Arc Infrastructure acknowledges that Aboriginal and Torres Strait Islander peoples are the First Peoples and the Traditional Owners and Custodians of Country throughout Australia and the Torres Straits. We acknowledge their continued deep spiritual connections and relationships to land, sea, customs and culture. We pay our respect to Elders past and present.
We recognise the rich, complex, distinct identities, histories and cultural traditions of Aboriginal and Torres Strait Islander peoples in communities and language groups across the freight rail network.
Arc Infrastructure commits to the ongoing journey of reconciliation through the implementation of our Reconciliation Action Plan.
Linda Lee Loo 2025
Paint on canvas
Artwork by Noongar Whadjuk/Ballardong artist Linda Lee Loo for Arc Infrastructure.
CEO foreword
It is my pleasure to be able to introduce Arc Infrastructure’s fourth Annual Sustainability Performance Report. This document provides an update on our ongoing commitment to implementing sustainable practices across our business.
We have made significant progress since launching our Sustainability Strategy in 2022. you may notice this report has moved away from initiative reporting as many of the original projects outlined in the Sustainability Strategy have been completed. Instead, we continue to work towards increased reporting on metrics, and trending those metrics to give an indication of our year on year performance, this has also driven the name change.
Safety is at the heart of the work we do every day. This year we’ve introduced the Arc Aid program to provide another option for all employees to address injuries and illness in the workplace. We also rolled out Safety Days for the first time, with every team and every region participating in a dedicated Safety Day. Teams have provided positive feedback from this opportunity to step away from their dayto-day tasks and come together for important discussions about our safety culture.
Our Environment team has had a busy year with the introduction of the new avoidance mapping program to reduce our interactions with the environment through clearing. They have also undertaken targeted flora surveys to build a better understanding of the protected flora species within the rail corridor.
In the community space we continue to work closely with our Principal Partners who are making a difference in people’s lives across WA. We have continued our partnerships with Waalitj Foundation, Foodbank WA, Lifeline WA, Zonta House Refuge Association, Type 1 Diabetes Family Centre, and the Constable Care Foundation, and added a partnership with Clontarf Foundation.
After another successful year of offering the Rail Safety Week competition for primary school students, we have launched the ‘Stop in your Tracks’ campaign, a compelling new school incursion
developed in partnership with the Constable Care Foundation, targeted at upper primary and secondary school students who are more likely to engage in risk-taking behaviour around the rail network.
In 2025, we continued on our reconciliation journey with the establishment of our Reconciliation Action Plan (RAP) Working Group. After launching our ‘Reflect’ RAP in 2023, we are pleased to have launched our ‘Innovate’ RAP, which sets out our vision for reconciliation and commits us to some exciting new deliverables, including the development of an Aboriginal traineeship program.
The expansion of the Gold Valley task has seen growing volumes moving on our network since the signing of the access agreement in 2024. Our newest customer, yilgarn Iron, celebrated their first shipment of iron ore from Esperance Port in November, and we are pleased to support the growth of their task on rail.
The People team continues to support our 580 employees, all the way from Geraldton to Esperance. We are proud of our retention levels and the number of significant employment milestones we celebrate with our team. The People team also supports the rail workers of the future and in 2025, together with our industry partners, Arc Infrastructure helped deliver Australia’s first core rail civil engineering unit. Three new undergraduate rail engineering units were launched at Edith Cowan university (ECu), delivered in partnership with the Australasian Railway Association (ARA), Rio Tinto and the Public Transport Authority.
I am pleased to see Arc’s growing maturity in this space as sustainability becomes firmly embedded in our business practices.
stephanie unwin chief executive Officer April 2026
Our business
Arc Infrastructure is the manager of the state’s freight rail network. Our core business is to operate and maintain a rail network that stretches more than five thousand kilometres across Western Australia. We provide pathways on rail to connect our customers to the world.
Owned by global asset management company, Brookfield Infrastructure Partners L.P., Arc Infrastructure is at the forefront of infrastructure management.
We connect WA to the rest of Australia and deliver WA products to the rest of the world – 24 hours a day, seven days a week – by joining the dots between people, products and ports. From the midwest across to the Goldfields and all the way down to the South West, the network we manage connects local businesses, communities and industries with eastern states and overseas markets.
Powered by a team of more than 580 employees with a true regional footprint, Arc Infrastructure is proud to provide a service that’s helping to drive the State’s economic growth.
We’re committed to working with industry, our customers, partners and communities to find new opportunities that will support and strengthen the rail network and the benefits it delivers to WA.
