 199 OUTPERFORMANCE OF BENCHMARK (% PA) Floating Rate Debt Pool 0.21 0.21 0.21 0.21 0.21 3 year Debt Pool 0.07 -0.07 0.02 -0.06 0.32 6 year Debt Pool 0.04 -0.08 0 -0.10 0.27 9 year Debt Pool 0.01 -0.07 -0.01 -0.10 0.20 12 year Debt Pool 0.07 -0.08 -0.02 -0.13 0.19 15 year Debt Pool 0.16 -0.05 -0.01 -0.11 0.22 MANAGED FUNDS Deposits ($000) 7 793 010 4 660 960 5 562 013 5 077 143 5 184 173 number of depositors 214 207 194 190 186 OuTPERFORMANCE OF BENCHMARK (% PA) cash fund 0.04 0.36 0.50 0.59 0.90 2 QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 2012
Financial Year Financial Year Financial Year Financial Year Half-Year 2008-09 2009-10 2010-11 2011-12 2012 FINANCIAL MARKETS Debt outstanding* ($000) 62 624 234 68 885 406 73 224 097 84 268 842 91 405 179 QTC global and domestic bonds on issue 56 394 at 453 face 61 424 032 value 65 688($000)324 73 184 241 76 946 914 QTC BONDRATES (% AT 30 June) guaranteed by the Australian and Queensland governments 14 June 2011 4.32 4.6 - - -16 april 2012 4.95 4.67 4.8 - - 14 August 2013 5.54 4.86 4.88 3.08 2.81 14 October 2015 5.86 5.17 5.1 3.19 3 14 September 2017 6.11 5.36 5.27 3.56 3.3 14 June 2019 6.29 5.48 5.46 3.76 3.57 14 June 2021 6.34 5.59 5.59 3.92 3.81 guaranteed by the Queensland government only 14 July 2009 3.13 - - - -14 may 2010 3.38 - - - -23 april 2012 - - 4.89 - - 21 August 2013 - - 5.02 3.17 2.88 21 November 2014 - 5.26 5.18 3.27 2.9 21 October 2015 - - 5.3 3.54 3.15 21 april 2016 - 5.49 5.34 3.68 3.31 21 September 2017 - - - - 3.57 21 February 2018 - - 5.56 4.05 3.65 21 February 2020 - 5.77 5.74 4.34 3.98 21 June 2021 - - - 4.47 4.15 21 July 2022 - - 5.85 4.54 4.24 22 July 2024 - - 5.93 4.70 4.47 14 march 2033 6.37 5.79 6.03 4.70 4.91 QTC CAPITAL-INDExED BOND RATES (% AT 30 JuNE) August 2030 3.67 3.39 3.26 2.56 2.43 Average BASIS POINT Margin OF QTC AUD BONDS guaranteed+ by both Australian and Queensland governments commonwealth bonds - 40 29 82 53 Swap - -13 -23 -9 7 guaranteed+ by the Queensland government only commonwealth bonds 61 64 49 122 68 Swap 27 11 -4 38 28 CORPORATE Number of employees (full-time equivalent) 171 170 186 213 215 Administration expenses ($000) 39 156 34 519 42 523 68 674 26 000 + Following the Australian Governments announcement on 25 March 2009 to offer a temporary guarantee to the states for AUD issuance, QTC applied on 17 September 2009 to take up the guarantee on all AUD benchmark bond lines for maturities ranging from 2011 to 2021. The guarantee offer expired on 31 December 2010. * QTC holds its own stock and these holdings have been excluded from the debt outstanding figures Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION 3
HairmanS for the half-year ended 31 December These initiatives have included the 2012, Queensland Treasury corporation Queensland Governments (QTC) achieved an operating independent review profit of Queenslands from & chief its capital markets operations current and of future $225.4 million (HY2011: and $120. the establishment 2 million). eXecuTiveS We also achieved quantifiable Queenslanda stand-alone savings unit of for clients and the State Queensland of $410. Treasury and 7 Trade million, to rePOrT principally through our achieve capital the markets efficient activities and economies assessment, of prioritisation scale. and delivery of critical With regular market issuance, QTC had successfully raised QTc also $11. played a central 9 billion role in or 64 per cent of the total managing years the program partial of $18.7 billion, asStates 31 December $1.5 billion 2012. National Ltd (QRN; now Separate from QTCs capital markets in October. This operations, the long-term assets exceptional outcome for the State in terms operations recorded a profit of $1,154.5 of process management, million (HY2011: loss of $526.8 million). achieved and the costs This segment comprises the investments that fund the States defined benefit superannuation and other Achieving long-term sustainable obligations. Managed by QIC, these obligations were transferred access to funding to QTC by the Queensland government under an The Queensland government released administrative arrangement; in return, its mid-year fiscal and economic review QTC issued the State with fixed-rate in late December, which did not result in notes that provide a fixed rate of return. any change to the While QTC bears the fluctuations in the for the remainder of value and returns on the asset portfolio, the strong fiscal there is no cash flow effect for QTC. by the Government to any accumulated losses incurred by this credit rating over the segment have no impact on QTCs ability rating agencies Standard to meet its obligations or on its capital Moodys affirmed their markets activities. (AA+/Stable/A-1+ and for Queensland. Delivering whole-of-State With an annual borrowing benefits $18.7 billion, as at 31 had raised $6.6 billion A key highlight of the and past had six commercial months has paper been the support that QTc has provided of $5.3 billion. Funds to the State in the attainment regular issuance of its program priorities and objectives, the States particularly capital in light of the release and of the to refinance Queensland maturing State Budget and the development of the in the period under review, we issued Governments key fiscal principles. three new AUD benchmark QTC has delivered strong in 2017, whole-of-State 2019 and 2023, benefits, through quantifiable a choice of Queensland government- savings generated for clients guaranteed from core bonds funding with and liquidity management everyactivities, year through and to its contribution to the success of some of the States key initiatives. 4 QUEENSLAND TREASURY CORPORATION Half-yearly rePOr T December 2012
All three benchmark bond issues received strong support from a diverse mix of investors, both in terms of geographical location and investor type. In particular, the 2017 benchmark bond attracted a higher proportion of US investor participation as a result of the inclusion of a US Rule 144A capability, which came into effect in 2011-12. As we complete our 2012-13 borrowing program in the next six months, AUD benchmark bonds will remain our principal source of funding. We will continue regular issuance into existing liquid benchmark bond lines on both a public and a reverse enquiry basis. With interest rates at a historic low, we will also seek opportunities to lengthen our debt maturity profile. Through regular dialogue with the 15 global banks that make up our Fixed Interest Distribution Group and provide pricing to investors in the primary and secondary markets, we will also continue to monitor global markets for opportunities to diversify our funding sources to meet investor requirements. Creating client value Following elections at both the State and local levels of government in the first half of 2012, we implemented a significant program of work to renew our client relationships across the public sector and increase client value through product, service and organisational innovation. Over the past six months, our expertise has been sought across a number of major client projects and initiatives, including the: Boundaries Commissions evaluation of the financial impacts of a number of proposed local government de-amalgamations nnpublic consultation process undertaken by the Australian Energy Market Commission on the rules governing the economic regulation of electricity network service providers nnDepartment of Treasury and Trades establishment of Projects Queensland, with the secondment of 16 QTC employees to help staff that office nnrecovery planning and funding application support to local governments, following a number of significant natural disasters, and nnState-wide series of educational forums to support senior officials of local governments, including courses for Indigenous and Torres Strait Island local governments, in conjunction with the Department of Local Government and the Local Government Association of Queensland. Our ability to respond flexibly to the needs of our clients will remain a key focus across the next six months, particularly as we balance ongoing client demand with increasing demand for our involvement in significant whole-of-State initiatives. Maintaining organisational sustainability Over the past six months, we have reviewed and updated our strategic plan, reflecting on the value we can deliver to our clients and the State, and the unique role we fulfil across the public sector. Through this process, we renewed our corporate vision and mission, reaffirming our commitment to build on the strong foundation of our past achievements to best address the challenges of the future, and ensure we meet the States financing requirements and contribute to a sustainable future for all Queenslanders. We also took the opportunity to align our organisational structure to our strategy, streamlining responsibility and accountability, ensuring the prioritised allocation of resources, and maintaining our organisational flexibility. The delivery of increased operational efficiencies across the organisation has been a significant priority, with the rationalisation of our work spaces and subsequent co-location of all employees into one office. We also delivered enhanced online services to our clients through QTC Connect, improving operational efficiencies and completing this major program of work. Over the next six months, QTC will focus on its core funding and debt management business to meet the States financing requirements and help drive public sector financial sustainability. On behalf of the Board and our senior management team, we thank our team of experts, whose collective efforts, energies and commitment have delivered a strong outcome for our organisation. We look forward to building on this positive foundation over the second half of the financial year to deliver optimal financial outcomes that help secure Queenslands financial success. G P Bradley Chairman P C Noble Chief Executive Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION
6 QUEENSLAND TREAS URYC ORPORATION HALF -YEARLY REPORT DECEMBER 2012
QUEENSLAND TREASURY CORPORATION financial Statements for The Half-year ended 31 December 2012 Contents Statement of comprehensive income 8 balance Sheet 9 Statement of Changes 10 in Equity Statement of cash flows 11 Notes to and forming part of the financial Statements 12 Certificate of the Queensland Treasury corporation 22 independent auditors review report 23 Management Report 25 7
STATEMENT OF Comprehensive INCOME for The Half-year ended 31 December 2012 HALF -YEARENDED 31 DECEMBER 31 DECEMBER NOTE 2012 2011 $000 $000 CAPITAL MARKETSOPERATIONS Net interest income interest income 4 2 934 633 4 726 873 interest expense 4 (2 719 583) (4 607 258) 215 050 119 615 Other income Fees management 5 32 798 28 995 fees professional 294 266 fees other 386 311 amortisation of cross border lease deferred income 3 219 3 219 lease income 23 296 20 090 59 993 52 881 Expenses administration expenses 8 (26 000) (37 967) Depreciation on leased assets (15 436) (13 348) Other expenses (30) 26 (41 466) (51 289) Share of joint venture entity profit 355 293 Profit from capital markets operations before income tax 233 932 121 500 income tax expense (8 574) (1 331) Profit from capital markets operations after income tax 225 358 120 169 LONg TERM ASSETS Net return from investments in long term assets Net change in fair value of unit trusts 6 2 354 994 647 784 Interest on fixed rate notes 7 (1 168 220) (1 140 482) Management fees (32 228) (34 092) Profit/(loss) from long term assets 1 154 546 (526 790) Total profit/(loss) for the half-year after tax 1 379 904 (406 621) Total comprehensive income attributable to the owners 1 379 904 (406 621) Total comprehensive income derived from: Capital markets operations 3 225 358 120 169 Long term assets 3 1 154 546 (526 790) Total comprehensive income 1 379 904 (406 621) The notes on pages 12 to 21 are an integral part of these financial statements. Note: Throughout these financial statements the capital markets operations and the long term assets operations following the transfer of the States superannuation and other long-term assets (refer notes 1 and 3). 8 QUEENSLAND TREASURY CORPORATION Half-yearly report T December 2012
BALANCE SHEET as at 31 December 2012 31 DECEMBER 30 June NOTE 2012 2012 $000 $000 ASSETS Capital markets operations cash 51 801 743 receivables 2 879 9 022 Financial assets at fair value through profit or loss 9 19 520 893 17 126 850 Derivative financial assets 10 394 443 475 056 Onlendings 11 77 370 311 72 289 635 Property, plant and equipment 291 926 286 131 Investments accounted for using the equity method 1 241 1 377 Intangible assets 5 849 5 110 Deferred income tax assets 1 948 2 438 97 641 291 90 196 362 Long term assets Financial assets at fair value through profit or loss 9 30 359 628 29 182 448 30 359 628 29 182 448 Total assets 128 000 919 119 378 810 LIABILITIES Capital markets operations Payables 118 537 106 020 Tax liabilities 8 113 8 619 Derivative financial liabilities 12 211 782 247 589 Financial liabilities at fair value through profit or loss - Interest bearing liabilities 13 91 405 179 84 268 842 - Deposits 13 5 184 173 5 077 143 96 927 784 89 708 213 Long term assets financial liabilities at amortised cost 14 31 875 312 31 852 678 31 875 312 31 852 678 Total liabilities 128 803 096 121 560 891 Net assets (802 177) (2 182 Equity Retained earnings Capital markets operations 713 507 488 149 Long term assets (1 515 684) (2 670 Total equity (802 177) (2 182 The notes on pages 12 to 21 are an integral part of these financial statements. Half-yearly report December 2012 QUEENSLAND TREASURY CORPORATION 9
STATEMENT OF CHANGES IN EQUITY FOR THE HALF-YEAR ENDED 31 DECEMBER 2012 CAPITAL MARKETS OPERATIONS LONG TERMASSETS TOTAL RETAINED Earnings RETAINED EARNIN gS Equity $000 $000 $000 balance at 1 July 2012 488 149 (2 670 230)(2 182 081) Profit for the half-year 225 358 1 154 546 1 379 904 Balance at 31 December 2012 713 507 (1 515 684)(802 177) balance at 1 July 2011 441 240 (2 857 459)(2 416 219) Profit for the half-year 120 169 (526 790)(406 621) Balance at 31 December 2011 561 409 (3 384 249)(2 822 840) The notes on pages 12 to 21 are an integral part of these financial statements. 10 QUEENSLAND TREASURY CORPORATION Half-yearly rePOr T December 2012
STATEMENT OF CASH Flows for The Half-year ended 31 December 2012 HALF -YEARENDED 31 DECEMBER 31 DECEMBER 2012 2011 $000 $000 CAPITAL MARKETS OPERATIONS Cash flows from operating activities Interest received from onlendings 2 443 527 3 662 333 interest received from investments 494 019 725 062 interest received other 27 693 20 068 fees received 33 522 29 545 GST paid to suppliers (6 372) (4 064) gST refunds from aTO 10 104 4 967 gST paid to aTO (3 262) (2 483) gST received from clients 3 242 2 419 Interest paid on interest-bearing liabilities (2 199 656) (1 924 interest paid on deposits (90 323) (57 196) administration expenses paid (25 552) (14 565) income tax paid (8 588) (20 585) Net cash provided by operating activities 678 354 2 421 261 Cash flows from investing activities net proceeds from investments (2 228 304) (931 272) Net increase in onlendings (5 074 815) (8 109 Payments for property, plant and equipment (22 025) (31 701) Payments for intangibles (1 734) (5 502) Proceeds from sale of property, plant and equipment 13 -Dividend received 491 89 Net cash used in investing activities (7 326 374) (9 077 Cash flows from financing activities Net proceeds from interest-bearing liabilities 6 587 191 8 983 186 Net increase/ (decrease) in deposits 111 887 (2 012 Net cash provided by financing activities 6 699 078 6 970 951 Net increase in cash 51 058 314 361 cash at 1 July 743 (8 834) Cash at 31 December 51 801 305 527 Long TERM ASSETS No external cashflow is generated from the long term assets (refer notes The notes on pages 12 to 21 are an integral part of these financial statements. Half-yearly rePOrT December 2012 QUEENSLAND TREASURY CORPORATION 11
