Annual Report 2024-25

24 25

ANNUAL REPORT

ENVIRONMENT | COMMUNITY | INDUSTRY

Acknowledgement of Country The land and waters within the Northern Gulf region include the country of Western Gugu Yalanji, Kokoberra, Kokomenjen, Kunjen, Kuku Muluridji, Djungan, Wakaman, Bar Barrum, Ewamian, Tagalaka, Kukatj, Gkuthaarn and Kurtijar people.

Gulf Savannah NRM (GSNRM) acknowledges and respects these Traditional Custodians of land and sea. We recognise the diversity of Traditional culture, and the deep and varied connections Traditional Custodians have with the land and sea within the region. We recognise caring for Country contributes to connection, participation and overall health of people and Country. We recognise the expertise, knowledge, historical and cultural connection of Traditional Custodians and are committed to partnering with them and following their lead.

We pay our respects to Elders, past and present, and emerging leaders. We acknowledge and recognise the primacy of Traditional Custodians’ obligations, rights and responsibilities to use and care for their Traditional lands and waters.

Published by Gulf Savannah NRM 2025 Front cover image: GSNRM’s biodiversity officers team up with Western Yalanji Aboriginal Corporation and Queensland Parks and Wildlife Service to deploy pig traps in Brooklyn Sanctuary.

From left to right: Dr Edward Evans, Archie Levers, Océane Dupont and Scott Morrison.

02 Gulf Savannah NRM | Annual Report 2024-25

What is Natural Resource Management?

“Natural Resource Management is the protection and improvement of the natural assets that underpin our quality of life – our soil and water, the climate, landscapes and biodiversity. NRM Regions Queensland is the peak body for natural resource management in the state, supporting and promoting its members – the 12 regional natural resource management organisations of Queensland [including Gulf Savannah NRM].”

- Natural Resource Management Regions Queensland

Table of Contents Message from the Chair

4

Message from the CEO

5

Board & Governance

6

Strategic Plan

8

Our Region

10

Sustainability Strategy

11

Biodiversity & Sustainable Land Management

12

Agriculture

18

Community Partnerships

22

Regional Delivery Partners

26

Financial Performance 2024/25

30

Audited Financial Statements

31

Gouldian Finch (Chloebia gouldiae)

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Chair’s Message Dear friends, partners and supporters, On behalf of the Board, I am pleased to present the 2024-25 annual report, highlighting our achievements over the past year.

We have continued to evolve, grow, and strengthen our foundations so that we can get on with the important business of delivering on-ground natural resource management as a trusted delivery partner. We can only do this with the collaboration and support of our sponsors, industry, local government, the research community, Indigenous organisations, and Landcare groups.

In 2025, we cemented our commitment to maintain our regional presence by renewing our lease on our Savannah House office and purchasing a house in Georgetown for staff accommodation. This will ensure we have housing available for new staff relocating to the regions to deliver projects well into the future, while it will also contribute to the growth and vitality of our regional communities.

On a statewide level, Queensland’s NRM sector, including Gulf Savannah NRM, demonstrated expertise, on-ground capability, and determination.

This resulted in the Queensland Government committing to its largest-ever single (and transformative) investment in NRM: the $117 million NRM Expansion Program. This milestone funding will deliver projects aligned with our region’s priorities to improve land condition, enhance biodiversity, and support healthy coasts and waterways.

Looking ahead over the next 12 - 24 months, our challenge will be to maintain strong NRM program delivery, while also adapting to a changing climate, shifting funding landscapes, and evolving community capacity to support living landscapes and local livelihoods. .

04 Gulf Savannah NRM | Annual Report 2024-25

I would like to extend my appreciation to my fellow Board Directors for their valued contributions and support throughout the year. We remain focused on broadening and deepening partnerships, as well as strengthening our governance and strategy.

Thank you to our CEO Zoe Williams, and our remarkable staff for their significant contributions.

Community support is essential to our success as your local NRM group. We extend our thanks and respect to you all for hosting field days, participating at our workshops and meetings, or helping us plan and deliver projects. We are deeply grateful.

Sincerely, Ellen Weber Chair of Gulf Savannah NRM

CEO’s Message As I reflect on 2025, the recurring theme for Gulf Savannah NRM seems to be transition - a notion that struck a chord with our NRM colleagues from all over the country at this year’s National NRM Knowledge Conference in Cairns, as we tackled the topic of Changing Landscapes: New Horizons. We were proud to partner with NRM Regions Australia and NRM Regions Queensland, and worked closely with our neighbours at Terrain NRM and Cape York NRM to bring this national event to the Gulf and Far North Queensland.

This year, we said farewell to some long-term members of the team and welcomed new people to carry forward our goals and vision. I thank the departing staff for their commitment to the organisation and dedication to the communities of the Gulf. While they may no longer work for us, they will always be within Gulf Savannah NRM’s orbit, and their legacy continues in the work we do.

2024 - 25 also offered progress for some long-held aspirations as we secured project funding commitments from the Queensland Government to address invasive Neem trees on the Gilbert River, and consolidated an exciting partnership with seven of our regional NRM colleagues to deliver Regional Feral Pig Coordinators across north and western Queensland. Our landholders and local governments have consistently told us that weeds and feral animals are the number one NRM priority for them, and these projects will provide support to tackle these pressing issues. As these projects start hitting the ground, it is very pleasing to see the advocacy work of the last few years coming together via tangible deliverables funded by the NRM Expansion Program.

On a personal note, I was honored to be selected to take part in the Social Impact Leadership Australia program (SILA), a 12-month leadership initiative for CEOs of not-for-profits, delivered by the Centre for Social Impact. Through the program, I was able to join 24 exceptional CEOs of social enterprises and NGOs to explore how we can best lead our organisations and communities through social change. I would like to thank the Centre, the donors who share the vision and support the program, the facilitators, coaches and staff, and my fellow participants for generously sharing their knowledge.