Our infrastructure assets support a wide range of customers and commodities, many of whom are working towards their own sustainability goals:
• Grain from WA growers
• Inputs and minerals to and from mines throughout WA
• General container freight from the east coast and overseas
• Industrial facilities located around Perth and throughout the network
• Regional passenger services
We value our role in the community and want to make a difference in the regions that we live and work in. We do this by managing and developing assets that support growth of tonnes on rail, create sustainable jobs, and improve quality of life in our State.
Photo credit - Graham Duncan, Arc Infrastructure.
Strategy and Governance
Arc launched its Sustainability Strategy in march 2022. The strategy framed our understanding of sustainability principles and identified where we could make the most meaningful contributions towards the united Nations Sustainable Development Goals (uN SDGs). It also provided a commitment from Arc to undertake specific actions and provide regular transparent reporting of our progress.
As 2026 will be the fifth reporting year since developing our Sustainability Strategy, we will be reviewing our overall approach to sustainability to align with our new corporate strategy.
Arc Infrastructure supports the Sustainable Development Goals
Metrics and reporting
many of the initiatives which were initially outlined in the 2022 strategy have now either been completed or transitioned into ‘business as usual’. As a result, the Initiatives update section is not included in this year’s report.
2024’s annual report was the first which featured a significant number of metrics, and we are pleased to expand on our metrics reporting for 2025.
theme and focus sDGs
Safety & Risk
Environment
Community
Customers
People
Governance and reporting
throughout 2025 our sustainability committee has been working together to help drive sustainability forward. this group will be responsible for reviewing our overall approach to sustainability to align with our new corporate strategy.
The table below describes the Governance structure for our sustainability program and the various roles and responsibilities shared across the business.
Governance group Representatives Responsibilities
Chief Executive Officer
General manager Network Strategy and Customer Operations
Audit, Risk and Compliance
Committee (ARCC)
Sustainability Committee Chair
Sustainability Committee
General manager People, Governance and Risk
Chief Financial Officer
General manager Commercial and Regulatory
General manager Works Delivery
General manager People, Governance and Risk
Oversight and governance of Sustainability Strategy and initiatives
Theme owners
Committee Chair Theme owners
Head of Governance & Risk
Head of Stakeholder Engagement
Head of Development
Head of People
Initiative owners Arc’s Subject matter Experts
Advisory
Industry leading consultants
Executive sponsor of the sustainability program at Arc, directs and approves key workstreams
Provides oversight and review of Arc’s sustainability program, including direction of improvement initiatives
Coordinates initiatives to meet the objectives of each theme
Delivers each individual sustainability initiative
Provides expertise to inform the development and implementation of the Sustainability Strategy and the selection and defining of initiatives
“We value our role in the community and want to make a difference in the regions that we live and work in.”
2025 in review
Safety and Risk Management
OWNER Head of Governance and Risk
Objective
• Continue to focus on the safety of our people and our network to build on our already mature risk framework.
Key Progress in 2025
• Launched the Arc Aid program as a first response tool for workplace injuries or illness.
• Conducted ‘Workplace behaviours’ training during Safety Days.
• Prepared an updated Fatigue management Risk standard, following a review process.
• Introduced updates to the Critical Safety Risk program, including updates to the Critical Controls Verification app.
Performance measures 2025
• 2,639 Critical Control Verification (CCV) processes processes and 259 frontline inspections completed.
• Delivered 16 Safety Days for every regional and metro team.
Our Environment
OWNER Head of Governance and Risk
Objective
• minimise our impact and protect and enhance the environment in which we operate by reducing our carbon emissions and respecting heritage.
Key Progress in 2025
• Established an avoidance mapping approach to reduce disturbance to native flora and fauna habitat and minimise the need for external regulator permits.
• undertook an extensive threatened flora survey program to improve the understanding of protected species within the corridor.
• Continued bushfire mitigation activities as part of the updated bushfire mitigation strategy.
Performance measures 2025
• mapped 389 kilometres of Arc’s rail corridor as part of the avoidance mapping program.
• Surveyed 90 threatened flora site surveys.
• 254 disturbance permits issued.
Our Community
OWNER Head of Stakeholder Engagement
Objective
• Work with communities across our geographically diverse network, respecting their heritage, and continuing to build trust.
Key Progress in 2025
• Expanded our rail safety program to include the annual rail safety week competition and the ‘Stop in your Tracks’ school incursion, through our partnership with the Constable Care Foundation.
• Developed our ‘Innovate’ Reconciliation Action Plan (RAP).
• Established a RAP Working Group, as part of the Innovate RAP governance process.
Performance measures 2025
• Received 102 entries for the annual Rail Safety Week competition.
• Launched the ‘Stop in your Tracks’ rail safety campaign targeted at teenagers, and conducted two initial incursions (one primary, one high school).
Our Customers
OWNER Head of Development
Objective
• Support our customers to sustainably manage the movement of their freight.