NOTES TO AND Forming PART OF THE FINANCIAL STATEMENTS for The Half-year ended 31 December 2012 1 general information Contents Queensland Treasury Corporation Queensland(QTC) Treasury Corporation is constituted Act 1988 (the Act), with the Under Treasurer designated as the 1 general information 12 QTC is the States central financing authority and 2 Summary of significant accounting policies 12 for providing debt funding, liability management, cash to public sector clients. These services, which form 3 Segment reporting 14 undertaken on a cost-recovery basis with QTC lending 4 interest income and interest expense the benefits/costs of liability and from capital markets 15 operations sector entities. 5 Fees management 16 The majority of QTCs profits from its Capital Markets earned from the investment of QTCs equity. QTC ensures 6 Net change in fair 16 value of unit trusts it has adequate capital to manage its risks. 7 Interest on fixed rate 17 notes QTC holds a portfolio of assets which were transferred 8 administration expenses 17 the investments of QTCs Long Term Assets segment and 9 financial assets at fair value term obligations of the State such as insurance and through profit or loss 18 State fixed rate notes which has resulted in the State QTC bears the impact of fluctuations in the value and 10 Derivative financial 19 assets The Long Term Asset Advisory Board is responsible for 11 Onlendings 19 not form part of QTCs day-to-day Capital Markets 12 Derivative financial 19 liabilities managed by QIC Limited (QIC). 13 financial liabilities at fair value Although there is no domestic requirement for the through profit or loss 20 meet offshore requirements and to better meet the 14 financial liabilities at amortised cost 21 general purpose financial report has been prepared. 15 Notes to the statement 21 The of cash half-year flows financial statements do not include all financial statements and therefore cannot be expected 16 Contingent liabilities 21 performance, financial position and financing and 17 Funding facilities 21 report. They should be read in conjunction with the 2 Summary of significant accounting (a) Basis of preparation The half-year financial report is a general purpose Interim Financial Reporting. Compliance with AASB 134 ensures compliance Reporting Standard Interim Financial Reporting. IAS 34 The half-year report does not type normally included in an annual financial report annual financial report. Other than as stated in note 2(b), the accounting statements have been applied consistently with those Compliance with International Financial Reporting Standards While QTC is designated as a not-for-profit entity, requirements of International Financial Reporting Basis of measurement The financial statements are prepared on the basis of where otherwise stated. Functional and presentation currency These financial statements are presented in Australian Classification of assets and liabilities The balance sheet is presented on a liquidity basis. of liquidity and are not distinguished between current (b) Change in accounting policy On 1 July 2012, the Corporation changed its accounting At 30 June 2012, QTC held $160.819 million in a reserve risk. These reserves are measured for capital adequacy accounting purposes under Australian Accounting voluntarily to provide greater consistency with market There is no impact on the financial position earnings within equity. Comparative figures for 2011-12 have been restated, as changes to the Statement of Comprehensive Income, Sheet of QTC due to the reclassification of reserves (c) Cash Cash assets include only those funds held at bank and (d) Financial assets and financial liabilities Recognition and derecognition Financial assets and financial liabilities are recognised to the contractual provisions of the financial A financial asset is derecognised when the contractual expire or are transferred and no longer controlled by A financial liability is removed from the balance sheet is discharged, cancelled or expires. 12 QUEENSLAND TREASURY CORPORATION Half-yearly rePOr T December 2012
Measurement Financial assets and liabilities at fair value through profit or loss are measured at fair value by reference to quoted market prices when available. If quoted market prices are not available, then fair values are estimated on the basis of pricing models or other recognised valuation techniques.Fair value is the amount for which an asset could be exchanged or liability settled between knowledgeable, willing parties in an arms length transaction.QTC uses mid-market rates as the basis for establishing fair values of quoted financial instruments with offsetting risk positions. In general, the risk characteristics of funds borrowed, together with the financial derivatives used to manage interest rate and foreign currency risks, closely match those of funds onlent. In all other cases, the bid-offer spread is applied where material.Financial liabilities at amortised cost are measured using the effective interest method. The effective interest method is a method of calculating the amortised cost of a financial instrument and allocating the interest income or interest expense over the relevant period. In this way, interest is recognised in the statement of comprehensive income in the period in which it accrues. ClassificationFinancial instruments on initial recognition are classified into the following categories: §receivables §Onlendings §Derivative financial instruments §Financial assets at fair value through profit or loss §Financial liabilities at fair value through profit or loss, and §Financial liabilities at amortised cost.QTCs accounting policies for significant financial assets and financial liabilities are listed below.OnlendingsOnlendings, with the exception of loans to cooperative housing societies, are included in the balance sheet at market or fair value which is the redemption value. Loans to cooperative housing societies are based on the balance of each housing societys loans to its members adjusted where necessary for a specific provision for impairment.Derivative financial instrumentsQTC uses derivative financial instruments to hedge its exposure to interest rate, foreign currency and credit risks as part of asset and liability management activities. In addition they may be used to deliver long term floating rate or long term fixed rate exposure. In accordance with its treasury policy, QTC does not hold or issue derivative financial instruments for speculative purposes.all derivatives are carried as assets when fair value is positive and as liabilities when fair value is negative. Financial assets at fair value through profit or loss Financial assets at fair value through profit or loss include financial assets held for Capital Markets Operations and investments held in unit trusts (Long Term Assets). §Financial assets Capital Markets Operations Financial assets Capital Markets Operations, include investments in money market deposits, discount securities, semi-government bonds and floating rate notes. Unrealised gains and losses are brought to account in the statement of comprehensive income. §Investments in unit trusts Long Term Assets Investments in unit trusts consist of investments held and managed by QIC and include Australian equities, international equities and other diversified products (refer note 9). These investments are measured at market value based on the hard close unit price quoted by QIC adjusted for fees outstanding on the account and net of any GST recoverable.Financial liabilities at fair value through profit or lossFinancial liabilities at fair value through profit or loss include interest-bearing liabilities and deposits. Unrealised gains and losses are brought to account in the statement of comprehensive income. §Interest-bearing liabilities Interest-bearing liabilities mainly consist of Australian and overseas bonds. Australian bonds include QTCs domestic, capital indexed and public bonds. Overseas bonds include global bonds and Eurobonds. Global bonds are Australian dollar denominated bonds issued overseas. §Client Deposits Client deposits are accepted to either the Working Capital Facility (11AM Fund) or the Cash Fund. Income derived from the investment of these deposits accrues to depositors daily. The amount shown in the balance sheet represents the market value of deposits held at balance date. Collateral held and securities sold under agreements to repurchase are disclosed as deposits. Financial liabilities at amortised cost Financial liabilities at amortised cost consist of fixed rate notes issued to the State Government in exchange for a portfolio of assets (Long Term Assets). The fixed rate notes are initially recognised at par value, which equated to the fair value of the financial assets acquired. Deposits and withdrawals can be made from the notes based on changes in the State Governments long-term liabilities. The notes are long-term in nature and have a term of 50 years. Interest on the fixed rate notes is capitalised monthly and the rate is reviewed annually, consistent with the triennial actuarial assessment of the States defined benefit superannuation liability. (e) Interest income and interest expense The recognition of investment income and borrowing costs includes net realised gains/losses from the sale of investments (interest income) and the pre redemption of borrowings (interest expense) together with the net unrealised gains/losses arising from holding investments and certain onlendings (interest income) and net unrealised gains/losses from borrowings (interest expense). These unrealised gains/losses are a result of revaluing to market daily. The majority of onlendings are provided to clients on a pooled basis. Interest costs are allocated to clients based on the daily movement in the market value of the pool.(f) Net change in fair value of investments in unit trusts Changes in the net market value of investments are recognised in the period in which they occur. The net market value is based on the closing unit redemption price and includes both realised and unrealised movements, net of allowances for costs expected to be incurred in realising these investments. Distributions are reinvested into the trusts.(g) Income taxQTc is exempt from the payment of income tax under section 50-25 of the Income Tax Assessment Act 1997 (as amended).QTC makes a payment in lieu of income tax to the Queensland Governments Consolidated Fund. The calculation of the income tax liability is based on the income of certain activities controlled by QTCs Capital Markets Operations applying tax effect accounting principles. No income tax is payable on the Long Term Assets.(h) Roundingamounts have been rounded to the nearest thousand dollars except for note 17 which is rounded to the nearest million dollars. (i) Operating resultThe operating profit after tax for the half-year ended 31 December 2012 for the Capital Markets Operations segment was $225.4 million and $1,154.5 million for the Long Term Assets segment. The accumulated net losses of $1,515.7 million in the Long Term Assets segment have no impact on QTCs capacity to meet its obligations as there is no cash flow effect for QTC (refer note 15). In addition, under the Queensland Treasury Corporation Act 1988, any losses of the corporation shall be the responsibility of the Consolidated Fund of the Queensland Government. Half-yearly report December 2012 QUEENSLAND TREASURY CORPORATION
NOTES TO AND Forming PART OF THE FINANCIAL STATEMENTS for The Half-year ended 31 December 2012 3 Segment reporting An operating segment is identified where QTC engages in a business activity makers in deciding how to allocate resources. Revenue and expenses directly associated with each business segment are applied consistently. The results from QTCs operating segments are shown below: SEgMENTRE venue AND EXPENSES FOR THE HALF -YEAR ENDED 31 DECEMBER 2012 FORTHE HALF -YEAR ENDED 31 DECEMBER 2011 Capital markets Long term Capital markets Long term operations assets Total operations assets Total $000 $000 $000 $000 $000 $000 Segment income interest income 2 934 633 - 2 934 633 4 726 873 - 4 726 873 Net change in fair value of unit - 2 trusts 354 994 2 354 994 - 647 784 647 784 Other income 59 993 - 59 993 52 881 - 52 881 Total income 2 994 626 2 354 994 5 349 620 4 779 754 647 784 5 427 538 Segment expenses interest expense 2 719 583 1 168 220 3 887 803 4 607 258 1 140 482 5 747 740 Depreciation, amortisation and impairment 17 214 - 17 214 28 824 - 28 824 Management fees - 32 228 32 228 - 34 092 34 092 Other expenses 24 252 - 24 252 22 465 - 22 465 Total expenses 2 761 049 1 200 448 3 961 497 4 658 547 1 174 574 5 833 121 Share of joint venture entity 355 profit - 355 293 - 293 Profit/(loss) before 233 932 1 154 546 income 1 388 478 tax 121 500 (526 790) (405 290) income tax expense 8 574 - 8 574 1 331 - 1 331 Profit/(loss) for the half-year225 358 1 154 546 1 379 904 120 169 (526 790) (406 621) SEgMENT ASSETS AND LIABILITIES ASAT 31 DECEMBER 2012 ASAT 30 JuNE 2012 Capital markets Long term Capital markets Long term operations assets Total operations assets Total $000 $000 $000 $000 $000 $000 Segment assets Onlendings 77 370 311 - 77 370 311 72 289 635 - 72 289 635 Financial assets at fair19value 520 893 through 30 359 628 profit 49 880 521 or 17 loss 126 850 29 182 448 46 409 298 Other assets 750 087 - 750 087 779 877 - 779 877 Total assets 97 641 291 30 359 628 128 000 919 90 196 362 29 182 448 119 378 810 Segment liabilities financial liabilities at fair value through profit or loss 96 589 352 - 96 589 352 89 345 985 - 89 345 985 financial liabilities at amortised cost - 31 875 312 31 875 312 - 31 852 678 31 852 678 Other liabilities 338 432 - 338 432 362 228 - 362 228 Total liabilities 96 927 784 31 875 312 128 803 096 89 708 213 31 852 678 121 560 891 Net assets 713 507 (1 515 684) (802 177) 488 149 (2 670 230) (2 182 081) 14 QUEENSLAND TREASURY CORPORATION Half-yearly rePOr T December 2012