I would also like to thank the Board for supporting my participation in this once in a lifetime opportunity, and all the staff who took on additional responsibilities while I completed the program – I was only able to take up this opportunity because I knew that Gulf Savannah NRM would be in capable hands during my absence.

My experiences in the SILA program have reinforced my belief that big issues – for the environment, economy and society – can only be addressed by considering the system as a whole.

This is the premise on which regional NRM is built: an understanding that the interconnected relationships between all elements, human and environmental alike, are as important as the individual pieces.

As we look to next year and beyond, our challenge is to identify which parts of the system we can exert influence over to achieve the best outcomes for our communities and the environment. We must continue to punch above our weight by leveraging our relationships with government, community and industry to deliver for our region. In that way, we will address the pressures of our changing landscapes and take advantage of the new horizons that appear before us.

Zoe Williams CEO of Gulf Savannah NRM

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Board & Governance Gulf Savannah NRM is governed by a skills-based Board of Directors which has the overall responsibility for setting the strategic direction of the organisation and the financial viability to undertake its objectives.

Chris Cocklin - Director

Anne Clark - Director

Gulf Savannah NRM’s Emerging Leaders Program provides a 12-month training and mentoring opportunity for aspiring board directors to participate in board meetings, develop governance skills, and to understand the board process at a successful notfor-profit organisation.

Successful candidates are confirmed as Associate Directors and can advise and offer suggestions to the Board but have no voting rights. They also bring their own knowledge and experience to meetings and can offer fresh perspectives to board members.

This report marks the end of my second term and brings to a close a most enjoyable eight years of service to the Northern Gulf communities. My chairs during that time have included John Brisbin, Rikki Gunn, and for the last five years Ellen Weber - all totally different but bringing excellent leadership skills and insightful knowledge of the area. I've watched Zoe Williams develop into a highly competent CEO, taking us from financial uncertainty into a robust, highly regarded organisation. I salute you all.

For myself, I've strived to bring the understanding I gained from decades of working in the Gulf region - first barra fishing in the gulf in the 70s then for 20 years in DPI Fisheries - to the board's decisions. My work on the board has included helping write our 2023 - 2033 NRM Plan, being present as we guided staff and communities through to overcome COVID and natural disasters. I've experienced working with consecutive board members on Strategic Plans, stakeholder engagement, policies (25 all up!), risk management assessments, property purchases, HR processes, and contractual decisions. I'm proud to say I drove the name change to Gulf Savannah NRM to reflect our unique bioregion and chaired our Gift Fund committee (donations fund) to produce a marketing plan and a suite of gulf related but otherwise unfunded projects. It’s been a great eight years and I wish the Gulf Savannah board, its Members and the Gulf community all the best for what looks like a great future.

It has been a successful and productive year for Gulf Savannahs NRM. Some of the uncertainty regarding project funding that was present in 2024 has gone, enabling the team to focus on their important work. A carefully considered due diligence process led to the purchase of a property in Georgetown which will alleviate difficulties for staff in securing accommodation, thereby promoting stability in staffing and assisting with recruitment. During the year, the Board maintained a close focus on strategic planning for the organization and steps were taken to increase staff engagement with the strategic plan. It was pleasing to see GSNRM well represented at the 9th National NRM Knowledge Conference held in Cairns and the presentations by staff at that conference reflected positively on the organisation and its work.

During the year, I took on the role of Chair of the Board Risk Subcommittee, the establishment of which is an important development in the governance of GSNRM. This was my third and, unexpectedly, final year as a member of the Board. I wish the staff and my fellow Board members the very best for the future of the organization.

06 Gulf Savannah NRM | Annual Report 2024-25

Nick Hardy - Director Kate Eden - Director Daniela MatheusHolland Ebony Faichney

This has been another busy and effective year for the Gulf Savannah NRM and the Board. Zoe and her dedicated team are to be congratulated for their efforts in securing further funding and their commitment to project delivery. In my role as a Director, I have been a member of the Finance and Risk Committees, and attended the National NRM Conference in Cairns. This conference allowed for the “hard won” successes to be shared and for the NRM achievements within our region to be showcased. The collaborative approach adopted by Directors and Associate Directors allowed the Board to deliver good governance and provide strategic direction to the organisation.

“The first casualty of battle is the plan.” Gulf Savannah NRM invests considerable time and effort in planning — every detail is checked, every risk assessed. Yet, as always, the environment has its own plans. External forces — shifting conditions, political dynamics, and fluctuating funding — can quickly challenge even the most robust strategies. Amid this uncertainty, the key question remains: how are local needs being met? In a constantly changing environment, the Board’s role is to provide stability and direction. A solid foundation enables the organisation to adapt without losing focus on community outcomes. Ultimately, good governance remains our greatest strength. It ensures accountability, resilience, and the ability to pivot when plans inevitably meet reality.

This year, as an Associate Director for Gulf Savannah NRM, has been an incredibly rewarding experience. I’ve appreciated being part of such a warm, well-functioning Board whose support and mentorship have made learning so enjoyable. Coming from an ecology background, it’s been especially rewarding to see how projects support endangered species and habitat restoration, and how collaboration with other NRM organisations in the region amplifies their impact. I’m also grateful to Gulf Savannah NRM for supporting my attendance at the 9th National NRM Knowledge Conference, which enriched my understanding of integrated landscape management and innovation in the sector. Being a part of the Gulf Savannah NRM Board this year has been a privilege.