Key Progress in 2025
• Completed Arc’s longest ever network shut to undertake key works in the Avon Valley.
• Signed a new access agreement with yilgarn Iron for their task between Koolyanobbing and Esperance.
Performance measures 2025
• Increased modal share out of Fremantle to above 20% following the opening of the Kenwick Intermodal Terminal.
• Increased the Gold Valley task from 2 million tonnes per annum (mtpa) to 2.8 million tonnes per annum.
• Signed a new four-year agreement for yilgarn Iron to transport 4.4 mtpa of hematite on the Arc network.
Our People
OWNER Head of People
Objective
• Strive to employ a diverse workforce, provide an inclusive workplace and continue to provide a range of development opportunities for our people.
Key Progress in 2025
• Introduced an Arc benefits promotion program to support the Employee Value Proposition (EVP).
• Partnered with Edith Cowan university (ECu), Rio Tinto and the Public Transport Authority to implement rail specific units to the Bachelor of Engineering at ECu
Performance measures 2025
• 31 employees completed a Leadership Development Program (LDP) module in 2025.
• 35 employees made use of the expanded parental leave program.
Safety & Risk management
Metrics | General safety
•
* Category A reportable occurrences include incidents that have the ability to have a significant impact to railway operations or people. These normally include collisions and derailments on running lines or Proceed Authority Exceeded caused by human factors
The Arc attributable occurrences in 2025 were:
• Two Network Rule/Procedure Breach
• Two Proceed Authority Exceeded
• One Wrong Side Failure
None of these incidents resulted in injuries, fatalities or collisions. Arc completed appropriate investigations for each incident. There is no identifiable trend between these occurrences, so no specific changes or follow-up actions have been implemented.
Metrics | Procurement
spend with first nations owned businesses
with a total of 18 suppliers
Key initiatives
> Mentally Healthy Workplace | General Safety
Arc’s Track mates peer support program was a finalist for an Australasian Rail Industry Award through the Australasian Railway Association in 2025.
To expand on the program a second recruitment drive has been completed with the goal of adding approximately 20 new Track mates to the existing team of 34.
> Fatigue Management | General Safety
Following a review process Arc has drafted changes to the Fatigue Risk management standard. Changes include:
• Introduction of a callout procedure
• Revision of Arc’s Fatigue Risk management Tools
• updates to reporting and notification requirements
These changes will be implemented across the business in Q1 2026.
> Modern Slavery Questionnaire | Procurement
As part of our commitment to managing the risk of modern Slavery, each new supplier is pre-screened by the procurement team and a modern Slavery questionnaire issued to those suppliers considered to be medium to high risk of modern Slavery. 147 modern Slavery questionnaires were completed in 2025.
> Supplier Site Visits | Procurement
Arc is continually screening new suppliers and in 2025, 113 new suppliers were screened for AntiBribery and Corruption. Relevant Arc team members also undertook a visit to Gemco Pty Ltd, a subsupplier in China, in November 2025.
Arc introduces dedicated Safety Days
Arc Infrastructure introduced a fresh approach to safety this year with the successful roll out of dedicated safety Days. these were delivered to all teams during Q4’25. the decision to host dedicated safety Days came from an awareness that there was more information to share with teams than could be disseminated through Arc’s regular channels.
This method was chosen given the previous positive reception for roadshows to regional depots including on topics such as contractor safety management. When developing the concept for the Safety Days, the People, Governance and Risk (PG&R) team collaborated with the Regional Leads and CEO before progressing with planning.
The theme of the Safety Days was ‘Prevent the Event’ - ensuring everyone goes home safe, every day. The key topics delivered at the Safety Days included updates to existing Arc programs, including changes to the Fatigue Risk management standard and updates to Arc’s Critical Safety Risk (CSR) Program, including changes to the critical controls and performance standards. New programs were also rolled out including the Early Intervention Program – Arc Aid, Injury management and the mentally Healthy Workplace.
Arc trained its full workforce on respect at work as part of the Safety Days and introduced the concept of above and below the line behaviours.
This has provided a common language for dealing with various workplace situations.
The PG&R team facilitated 16 Safety Days between September and December, travelling to each regional depot to engage with our employees across the network. Sessions were also held across all corporate departments.
Feedback from attendees was been extremely positive. The post session survey indicated participants felt it was second only to regular toolbox meetings as a method of receiving safety information.
The Safety Days have provided an opportunity to share more context and depth around updates and changes than is possible through short toolbox sessions or quarterly safety briefings. Safety Days have provided an organisation-wide reset of Arc’s commitment to safety and ensuring everyone goes home safe every day. Hosting these dedicated days demonstrates Arc’s ongoing commitment to safety, as well as engaging with our teams.
Pictured: Safety Days from across Arc’s regions.