4 Interest income and interest expense from capital markets operations FOR THE HALF-YEAR ENDED 31 DECEMBER 2012 NET UNREALISED NET REALISED TOTAL INTEREST GAIN/LOSS GAIN/LOSS INTEREST $000 $000 $000 $000 INTEREST INCOME Onlendings 2 439 269 10 150 - 2 449 419 Other investments 361 704 31 315 92 195 485 214 2 800 973 41 465 92 195 2 934 633 INTEREST EXPENSE Deposits 85 528 (61) - 85 467 Interest-bearing liabilities 1 883 927 319 180 431 009 2 634 116 1 969 455 319 119 431 009 2 719 583 FOR THE HALF-YEAR ENDED 31 DECEMBER 2011 NET uNREALISED NET REALISED TOTAL INTEREST GAIN/LOSS GAIN/LOSS INTEREST $000 $000 $000 $000 INTEREST INCOME Onlendings 3 696 690 73 364 - 3 770 054 Other investments 548 439 100 999 307 381 956 819 4 245 129 174 363 307 381 4 726 873 INTEREST E xPENSE Deposits 96 760 22 - 96 782 Interest-bearing liabilities 2 015 344 2 054 912 440 220 4 510 476 2 112 104 2 054 934 440 220 4 607 258 The majority of onlendings are provided to clients on a pooled fund basis. Interest costs are allocated to clients based on the daily movement in the market value of the pooled fund. Except for fixed rate loans, the interest from onlendings figure also reflects the daily movements in the market value of the pooled funds. In periods of falling interest rates, the market value of the funding pool will rise leading to higher interest income from onlendings. Similarly, in periods of falling interest rates, the market value of interest-bearing liabilities will rise leading to higher interest expense. During the half-year ended 31 December 2011, the fall in interest rates was greater in comparison to the current half-year which led to higher interest income and higher interest expense in the previous period. Half-yearly rePOrT December 2012 QUEENSLAND TREASURY CORPORATION 15
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE HALF-YEAR ENDED 31 DECEMBER 2012 5 FEES management 31 DECEMBER 31 DECEMBER 2012 2011 $000 $000 Fees management 32 798 28 995 Management fees represent income earned from the management of QTCs onlendings and deposits. A further amount of $4.020 million (31 December 2011 $3.827 million), derived from fees on certain managed funds and pools is included under interest income as it forms part of the interest rate applied. 6 Net change in fair value of unit trusts Changes in the fair value of the unit trusts are as follows: 31 DECEMBER 31 DECEMBER 2012 2011 ACCOuNT $000 $000 QLQ Trust No.1 1 921 808 401 629 QLQ Real Property Holdings Trust* (3 308) 18 272 QLQ Trust No.3 422 -Qic Property fund 55 363 48 565 QIC Diversified Infrastructure Fund No.2 120 334 47 366 QIC Strategic Fund No.2 88 649 51 889 QIC Strategic Fund No.3 32 33 QIC Private Equity Fund No.2 49 079 25 490 QIC Private Equity Fund No.3 8 911 (7 635) Qic Treasury infrastructure Trust 5 3 QIC Treasury Infrastructure Trust No.1 102 339 17 008 QIC Treasury Infrastructure Trust No.2 9 -QIC Treasury Infrastructure Trust No.2 Redeemable Pref Units36 065 44 824 Qic Healthcare ventures uS Dollar cash - 203 Qic Healthcare ventures - (285) Qicc ash fund - 145 Queensland BioCapital Fund No.1 (11 294) 107 Queensland BioCapital Fund No.2 (13 420) 170 2 354 994 647 784 * Previously QLQ Trust No. 2 16 QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 2012
7 interest on fixed rate notes 31 DECEMBER 31 DECEMBER 2012 2011 LONg TERMASSETS $000 $000 Interest on fixed rate notes 1 168 220 1 140 482 8 Administration expenses 31 DECEMBER 31 DECEMBER 2012 2011 $000 $000 Salaries and related costs 14 569 11 513 consultants and contractors 2 887 2 886 Property charges 2 179 1 641 Computer charges 1 746 1 613 Outsourced services 994 899 Amortisation on intangible assets 984 82 Depreciation on property, plant and equipment 794 582 audit fees 404 434 Investor and market relations program 283 688 Staff training and development 168 163 Impairment on intangible assets - 14 812 Other administration expenses 992 2 654 26 000 37 967 Half-yearly rePOrT December 2012 QUEENSLAND TREASURY CORPORATION 17
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE HALF-YEAR ENDED 31 December 2012 9 Financial assets at fair value through 31 DECEMBER 30 JUNE 2012 2012 CAPITAL MARKETSOPERATIONS $000 $000 Money market deposits 929 741 1 016 311 Discount securities 5 708 640 4 483 548 commonwealth and state securities (1) 5 364 681 4 251 514 Floating rate notes 4 284 767 4 377 749 Term deposits 1 759 999 1 686 129 Other investments 1 473 065 1 311 599 19 520 893 17 126 850 QTC maintains holdings of its own stocks. These holdings are netted off and therefore excluded from financial assets and financial liabilities at fair value through profit or loss (refer note 13).The total includes investments made to manage: §deposits of $5,184.173 million (30 June 2012 $5,077.143 million) §retained earnings of $713.507 million (30 June 2012 $488.149 million), and §cross border lease deferred income of $55.486 million (30 June 2012 $58.705 million). The remaining investments are used to facilitate management of liquidity and interest rate risk or result from QTC borrowing in advance of requirements to manage financing/refinancing risk. 31 DECEMBER 30 June 2012 2012 LONG TERMASSETS $000 $000 QLQ Trust No.1 19 967 530 19 458 681 QLQ Real Property Holdings Trust * 269 605 305 737 QLQ Trust No.3 26 100 25 672 Qic Property fund 1 164 796 1 118 844 QIC Diversified Infrastructure Fund No.2 1 585 552 1 463 208 QIC Strategic Fund No.2 2 733 254 2 555 640 QIC Strategic Fund No.3 5 988 7 907 QIC Private Equity Fund No.2 1 009 497 848 431 QIC Private Equity Fund No.3 83 590 45 702 Qic Treasury infrastructure Trust 124 120 QIC Treasury Infrastructure Trust No.1 2 198 865 2 002 790 QIC Treasury Infrastructure Trust No.2 78 69 QIC Treasury Infrastructure Trust No.2 Redeemable Pref Units1 293 511 1 304 217 Queensland BioCapital Fund No.1 10 038 21 122 Queensland BioCapital Fund No.2 11 100 24 308 30 359 628 29 182 448 * Previously QLQ Trust No. 2 MOVEMENT DURING THE YEAR Opening balance 29 182 448 28 248 333 Net contributions/(withdrawals) (1 177 814) (1 622 809) Net change in fair value of unit trusts 2 354 994 2 556 924 Balance at the end 30 359 628 29 182 448 18 QUEENSLAND TREASURY CORPORATION Half-yearly report December 2012
10Derivative financial assets 31 DECEMBER 30 June 2012 2012 $000 $000 interest rate swaps 140 815 185 768 cross currency swaps 123 827 120 831 Forward rate agreements 119 356 161 938 Foreign exchange contracts 10 445 6 519 394 443 475 056 11 Onlendings 31 DECEMBER 30 June 2012 2012 $000 $000 Government departments and agencies 35 375 744 30 520 239 government owned corporations 22 224 015 21 085 227 Local governments 6 245 562 5 859 780 Queensland water entities 11 020 497 10 825 970 Statutory bodies 1 088 999 1 113 361 QTc related entities 1 152 631 2 659 158 Other bodies 262 863 225 900 77 370 311 72 289 635 12Derivative financial liabilities 31 DECEMBER 30 JuNE 2012 2012 $000 $000 interest rate swaps 88 522 78 064 cross currency swaps 109 842 127 130 Foreign exchange contracts 13 418 42 207 credit default swaps - 188 211 782 247 589 Half-yearly report December 2012 QUEENSLAND TREASURY CORPORATION 19
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS FOR THE Half-year ENDED 31 December 2012 13 Financial liabilities at fair value 31 DECEMBER 30 JUNE 2012 2012 $000 $000 INTEREST- BEARING LIABILITIES CAPITAL MARKETS OPERATIONS Domestic Treasury notes 2 962 570 2 405 545 bonds 83 084 866 76 637 478 Floating rate notes 351 147 351 142 Other 194 600 220 092 86 593 183 79 614 257 Offshore commercial paper 2 372 566 1 688 197 bonds (1) 1 385 732 1 685 383 medium-term notes 1 053 698 1 084 426 Floating rate notes - 196 579 4 811 996 4 634 585 Total interest-bearing liabilities 91 405 179 84 268 842 (1) Consists of AUD denominated global bonds which are borrowed in the United States and Euro markets. Derivatives are used to hedge offshore borrowings resulting in no net QTC borrowings are guaranteed by Queensland the Treasury Queensland Corporation Act 1988. Government under the 31 DECEMBER 30 JUNE 2012 2012 $000 $000 Client deposits government- owned corporations 1 464 230 1 198 786 Local governments 1 245 002 1 660 901 Statutory bodies 954 473 911 802 Queensland water entities 220 091 189 057 QTC related entities 68 812 43 829 Government departments and agencies 54 627 135 972 Other depositors 214 985 219 618 4 222 220 4 359 965 Other deposits collateral 102 244 107 457 Repurchase agreements 859 709 609 721 Total deposits 5 184 173 5 077 143 20 QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 2012
14 Financial liabilities at amortised cost 31 DECEMBER 30 JUNE 2012 2012 $000 $000 FIXED RATE NOTES LONG TERM ASSETS State government 31 875 312 31 852 678 31 875 312 31 852 678 The Board considers that the carrying value of financial liabilities 15 Notes to the statement of cash flows(a) Cash flows presented on a net basis Cash flows arising from the following activities are presented on a net basis in the statement of cash flows: §loan advances to and redemptions from clients §sales and purchases of investments §receipt and withdrawal of client deposits, and §proceeds and repayment of interest-bearing liabilities.(b) Long term assets No external cashflow is generated from the Long Term Assets as deposits and withdrawals from the fixed rate notes result in a corresponding change to the investments held. Interest on the fixed rate notes is capitalised. Earnings, market movement and fees on the investment are recognised in the valuation of the investment (refer notes 2 (f) and 3).16 Contingent liabilities There have been no material changes in contingent liabilities since those disclosed in the financial statements for the year ended 30 June 2012. Refer to note 24 in the 2012 Annual Report. 17 Funding facilities FACE VALUE FACE VALUE ON ISSUE ON ISSUE LIMIT 31 DECEMBER 2012 30 JUNE 2012 FACILITY CURRENCY $M $M $M Onshore facilities Domestic Benchmark Bonds auD unlimited AUD 74 874 auD 70 854 capital indexed bond auD unlimited AuD 802 auD 793 Treasury note auD unlimited AUD 2 974 auD 2 420 Other AUD N/A AUD 536 AUD 561 Offshore facilities Global Benchmark Bonds AUD AUD 20 000 AUD 1 270 AUD 1 537 euro commercial Paper multicurrency USD 10 000 USD 1 804 USD 1 496 US commercial Paper USD USD 10 000 uSD 663 USD 225 euro medium-Term note multicurrency USD 10 000 uSD 1 016 USD 1 002 US medium-Term note multicurrency USD 10 000 - USD 200 Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION 21
CERTIFICATE OF THE QUEENSLAND TREASURY CORPORATION he foregoing general purpose financial statements have been prepared in accordance with the requirements of AASB 134: Interim Financial Reports. Compliance with AASB 134 ensures compliance with International Financial Reporting Standard IAS 34: Interim Financial Reporting. We certify that in our opinion:(i) the prescribed requirements for establishing and keeping the accounts have been complied with in all material respects(ii) the foregoing half-year financial statements have been drawn up so as to present a true and fair view of Queensland Treasury Corporations assets and liabilities, financial position and financial performance for the half-year ended 31 December 2012, and(iii) the interim management report includes a fair review of the information required under article 4(4) of the Law of January 11, 2008 on transparency requirements for issuers of securities on the Luxembourg Stock Exchange. Signed in accordance with a resolution of the Directors. G P BRADLEY P C NOBLE chairman chief executive brisbane 13 february 2013 22 QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 2012
Independent Auditor s Review Report To Queensland Treasury Corporation Review Report on the Half-year Financial Report I have reviewed the accompanying half-year financial report of Queensland Treasury Corporation, which comprises the balance sheet as at 31 December 2012, and the statement of comprehensive income, statement of changes in equity and statement of cash flows for the half-year ended on that date, notes comprising a summary of significant accounting policies and other explanatory information, and the certificates given by the Chairman and Chief Executive. The Corporation Soles responsibility for the Half-year Financial Report The Corporation Sole is responsible for the preparation of the half-year financial report that gives a true and fair view in accordance with Australian Accounting Standards and for such internal control as the Corporation Sole determines is necessary to enable the preparation of the half-year financial report that is free from material misstatement, whether due to fraud or error. Auditors Responsibility My responsibility is to express a conclusion on the half-year financial report based on my review. The review was conducted in accordance with the Auditor-General of Queensland Auditing Standards and Auditing Standard on Review Engagements ASRE 2410 Review of a Financial Report Performed by the Independent Auditor of the Entity, in order to state whether, on the basis of the procedures described, I have become aware of any matter that makes me believe that the half-year financial report is not in accordance with Australian Accounting Standards, including: giving a true and fair view of Queensland Treasury Corporations financial position as at 31 December 2012 and its performance for the half-year ended on that date and complying with Accounting Standard AASB 134 Interim Financial Reporting. As the auditor of Queensland Treasury Corporation, ASRE 2410 requires that I comply with the ethical requirements relevant to the audit of the annual financial report. A review of a half-year financial report consists of making enquiries, primarily of persons responsible for financial and accounting matters, and applying analytical and other review procedures. A review is substantially less in scope than an audit conducted in accordance with Australian Auditing Standards and consequently does not enable me to obtain assurance that I would become aware of all significant matters that might be identified in an audit. Accordingly, I do not express an audit opinion. Independence The Auditor-General Act 2009 promotes the independence of the Auditor-General and all authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities and can be removed only by Parliament. The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-Generals opinion are significant. Conclusion Based on my review, which is not an audit, I have not become aware of any matter that makes me believe that the half-year financial report of Queensland Treasury Corporation does not: (a) present a true and fair view, in all material respects, of the financial position of Queensland Treasury Corporation as at 31 December 2012, and of its financial performance and its cash flows for the half-year ended on that date; (b) comply with Australian Accounting Standard AASB 134 Interim Financial Reporting. Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION
Other Matters - Electronic Presentation of the Reviewed Financial Report This review report relates to the financial report of Queensland Treasury Corporation for the half-year ended 31 December 2012. Where the financial report is included on Queensland Treasury Corporations website, the Corporation is responsible for the integrity of Queensland Treasury Corporations website and I have not been engaged to report on the integrity of Queensland Treasury Corporations website. The review report refers only to the subject matter described above. It does not provide an opinion on any other information which may have been hyperlinked to/from these statements or otherwise included with the financial report. If users of the financial report are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the reviewed financial report to confirm the information contained in this website version of the financial report. These matters also relate to the presentation of the reviewed financial report in other electronic media. A M GREAVES FCA Auditor-General of Queensland Queensland Audit Office Brisbane AUDITOR GENERAL 15 FEB 2013 OF QUEENSLAND Queensland Audit Office Brisbane QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 2012