This year, I’ve had the privilege of participating in Gulf Savannah NRM’s Associate Director Program. It has been a valuable introduction to governance, strategic planning, and the operational workings of a natural resource management organisation. I’ve developed a deeper understanding of Gulf Savannah NRM’s role across the region and the breadth of its programs. It has been particularly encouraging to see the Climate Smart Agriculture project for horticulture gaining momentum and delivering impactful outcomes in the Mareeba– Dimbulah area. I’m grateful to the Board for their guidance and support, and I look forward to seeing continued growth in horticulture-focused initiatives within the Gulf Savannah region.

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Our Vision Vital landscapes Vibrant communities Thriving futures

Our Purpose Integrated delivery that lands

At Gulf Savannah NRM, we value: Trust from the ground up Environmental resilience Community capacity Individual & organisational diversity High performing, engaging, and adaptable team

08 Gulf Savannah NRM | Annual Report 2024-25

Strategic Goals 1

We are a voice of influence creating beneficial outcomes

2

We are a partner of first choice

3 We are thriving, resilient and agile

1) Showcase success through storytelling and impact communications 2) Increase influence in the policy sphere through advocacy and campaigns 3) Engage with opportunities stemming from circular economy initiatives, clean energy transition and ag-tech transition through levering partnerships 4) Link nature with health outcomes and community and cultural wellbeing 5) Increase our capacity to deliver practice change by building skills, tools and systems that enable new practices

1) Embed corporate values in partnership arrangements through clearly articulated frameworks 2) Engage with Traditional Owners and Custodians in culturally appropriate and respectful ways to contribute meaningfully to projects and the organisation

1) Build the workforce we need for the future by growing skilled and adaptable staff equipped with the necessary resources 2) Lead our communities preparedness, recovery and timely response to climaterelated emergencies 3) Innovate in the use of technologies

3) Build community capacity to deliver on NRM outcomes so that they can sustain the outcomes of the project

4) Diversify our funding base and portfolios to maximise financial investments in line with our priorities and values.

6) We work with thought leaders and innovators to drive policy outcomes that are responsive to current circumstances and emerging trends

Outcomes by 2035...

Communities and landscapes of the Northern Gulf region are more resilient. Gulf Savannah NRM clearly articulates key issues for the region, monitors our impact and influences decision makers

Gulf Savannah NRM is recognised as a leader in natural resource management and our partnerships maximise our impact

Gulf Savannah NRM is a wellresourced and resilient organisation. Our team has the capability and capacity to deliver on our vision and adapt to changing external factors 09

Our Region

The Northern Gulf

About Us Gulf Savannah NRM (GSNRM) is a non-profit natural resource management company and a registered charity, working with people to create opportunities for current and future generations. Our projects help strengthen communities and industries, cultivating living landscapes to support local livelihoods. We balance social, economic, and cultural interests, while we also maintain environmental values and healthy ecosystems.

Our team works from offices in Georgetown, Croydon and Mareeba, connecting science, technology and Landcare to improve productivity for farmers and graziers.

From coastline to tablelands The Gulf Savannah is an extensive region, covering an area of approximately 196,100 km2 from the Gulf of Carpentaria to the Great Dividing Range. We focus on working with landscapes used for grazing, horticulture, fishing and conservation to achieve environmental, social and economic benefits.

19.61 million ha

84% Beef Cattle Grazing 11% Private Refuges & State Conservation

10 Gulf Savannah NRM | Annual Report 2024-25

The region is dominated by: Tropical savannah rangelands 200km of coastline in the Gulf of Carpentaria

We provide a range of free training and community-building opportunities in our region. Free courses and events during 2024-25 included remote first aid training, sustainable agriculture workshops, and Grazing Business Roadshows.

Our Digital Capacity project provided free digital workshops to residents, businesses and community members to improve knowledge of software including Xero, Word and Excel.

For the majority of 2024-25, 75% of our staff were women. Our Board is made up of 60% female directors.

Through our Helping Regional Communities Prepare for Drought project, we offered the community Mental Health First Aid (MHFA) training to upskill in supporting family and friends through difficult times including drought and natural disasters.

We have started de-carbonising our fleet with three hybrid vehicles.

We support the Department of Environment, Science and Innovation to monitor water quality at Emerald Creek, part of the Barron River catchment.

Through our partnership with TNQ Drought Hub and Farmers2Founders we delivered the TEKFARM project, supporting the adoption of ag-tech to improve production efficiency and drought resilience in agricultural industries.

We partnered with Department of Environment, Tourism, Science and Innovation to host one of three graduates for regional placements through the Queensland Soil Science Graduate Program.

We continued our support for the Tagalaka Aboriginal Corporation to deliver the Tagalaka Ranger program.

Our partnership with the TNQ Drought Hub supports agricultural producers and communities to be more resilient to climate extremes.

We have appointed a Sustainable Agriculture Facilitator to support the uptake of sustainable and climatesmart agricultural practices.

Our Turtles in Trouble project is working to protect northern snakenecked turtles at Tagalaka National Park.

We have implemented changes to boost the organisation’s recycling rate.

Sustainability

Our Soil Extension project worked with grazing, broadacre and horticulture properties to build soil health to improve carrying capacity and crop yield.

We published Grasses of the Northern Gulf Region: a field guide for landholders, ecologists and citizen scientits alike to support land sustainable management.

Our Emerging Leaders Program provides a yearlong opportunity to develop governance skills.

Our updated NRM Plan includes references to the relevant UN Sustainable Development Goals.

Gulf Savannah NRM’s Sustainability Strategy is our way of ensuring we “walk the talk”. It’s an ambitious plan to improve the sustainability of the organisation over time as we continue to meet the challenges of operating a business in a constrained fiscal environment. Our Strategy is based on the 17 United Nations Sustainable Development Goals, representing a truly international approach, and reflecting our intention to “think global and act local”. This page features some of our 2024–25 sustainability highlights.