Arc Aid launched for injury management
In november 2025, Arc launched the ‘Arc Aid’ program. Arc Aid is a voluntary early intervention program, which helps people access medical assistance quickly when injured or unwell at work. Arc has selected a WA-based provider with a network of health providers (i.e. physiotherapists, nurses, doctors and psychologists) across the state to deliver this service.
The provider offers 24/7 virtual triage services to support employees who may need medical assistance during the workday. Round-the-clock access is particularly useful for our people who work shifts, such as our Network Control team. Shift workers can access the service straight away, even when injured during a night shift or over the weekend.
The service is also available for any Arc employee required to complete a critical rail safety task, who presents with signs or symptoms that may prevent them from completing that task safely. This aligns with the triggered health assessments offered at Arc.
Arc covers the cost of the initial assessment, as well as up to three sessions with allied health services (physiotherapy or psychology), should they be required.
By establishing this service Arc is aiming to reduce the stigma around asking for help and make it easier to access health services, particularly for our regional teams.
Our people are our priority and offering tools and services to support their wellbeing is important to us. We hope that by offering this option we can support our people to get help quickly and reduce the impact and longevity of any injury.
“Safety Days have provided an organisation-wide reset of Arc’s commitment to safety. ”
Reducing Arc’s cyber security risk profile
Over recent years, Arc has strengthened our cyber security position through several improvements and policy changes.
In 2025, the Technology team implemented further policy enhancements and introduced new tools to further reduce our risk profile.
To manage risks associated with Arc employees’ administration privileges the Technology team introduced a tool, Endpoint Privilege management, which restricts administrator access and provides auditable logs for staff with elevated privileges. This tool reduces the risk of misused or compromised administrator codes being utilised in hostile activities.
To coincide with Cyber Security Awareness month, the Technology team launched enhanced password security by implementing a password monitoring tool. All employees were required to update their passwords, with a new standard for length and complexity. This tool will provide an alert if there are any password or credential breaches.
While having these tools is helpful, preparing for potential issues is also key. Earlier in the year, the Cyber team facilitated an incident response workshop with the Finance team through a simulated exercise for a business-compromised email. This workshop looked at the process for the team to follow if a Finance team member’s email was significantly compromised. The workshop included a brainstorming session, which was valuable for all participants.
We are now in the seventh year of Cyber Security Awareness sessions, which are delivered face-to-face to all regional and head office employees. In 2025 topics included the responsible use of AI, password management, phishing awareness, and associated risks.
The Technology and Procurement teams have also been collaborating to manage our cyber security supply chain program. This program will establish processes and standards to ensure Arc’s data and access given to vendors are managed appropriately. Stage one was focused on critical vendors who integrate with our technology systems, and in future, the same standards will be rolled out to a broader set of vendors.
CASE STUDY
Another change to technology practices has been to limit the use of external uSB drives. The use of storage devices (e.g, uSB flash drives, microSD, External HDD, External SSD, DVD, CD-ROm) presents several risks, including:
• Data theft or loss if misplaced or stolen
• Cyber security threats from malware introduced via removable media
• Regulatory non-compliance when sensitive data is transferred outside approved systems
Arc has a defined cyber security roadmap which identifies further activities and updates to further reduce our risk profile over the next three years.
Delivering Cyber Security Awareness sessions.
Key initiatives
> Carnaby’s Black Cockatoos
During 2024/2025 Arc Infrastructure assisted with installing an additional 15 artificial nesting hollows, bringing the total number installed for the Doral mineral Sands cockatoo project to 20, since 2022.
In the 2025 survey period, 14 fledglings were tagged and 18 of our 20 artificial hollows were in use.
> Bushfire mitigation
During 2025, Arc implemented the bushfire mitigation strategy that was developed in 2024. With the support of a subject matter expert (SmE), and in collaboration with regional teams, treatments were prioritised for the year. Arc is utilising the Geographic Information System (GIS) tool to capture details of planned treatments and corresponding mitigation. Additional training is being provided to support the regions to use the GIS tool. In 2025, 37 treatments were completed.
Implementation of avoidance mapping
In 2024 Arc made the decision to integrate an Avoidance strategy to minimise the need for environmental clearing approvals by avoiding disturbance of native vegetation and fauna habitat. this strategy is now being implemented across all business activities including maintenance, major projects and expansionary works. the strategy was devised to increase efficiency and cost effectiveness of work activities, while still ensuring alignment with regulatory
requirements for environmental protection and supporting Arc’s sustainability principles.
Implementing this approach required the Environment team to identify an efficient methodology for surveying Arc’s 5,500km long rail corridor, and implementing an easily accessible tool for regional works and major projects teams to plan their disturbance footprint.