Management Report For the Half-year ended 31 December 2012 Review of operations QTC made an operating profit for the half-year ended 31 December 2012 of AUD 1,379.9 million consisting of the following operating segment results: nn Capital Markets Operations During the period from 1 July 2012 to 31 December 2012, QTC continued in its ordinary course of business as the State of Queenslands central financing authority and corporate treasury services provider. The operating profit after tax for the half-year ended 31 December 2012 for the Capital Markets Operations segment was AUD 225.4 million. The profit is primarily due to net unrealised accounting gains on QTCs borrowing and lending operations. nnLong Term Assets QTC holds a portfolio of assets which were transferred to QTC by the State Government under an administrative arrangement. These assets are the investments of QTCs Long Term Assets segment and were accumulated to fund superannuation and other long-term obligations of the State such as insurance and long service leave. In return, QTC issued to the State fixed rate notes which has resulted in the State receiving a fixed rate of return on the notes, while QTC bears the impact of fluctuations in the value and returns on the asset portfolio. QTC made an operating profit after tax of AUD 1,154.5 million for the Long Term Assets segment. The accumulated net losses incurred by the Long Term Assets segment to date have no impact on QTCs capacity to meet its obligations as there is no cash flow effect for QTC. In addition, under the Queensland Treasury Corporation Act 1988, any losses of the Corporation shall be the responsibility of the Consolidated Fund of the Queensland Government. Principal risks and uncertainties Financial market conditions improved over the course of the second half of 2012 as the global economy stabilised. Improved economic conditions are expected throughout 2013 however markets will be susceptible to downside risks to global growth. g P BRADLEY P C NOBLE chairman chief executive brisbane 13 february 2013 Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION
26 QUEENSLAND TREASURY CORPORATION HALF -YEARLY REPORT DECEMBER 2012
QUEENSLAND TREASURY CORPORATION APPENDICES Contents appendix a 28 appendix b 32 appendix c 33 appendix D 34 27
APPENDIX A LOANS TO CLIENTS Total Debt Total Debt Outstanding (Market Value) (Market value) Average Average Expected 30 June 2012 31 December 2012 Term (years)* Term (years)* Loans to clients $000 $000 30 June 2012 31 December 2012 BODIES Within The Public Accounts Citec 24 266 32 546 3.01 2.65 Department of community Safety corrective Services 16 0.71 Department of Education Training and Employment 71 572 69 856 12.63 12.24 Department of Justice and attorney general N/A N/a Department of National Parks Recreation 1 Sport 599 and 1 Racing 235 2.33 1.91 Department of Science Information Technology 12 406 Innovation 5 848 and the N/AArts N/a Department of State Development Infrastructure 111 450 and 105 757 Planning 2.68 2.20 Department of the Premier and cabinet 14 573 13 978 3.80 3.30 Department of Transport and main roads main roads 1 087 970 1 058 003 5.98 5.55 Department of Transport and main roads Queensland Transport 103 362 104 890 8.06 7.57 Public Works Department of Housing and 55 260 Public Works 48 646 4.95 4.73 QBuild Department of Housing and Public 1 599 Works 3 007 2.33 1.91 Qfleet 250 729 239 620 N/A N/a Queensland fire and rescue authority 3 176 2.21 Queensland Health 104 009 99 638 5.96 5.46 Queensland Treasury and Trade 28 671 255 33 590 450 N/A N/a Sales and Distribution Services 7 180 2 268 Total 30 520 420 35 375 744 COOPERATIVE HOUSING SOCIETIES Cooperative Housing Societies 1 096 1 182 N/A N/a Total 1 096 1 182 GOVERNMENT OWNED CORPORATIONS CS Energy Ltd 907 318 914 367 N/A N/a Energex Ltd 5 848 218 6 302 474 N/A N/a Ergon Energy Corporation Limited 5 198 075 5 460 634 N/A N/a Eungella Water Pipeline Pty Ltd 28 610 25 975 9.85 9.64 gladstone Ports corporation 504 897 506 760 N/A N/a Port of Townsville limited 13 398 22 512 17.30 16.62 North Queensland Bulk Ports Corporation 93 Limited 365 93 134 N/A N/a Powerlink 4 085 988 4 407 245 N/A N/a Queensland rail limited 3 299 653 3 381 752 N/A N/a Stanwell corporation limited 869 139 871 512 N/A N/a SunWater 236 566 237 650 N/A N/a Total 21 085 227 22 224 015 28 QUEENSLAND TREASURY CORPORATION Half-yearly rePOr T December 2012
Total Debt Total Debt Outstanding (Market Value) (Market value) Average Average Expected 30 June 2012 31 December 2012 Term (years)* Term (years)* Loans to clients $000 $000 30 June 2012 31 December 2012 LOCAL GOVERNMENTS balonne Shire council 4671 4 580 15.70 15.72 banana Shire council 14 740 14 487 14.21 13.98 Barcaldine Regional Council 1 543 1 519 14.00 13.71 barcoo Shire council 157 142 7.22 6.89 Blackall Tambo Regional Council 3 197 3 021 6.89 6.37 brisbane city council 1 828 524 2 039 538 13.93 13.95 bulloo Shire council 1 041 953 4.88 4.38 Bundaberg Regional Council 70 673 68 296 10.71 10.35 Burdekin Shire Council 8 924 8 108 6.58 6.37 Cairns Regional Council 105 920 105 521 15.69 15.31 carpentaria Shire council 5 666 5 596 16.03 15.88 Cassowary Coast Regional Council 30 731 29 723 13.59 13.56 Central Highlands Regional Council 35 622 35 229 N/A N/a Charters Towers Regional Council 256 215 2.91 2.40 cloncurry Shire council 15 936 15 913 17.73 17.53 Cook Shire Council 4 439 12 301 12.46 12.02 Diamantina Shire council 1 832 1 676 5.81 5.43 Etheridge Shire Council 2 436 2 189 4.87 4.44 Fraser Coast Regional Council 127 677 125 092 N/A N/a Gladstone Regional Council 159 391 158 212 15.49 15.18 gold coast city council 812 326 935 605 N/A N/a Goondiwindi Regional Council 1 906 1 871 15.92 15.85 Gympie Regional Council 29 607 29 460 16.82 16.57 pswich city council 415 473 412 361 N/A N/a Isaac Regional Council 13 258 13 261 18.00 17.75 local government association of Queensland 1 573 1 465 5.79 5.29 Lockyer Valley Regional Council 24 759 24 708 19.70 19.69 Logan City Council 131 847 189 430 15.26 N/a Longreach Regional Council 7 889 7 859 15.90 15.56 Mackay Regional Council 229 128 227 288 16.11 15.86 Maranoa Regional Council 14 363 14 046 12.10 11.76 mckinlay Shire council 1 912 1 546 3.20 2.91 Moreton Bay Regional Council 398 694 395 767 16.01 15.74 mount isa city council 25 036 24 903 16.97 16.74 murweh Shire council 5 456 5 149 9.34 9.20 North Burnett Regional Council 3 795 3 607 8.03 7.66 Northern Peninsula Area Regional Council 461 N/A N/a Paroo Shire council 2 727 2 711 14.97 14.58 redland city council 69 382 70 982 11.84 N/a richmond Shire council 1 563 1 293 2.69 2.18 Rockhampton Regional Council 236 786 229 594 12.08 11.86 Scenic Rim Regional Council 7 996 7 512 16.04 16.04 Somerset Regional Council 24 538 N/A N/a South Burnett Regional Council 10 188 9 422 12.40 12.18 Southern Downs Regional Council 29 738 29 249 15.00 14.80 Sunshine Coast Regional Council 254 167 250 815 12.17 11.70 Tablelands Regional Council 9 598 9 469 15.52 15.34 Toowoomba Regional Council 163 736 160 884 N/A N/a Torres Shire council 2 163 2 030 10.59 10.64 Torres Strait Island Regional Council 553 538 9.61 9.11 Townsville city council 419 152 414 729 N/A N/a Western Downs Regional Council 33 359 33 072 15.97 15.74 Whitsunday Regional Council 74 664 74 036 17.75 17.68 Winton Shire council 3 611 3 588 14.61 14.23 Total 5 859 780 6 245 562 Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION 29
APPENDIX A LOANS TO CLIENTS continued Total Debt Total Debt Outstanding (Market Value) (Market value) Average Average Expected 30 June 2012 31 December 2012 Term (years)* Term (years)* Loans to clients $000 $000 30 June 2012 31 December 2012 STATUTORY BODIES Drainage boards Eugun Bore Water Authority 24 0.41 grammar schools brisbane girls grammar School 21 614 20 721 10.18 9.72 brisbane grammar School 27 158 13 537 16.14 7.10 ipswich girls grammar School 24 206 24 622 N/A N/a ipswich grammar School 1 062 2 489 1.72 1.23 Rockhampton Girls Grammar School 4 576 4 533 14.47 13.96 Rockhampton Grammar School 13 107 12 892 13.91 13.62 Toowoomba grammar School 6 724 6 507 11.29 10.81 Townsville grammar School 16 350 15 909 12.14 11.83 River improvement trusts Pioneer river improvement Trust 137 85 1.47 1.11 universities Griffith University 64 633 57 618 4.79 4.39 James Cook University 23 741 31 953 11.49 N/a Queensland University of Technology 61 504 62 095 N/A N/a Sunshine coast university 17 081 16 488 9.10 8.61 university of Southern Queensland 14 744 14 273 8.91 8.42 water boards avondale Water board 195 142 1.75 1.25 fernlee Water authority 988 985 16.84 16.57 gladstone area Water board 217 947 221 323 19.16 18.52 Glamorgan Vale Water Board 43 42 9.21 8.71 grevillea Water board 172 170 13.02 12.55 Kelsey Creek Water Board 674 566 2.89 2.39 mount isa Water board 3 017 2 818 5.96 5.46 Pioneer valley Water board 1 773 1 413 3.13 2.81 Riversdale Murray Valley Water Management 154 Board 96 1.25 0.75 water supply boards bollon South Water authority 617 589 7.46 6.96 bollon West Water authority 1 579 1 536 9.82 9.33 Ingie Water Authority 370 357 8.62 8.11 Other statutory bodies Mt Gravatt Showgrounds Trust 39 36 5.24 4.74 national Trust of Queensland 836 832 N/A N/a Queensland Rural Adjustments Authority 6 700 5 974 4.75 4.35 South Bank Corporation 30 487 27 515 N/A N/a Stadiums Queensland 478 415 465 444 7.02 6.66 urban land Development authority 72 694 75 438 N/A N/a Total 1 113 361 1 088 999 30 QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 2012
Total Debt Total Debt Outstanding (Market Value) (Market value) Average Average Expected 30 June 2012 31 December 2012 Term (years)* Term (years)* Loans to clients $000 $000 30 June 2012 31 December 2012 QUEENSLANDWATER ENTITIES allconnex Water 192 971 N/A N/a Queensland Bulk Water Supply Authority5 716 183 5 762 797 N/A N/a Queensland Bulk Water Transport Authority2 593 010 2 591 822 N/A N/a Queensland urban utilities 396 044 440 839 N/A N/a SEQ Water Grid Manager 1 702 975 1 944 304 N/A N/a unitywater 224 787 279 514 N/A N/a South East Queensland Bulk Water Company 1 220 N/A N/a Total 10 825 970 11 020 497 SuNCORP-METwAY LTD Suncorp-metway facility 1 321 1 122 6.33 5.93 Total 1 321 1 122 QTC RELATED ENTITIES DBCT Holdings Pty Ltd 186 912 177 177 N/A N/a Queensland Treasury Holdings Pty Ltd 2 470 798 975 455 N/A N/a local government infrastructure Services Pty ltd 1 448 N/A N/a Total 2 659 158 1 152 631 OTHER BODIES aviation australia Pty ltd 2 293 2 220 8.91 8.42 Aspire Schools Financing Services 190 759 202 180 26.52 26.02 State schools 4 154 3 973 4.87 5.10 Royal National Agricultural Industry Association 26 545 of 52 486 Queensland Total 223 751 260 858 GRAND TOTAL 72 289 903 77 370 609 The balance of clients offset deposits held in various pools is offset against clients debt outstanding. * Average Expected Term only includes standard principal and interest accounts ignores temporary funding and debt offset facilities, and is not applicable for any non-standard principal and interest accounts. Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION
APPENDIX B QTCS 2012-13 INDICATIVE BORROWING PROGRAM Mid-year update, released 14 January 2013 TERM DEBT 2012-13 MID-YEAR UPDATE 2012-13 ORIGINAL BORROWING REQUIREMENTS AUD M* AuD M* New money State 10 900 10 900 local government and other entities(1) 1 600 1 600 Total new money 12 500 12 500 Net term debt refinancing 1 200 1 200 Total borrowing program(2) 13 700 13 700 * Numbers are rounded to the nearest $100 million (1) Other entities include: retail water entities, universities, grammar schools and water boards (2) Funding activity may vary depending upon actual client requirements, the States fiscal position and financial market conditions. The change in Outstandings(1) to date for QTCs funding facilities since 30 June 2012 is: OUTSTANDINGS AS ( AT) Outstandings AS ( AT) CHANGE ( IN) FUNDING FACILITY 31 DECEMBER 2012 AUD M* 30 JUNE 2012 AUD M* OUTSTANDINGS AUD M* Domestic benchmark bond 74 100 70 200 3 900 commercial paper 5 300 4 100 1 200 Domestic non-benchmark bond 1 100 1 000 100 US Medium-Term Note (USMTN) - 200 (200) Euro Medium-Term Note (EMTN) 1 000 1 000 100 Capital indexed bond** 700 700 -global AUD Bond 1 300 1 500 (200) Total 83 500 78 700 4 800 * Numbers are rounded to the nearest $100m ** Excludes capital indexation (1) Does not include refinancing QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December 20132 2
APPENDIX C GLOSSARY Australian Government Guarantee (AGG): Also known as the Commonwealth Government Guarantee. The global financial crisis had an adverse effect on the state government bond market and threatened the capacity of state governments to deliver critical infrastructure projects. In response, on 25 March 2009, the Australian Government announced that it would provide a time-limited, voluntary guarantee over Australian state and territory government borrowing, available for both existing and new issuances of securities over a range of maturities. On 16 June 2009, the Queensland Government announced it would take up the Australian Governments offer of the guarantee on all existing AUD denominated benchmark bond lines (global and domestic) issued by QTC with a maturity date of between 12 months and 180 months (1-15 years). On 18 September 2009, the Reserve Bank of Australia (RBA) approved QTCs application for the Australian Government Guarantee to be applied to selected AUD Domestic Benchmark bonds. On 11 December 2009, the RBA approved QTCs application for the Australian Government Guarantee to be applied to selected AUD Global Benchmark bonds. The AGG was withdrawn for new borrowings after 31 December 2010. Basis point: One hundredth of one per cent (0.01%). Bond: A financial instrument where the borrower agrees to pay the investor a rate of interest for a fixed period of time. A typical bond will involve regular interest payments and a return of principal at maturity. Commonwealth Government Guarantee (CGG): See Australian Government Guarantee above. CP (commercial paper): A short-term money market instrument issued at a discount with the full face value repaid at maturity. CP can be issued in various currencies with a term to maturity of less than one year. Credit rating: Measures a borrowers creditworthiness and provides an international framework for comparing the credit quality of issuers and rated debt securities. Rating agencies allocate three kinds of ratings: issuer credit ratings, long-term debt and short-term debt. Issuer credit ratings are among the most widely watched. They measure the creditworthiness of the borrower including its capacity and willingness to meet financial obligations. QTC has a strong rating from two rating agenciesStandard & Poors, and Moodys. Distribution group: A group of financial intermediaries who market and make prices in QTCs debt instruments. Global financial crisis: The global financial crisis refers to a series of events following the rapid increases in default rates on US sub-prime mortgages over 2007-08. Funding and liquidity problems in the worlds major financial centres morphed into concerns about the solvency of many financial institutions over the first half of 2008-09, peaking in September 2008. The highly coordinated and substantial response to the crisis from fiscal and monetary policy makers around the world led to the stabilisation of markets and created the foundation for the global economic recovery that began in March 2009. GOC: Government-owned Corporation. Issue price: The price at which a new security is issued in the primary market. Liquid: Markets or instruments are described as being liquid, and having depth, if there are enough buyers and sellers to absorb sudden shifts in supply and demand without price distortions. Market value: The price at which an instrument can be purchased or sold in the current market. MTN (Medium-Term Note): A financial debt instrument that can be structured to meet an investors requirements in regards to interest rate basis, currency and maturity. MTNs usually have maturities between 9 months and 30 years. QTC: Queensland Treasury Corporation. RBA: Reserve Bank of Australia. T-Note (Treasury Note): A short-term money market instrument issued at a discount with the full face value repaid at maturity. T-Notes are issued in Australian dollars with a term to maturity of less than 1 year. Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION