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Biodiversity & Sustainable Land Management

Abingdon Nature Refuge DRFA Riverine Feral Pig Coordination Resilient Futures Tagalaka Rangers 12 Gulf Savannah NRM | Annual Report 2024-25

Ewamian and Tagalaka rangers upskill with hands-on training

Abingdon nature refuge

DRFA Riverine site maintenance

In 2025, Cunningham Cattle Company established a 244,000-hectare Nature Refuge, located north of the Einasleigh River on Abingdon Downs Station. The refuge, declared under the Queensland Government’s Protecting Important Biodiversity Areas Program, represents a collaborative effort between the landholders, Traditional Owners, and the Queensland Government to safeguard critical habitat for threatened species such as the red goshawk and black-throated finch.

This year, Gulf Savannah NRM secured funding to repair erosion damage at three gully remediation sites on The Oaks Station. The works followed earlier restoration completed in 2020, which was later impacted by intense rainfall before vegetation could establish, leading to renewed erosion and damage to rock check dams and drainage basins.

To guide the refuge’s management and conservation priorities, Gulf Savannah NRM, with support from Biodiversity Officer Dr Edward Evans, coordinated a series of environmental assessments, including vegetation, fauna, and aquatic surveys, using a helicopter and boat to access sites across the river. The results confirmed the refuge’s high ecological value and identified key habitats that require protection and ongoing monitoring.

In addition to survey work, GSNRM delivered an on-site erosion control workshop for station managers and staff, focused on improving the resilience of unsealed access roads across the refuge to reduce erosion and sediment loss during wet seasons. This practical training strengthened local land managers’ capacity and supported the long-term sustainability of roadways within the refuge.

Building on the success of this partnership, GSNRM has since been engaged by the Cunningham Cattle Company to deliver similar assessments and capacity-building activities at the newly expanded Esmeralda Nature Refuge south of Croydon.

This project focused not only on physical site repairs, but also on building local capacity.

GSNRM partnered with the Ewamian and Tagalaka ranger groups, engaging five Indigenous rangers to participate in hands-on training in drone use and earthmoving machinery operation.

Under the guidance of an experienced site supervisor and earthmoving contractor, the rangers gained practical skills operating backhoes, a small excavator, and a skid-steer bobcat to complete targeted maintenance and rehabilitation works across the damaged gully systems.

Beyond restoring landscape stability, the project delivered long-term benefits by strengthening local Indigenous ranger capability in land management and technical operations — skills that will continue to support future natural resource management and environmental recovery efforts across their traditional Country.

Woodswallows on Abingdon Downs

Work on both Nature Refuges is funded and supported through the Queensland Government’s NatureAssist program and delivered in partnership by the Cunningham Cattle Company and Gulf Savannah NRM.

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Biosecurity Officer Scott Morrison teams up with Queensland Parks and Wildlife rangers to assemble remotely operated pig traps

Feral pig coordination and biosecurity preparedness Funded under Queensland Feral Pest Initiative Round 8a, the Feral Pig Coordination and Biosecurity Preparedness collaborative project spans seven NRM regions, encompassing 66 per cent of Queensland’s landmass. This far-reaching initiative recognises feral pig control as a shared responsibility among government, communities, industry, and landholders.

The project targets short-term agricultural, biodiversity, and cultural asset protection, along with longer-term disease risk reduction.

Coordinator roles are hosted by Desert Channels, Cape York NRM, Terrain, NQ Dry Tropics, Southern Gulf NRM and Gulf Savannah NRM, with an aim to build regional capacity for feral pig control activities. Coordinators actively engage stakeholders, and oversee capacity building, planning, and delivery, aligning with local Biosecurity and NRM plans and the National Feral Pig Action Plan 2021-2031.

14 Gulf Savannah NRM | Annual Report 2024-25

This role works collaboratively with Regional Feral Pig coordinators, Indigenous Land and Sea Rangers, NRM groups, Local Government and Qld Government Biosecurity Officers, Veterinarians, the Healthcare industry, landholders, researchers, training providers and other stakeholders to share information and knowledge. A specific task is the field deployment and training in the use of latest technology feral pig trapping and monitoring techniques.

Furthermore, aerial feral pig control measures cover three million hectares of the Gulf Savannah NRM region each year, followed by 87,000 hectares of programmed ground shooting, plus various coordinated baiting and opportunistic shooting and dogging efforts.

In 2025-26, Gulf Savannah NRM will provide landholder assistance for active feral pig management, including the loan of pig traps and bulk feeders.

North Queensland has a huge contribution to productivity, from beef and cattle, to grains and horticulture. This region is really important for agricultural production. We also, however, have the highest feral pig density in Australia. Pigs will eat anything and are very destructive. A lot of growers have massive losses each year. From a biodiversity perspective, pigs also create a lot of damage to soils and waterways, and are recognised as a threatening process to more than 100 native species.

Working together with your neighbours, with local councils and state governments, is very important. Pigs will go wherever the resources are, so that’s often over multiple tenures. If we are going to have successful control, we need to implement a number of methods throughout the year, and work with neighbouring landholders and organisations to achieve a big impact over a big area.

– Scott Morrison, GSNRM Biosecurity Officer

Workshops in fire management, rural first aid, and mapping equipped residents with practical skills to prevent, prepare for, and respond to emergencies. Through these initiatives, the project built a proactive, informed, and resilient community better prepared for future natural disasters.

Resilient futures for Queensland’s Gulf Savannah The Resilient Futures for Queensland’s Gulf Savannah project received Commonwealth funding through the local stream of the Preparing Australian Communities program. It commenced in June 2022 and concluded on 30 March 2025.