With support from teams across
the business, including Technology, maintenance and major Projects, Arc was able to devise a process for undertaking desktop assessments, validated by infield surveys. These inform Arc’s Flora and Fauna Avoidance mapping Tool, which can be viewed by employees within Arc’s GIS platform. To create the map zones, our experts review aerial photography during their desktop assessment, followed by on-ground surveys by a qualified botanist to confirm onground conditions based on set criteria. Data is then validated before it is entered into the tool for use.
This inventive methodology allows for quicker assessments than traditional ecological surveys, enabling Arc to map the entire network in a short timeframe. During the two-phase
pilot program conducted in 2025, consultants and industry specialists assisted by undertaking a review of the methodology, with subsequent feedback incorporated by Arc.
The finalised Avoidance mapping process was used for the Agricultural Supply Chain Improvement (ASCI) Project and is planned to be rolled out to the wider business in 2026. This will enable all teams to make rapid assessments of anticipated work areas to determine their impact to flora and fauna. This streamlined process facilitates more effective planning of works in alignment with Arc’s Avoidance Strategy.
As of January 2026, 389 kilometres of the network have been successfully mapped.
Prioritising threatened flora surveys
Arc’s rail network is in the southwest Australia ecoregion (sAe), which is one of 34 biodiversity hotspots located around the world.
Within the region there are numerous flora and fauna species that are under significant threat of extinction (threatened species). These species are protected under State or Commonwealth legislation and in some cases, both. As part of Arc’s Sustainability Strategy, it is important that we minimise our impact on and protect these threatened species and their habitat.
During 2025, in conjunction with the Avoidance mapping strategy and overarching Environmental Strategy Improvement Project, Arc has undertaken the largest targeted Flora Survey program in its history. Over the course of 2025, Arc completed 90 surveys at suspected threatened flora sites. Occasionally, multiple surveys were required at one site, due to the different seasonal flowering times of various flora species.
Prior to field surveys, a multi-Factorial Analysis (mFA) was conducted to determine a risk-based approach for prioritising which sites should be validated for on-ground surveys.
Did you know?
Grevillea gillingarra is known from a single population south of Gillingarra, first collected in 1983. Despite subsequent surveys, this remains the only recorded location for this species, confined entirely to the rail corridor south of Moora. The species is listed as Critically Endangered under both State and Commonwealth environmental legislation. During a site visit in June 2025, Arc’s botanist identified what are believed to be the last two remaining plants in existence worldwide.
This allowed Arc to implement updated or new field controls such as threatened flora markers or fencing to further protect critical populations.
Once survey reports and data are compiled in 2026, findings will be incorporated into a refresh of Arc’s Environmentally Sensitive Areas map, as these transition to become Threatened Flora Sites. Training will be rolled out to frontline staff and relevant stakeholders on the importance of these sites, how to identify them and avoid impacting them.
surveys in action
Putting the methodology into practice this year, the team’s desktop review initially identified five potential locations of the Threatened Flora,
Paracaleana dixonii (Sandplain Duck Orchid), adjacent to a non-operational line north of Eneabba.
In field survey results for the Sandplain Duck Orchid found no plants at two of these potential sites however at the remaining three sites one plant, eight plants and four plants were found. This process improves our ability to manage protected species in our corridor.
forward look
This critical work will continue in 2026. The remaining sites are scheduled to be surveyed by the end of the year 2026, further informing Arc’s understanding of the locations of threatened flora which must be protected.
Our Community & Stakeholders
Metrics
$380,000 Invested in Principal partnerships
$30,000 christmas donation
Funds shared equally between Royal Flying Doctor Service, Orange Sky, Shooting Stars.
$22,100 regional Partnerships
Funds used for local causes, such as community events, sports uniforms, school P&Cs.
Our funding has delivered
Zonta House - workshops delivered
• Jan-June 2025 – 61 Resident Enrichment workshops to 213 participants living in Zonta House
• July – Dec – 38 workshops to 153 attendees
Lifeline WA - crisis supporters trained
• 12 additional crisis supporters in 2025, who responded to over 3,000 calls for help
foodbank - school sessions delivered
• 20 sessions delivered in 2025 to 222 participants
rail safety
102
rail safety Week unique competition entries in 2025 entries in previous years: 2024 – 118, 2023 - 87
2 stop in Your tracks rail safety incursions delivered
Key initiatives
> 30 years supporting Rottnest Island rail
Over the past 30 years, Arc has supported the preservation of the island’s railway through the provision of materials, equipment and expert labour to ensure the railway can continue to be used.
Arc’s work at Wadjemup/Rottnest Island in 2025 was significantly broader than in previous years, requiring a complete rebuild of the track out of Settlement Station. The 210-metre section crossed a major road. This shaped the planning and delivery of the works, with traffic management in place to maintain safe access for emergency and authorised vehicles, as well as holidaymakers moving through the area on foot and bike. The work commenced following a Smoking Ceremony on site.