APPENDIX D Contacts Queensland Treasury Corporation Level 6, 123 Albert Street Brisbane Queensland Australia GPO Box 1096 Brisbane Queensland Australia 4001 Telephone: +61 7 3842 4600 Facsimile: +61 7 3221 4122 Email: enquiry@qtc.com.au Internet: www.qtc.com.au Queensland Treasury Corporations annual and half-yearly reports (ISSN 1837-1256 print; ISSN 1837-1264 online) are available on QTCs website at www.qtc.com.au/ qtc/public/annual-reports. If you would like a copy of a report posted to you, please call QTCs Communication and Marketing Group on +61 7 3842 4714. If you would like to comment on a report, please complete the online enquiry form located on our website. Telephone EXECUTIVE +61 7 3842 4611 BUSINESS SERVICES DIVISION People & Performance group +61 7 3842 4761 Risk Services group +61 7 3842 4704 CLIENT SERVICES DIVISION Local government & Statutory Bodies group +61 7 3842 4743 Strategic Partners group +61 7 3842 4901 Treasury & Departments group +61 7 3842 4798 CORPORATE SERVICES DIVISION Client & Market Solutions Delivery +61 7 3842 4644 Communication & Marketing group +61 7 3842 4714 Financial Solutions group +61 7 3842 4601 Operations group +61 7 3842 4641 FUNDING & MARKETS DIVISION Funding & Liquidity group +61 7 3842 4789 Market Strategy & Risk group +61 7 3842 4789 STOCK REGISTRY (LINK MARKET SERVICES LTD) 1800 777 166 QTC is committed to providing accessible services to Queensland residents from culturally and linguistically diverse backgrounds. If you have difficulty understanding this report, please contact QTCs Communication and Marketing Group on +61 7 3842 4714 and we will arrange for an interpreter to assist you. QUEENSLAND TREASURY CORPORATION Half-yearly REPORT December
DEALER PANELS as at 31 December 2012 Note: actual dealer entities may vary depending on the facility and location of the dealer. DOMESTIC AND GLOBAL A$ BOND FACILITY DISTRIBUTION GROUP PANEL MEMBERS Australia and New Zealand Banking group Ltd Telephone QTC Treasury Note Facility Dealer Panel Telephone Domestic (Australia) +61 2 9227 1110 Australia and New Zealand+61 2 9227 Banking 1772 Global (London) +44 203 229 2070 Commonwealth Bank of Australia+61 2 9117 0020 Bank of America Merrill Lynch Deutsche Bank AG (Sydney) +61 2 8258 2688 Domestic (Australia) +61 2 9226 5570 National Australia Bank+61Ltd 2 9295 1133 Global (London) +44 207 995 6750 Westpac Banking Corporation+61 2 8204 2744 Ltd Barclays US Commercial Paper Facility Dealer Panel Domestic (Australia) +61 2 9334 6400 Bank of America Merrill+1 646 Lynch 855 6333 Global (London) +44 203 555 2851 Citigroup Global Markets+1 212 Inc 723 6252(New BNP Paribas Domestic (Australia) +61 2 9025 5011 Deutsche Bank Securities+1 212(New 250 7179 Global (London) +44 207 991 5466 UBS Securities +1 203 719 7014 Citigroup global Markets Australia Ltd Multicurrency Euro Commercial Paper Facility Dealer Panel Domestic (Australia) +61 2 8225 6440 Bank of America Merrill+44 Lynch 207 996 8904 Global (London) +44 207 986 9521 Barclays Bank Plc (London) +44 207 773 9096 Commonwealth Bank of Australia 3 Domestic (Australia) +61 2 9117 0020 Citigroup International+852 Plc 2501 2974 (Hong Commonwealth Bank of Australia+61 2 9117 0047 Global (London) +44 207 329 6444 Deutsche Bank AG (Singapore) +65 6883 0808 Deutsche Capital Markets Australia1 National Australia Bank Limited Domestic (Australia) +61 2 8258 1444 +852 2526 5892 (Hong Kong and London) Global (London) +44 207 547 1931 UBS Ltd (London) +44 207 329 0203 HSBC Multicurrency Euro Medium-Term Note Facility Dealer Panel4 Domestic (Australia) +61 2 9255 2208 Global (London) +44 207 992 8322 Includes all Domestic and Global JP Morgan Multicurrency US Medium-Term Note Facility Dealer Panel Domestic (Australia) +61 2 9003 7988 australia and new Zealand +1 212 801 9151 Global (London) +44 207 742 1829 Banking Group Limited National Australia Bank Ltd Bank of America Merrill+1 646 Lynch 855 8032 Domestic (Australia) +61 2 9295 1166 barclays capital +44 207 773 9090 Global (London) +44 207 726 2747 bnP Paribas +1 212 471 8240 Nomura Securities Citigroup (New York) +1 212 723 6171 Domestic (Australia) +61 2 8062 8000 Commonwealth Bank of Australia+44 207 710 3959 Global (London) +44 207 103 6631 Daiwa Securities Smbce urope +61 3 9916 1313 Royal Bank of Canada Deutsche Bank Securities 3 +1 212 Inc 250 6801 (New Domestic (Australia) +61 2 9033 3222 HSbc +1 212 525 4688 Global (London) +44 207 029 0094 JP Morgan +1 212 834 4533 Toronto Dominion Bank RBC Capital Markets (New+1 212 York) 858 7138 Domestic (Singapore) 1800 646 497 TD Securities +1 212 827 7199 Global (London) +44 207 628 4334 2 UBS Investment Bank +1 203 719 1830 UBS Ag Domestic (Australia) +61 2 9324 2222 1 Lead Manager United States 2 Lead Manager Europe Global (London) +44 207 567 3645 3 Lead Arranger westpac Banking Corporation 4 Lead Arranger UBS Ltd (London) Domestic (Australia) +61 2 8204 2711 Global (London) +44 207 7621 7620 Half-yearly REPORT December 2012 QUEENSLAND TREASURY CORPORATION 35
ISSUING AND PAYING AGENTS Contact Telephone Facsimile Email AUD Treasury Notes Help Desk1300 362 257 +61 2 9256 0456 cad@asx.com.au austraclear Services ltd Sydney AUD Domestic Bonds Markings/Transfers+61 2 8571 6488 +61 2 9287 0315 qtcops@linkmarketservices Link Market Services Ltd AUD global Bonds client Services +1 904 271 6586 +1 615 866 3887 transfer.operations@db Deutsche Bank Trust Company Americas Euro Commercial Paper client Services +44 207 541 1268 +44 207 547 6149 newissues.london@db. Deutsche Bank AG, London +44 207 541 1269 uS Commercial Paper client Services +1 866 770 0355 +1 732 578 2655 mmi.operations@db. Deutsche Bank Trust Company Americas Euro Medium-Term Notes client Services +44 207 541 1268 +44 207 547 6149 newissues.london@db. Deutsche Bank AG, London +44 207 541 1259 uS Medium-Term Notes client Services +1 866 797 2808 +1 212 461 4450 mtn.operations@db. Deutsche Bank Trust Company Americas 36 QUEENSLAND TREASURY CORPORATION HALF -YEARLY REPORT DECEMBER 2012
HALF-YEARLY REPORT DECEMBER 2012 QUEENSLAND TREASURY CORPORATION
QUEENSLAND TREASURY CORPORATION level 6 123 albert Street brisbane GPO box 1096 brisbane Queensland australia 4001 Telephone: +61 7 3842 4600 facsimile: +61 7 3221 4122 www.qtc.com.au © Queensland Treasury Corporation 2013
Announcement Entitled
QTC Board appointments
QUEENSLAND TREASURE CORPORATION MARKET ANNOUNCEMENT
QUEENSLAND TREASURY CORPORATION MARKET ANNOUNCEMENT 15 FEBRUARY 2013
QTC Board appointments The Hon. Tim Nicholls MP, Treasurer of Queensland and Minister for Trade today announced the appointment of two new QTC Board membersMs Tonianne Dwyer and Mr Stephen Bizzelleffective Thursday, 14 February 2013. These appointments follow the retirement of Shauna Tomkins and Marian Micalizzi effective 31 January 2013.
The Board and I acknowledge the significant contributions from both Shauna and Marian during their tenures as QTC Board members. We pay tribute to their 12-year service and thank them for their considerable involvement and support to the organisation during this time. I would like to congratulate Tonianne and Stephen on their appointments and welcome them to the QTC Board.
Regards Gerard Bradley Chairman Queensland Treasury Corporation Ms Tonianne Dwyer is a lawyer with a career in investment and finance. Ms Dwyer spent 17 years in investment banking, gaining experience across broad sectors. Ms Dwyer worked for the Department of Health in the United Kingdom and has also held roles with Harnbros Bank Limited (leading teams on public private partnership bids) and Quintain Estates & Development Pty Ltd (a listed United Kingdom property company comprising funds management, investment and urban regeneration). Ms Dwyer also currently holds directorships on DEXUS Property Group, DEXUS Wholesale Property Fund and Cardno Limited. Mr Stephen Bizzell is an experienced company director with skills in accounting, finance, risk management and commercial management. Mr Bizzell has over 14 years corporate finance and public company management experience in the resources sector in Australia and Canada with various public companies. Mr Bizzell is Chairman of boutique investment banking and funds management group Bizzell Capital Partners Pty Ltd. Mr Bizzell currently holds company directorships on a number of boards including Renison Consolidated Mines NL (Chairman), Armour Energy Ltd, Dart Energy Ltd, Hot Rock Limited and Stanmore Coal Limited. Note: This Announcement is hereby incorporated by reference into the disclosure documents for QTCs funding facilities, including the domestic A$ Bond Information Memorandum dated 18 January 2013.
QUEENSLAND TREASURY CORPORATION GPO 1096 BRISBANE QLD 4001 T: +61 7 3842 4600 F: +61 7 3221 2410 QTC.QLD.GOV.AU 1
EXHIBIT (f)(iii)
Announcement Entitled
Commission delivers blueprint for Queenslands future growth
Commission delivers blueprint for Queenslands future growth
The Independent Commission of Audit has delivered its Final Report to the Newman Government, outlining 155 recommendations to restore Queenslands financial strength and build prosperity.
Mr Nicholls said the Interim Report, released in June last year, revealed the shocking extent of Labors financial mismanagement and recommended a two-stage approach to fiscal repair.
Stage One of the task was addressed in the 2012-13 State Budget through savings of $5.5 billion over three years, reducing Queenslands interest bill by $1.3 billion.
The Final Report addresses the challenges of delivering services in the 21st century and identifies productivity as a major hurdle, Mr Nicholls said.
It warns a business-as-usual approach will lead to more deficits and more debt.
It says the government should look to be the enabler rather than the doer, but also clearly identifies a range of public services that should always be funded and delivered by government.
He said the Commission had also uncovered some disturbing statistics and data.
In 2010-11, Queensland had the highest cost of service provision of any mainland State, Mr Nicholls said.
Public hospital expenditure increased 43 per cent between 2007-08 and 2011-12 and yet activity increased by just 17 per cent.
The Final Report sets out a number of innovative methods of rejuvenating the public service to achieve greater productivity and better value for money. Transformation will enable the government to deliver more services at a higher standard.
Mr Nicholls said the Commission had advised that rapidly reducing the debt by more than $25 billion was needed for Stage Two to regain the AAA credit rating.
The Commission says that achieving this would require Queensland to deliver budget surpluses for the next 50 years and recommends the State Government concentrate its limited financial resources on service delivery, rather than asset ownership, he said.
The Newman Government will keep its promise not to sell assets without a mandate from the people of Queensland.
The report sets out a range of other measures by which to derive funds from Government Owned Corporations (GOC) to pay down some of the debt, including significant reform to improve efficiency.
According to the Independent Commission, the GOC model has been heavily compromised by previous Governments decisions - the true cost of which has been hidden from scrutiny.
Mr Nicholls said the Commission had congratulated the Newman Government on its work to reduce onerous red tape and regulation.
The bodies we have established since coming to Government - the Office of Best Practice Regulation, Projects Queensland and Infrastructure Queensland are cutting approval timeframes, driving efficiency and ensuring there is a co-ordinated whole-of-Government approach to planning, he said.
Asset planning under the previous Labor Government was done on an ad hoc, piecemeal basis and there was an over-emphasis on new projects, resulting in significant maintenance backlogs across health, education and transport.
Mr Nicholls said the Newman Governments 2012-13 State Budget included $200 million over two years to address maintenance issues in schools.
Mr Nicholls thanked the three Commissioners the Hon Peter Costello AC, Professor Sandra Harding and Dr Doug McTaggart, as well as the Commissions staff, for their professionalism and hard work in preparing the Final Report, which includes:
| 1,000 pages |
| 247 charts |
| 36 diagrams |
| 127 tables |
| 47 case studies |
| 155 recommendations, broken down into 39 chapters. |
Given the time and effort taken to conduct this extensive and imperative audit, it is only appropriate that the government examine and consider it in detail, Mr Nicholls said.
The Commission criticised the previous Labor Government for often making decisions with a short-term focus. We will not fall into the same trap.
The Newman Government has the fiscal discipline needed to deliver the long-term economic reform that will improve the overall well-being of all Queenslanders.
We will work to once again make Queensland an ideal place to live, work and invest a great State of great opportunity.
[ENDS] 1 March 2013
Media Contact:
Larine Statham | 0419 565 694 | |||||
Tim Braban | 0413 022 519 |
EXHIBIT (f)(iv)
Queensland Commission of Audit Final Report February 2013 Executive Summary
Queensland Commission of Audit
Final ReportFebruary 2013
Executive Summary
488731 010
© Crown copyright
All rights reserved
Queensland Government 2013
Excerpts from this publication may be reproduced, with appropriate
achnowledgement, as permitted under the Copyright Act
Queensland Commission of Audit
Final ReportFebruary 2013
EXECUTIVE SUMMARY
Executive Summary
February 2013 Queensland Commission of AuditFinal Report 1
1-2
Executive Summary
2 |
Queensland Commission of AuditFinal Report February 2013 |
1-3
EXECUTIVE SUMMARY
FISCAL REPAIR STRATEGY
The Commissions June 2012 Interim Report recommended a two-stage strategy of
fiscal repair to restore Queensland to financial strength:
_ first, to arrest the deterioration in the States financial position and stabilise the
position
_ second, to pay down debt to restore Queenslands financial strength and regain
its AAA credit rating.