Traps with PIGBAITTA hoppers, filled with fermented feed to attract these destructive animals

The project strengthened the Gulf community’s preparedness and resilience to natural disasters such as fires, floods, and cyclones. It engaged landholders and local authorities to raise awareness of natural hazards and promote effective mitigation strategies. Key achievements included developing forty-five tailored disaster management plans, installing thirty remote bucket rain gauges, and creating a shared data dashboard for real-time monitoring and timely flood warnings.

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Rubber Vine (Cryptostegia grandiflora) 358,069 ha

36 PLANT SPECIES

Grader grass (Themeda quadrivalvis) 202,047 ha

mapped across 2.96 million ha

Chinee apple (Ziziphus mauritiana) 181,946 ha Plant Species Recorded

Catchment

0

10

20 28

Gilberton 15

Mitchell Norman Staaten

Horehound (Mesosphaerum suavelons) 94,158 ha

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Breadfruit (Gardenia vilhelmii) 64,685 ha

0

Plant Species by Catchment

Monitoring weed distribution for coordinated control in the remote Gulf Savannah During 2024, Gulf Savannah NRM conducted six workshops across the region to showcase the project to local landholders. Each participant was given five, A3 size property maps, overlain with 100 hectare hexagons, and asked to identify their priority weed concerns. Participants used a density mapping guide and scored the presence of up to five top priority plants of concern across their property, with each map dedicated to one species only. 100-hectare was the smallest reportable infestation size.

36 plant species were mapped by 68 landholders, covering 2.96 million-hectares. Shrubs were the most common (16 spp.), followed by trees (9 spp.), grasses (4 spp.), herbs (3 spp.), sedges (2 spp.) and one vine species. Ten Category 3 Restricted Invasive Plants under the Biosecurity Act 2014 were reported.

Infestations of category three restricted invasive species that are an extension to their mapped range and additional to the Queensland Spatial Catalogue are (1) Chinee apple (Ziziphus mauritiana) at 31,983hectares in Etheridge Shire and (2) Prickly Acacia (Vachellia nilotica) at 2,999-hectares in Carpentaria Shire. GSNRM will prioritise control work in this area in the future as funds become available.

16 Gulf Savannah NRM | Annual Report 2024-25

Data points and density scores recorded in this project were shared with local, state and regional organisations, such as Far North Queensland Regional Organisation of Councils (FNQROC) to support planning and future management actions.

This project was funded by the Queensland and Australian Governments as part of the Queensland Feral Pest Initiative.

Impacts Native Heart Leaf Poison Bush (Gastrolobium grandiflorum) was noted due to its toxic effect on stock.

Breadfruit (Gardenia vilhelmii), Conkerberry (Carissa lanceolata & C.ovata), Rubber vine (Cryptostegia grandiflora) Soap bush and Turpentine (Acacia holosericea & A.chisholmii) were raised due to their contribution to woody thickening and subsequent impacts on pastoral production.

Accidental introduction of weed species was raised through contaminated hay bales, turf and transiting machinery (externally owned).

Tagalaka Land and Sea Rangers Indigenous leadership and collaboration are increasingly part of Gulf Savannah NRM’s DNA, where real outcomes grow from starting small, staying flexible, and placing Traditional Owners at the centre of work on Country.

This approach was on full display throughout 202425, culminating in a recent NRM Regions Queensland Lunch & Lead session, where Gulf Savannah NRM shared the story of how a simple conversation with Tagalaka Traditional Owners about pig predation and declining turtle sightings at Tagalaka National Park (formerly Littleton NP) grew into a meaningful, longterm partnership. What began as a discussion about protecting turtles from feral pigs evolved into a project that helped the Tagalaka Aboriginal Corporation achieve a long-held aspiration: establishing a full-time Tagalaka Ranger Program.

Indigenous Cultural Broker Natarsha Bell closed the session with a powerful reflection on the deeper meaning behind the project, introducing the Yalanji concept of Gugu Yaral — “straight talk with heart and passion.”

“When fire moves across Country, it carries truth with it,” Ms Bell said. “Our survival has always depended on that truth — our connection to land, water, and spirit. These are not just resources; they are our lifeblood,” she said.

“The struggle we face today is showing that connection still exists, that it is alive in us. Every project, every act of care for Country, is proof that our hearts remain here, grounded and strong.”

After a thriving 12-month stint, the initial collaboration between GSNRM and the newly formed Tagalaka Ranger team has now wrapped up.

Ranger Coordinator Edmond Busch said the partnership’s success was measured in tangible outcomes: “Seeing a Fully Funded QILRSP program for Tagalaka Country and people was the biggest highlight for me,” Mr Busch said. “It meant Tagalaka people fully employed as Rangers and starting the Elders dreams of Tagalaka people looking after Country.”

During their tenure, the rangers undertook extensive professional development, including chainsaw operation, ACDC chemical usage, and in-the-field data monitoring. Working alongside Queensland Parks and Wildlife Services, the team also launched activities aimed at protecting endangered species such as the Gouldian finch.

While GSNRM’s formal involvement has concluded, the Tagalaka Ranger Program will continue for at least another two years under the Tagalaka Aboriginal Corporation — a testament to the strength of Gugu Yaral and the enduring power of Indigenousled conservation.

Gulf Savannah NRM congratulates the ranger team on their achievements to date and looks forward to seeing the next chapter of Tagalaka’s work to care for Country and preserve cultural heritage.

This project was funded by the Queensland Indigenous Land and Sea Ranger Program through the Queensland Department of Environment and Science, in collaboration with Tagalaka Aboriginal Corporation.

Tagalaka ranger team: Jamie Richardson, Mark Owens, Edmond Busch and Brendan Grogan-Creed

Seeing a Fully Funded QILRSP program for Tagalaka Country and people was the biggest highlight for me. It meant Tagalaka people fully employed as Rangers and starting the Elders dreams of Tagalaka people looking after Country.