> Community volunteering
Arc offers employees one day of paid Volunteer Leave each year. This year, one of the activities saw the Stakeholder Engagement and Communications team volunteering together to assist with preparing hygiene packs for Waalitj Foundation’s Deadly Sista Girlz program.
Partnership spotlight: Lifeline WA
Arc Infrastructure’s partnership with Lifeline WA reflects our shared commitment to supporting mental health and wellbeing across Western Australia. What began as a christmas donation in 2020 evolved into a three-year partnership in 2021, laying the foundation for a strong and enduring relationship.
In 2023, Arc extended the relationship when, as part of the mentally Healthy Workplace initiative, we sought support from Lifeline to deliver targeted training programs for our employees. The training delivered to Arc internally by Lifeline includes “Looking out for yourself and Others”, which was rolled out to all employees, in addition to more in-depth training for our ‘Track mate’ peer support program participants. Building on this momentum, in December 2024, Arc entered a second three-year Principal Partnership with Lifeline which will run through to 2027. This partnership is dedicated to recruiting, training, and deploying 36 additional Telephone Crisis Support Volunteers, enabling approximately 9,000 conversations with help seekers over the life of the sponsorship.
In may 2025, 57 Arc employees joined the HBF Run for a Reason team to raise additional funds for Lifeline WA, one of the largest charity teams in our history. Participants took on a range of distances, including our Head of maintenance Support, Tim underwood, who completed the half marathon. Alongside individual fundraising efforts, Arc made an additional $10,000 donation to Lifeline WA.
In October and November 2025, Lifeline WA launched a powerful social media campaign funded by Arc, featuring volunteer stories through a series of videos. These stories highlight the impact of crisis support training and the vital role volunteers play in helping people experiencing suicidal thoughts or emotional distress. Beyond raising awareness, the campaign has become an effective recruitment tool, inspiring more Western Australians to step forward and make a difference.
Arc Infrastructure and Lifeline WA encourage everyone to check in with themselves and those around them, not just during times of crisis, but throughout the year.
Aboriginal Engagement update
Arc Infrastructure continues to grow its maturity in Aboriginal engagement, building on the commitments made in our first ‘reflect’ reconciliation Action Plan (rAP), launched in 2023. In 2025 we began developing a twoyear Innovate rAP to implement meaningful change and outline actions that will expand our vision for reconciliation. With the ongoing support of our Principal Partner, the Waalitj foundation, we look forward to launching the ‘Innovate’ rAP in early 2026.
cultural Awareness training
On the pathway to this next stage, we have achieved several milestones. To build cultural awareness across our organisation, we introduced an Aboriginal and Torres Strait Islander Cultural Awareness online learning module.
In addition, members of our South West regional team have participated
in cultural training with the Esperance Tjaltjraak Native Title Aboriginal Corporation (ETNTAC), reinforcing our commitment to environmental stewardship and cultural respect.
Our rAP Working Group
A key requirement for progressing to an ‘Innovate’ RAP was the formation of our Reconciliation Action Plan Working Group, established in early 2025. The group includes 14 members from across the business, chaired by our Head of Stakeholder Engagement, with executive sponsorship from our CEO. Two members identify as Aboriginal, and we work closely with the Waalitj Foundation to engage First Nations leaders, including Troy Cook, General manager for Community Development, to provide cultural guidance and feedback.
As part of our ongoing commitments under the original ‘Reflect’ RAP, we continue to participate in reconciliation
The RAP Working Group attended the Walk for Reconciliation at Galup (Lake monger).
events. In October 2025, several employees including representatives from the RAP Working Group, attended the Walk for Reconciliation at Galup (Lake monger). They joined Elders, community members, and local organisations in a powerful moment of truth-telling and respect.
Partnerships
Our partnerships remain central to this journey. Arc is now in the second year of our three-year Principal Partnership with the Waalitj Foundation. In 2025, our funding supported the appointment of a full-time Indigenous Employment mentor in Kalgoorlie, including the provision of a work vehicle and laptop. We also continue to support programs such as Deadly Sista Girlz and Waalitj Boys. Arc’s yearthree funding has been directed to the Business Builder events in 2026 to enable Waalitj Hub coaches to visit regional communities.
Similarly, our new three-year partnership with the Clontarf Foundation aims to
improve education, life skills, and employment prospects for young Aboriginal men in the Central Wheatbelt and Goldfields regions.