Stage 1 of the task of fiscal repair has been addressed by the Queensland
Government in its 2012-13 Budget, which outlined a plan to achieve $5.5 billion in
savings over the next three years. It is budgeting for a fiscal surplus in 2014-15,
consistent with the Commissions recommendations.
Stage 2 of the strategy is designed to provide the State with the strength to withstand
adverse events such as further natural disasters or external shocks. The
Commission has recommended that debt be reduced by $25-30 billion.
This would restore Queenslands AAA credit rating.
This reduction in debt cannot be done by adjustments to the State operating
statement. To illustrate, if the Government were to achieve a consistent fiscal
surplus of 1% of revenue year after year, it would take 50 years to reduce debt by
$25 billion (ignoring growth in the base and inflation impacts for simplicity).
The State will have to manage its balance sheet quite differently. If it is to
substantially reduce debt, it will have to review its assets. It will have to decide
whether it wants to tie up large capital sums in businesses it currently owns and
operates. It will need to decide whether that capital can be put to better uses
reducing debt and debt servicing costs or new investment to produce returns which
are a higher priority for the community.
Without a rapid reduction in debt, the State will not retrieve its AAA credit rating.
To achieve this debt reduction target and enable the Government to concentrate its
limited financial resources on the delivery of core services, the Commission
recommends that the Government dispose of certain businesses, especially in the
energy sector. These businesses are primarily commercial in nature. In other states,
the private sector supplies these services. Whilst the Government continues to own
these businesses, it continues to carry commercial risks which represent a serious
financial exposure for the Government.
To ensure the future sustainability of both the States balance sheet and operating
statement in the face of a growing and ageing population, the Commission
recommends the State review all current service delivery with a view to adopting
higher productivity mechanisms, almost certainly with a greater reliance on private
sector delivery.
Executive Summary
February 2013 Queensland Commission of AuditFinal Report 3
Executive Summary 1-4
THE ECONOMIC AND FISCAL CHALLENGE
The challenge for Queensland is to lift its productivity performance to sustain the
economic growth which will improve living standards for its citizens.
The Queensland economy has been driven over the last 25 years largely by
population growth, increased workforce participation and the development of the
States vast mineral resources.
Queensland cannot rely on these factors alone to drive its economic growth over the
next 25 years and beyond.
A disturbing feature of Queenslands and Australias recent economic performance
has been the decline in productivity. Over the last four years, although Australias
productivity has fallen, Queenslands productivity has fallen further (Chart 1), and is
now lower than the level recorded a decade ago.
Chart 1
Multifactor productivity growth, original
Source: Queensland Treasury and Trade
Based on various scenarios developed by the Commission, long term economic
projections show that Queenslands per capita economic growth rate over the next
40 years is likely to be significantly lower than that of the last 25 years. The
projected threefold increase in the over 65 age group between 2010 and 2050 is
likely to provide a significant fiscal challenge as the ratio of people over 65 to those of
working age climbs dramatically. Queensland must lift its productivity performance to
cushion against these changes which are now locked-in and unavoidable.
-4
-3
-2
-1
0
1
2
2007-08 2008-09 2009-10 2010-11 2011-12
%
Queensland Rest of Australia
Executive Summary
4 Queensland Commission of AuditFinal Report February 2013
1-5 Executive Summary The extent of this fiscal challenge is illustrated graphically in Chart 2, which shows that beyond the forward estimates period (that is, from 2015-16), on a business as usual basis, without further sustained policy action, a substantial fiscal deficit is likely to re-emerge over the longer-term period through to 2050-51. Chart 2 Business as usual Projected fiscal deficit Source: Commission of Audit If the Government does not engage in long-term planning in an ordered and coherent way, it will be forced by crisis to respond to emerging pressures in an ad hoc and sub-optimal manner. This will lead to harsher adjustments and poorer outcomes for the State of Queensland. The Commissions analysis indicates that productivity improvements in government service delivery of around 0.8-1.1% each year will be required to maintain a stable fiscal position. This is equivalent to reducing the unit cost of service delivery by around one-third of what it would be on a no policy change basis by 2050-51. Productivity improvements of this magnitude would lift average growth in gross state product (GSP) by around 0.5% per annum, equivalent to an extra $8,320 per capita per annum in todays dollars by 2050-51. The Commissions recommendations in this Report are primarily directed towards improving the productivity of the public sector. But in turn, this will have profound benefits for the private sector and the broader economy. -20 -16 -12 -8 -4 0 4 2015-16 2050-51 % of GSP Fiscal deficit as a share of GSP Lower growth Higher growth Executive Summary February 2013 Queensland Commission of Audit - Final Report 5
1-6 THE SIZE OF GOVERNMENT The Queensland Government is the largest employer and the largest single purchaser of goods and services in the State of Queensland. It therefore has a dominant position in the State economy. How government operates has a significant influence on the economic performance of the State. Traditionally, the size of the public sector in Queensland has been larger than other states (some, but not all, of this is the result of the dispersion of population through regional and remote areas). From a low in 2003-04, State government expenditure as a share of GSP has increased considerably, and the gap over New South Wales, Victoria and Western Australia has widened (Chart 3). Chart 3 State Government expenditure as share of GSP Source: ABS 5242.0, 5206.0, and Queensland Treasury and Trade There is constant pressure on state governments to improve services and take on new responsibilities. If government wants to deepen and widen its engagement in some areas, it will need to pull back or withdraw from others, unless the community is prepared to pay ever higher levels of taxation. The Commission has previously noted the states have a very limited tax base. Any substantial increase in tax revenue would require action from the Australian Government to raise and then allocate the additional revenue to the states. The Commission thinks it is unlikely this will happen. 8 9 10 11 12 13 14 15 16 17 18 1983-84 1987-88 1991-92 1995-96 1999-00 2003-04 2007-08 2011-12 % of GSP NSW Vic Qld WA SA Executive Summary 6 Queensland Commission of Audit - Final Report February 2013
1-7
THE ROLE OF GOVERNMENT
The Queensland Government is heavily involved in a range of commercial activities
which in some other states are delivered efficiently by commercial entities. Some of
these activities carry significant commercial risks which need not be borne by
government and which represent serious threats to the States balance sheet. They
also compete for resources against core services such as health, education and
other social services.
There is no universal rule on what should be publicly or privately owned or managed.
Governments have in the past owned and operated businesses which today are run
by the private sector, including banks and insurance companies, airlines, airports,
ports, transport companies, electricity utilities and gas producers. In many cases,
governments took a lead role in establishing these entities, because the start-up risks
or capital requirements were too large for private enterprise.
However, once businesses are established and mature, and appropriate regulatory
structures are in place, the rationale for public ownership becomes less compelling.
Not only does the case for public ownership become weaker, but sometimes the
commercial risks of the business make the case for divesting to the private sector
stronger. Moreover, given improvements in contracting out and regulation, and
deepening of private sector capital markets, many of the original reasons for
government provision have lost force.
There are commercial risks to a government owned corporation (GOC) competing
with private sector operators. Generally, the history and culture of the public sector is
less flexible and it does not promote entrepreneurial and commercial skills in the way
that the private sector competitors promote and value it. This means private sector
operators can move faster and with more agility to deal with emerging risks and
exploit opportunities. Private investors who understand the risk of an enterprise can
assess the risk/reward ratio and trade it for personal gain. Public sector investors
(taxpayers) are not in a position to make those decisions.
The challenge for any government is to establish an environment where services are
provided efficiently, at lowest cost and least financial risk to the state. There is
substantial international evidence that privatised government enterprises operate
more cost effectively when they are allowed to operate without government
interference in the commercial decision-making processes.
Identification of a service as being the responsibility of government does not
necessarily imply that government should directly deliver that service.
There is a continuum in how services can be provided, from pure public provision to
complete private provision. The way in which a particular service is delivered can
vary over time, for example due to developments in market maturity and technology.
This is illustrated in Figure 1, which shows that the private sector is now increasingly
involved in delivering services which were once the domain of the public sector.
Executive Summary
February 2013 Queensland Commission of AuditFinal Report 7
1-8
Figure 1
Private provision of public services
As shown in Figure 1, some services, such as legislative services, are provided by
the public sector, as they involve the application of law and relate wholly to the
delivery of public goods rather than private benefit.
Other functions with a strong public good element include defence, courts and
front-line policing services. However, recent experience has shown that even
elements of these functions can be delivered effectively by the private sector (for
example, border security surveillance and private operation of roadside speed
cameras).
While functions such as education and health have traditionally been provided by the
public sector, increasingly there are private sector and not-for-profit bodies providing
these services. There is also an increasing involvement of the private sector in the
management and operation of prisons, both in Queensland and elsewhere.
Further towards the private end of the spectrum are services which governments
have an interest in ensuring are provided, but no longer need to provide directly.
These include:
Figure 1 Private provision of public services
Public provision Aspects of private sector provision
Legislation Policy advice These services do not lend themselves readily to private provision.1
Private operators are now contracted to undertake activities such as border surveillance. Various court reporting services are undertaken by private providers. Private contractors can install and maintain traffic cameras, while Public Private Partnerships have been used to build police stations, and provide utilities and facilities management services. There are various private providers contracted to operate and/or maintain prisons, and more limited examples of private ownership of prisons. There are a range of health and education services delivered by private providers, including hospital services, clinical services and allied health services, as well as an extensive non-government schools sector. There are numerous examples of private ownership and operation of transport infrastructure in Australia and overseas. Most services are now provided by the private sector. The functions are now undertaken by the private sector.
1 However, it is possible to obtain policy advice from sources other than the public sector. Source Commission of Audit
Executive Summary
8 Queensland Commission of AuditFinal Report February 2013
1-9
_ commercial infrastructure, such as roads (now often built and operated by
private operators), ports and airports
_ banking and insurance services
_ utilities, such as electricity transmission and distribution, and water and
sewerage services.
In Australia, government direct provision of public services has declined, partly in
recognition that socially desirable outcomes can be achieved efficiently through
regulated or purchased private provision. In recent years, this has become
increasingly the case in services such as health, education, prisons and public
transport, including through public private partnerships and franchising or other
contracting arrangements.
The Commission has developed principles as a guide to manage and deliver
services. These are outlined in Box 1.
Executive Summary
February 2013 Queensland Commission of AuditFinal Report 9
1-10
Box 1
Key principles to manage and deliver services
Focus on core services
Government should not perform commercial functions which other parties are better
placed to deliver at equal or lower cost. It should focus on those activities which
others cannot or will not undertake.
Facilitate contestability in service delivery
Better value for money in the delivery of front-line services can be achieved through
contestability, as this will encourage more efficient and more innovative service
delivery, whether by the public sector or the private sector (public sector service
providers should not be immune from competitive pressures)
Better demand management
Demand pressures need to be managed to ensure that services are directed to or
targeted at those most in need.
Greater workforce flexibility
There is a need for greater workforce flexibility and mobility, so that resources can be
readily redirected to areas of highest priority by removing restrictive workplace
practices which add unnecessary costs without delivering improved output. Industrial
relations and enterprise bargaining arrangements should not fetter the ability of
managers to manage.
Capacity building
A dynamic and responsive public sector needs to build new skills and capacity,
particularly in relation to contract management and engagement of private sector
providers.
Lower overhead costs
The overhead administrative and corporate costs of supporting front-line service
delivery need to be reduced, through renewal of public service practices, and the
contestable provision of functions such as corporate services and ICT services.
Highly centralised, one size fits all administrative support services have led to
excessive costs which represent very poor value for money.
Strengthen financial management
Public administration requires the highest standards of financial management, based
on principles of transparency and accountability, to ensure limited financial resources
can be directed to meeting government priorities on a sustainable basis.
Build productive capacity
Queenslands future economic prosperity will depend on strengthening the productive
capacity of both the public and private sectors.
Executive Summary
10 Queensland Commission of AuditFinal Report February 2013
1-11
From these principles, the Commission recommends that in service delivery the
Queensland Government:
_ provide core services such as policing, public safety, emergency and justice
services, which have a strong public good element
_ work more closely with non-government providers to find the most cost-effective
ways of delivering a range of other social services, including public education,
public transport, health, housing and community support services, primarily for
those most in need in society
_ ensure other public services with a strong commercial element are provided by
private or other non-government providers where they are capable of doing so in
a competitive market environment.
The Commission endorses the Queensland Government strategy of keeping taxes
competitive, and as low as possible which is designed to provide a conducive
environment for businesses to invest and to boost economic growth.
As the Commission noted in its Interim Report, Queensland cannot be a high
spending and low taxing state. If revenue remains relatively low (as expected), it
follows that expenditure must be correspondingly constrained to achieve a fiscal
balance.
With this in mind, the Commission has undertaken a fundamental review of the way
in which the services of government in Queensland are structured and managed.
Accordingly, the Report addresses:
_ orderly exits from functions which the Commission considers should no longer
be performed by Government, including exiting from commercial activities
currently performed by Government Owned Corporations, in a way which
maximises value for the community
_ ways in which better value for money can be achieved in the delivery of front-line
services, including models that better leverage the productive capacity and
innovation of the non-government sector, including both private for profit and
not for profit (NFP) entities
_ the way in which the public service is structured, organised and managed to be
more flexible, responsive and cost-effective in supporting front-line service
delivery.
Executive Summary
February 2013 Queensland Commission of AuditFinal Report 11
1-12
GOVERNMENT COMMERCIAL ENTERPRISES
The Government must make better use of its balance sheet, by releasing capital
locked up in mature assets to pay down debt, lower interest costs and free up funds
for investment in new infrastructure (for example, flood prevention).
The Queensland Government undertakes a range of commercial activities which in
some other states are provided by the private sector. These are provided by
government commercial enterprises and tie up a significant amount of capital.
Taking into account the key principles outlined in Box 1, the Commission has
assessed the case for continuing involvement in these enterprises according to the
commercial tests outlined in Box 2.
Box 2
Commercial assessment tests for government commercial enterprises
1. There is no necessity for government to own assets that compete with other
private services in workably contestable markets. Where governments own such
assets (which is usually as a result of legacy arrangements), they should
continually monitor the value proposition for those assets to evaluate whether
the continued investment generates the optimum value outcome for the state
taking into account other uses to which that capital could be put.