– Edmond Busch, Tagalaka Ranger Coordinator

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Agriculture

Grazing Futures Improving Land Condition Climate Mates Cottons-Grain-Cattle Soil Graduate 18 Gulf Savannah NRM | Annual Report 2024-25

social re nal & sil i e rso nc pe e

le other top multip ics

anagement & pla ss m e nn in s in bu g

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Grazing Futures The Grazing Futures project supports producers in the Gulf region to strengthen business resilience.

In 2024-25, Gulf Savannah NRM worked with landholders to develop farm business resilience plans. Producers were connected with Rural Financial Counsellors and QRIDA representatives to explore loans, grants, and financial support options that align with their business goals.

Through one-on-one support and targeted workshops, the project has helped producers identify risks, plan for seasonal variability, and make informed investment decisions that build stronger, more sustainable grazing enterprises across the region. The learning topics covered include: (1) Business Management & Planning, (2) Natural Resource Management, (3) Personal & Social Resilience and (4) multiple other topics.

Grazing Futures Summary 2024-25

50

learning sessions delivered

one-on-one face-to-face sessions

21

group online sessions

1

22

group face-to-face sessions

6 one-on-one online session

GSNRM worked with graziers covering approximately 2,866,862 ha See the figures above for the delivery figures summary 2024-25.

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Improving Land Condition The Improving Land Condition project is a partnership between James Cook University, Southern Gulf NRM and Gulf Savannah NRM, funded by the Australian Government through the National Heritage Trust Climate Smart Agriculture Program. In March, contracting was completed and activities commenced mid-April. The first four properties for the implementation of climate smart farm management plans were engaged and secured. Highly regarded farm management consultant, Richard Marver from Contour Consulting, was engaged to visit the four first round properties to assist with the development of farm management plans.

James Cook University’s research team worked collaboratively with GSNRM to develop a monitoring protocol for establishing relevant and reliable data of land condition status. The 202526 year appears to be tracking well already, with the first two properties for the second round secured by June 2025.

North Queensland Cottons-GrainCattle Farming Systems The project completed eight property owner/manager case studies, the development of a prototype for a producer selfassessment tool, and industry feedback from six key industry representatives. The project has progressed in developing the draft version of a Sustainable Environmental Stewardship guide, designed for northern Queensland producers.

Currently, the draft of the guide is being finalised for review by stakeholders, both at industry peak body level such as MLA, DPI and CRDC, and producers of the region.

We’re monitoring the effect of grazing on biodiversity factors and indicators, as well as the influence pasture has on the overall health of the environment. The goal is to see how we can use livestock to improve our land condition, and alter the way we manage our herds so we can adapt and evolve our landscape in a more efficient and sustainable way.

– Julie Nicolosi, GSNRM Agriculture Officer

Agriculture Officer Julie Nicolosi engages with landholders

Northern Australia Climate Program: Climate Mates Northern Australia Climate Program supports producers with forecasting tools and interpretation of climate drivers related to their specific region through the Climate Mates program. This program helps bridge the gap between Bureau of Meteorology information and what producers need on the ground to make practical decisions.

In 2024-25, Gulf Savannah NRM’s Climate Mate worked with graziers to interpret forecasts and provide tailored climate updates to support management decisions. Climate Mates helps Gulf producers use climate information, tools and support to plan ahead for what the season might bring. The total number of producers and industry people engaged in 2024-2025 was 2737. We also had 11 new signups.

The most common practice changes producers implemented in response to improved climate information were: adjusting stock numbers, early weaning, buying feed sooner, and shifting spending plans. Some also used forecasts to plan burns and improve pasture management. Benefits included being able to adjust stock numbers more confidently at the end of each season based on expected conditions.

2737 people engaged with Climate Mates in 2024-25

Forecasts used to plan burns and improve pasture management

Soil graduate Mali Eagle steps out of the field and into the lab

Soil Graduate Program This year, Gulf Savannah NRM partnered with the Department of Environment, Science, Tourism and Innovation to host Soil Graduate, Mali Eagle. The program provided opportunities for field work, laboratory placement and desktop analysis, contributing to the development of core soil science skills. The 6-month placements at Department of Natural Resources, Mines and Manufacturing, Rural and Region Development (NRMMRRD) and Gulf Savannah NRM, provided many experiences, including opportunities to focus on key areas of the National Soil Action Plan.

One focal area has been soil sampling to build skills in property characterisation and profile classification, in addition to site selection and fit-forpurpose sampling. Soil sampling requires an understanding of the biological, chemical and physical properties of soils and develops a basic knowledge of geology, ecology and hydrology.

To further develop these skills, Mali attended workshops and training events, including Registered Soil Practitioner training and a Back to Basics workshop, conducted by Soil Science Australia.

The program also provided many networking and mentoring opportunities to support Mali and the other graduates as early-career scientists. The program has provided thorough training to develop and support the graduates as capable members of the soil workforce.

Soil mottle, pigmented by varying conditions

Bridging the gap between the Bureau of Meteorology and producers 21

Community Partnerships

FRRR Projects Bush Business Enhancing Wetherby Wetlands

22 Gulf Savannah NRM | Annual Report 2024-25

Event Registrations

Helping Regional Communities Prepare for Drought Program Funded by the Australian Government’s Future Drought Fund, and administered by the Foundation for Rural and Regional Renewal (FRRR), the aim of the Digital Capacity and Last Mile Connectivity Project was to improve community access to, and utilisation of, digital infrastructure across the region. Enhancing digital capacity provides opportunities for social networking and connecting to essential services or support in times of drought.

Between January 2024 and June 2025, nine digital capacity workshops were delivered across the region covering basic and advanced Word, Excel and Xero. These workshops focused on improving computer literacy and practical digital skills within local communities, supporting individuals, small businesses, and community organisations.