Since 2021 we have provided funding to support a Kate mullin Association Scholarship recipient. The scholarship program covers the costs of a Bachelor of Education for an Aboriginal student. We were proud to celebrate the graduation of Shanae Clohessy (pictured left), who is the recipient of the Arc funded scholarship, who completed her Bachelor of Education at Central Queensland university. Her success embodies the spirit of our commitment to reconciliation, education, and community empowerment.
Developing maturity
While we are proud of our progress we acknowledge that Aboriginal and Torres Strait Islander peoples remain underrepresented within our workforce and that our decentralised procurement model presents challenges in consistently working with Aboriginalowned suppliers. Despite these challenges, we have taken meaningful steps to build relationships, raise awareness, and improve visibility of cultural practices throughout the business.
We will continue to approach our reconciliation journey with humility and deep respect for the cultures, histories, and contributions of Aboriginal and Torres Strait Islander peoples.
Launching the Stop in Your Tracks rail safety campaign
In partnership with the constable care foundation, Arc Infrastructure launched the stop in Your tracks campaign during October 2025. the launch of this campaign was the culmination of 18 months of collaboration to address a critical gap in rail safety education to ensure we have a targeted offering for high school students.
Since 2023, Arc Infrastructure has gifted over 35 free excursions to Constable Care Safety School through the Rail Safety Week competition to regional and metro primary schools near the freight rail network. Rail Safety Week is an annual community awareness week held in Australia and New Zealand, designed to engage the community in safe rail practices. However, with these excursions targeted at primary school students, a gap was identified requiring a new program to share rail safety messages with teenagers, with a view to discouraging risky behaviours.
Still image from the ‘Stop in your Tracks’ film.
Recognising the need for a targeted approach for teenagers, Arc expanded its partnership with the Constable Care Foundation to develop a program aimed at high school students aged 13 to 17.
Stop in your Tracks uses interactive Forum Theatre performances and film-based incursions to engage students in conversations about rail safety and the dangers around trains and railways.
Rather than simply presenting information, the program encourages active participation. During the performance, students engage in facilitated discussions about why young people take risks, before participating in replays of scenarios, examining how external factors like peer pressure influence our choices and behaviours.
Stop in your Tracks is action-oriented and uses interactive techniques to transform students from passive spectators into active participants. The approach is based on research undertaken by CCF which found encouraging young people to roleplay as they explore real-world scenarios and develop strategies for dealing with challenges that affect them fosters resilience, empathy, critical thinking in decision making and help-seeking behaviours.
The pilot sessions were delivered at schools in Northam and Beeliar in late 2025, providing valuable insights ahead of the program’s official launch.
A further 18 sessions are scheduled for delivery during 2026.
rail modal share of traffic out of fremantle Port
Key initiatives
> Kenwick – one year of operations
During 2024–2025, 208,699 twenty-foot equivalent units (TEu) were transported by rail from Fremantle Port, the highest annual number recorded since 2007.
> Train control updates
Introduced a standardised platform for customers to request changes to train paths.
Supporting new rail tasks in the Goldfields
following the cessation of two customers operating in the Goldfields region in 2024, the commercial and Development teams have worked to identify new opportunities to bring tasks onto rail, with the goal of filling this gap and ensuring the ongoing utilisation of the esperance Branch Line and Leonora Branch Line in a meaningful way.
In September 2024 Arc signed a new agreement with iron ore miner Gold Valley to move around 1.2 million tonnes per annum (mtpa) of iron ore transported from West Kalgoorlie
to the Port of Esperance on the Arc network. The first Gold Valley train ran in October 2024, and in march 2025 the task increased to 2.8 mtpa. This expansion has seen record volumes transported on the Leonora Branch Line.
Further to this new task, in October 2025 Arc signed a new four-year agreement with iron ore miner yilgarn Iron that will see around 4.4 mtpa of hematite transported from Koolyanobbing to the Port of Esperance on the Arc network.
Based in Perth, yilgarn Iron is a privately owned Australian mining company that acquired mineral Resources’ yilgarn iron ore operations in June 2025. The first yilgarn Iron train ran in November 2025. As a result, Arc commenced an expanded program of resleepering and rerailing works on both the Leonora and Esperance
Branch Lines to accommodate expected growth in the Gold Valley and yilgarn Iron tasks.
Arc Infrastructure is pleased to be able to support the movement of these tasks on rail, as well as the ongoing use of this part of the network into Esperance Port, supporting local jobs and prosperity in the region.
Coordinating Arc’s longest ever network shutdown
In september 2025 Arc completed its longest ever network shutdown to facilitate key works across the network, including the replacement of three end-of-life turnouts in the Avon Valley. such an extensive shut would not have been possible without numerous teams working together and engaging with key stakeholders.