2. There is no need for government to own commercially sustainable businesses
which have monopoly characteristics, provided that there is an effective
regulatory oversight governing the behaviour of private providers of these
services. Any case to retain government ownership of these assets should be
driven by value reasons and other whole-of-Government considerations.
3. Even where government is responsible for delivering services, it can do so
through its own agency or through non-government providers, and delivery
should be subject to contestability to the greatest extent possible.
Based on these tests, the Commission recommends the Government dispose of
those businesses which operate in commercial markets in the energy and ports
sectors and in funds management (the Queensland Investment Corporation):
_ These are mature businesses capable of being owned and managed efficiently
by the private sector, and there is no need for the Government to lock up scarce
capital in such mature assets.
_ The Government is not well placed to manage the commercial risks involved, or
to fund the significant injections of capital which may be required to support the
ongoing viability of the businesses.
Executive Summary
12 Queensland Commission of AuditFinal Report February 2013
1-13 Sale of the energy sector assets would fulfil the long-standing obligation of Queensland Governments to the operation of a fully commercial and competitive national energy market. _ Sale of these assets would release funds for investment in new areas to enhance the productive capacity of the economy (once debt has been paid down to reasonable levels). While the Government keeps its capital tied up in its GOC businesses, it is forced to borrow more money at higher interest rates to undertake new capital investment elsewhere. By releasing capital to retire debt, the Government would be able to access finance for new investment at cheaper rates and, as the Commission has previously recommended, pay for more investment from cash flows that are no longer tied up by debt servicing. Electricity assets The States energy assets are sufficiently attractive to the private sector that the Government could reasonably be expected to raise the amount of money required to achieve the recommended debt reduction target. Moreover, the assets are not managed as efficiently as they would be if they were under private sector ownership, and it is unlikely that they ever could be under government ownership. As shown in the following chart, a significant proportion of assets in the national energy market is in private ownership, a public-private mix, or in the process of being privatised (see Figure 2). By market share, Queensland accounts for around 30% of those transmission and distribution assets remaining in public ownership. Figure 2 Ownership patterns in the National Electricity Market by indicative market share a Aurora Energy distribution Source: AER 2012 State of the Energy Market report. See Figure B2.2 for full list of notes. Australian Electricity Market Operator / Australian Energy Regulator Transmission Generation Retail Distribution Origin Energy (multi-region) AGL (multi-region) TRUenergy (multi-region) International Power (Vic & SA) Other Generators CSE & Stanwell (Qld) AETV & Hydro Tas Snowy Hydro (Vic & NSW) Delta & Mac Gen (NSW) lian Electricity Ma TRUenergy AGL AGL Energy (multi-region) Austra Generation Origin Energy Origin Energy (multi-region) rket Operator / A Interational Other Generators TRUenergy (multi-region) Australia Delta & Mac Gen Other Retailers rgy R wy AE o Ergon (Qld) Ene Sno Hyd Aurora (Tas) an ETSA (SA) Ergon (Qld) et shar Endeavour (NSW) cative mark O AusGrid (NSW) l Elec Transend (Tas) Ownersh SP Ausnet (Vic) Electranet (SA) tricity Market Powerlink (Qld) Figure 2 p patterns in the Nationa Transgrid (NSW) Powercor, SP AusNet, United, CitiPower, Jemena (Vic) Energex (Qld) by indic Essential (NSW) e a_ H (NSW) (Vic & NSW) T Public Ownership ( Private Ownership egion) Power (Vic & SA) Public (planned to be privatised) ) ( ut eg o ) (multi r Actew AGL Public- Private JV Executive Summary February 2013 Queensland Commission of Audit - Final Report 13Figure 1 Private provision of public services Public provision Aspects of private sector provision Legislation Policy advice These services do not lend themselves readily to private provision.1 Private operators are now contracted to undertake activities such as border surveillance. Various court reporting services are undertaken by private providers. Private contractors can install and maintain traffic cameras, while Public Private Partnerships have been used to build police stations, and provide utilities and facilities management services. There are various private providers contracted to operate and/or maintain prisons, and more limited examples of private ownership of prisons. There are a range of health and education services delivered by private providers, including hospital services, clinical services and allied health services, as well as an extensive non-government schools sector. There are numerous examples of private ownership and operation of transport infrastructure in Australia and overseas. Most services are now provided by the private sector. The functions are now undertaken by the private sector. 1 However, it is possible to obtain policy advice from sources other than the public sector. Sottrctt Commission of Audit Defence counts police prisons Health Education Transport infrastructure Utilities Banking and Insurance
1-14 The Commission notes that the 1996 Queensland Commission of Audit recommended the privatisation of a number of GOCs, especially in the energy sector. The Commission has estimated that the loss of value to the Government for not taking up that recommendation is in the order of $7.2 billion (in 2011-12 dollars). The Productivity Commissions Draft Report on Electricity Network Regulatory Frameworks (October 2012) strongly recommended that state governments privatise their state-owned network businesses in the following terms: The rationale for state ownership of network businesses no longer holds. State-owned status is ill-suited to the current incentive regulatory regime. State-owned network businesses appear to be less efficient than their private sector peers. This is not surprising given their multiple objectives, political intervention and the imposition of non-commercial restrictions There are compelling grounds for privatisation of all electricity network businesses in the National Electricity Market. The Australian Governments Energy White Paper drew attention to the costs that government ownership can impose on consumers: The behaviour of energy businesses can have significant implications for consumers, particularly for their energy bills. Government or private ownership of these businesses can be an important determinant of their business costs. In particular, different cultural practices or approaches to managing risk may result in an overemphasis on engineering objectives at the expense of business efficiency or optimal commercial outcomes. Government ownership has the potential for conflicts of interest in operational or investment decisions, dividends and equity margins. Capital markets can provide an important discipline for private businesses, but are not always able to do so for state-owned business. In the absence of realising the value of the Government Owned Corporations as recommended by the Commission, the Government is likely to be heavily constrained in its capacity to fund new investment in the essential new infrastructure required for a growing economy. If asset sales are not pursued, significant capital to pay down debt could still be derived from these businesses through other measures, such as long-term leases, securitisation of income streams, joint ventures, partial sales and contracting out of various operations. It is sometimes argued that the disposal of assets denies governments the benefits of the future income stream that the assets would otherwise generate. If the assets are properly valued, the net present value of the future income stream will be reflected in the disposal price. In any event, holding an asset is also subject to a risk that commercial market factors may erode the value of that future income stream. There is also an opportunity cost to be considered in locking up scarce capital to the detriment of higher priority uses to meet core government service delivery priorities. The combined book value of the generators and the transmission and distribution companies owned by the Queensland Government is around $25 billion. Executive Summary 14 Queensland Commission of Audit - Final Report February 2013
1-15 Under the National Electricity Market which covers Queensland, New South Wales, Victoria, South Australia and Tasmania, generators supply wholesale electricity to the national grid at prices which are determined wholly by supply and demand factors. More often than not, the wholesale price in Queensland is set by market factors outside the State. The charges for transmission and distribution of electricity are set under a national regulatory framework where charges largely reflect the economic cost of providing infrastructure needed to meet demand at prescribed reliability standards. As a result, who owns the asset whether generator, transmission, or network does not determine the cost of supply. In particular, whether these assets are owned by government or the private sector is not the determinant of the electricity charges that consumers pay. It is also clear that government ownership has not prevented substantial increases in retail prices of electricity, despite market-driven declines in wholesale prices. Transport services The Government faces an increasing cost burden in the subsidies that it pays to provide public rail and bus transport services. To ensure the strongest incentives to improve efficiency, the Commission considers that these services should be restructured to be delivered through contestable contracts under franchise and lease arrangements. Reform of GOCs Irrespective of any future decision to divest government commercial enterprises, there is a need to improve their efficiency in the interim, so that they deliver greater value to taxpayers whilst they continue in government ownership. Essential measures to improve efficiency include: _ reform restrictive workplace practices which limit the capacity of management to keep costs competitive _ remove unnecessary policy restrictions on the capacity of GOCs to operate on a fully commercial basis _ make transparent the full cost of any Government policy requirements, and explicitly compensate GOCs for these costs, separate from commercial operations. The GOC legislation was introduced during the early 1990s, and most GOCs have now been operating under it for some 15 years. There have been a number of structural changes to these entities, including consolidations and asset sales. However, over this period, there has been no fundamental review of whether the GOC model has met expectations and whether it delivers value for taxpayers. Executive Summary February 2013 Queensland Commission of Audit - Final Report 15
1-16 The Commissions analysis indicates that the original objectives of the GOC model have been heavily compromised by previous government decisions, especially the imposition of a wide range of policy requirements which have interfered in the commercial operations of the GOCs. These requirements have added additional cost burdens on GOCs and in many cases have placed them at a competitive disadvantage with private sector competitors who do not face the same deadweight cost impositions. The true costs of these policy requirements have been hidden from scrutiny. They are manifested in the under-performance of GOCs, primarily in terms of reduced profitability, and hence the level of dividends and tax equivalent payments they have been able to make to the Government. While the Government as the shareholder has the legitimate right to impose these policy requirements on its businesses, this should be undertaken in a transparent and accountable way so that the full costs of these policies can be clearly identified and evaluated, not the least by the public. Governments decisions in respect of GOC operations have had the effect of destroying value in the businesses and increasing their dependence on equity injections from the Government to support their operations. In addition, the taxpayer has borne the loss in value occasioned by the decisions of other levels of government. The value of the assets in the Governments two electricity generator GOCs was impaired by $1.7 billion in 2010-11, largely due to the introduction of the Australian Governments carbon tax. To the extent that GOCs remain in place into the future, the Commission considers there is a pressing need to update and modernise the GOC governance model to reflect contemporary commercial standards, and to take account of changes in markets, regulation and technology. In particular, the residual non-commercial aspects of the GOC framework need to be removed, in favour of greater separation between the Governments roles as owner, regulator and policy maker. The Commission recommends the adoption of a revised GOC model, featuring a single shareholding Minister. This would allow the Minister as representative of the public or ultimate shareholders to focus exclusively on the shareholder interest in protecting and enhancing the value of the Governments investments in these businesses. Executive Summary 16 Queensland Commission of Audit - Final Report February 2013
1-17 FINANCIAL MANAGEMENT There is an urgent need to restore the highest standards of financial management to public administration with an enhanced long term financial planning framework, improved budget, cash and asset management, and greater transparency and accountability. The deterioration in Queenslands fiscal position in recent years has been in large part due to an erosion of fiscal discipline, along with an accompanying decline in standards of financial management. In the past, Government failed to meet, on a consistent basis, the fiscal principles articulated in its own Charter of Fiscal Responsibility. And it failed to apply sufficient rigour and discipline to the evaluation and project management of major infrastructure investments in recent years. As a result, some projects suffered significant cost escalation, putting unnecessary additional pressure on the budget. These included major hospital projects and major water-related infrastructure projects. For both the Queensland Childrens Hospital and the Sunshine Coast University Hospital, latest cost estimates are more than double the original published estimates. In the case of the shared services initiative and major ICT projects, such as the Information and Communication Technology Consolidation program and the Identity, Directory and Email Services program, actual capital and operating costs far exceeded initial projections, and overly optimistic projected benefits failed to be achieved. Accordingly, there is an urgent need to set and enforce the highest standards of financial management. Project management practices also need to be strengthened to ensure that projects are delivered within approved budgets and achieve value for money outcomes. Many of the decisions made by government have long-term consequences or involve the development of long-term assets. Yet decisions are often made with a short-term focus. The Commission considers this needs to be redressed through a better long-term financial planning framework to provide a more disciplined, rigorous and informed framework within which the Government makes its decisions. This should start with an Intergenerational Report for the State with a 40 year perspective, which outlines longer-term social, demographic, economic and financial trends, and likely implications for the State. This should be supported by a 10 year State Infrastructure Plan, incorporating an assessment of indicative financial capacity. While there have been previous attempts at longer-term government strategic plans and infrastructure plans, their usefulness has been significantly diminished by the lack of any serious assessment of available financial capacity. Executive Summary February 2013 Queensland Commission of Audit - Final Report 17
1-18 The provision of essential infrastructure is one of the main ways in which government can make a difference to economic development. Given the States constraints in raising new funds, it will need to make greater use of the private sector to fund new investment in public infrastructure. There are a number of reasons why private sector involvement can drive greater value for money, including the scope for innovation, cost effectiveness in construction and operations, and better project management, especially for larger and more complex projects. The existing Value for Money Framework needs to be revised to place greater weight on such factors. The approach to asset management also needs to be improved. There has been an over-emphasis on investment in new capital, to the neglect of maintenance and other whole-of-life costs. This has resulted in significant maintenance backlogs across key departments, especially Health, Education, and Transport and Main Roads. Beyond this, as an input into a proposed State Infrastructure Plan, the Commission considers that all agencies should be required to develop fully integrated total asset management plans encompassing new and replacement assets, maintenance and other whole-of-life costs, as well as asset rationalisation and disposal plans. Asset planning is being undertaken to varying degrees by agencies, but often on a piecemeal, fragmented and uncoordinated basis both within agencies and at a consolidated whole-of-government level, and with little regard to available financial capacity, especially over the longer term. This is a significant shortcoming, especially where decisions, such as the commitment to stage the Commonwealth Games, have long-term financial implications beyond the formal forward estimates period. In such cases, the funding strategy appears to have been to fund such projects as the obligation crystallises, without proper consideration of other competing priorities or projected funding capacity at the time. The Commission considers there is a need for a new Charter of Budget Accountability to formalise the Governments commitment to strong fiscal management, accountability and transparency. As part of the Charter, the Commission has recommended a number of enhancements to strengthen the budget and appropriation processes. Improved cash management practices are also recommended. Improved financial management will ensure better value for money for Government, and contribute to greater efficiency in the use of resources in the broader economy. Government can also encourage greater economic efficiency by minimising the costs and disincentives to productive activity. The Government has introduced various initiatives to address the regulatory burden on business, and to establish an Office of Best Practice Regulation in the Queensland Competition Authority. These measures are a step in the right direction. However, there is a need to go further. Executive Summary 18 Queensland Commission of Audit - Final Report February 2013