Expressions of interest were advertised to identify households and organisations in the region seeking improved connectivity. We received 81 expressions of interest, of which we were able to support 11 households with small infrastructure upgrades to enhance connectivity.

A Next Steps Strategy for Continued Digital Capacity Building report was produced to inform future digital infrastructure planning under the broader TNQ Digital Connectivity Partnership.

The aim of the Local Capacity for Regional Resilience project was to strengthen organisational capacity and governance of notfor-profit organisations, including First Nationsled groups, by delivering training, workshops, networking events and leadership opportunities which will enhance capability to better support community interests in times of drought.

GSNRM facilitated three Changemaker workshops across the region, delivered by the Australian Regional Leadership Foundation in Mareeba and

219 KEY WORKSHOPS Digital Capacity Advanced Word, Excel and Xero Governance & Organisational Resilience Grant writing, marketing, social media and understanding financials Mental Health First Aid Training Creating an action plan, learning to support friends and family through tough times

Georgetown. In addition, we hosted governance capacity and organisational resilience workshops in Croydon, Georgetown, Mt. Surprise and Mareeba, covering key topics such as successful grant writing, marketing, social media, and understanding financials. Four two-day Mental Health First Aid certified courses were held across the region and were among the most popular activities.

A portion of the grant funding supported five not-for-profit community organisations ranging from the Croydon Men’s Club, who purchase pottery equipment to support more inclusive activities, to the Koah Sports and Social Club, which established a ‘best last place of refuge’ by installing off-grid power for their community hall.

As part of this project, the third Northern Gulf Region Community Resilience Profile was completed, led by James Cook University.

Data was collected through regional surveys and a follow-up face-to-face workshop held in Georgetown.

Community members come together for Mental Health First Aid training

23

Breaking Barriers through Bush Business Breaking Barriers through Bush Business was funded by Queensland Health, Office for Women, and was delivered from August 2024 until May 2025. The program supported a core group of twelve remotely based women from across three local government areas - Mareeba, Croydon and Etheridge - to develop and grow their small business ideas into reliable income streams.

The participating businesses spanned a diverse range of industries, including coffee and café vans, paddock to plate enterprises, skin care products, equine and agricultural services, arts and homewares, photography, physiotherapy, and bed & breakfast accommodations.

Initial promotions attracted twenty-six applicants, with twelve women ultimately becoming the backbone of the program’s network. While additional women connected periodically through a private Facebook group, varying personal and professional circumstances prevented some from completing the full program.

The private Facebook group, created and managed by experienced mentor and Bush Business entrepreneur Kathy Rowling, served as the primary communication platform for the network. Weekly discussion topics encouraged business development, personal wellbeing and networking among participants.

Through the program, five “mini meets” and a twoday Bush Business bootcamp were held in various Gulf locations, all facilitated by mentor Kathy Rowling. Eight women from the core group also completed a Cert IV in Entrepreneurship delivered

by TAFE QLD. This marks the third iteration of the Bush Business Program, which continues to be a much sort after opportunity for women across the Gulf region.

24 Gulf Savannah NRM | Annual Report 2024-25

Enhancing Wetherby Wetlands Enhancing wetland values at Wetherby station is a community-focused wetland conservation project aiming to restore the diverse values and ecological character of the Wetherby wetlands ecosystem. In April this year, 1,300 native trees were planted with help from the landholder John Colless, TREAT volunteers, children, teachers and parents from Mt Molloy State School, Kuku Djungan Murtiki rangers and Gulf Savannah NRM staff. This revegetation marks a key milestone in a broader initiative including pest and weed control, controlled burning, exclusion fencing and habitat augmentation.

Throughout the project’s lifetime, major weed control operations will target hymenachne, giant

rat’s tail grass and sicklepod, supported by innovative drone-spraying methods over fivehectares of wetland habitat. A kilometre of electric fencing has also been completed to exclude cattle and feral pigs from the wetland and revegetation area. Revegetation progress will now be closely monitored to ensure the wetland environmental values and biodiversity improve, offering important habitat for native animals and local birdlife.

Enhancing wetland conservation values at Wetherby Station is a project led by Gulf Savannah NRM and funded by the Queensland Government’s Department of Environment, Science and Innovation through the Community Sustainability Action Grants Program.

Biodiversity Officer Océane Dupont and landholder John debrief after an afternoon surveying Wetherby Wetlands

A lot of people running properties are interested in [conserving their land]. Certainly, NGOs like Gulf Savannah are doing a great job in communicating the tools that we’ve got to do it. One of them is to not run around with a bulldozer pushing trees over; lock country up, don’t flog it. That culture is coming through.

– John Colless, landholder

25

Biodiversity Climate-Smart Agriculture Indigenous Engagement SAF

Regional Delivery Partners

26 Gulf Savannah NRM | Annual Report 2024-25

This year, the federally funded Regional Delivery Partners (RDP) Program made significant progress across the Gulf Savannah region through a series of projects focused on biodiversity protection, sustainable agriculture, and Traditional Custodian engagement.

Eastern Forests Priority Places and the Northern Quoll Two major biodiversity initiatives, led by Gulf Savannah NRM’s Biodiversity Officer Dr Edward Evans, made strong progress throughout the year: (1) Protecting the Northern Quoll in the Northern Einasleigh Uplands Region and (2) Improving Threatened Species Habitat Condition in the Eastern Forests of Far North Queensland.

Both projects focused on conserving key threatened species and their habitat, including the Northern Quoll and Northern Bettong, through ongoing ecological monitoring and targeted threat management activities.

A major component of this work involved reducing pressures on critical habitat from invasive species. Weed control efforts targeted high-risk invaders including gamba grass and lantana, while pest animal management focused on feral pigs and cats.