An initial discussion around timing determined September to be the optimal time for the works to take place, reducing the impact on the grain harvest and Christmas seasons, which are a particularly busy time of the network. The timing of the shut was coordinated to align with CBH’s annual closures, as well as the Public Transport Authority’s planned closure to facilitate works at the midland Station Redevelopment.
The methodology was also planned in detail before customers were approached. Key members of the Planning, Commercial and Network Operations teams met to discuss the most appropriate approach for completing the work to minimise customer impacts.
The teams concluded a single shut of longer duration was more efficient than several shorter closures spread over weeks and months. Customer feedback was accounted for in the final works plan, with a reduction in shutdown time from 140 to 110 hours.
In addition to replacing turnouts in the Avon Valley, other teams were able to plan works across the network to make the most of the scheduled downtime. Other activities which occurred during the shut included support for activities
The works team on track at moondyne East.
at the midland Station development, bridge works, level crossing upgrades and rerailing and resleepering across four regions.
The ability to complete this extensive program of works required teams to work cohesively in their various roles:
• Network Operations team managing activities and movements across the network
• Commercial team managing day to day customer communications
• Planning providing oversights of the entire program, and distribution of materials and equipment to site locations
• major Projects, mobile maintenance Team, Structures and Regional teams responsible for works delivery on the ground
• Third Party Projects supported works delivery at the State Government’s midland Station Redevelopment
Teamwork, communication and collaboration enabled the successful delivery of these works with minimal impacts on customers.
Metrics
employee age distribution
2025 2024
under 30 = 12%
30-50 = 61%
Over 50 = 26% N/A
number of units completed (cert II, III, IV) 235 537
number of internal promotions
Length of service (number of employees)
25, 12% to lead roles or above 9 secondments to higher positions 82
0-4 years = 356 5-9 years = 128
10-14 years = 49
15-19 years = 26 20-29 years = 13 30-39 years = 13 40-50 years = 5 0-4 years -353 5-9 years – 118 10-14 years – 51 15-19 years – 29 20-29 years – 8 30-39 years – 15 40-50 years – 4
Secondary parental leave: Female – 0 male - 23 N/A
Key initiatives
> Leadership Development Program update
31 employees completed a module of the Leadership Development Program in 2025. Of those, 20 completed the managing a Team course, and 11 completed the managing a Function course. In addition, 21 employees participated in two units for the managing a Business module, which is aimed at future senior leaders and current executives.
> Paid parental leave uptake
Arc has been delighted with the update of Primary Carers leave, especially among our male employees. In 2025 we had four male employees take Primary Carers leave.
Partnering to champion tertiary rail education
Arc continues to prioritise support for rail education, both for our existing employees and the next generation of rail workers.
rail specific course for undergraduates
During 2025, together with our industry partners, Arc Infrastructure has helped deliver Australia’s first core rail civil engineering units. Three new undergraduate rail engineering units were launched at Edith Cowan university (ECu) in August, delivered in partnership with the Australasian Railway Association (ARA), Rio Tinto, and the Public Transport Authority.
In a national first, one of the three units will be a mandatory component of ECu’s civil engineering degree, embedding rail into the core curriculum for the very first time and helping to build WA’s future rail workforce.
Arc and its partners have been working towards this goal for several years and it is a great example of positive collaboration with industry to achieve a common goal.
The introduction of these rail-focused units at Edith Cowan university marks a significant step forward in aligning our engineering programs with the future needs of Australia’s infrastructure sector.
Attending the launch of the new undergraduate rail engineering units at ECu
Of the partners, Arc has been the first to take on a vacation student from the initial cohort. After initially offering three placements for the summer period, one student accepted the offer and is currently working in our Assets team.
Looking ahead
To further support the program, members of Arc’s team will be presenting to students participating in the courses during 2026. Our People team is also looking for ways to further develop the relationship with ECu. One of the activities we are interested in pursuing is engaging students to help solve a business problem, through a ‘hackathon’ style format.
Arc is also focused on continuous learning and qualifications for our team members. In 2026 we are launching a Cert IV Signaling. This program is particularly noteworthy, as it will be delivered at Arc’s Kewdale Training Centre but will be certified by North metro TAFE, who Arc has a long-
standing relationship with. An initial cohort of 10 Arc team members have been nominated to participate in the 18-month program.
Koomba Birdal update
Through our ongoing engagement with North metro TAFE, Arc has been a supporter of the Certificate II Rail Infrastructure Koomba Birdal (Big Spark) Program. The Koomba Birdal Program is a dedicated training and career pathway designed to reduce the barriers that Aboriginal and Torres Strait Islanders may face in education by providing accessible, customised and supported training.
We are anticipating at least another six students will participate in the course in 2026, which is supported by Arc through the provision of PPE.
Arc will continue to invest in opportunities to support certifications for our existing team members, as well as creating a strong pipeline for future skilled workers.