1-19 One of the most significant measures to assist business growth would be to reduce the time taken in dealing with government, as this imposes significant costs. The Commission recommends that the timeframes for all major government approval processes (such as Environmental Impact Statements and Development Approvals) be significantly reduced (without requiring additional resourcing). The Commission recommends the establishment of a Queensland Productivity Commission as an independent source of high quality advice on measures to improve productivity and efficiency within the public sector and the broader economy. It would absorb the current functions of the Public Sector Renewal Board and the Office of Best Practice Regulation. The Queensland Productivity Commission would also undertake regular reviews of departmental budgets, with a view to streamlining existing operations, and developing innovative models of service delivery. Longer-term systemic reforms to grow and strengthen the Queensland economy will require reforms to federal financial arrangements. In the absence of broader changes to these arrangements (which are beyond the scope of this Report), the Commission recommends that the Government pursue an agreed and clear protocol that sets out: _ functions to be performed by states, and those which should be performed by the Australian Government _ where shared responsibilities remain, the common performance and compliance arrangements which will reduce the cost of confusing, overlapping and inconsistent requirements of different levels of government. F RONT-LINE SERVICE DELIVERY The Government must achieve better value for money in service delivery. Business as usual is not a sustainable option. The primary responsibility of the Government is to ensure services are delivered, not necessarily to be the agency that actually does the delivery. It needs to be the enabler, not necessarily the doer. The Commissions Interim Report noted that Queensland has become a high cost provider of services over the last five years. Input costs, particularly employee costs, have increased dramatically. Over the last decade, average public sector wages in Queensland have climbed from 97% to a peak of 107% of the all-states average in 2009-10, and remain the highest of the mainland states (Chart 4). Executive Summary February 2013 Queensland Commission of AuditFinal Report 19
1-20 Chart 4 State public sector wages: Queensland relative to all-states average Source: ABS 6248.0, 5206.0, and Commission of Audit This has not been matched by a commensurate increase in output. In aggregate terms, productivity of service delivery has declined. From a position where Queensland spent less than the per capita average in most areas of expenditure, since 2007-08, its level of service spending has been around 6% higher than the Australian average. As measured by the Commonwealth Grants Commission, Queensland had the highest cost of service provision of any mainland state in 2010-11 (Chart 5). Chart 5 Cost of service provision by state, 2010-11 Source: Commonwealth Grants Commission 90 95 100 105 110 1983-84 1987-88 1991-92 1995-96 1999-00 2003-04 2007-08 2011-12 % NSW Vic Qld WA SA 94 96 98 100 102 104 106 108 % of national average Executive Summary 20 Queensland Commission of AuditFinal Report February 2013
1-21 Given the States weakened financial position, the current cost of service provision is unaffordable. Queensland cannot continue to be a high cost provider. It must: _ find more efficient ways of delivering services, by reducing costs while maintaining the level of outputs/outcomes, that is by improving productivity _ determine whether to partner with private or other non-government providers in some services areas. In addition, there are a range of demographic, social and other factors (such as population growth, ageing, increasing community demand and expansion of some regional communities) which are likely to place increasing pressure on service delivery capacity and hence the States operating statement into the future. Against this background, all areas of government activity need to be subject to rigorous and continuous scrutiny to ensure services are affordable and are delivered in a way which gives maximum value for money for the use of limited taxpayers funds. In accordance with its Terms of Reference and as foreshadowed in its Interim Report, the Commission has undertaken a wide-ranging examination of the functions of the Queensland Government directed to: _ determining the range of services which should be provided by government _ examining the efficiency and effectiveness of the government in delivering core services _ evaluating whether there may be better ways to deliver some services. In many respects, current service delivery mechanisms and structures fall short of best practice. Transforming the way government works is essential so that more and better front-line services can be provided within the Governments available funding envelope. A key focus of this Report therefore is public service renewal and rejuvenation to achieve greater productivity and better value for money, through more innovative and better ways of delivering the services most needed by the community. Definitive assessments of outcomes, and benchmarking comparisons of performance in the delivery of public services, are confounded by data difficulties. Despite the data limitations, the available evidence suggests that, for major functions such as health, which comprises 26% of the state budget, increases in expenditure on inputs have not translated into commensurate increases in output. Public hospital expenditure increased 43% between 2007-08 and 2011-12, yet activity increased by less than half, at 17% (Chart 6). Executive Summary February 2013 Queensland Commission of AuditFinal Report 21
1-22 Chart 6 Queensland public hospital expenditure and activity trends Source: Queensland Health The efficiency of Queenslands public hospital services can be compared with the National Efficient Price (NEP) the price on which the Australian Governments contribution to public hospital services will be based under the forthcoming new activity based funding arrangements. On 2009-10 data, Queensland was 11% less efficient than the NEP. On a narrower measure of admitted patients, available casemix data for hospitals confirms that Queensland is inefficient compared with other mainland states. Chart 7 shows that Queenslands cost of service in 2010-11 was 8.2% above the Australian average, and higher than all other mainland states. Chart 7 Cost per casemix-adjusted separation, 2010-11 Source: Australian Institute of Health and Welfare, Australian Hospital Statistics 2010-11 90 100 110 120 130 140 150 2007-08 2008-09 2009-10 2010-11 2011-12 Index: 2007-08 = 100 Recurrent expenses Weighted activity units 4,000 4,200 4,400 4,600 4,800 5,000 5,200 5,400 NSW Vic Qld WA SA $ per casemix-adjusted separation Australian average Executive Summary 22 Queensland Commission of AuditFinal Report February 2013
1-23 The Commission recommends a range of measures, including greater application of casemix funding, to improve the efficiency of public hospitals to meet the National Efficient Price by 2014-15. Unless Queensland is able to improve its efficiency to this level, it will incur a greater cost burden than is necessary under the new health funding arrangements with the Australian Government. Across a range of functions, productivity could be enhanced by introducing contestability into the delivery of services. Many services are currently delivered under monopoly or non-contested conditions, which are not conducive to encouraging the most efficient and cost-effective solutions. The development of a contestable market for the provision of government services will encourage more innovative solutions at more competitive prices whether by government providers or non-government providers. In relation to health, services which should be opened to contestability include a range of clinical, clinical support, non-clinical services in public hospitals, as well as mental health and community health services. Greater use of existing outsourcing models is also likely to drive more innovative and cost-effective outcomes for other functions, such as disabilities, child safety, corrective services, social inclusion and public housing services. This will require some investment in building capacity and strengthening governance structures of non-government providers, especially smaller ones with limited resources. Contestability should be introduced progressively on a phased basis, concentrating initially in South East Queensland where competitive market conditions are most likely to be found.
Health policy, funding and service delivery are subject to complex and confusing arrangements within the Australian federal system. Responsibility for particular functions is often blurred, with a lack of transparency and accountability. This gives rise to widespread overlap and duplication between the Australian Government and state governments, resulting in significant waste and loss of productivity. There is an urgent need for greater clarity in these arrangements, so that funds are better used than they are at present. The Queensland Government and the Australian Government should carefully delineate the specific functions for which each level of government is responsible, with each government fully meeting its obligations and holding the other accountable. This should include transfer of functions to the Australian Government where this is practical. In relation to health services such as primary health care and aged care, the Queensland Government should: _ vigorously resist any cost-shifting from the Australian Government to the State _ seek reimbursement for the cost of delivering services that are the responsibility of the Australian Government. Executive Summary
February 2013 Queensland Commission of AuditFinal Report 23
1-24
In relation to education, the Commission considers that greater priority needs to be
given to improving student performance outcomes and, especially narrowing the
achievement gap (by lifting low achievement) in all Queensland schools. Central to
the success of this strategy is to ensure greater autonomy and accountability at the
individual school level, so that Principals can better manage resources to meet local
needs, improve teacher performance and lift student outcomes. It is also important
to avoid restrictive provisions (such as limitations on student-teacher ratios) which
impede workforce flexibility at the school level.
Current strategies to open the Vocational Education and Training (VET) sector to
increased market-based competition should be continued. The Commission
considers that an independent industry-led skills authority should drive the
development of a more contestable skills market to ensure that funding and
resourcing is prioritised in favour of those skills most needed to enhance the
productive capacity of the economy.
To reduce duplication with the Australian Government in the provision of VET
services, the Queensland Government should focus State investment on certificate
level training. Greater priority needs to be given to those qualifications and pathways
that are critical to industry and the economy. The future role of TAFE as a public
provider of VET services should be shaped by its ability to compete effectively in a
contestable market, by trimming costs and concentrating on areas where it has
traditionally held a competitive advantage, such as trade training.
Asset ownership should be separated from TAFE and transferred to a commercial
entity, with a view to rationalising the asset base, facilitating third party access and
improving asset utilisation. This would also enable TAFE to concentrate on its core
function of service delivery.
In the face of increasing demand pressures in functions such as policing, ambulance,
fire and rescue and other emergency services, the Government needs to develop
more sophisticated models for allocating scarce resources based on a
comprehensive assessment of need and risk factors. Greater co-location of facilities
would also provide better integrated emergency responses, and ensure better
utilisation of assets.
Across the entire range of its functions, the Government needs to adopt innovative
and improved ways to ensure that more and better front-line services are delivered at
a more affordable cost by better leveraging the capacity of the non-government
sector to deliver contestable services in a competitive market.
T
HE PUBLIC SECTOR
The goal for the public sector must be to achieve the highest standard of excellence
and ensure that Queensland is the best administered state in Australia.
The way in which the Queensland public service has been structured, organised and
managed is out of date. It has changed little over the last 20 years, and has failed to
respond to rapid changes in its operating environment.
Executive Summary
24 Queensland Commission of AuditFinal Report February 2013
1-25
Many of the principles and practices of public sector management have their origins
in the work of the Public Sector Management Commission (PSMC) in the early
1990s. The processes of commercialisation and corporatisation adopted as part of
micro-economic reforms of the mid to late 1990s have stalled.
As a result, the public service needs to be streamlined and modernised, to adopt
contemporary governance standards and become more flexible and responsive to
the changing environment.
An organisation as large and complex as the Queensland Government requires a
highly skilled and professional workforce which is committed to achieving the highest
standards of administration. The Commission makes recommendations to lay the
foundation for reform and put in place the building blocks to creating a dynamic and
accountable public sector.
A number of key reforms to the public service to encourage greater flexibility,
capacity and mobility of the workforce in responding to changing priorities are:
_ rationalisation of employment legislation to consolidate all core public service
employment conditions under the one Act (the Public Service Act)
_ consolidation of the number of awards and certified agreements to simplify the
industrial relations environment
_ establishment of a new broad-banded classification system for public servants to
replace the current inflexible system characterised by multiple levels and pay
points
_ appointment of employees to a broad-banded level within the public service
rather than a specific position within an agency
_ adoption of flatter organisational structures to encourage more streamlined and
effective decision-making processes
_ a more effective performance management system.
To support these reforms, the role of the Public Service Commission needs to be refocussed
on setting and coordinating service-wide strategies for human resources
and industrial relations, and supporting agencies in the implementation of these
strategies.
Government also needs to reduce the overhead administrative and corporate costs
of supporting front-line service delivery. Many internal services such as corporate
services and ICT are provided to captive clients by government-mandated
monopolies (for example, CITEC and Queensland Shared Services). Ostensibly,
they operate on a commercial basis, but in reality they are shielded from any
competitive pressures to drive the efficiency of their operations. In the absence of
such competitive pressures, there is limited, if any, effective scrutiny of costs and
hence prices charged to internal clients.
As a result, taxpayers are funding unnecessarily high costs for government to
transact business with itself.
Executive Summary
February 2013 Queensland Commission of AuditFinal Report 25
1-26
There is a contestable market for the delivery of corporate services, ICT and other
back-office administrative support functions which should be utilised more
extensively to minimise these costs. The Government should be a purchaser of such
services. It should not be an owner and manager of the significant assets and
systems required to deliver these services.
As with other assets, this would unlock scarce capital, and free up a higher share of
the Governments limited resources for front-line service delivery.
C
ONCLUSION
T
he Commission has made 155 recommendations, which will require careful
planning and management to implement effectively. The Commission suggests that
a small taskforce of specialist resources drawn primarily from key public sector
agencies be established to coordinate the implementation task in accordance with
decisions made by the Government.
These recommendations will not cost money. In important areas, they will produce
expenditure savings. They are directed to the objective of improving the
performance and the productivity of the public sector, which will be conducive to
growing prosperity to be shared in the State of Queensland.
In focussing on critical core services and delivering them well, the Government will
improve the overall well-being of all Queenslanders.
Executive Summary
26 Queensland Commission of AuditFinal Report February 2013
Executive Summary
February 2013 Queensland Commission of Audit - Final Report 27
Executive Summary 28 Queensland Commission of AuditFinal Report February 2013
EXHIBIT (g)(ii)
Consents
CONSENT
I hereby consent to the use of (i) the Certificate of the Queensland Treasury Corporation dated February 13, 2013 found on page 22 of the Queensland Treasury Corporation Half-Yearly Report for the Six Months Ended December 31, 2012, and (ii) the Chairmans and Chief Executives Report found on pages 4-5 of the Queensland Treasury Corporation Half-Yearly Report for the Six Months Ended December 31, 2012, which Half-Yearly Report is hereby filed as exhibit (c)(vi) to this Form 18-K/A to be filed and incorporated by reference in the Prospectus included in the Registration Statement dated December 10, 2009 filed by Queensland Treasury Corporation and the Treasurer on behalf of the Government of Queensland with the United States Securities and Exchange Commission (File no. 333-147600).
By: | /s/ Philip Noble | |
Mr. Philip Noble | ||
Chief Executive, Queensland Treasury Corporation |
Date: March 1, 2013
CONSENT
I hereby consent to the use of my Report found on pages 23-24 of the Queensland Treasury Corporation Half-Yearly Report for the Six Months Ended December 31, 2012, hereby filed as exhibit (c)(vi) to this Form 18-K/A to be filed and incorporated by reference in the Prospectus included in the Registration Statement dated December 10, 2009 filed by Queensland Treasury Corporation and the Treasurer on behalf of the Government of Queensland with the United States Securities and Exchange Commission (File no. 333-147600).
By: | /s/ Andrew Greaves | |
Mr. Andrew Greaves | ||
Auditor-General, State of Queensland |
Date: March 4, 2013
CONSENT
I hereby consent to the use of (i) the Certificate of the Queensland Treasury Corporation dated February 13, 2013 found on page 22 of the Queensland Treasury Corporation Half-Yearly Report for the Six Months Ended December 31, 2012, and (ii) the Chairmans and Chief Executives Report found on pages 4-5 of the Queensland Treasury Corporation Half-Yearly Report for the Six Months Ended December 31, 2012, which Half-Yearly Report is hereby filed as exhibit (c)(vi) to this Form 18-K/A to be filed and incorporated by reference in the Prospectus included in the Registration Statement dated December 10, 2009 filed by Queensland Treasury Corporation and the Treasurer on behalf of the Government of Queensland with the United States Securities and Exchange Commission (File no. 333-147600).
By: | /s/ Gerard Bradley | |
Mr. Gerard Bradley | ||
Chairman, Queensland Treasury Corporation |
Date: March 4, 2013
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