Innovative control technologies were trialed across project areas. These included remotely operated pig traps and thermal-assisted cat detection and control, both designed to improve the effectiveness and efficiency of pest management in remote environments. The next phase of this work will see the deployment of AIassisted cat traps, offering another leap forward in applying technology to wildlife protection.

Northern quoll

Northern bettong

Feral cats in Mt Lewis NP

Reconyx camera trap

Biodiversity Officer Dr Edward Evans explains project activities to members from the Federal Department of Climate Change, Energy, the Environment and Water (DCCEEW)

27

Agriculture Officer Jessica Miranda presents BSB bug traps to local producers at the integrated pest management workshop

2024-25

Climate-Smart Agriculture 2 workshops delivered in 2024/25

Climate-Smart Agriculture

Throughout the year, some of the project’s demonstration sites were established across the Mareeba–Dimbulah Irrigation District and the northern Gulf grazing lands, with additional sites to be established in 2026. Each site showcases sustainable land management techniques, including integrated pest management (IPM), soil carbon retention, erosion control, and pasture improvement through legume establishment. To complement the fieldwork, GSNRM hosted a series of workshops combining theoretical learning with hands-on demonstrations, enabling landholders to see first-hand how climate-smart practices can deliver both environmental and economic benefits.

28 Gulf Savannah NRM | Annual Report 2024-25

13 in total to be delivered over 3 years

86

1 of 6 trial sites established

The regenerative farming project aims to empower the farms in the Mareeba-Dimbulah region to adopt more sustainable practices.

This is important for our region because our producers here spend a lot of money on fertilizers and pesticide.

– Jessica Miranda, GSNRM Agriculture Officer

attendees

The Regional Delivery Partners program also supports the delivery of two Climate-Smart Agriculture projects, Climate Smart Agriculture in the Northern Gulf and Building Climate Smart & Productive Agricultural Landscapes in the Gulf Savannah, led by GSNRM’s Agricultural Officer, Jessica Miranda. Both projects aim to strengthen producer knowledge and showcase practical land management approaches that enhance productivity while improving environmental resilience across the region.

Introducing GSNRM’s recently appointed SAF: Mandy Pickering

Indigenous Engagement Another key achievement under the RDP program was the formation of the Traditional Custodian Led Advisory Group, established with the support of Gulf Savannah NRM’s Indigenous Cultural Broker, Natarsha Bell.

The group was created to guide Gulf Savannah NRM in strengthening relationships with Traditional Custodians across the region. It provides expert advice on Indigenous interests, responsibilities, and connections to land, freshwater, and sea country, and plays a vital role in shaping culturally appropriate engagement approaches. Through this group, Traditional Custodian perspectives are being actively embedded in regional decision-making and project design, ensuring cultural values and knowledge are central to natural resource management in the Gulf Savannah.

The establishment of this Advisory Group represents a major step forward in embedding Traditional Custodian leadership within natural resource management governance structures, ensuring that cultural values and traditional knowledge continue to shape environmental and agricultural outcomes across the Gulf Savannah.

Progress for regional decision-making

Traditional Custodian Led Advisory Group

Sustainable Agriculture Facilitator (SAF) Further enhancing the organisation’s capacity, GSNRM welcomed a new Sustainable Agriculture Facilitator (SAF), Mandy Pickering, this year. Mandy acts as a central point of contact for producers, landholders, and community groups seeking guidance on implementing sustainable agricultural practices.

Her role focuses on linking the region’s farming community with current advice, resources, and funding opportunities to support best-practice natural resource management, biodiversity conservation, and climate adaptation initiatives.

Together, these RDP projects are delivering tangible environmental outcomes while building local knowledge, capacity, and partnerships.

They highlight the value of regional collaboration, bringing together landholders, Traditional Custodians, scientists, and government partners to protect the Gulf’s unique natural assets and strengthen the resilience of its agricultural communities.

Shape culturally appropriate engagement approaches

This program is funded by the Australian Government’s Natural Heritage Trust and delivered by Gulf Savannah NRM, a proud member of the Commonwealth’s Regional Delivery Partners panel.

Connections to land, freshwater and sea Country Indigenous interests & responsibilities

Categories of expert advice

29

Financial Performance 2024/25

30 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Financial Statements For the Year Ended 30 June 2025

31

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Contents For the Year Ended 30 June 2025 Page Financial Statements Auditor's Independence Declaration under Section 60-40 of the Charities and Not-for-profits Commission Act 2012 Statement of Profit or Loss and Other Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows Notes to the Financial Statements Responsible Persons' Declaration Independent Audit Report

32 Gulf Savannah NRM | Annual Report 2024-25

1 2 3 4 5 6 17 18

INDEPENDENCE DECLARATION TO THE DIRECTORSOF NORTHERNGULFRESOURCE MANAGEMENT GROUP LTD FOR THE YEAR ENDED 30 JUNE 2025

In accordance with section 60-40 of the Corporations Act 2001, we declare that, to the best of our knowledge and belief, in relation to the audit for the year ended 30 June 2025, there have been no contraventions of: •

the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and

•

any applicable code of professional conduct in relation to the audit.

Jessups

DarrenThamm Partner Dated this 6th day of November 2025

Limited liability bya scheme approved under professional standards legislation.

Trademark of CharteredAccountantsAustraliaandNewZealandandusedwithpermission A.B.N.: 99 194 967 950

33

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Statement of Profit or Loss and Other Comprehensive Income For the Year Ended 30 June 2025

Revenue Finance income Other income Employee benefits expense Depreciation and amortisation expense

Note 4 4

Board expenses Staff expenses WHS expenses Corporate expenses Projects expenses Motor vehicle expenses Office expenses IT support expenses Grant funds returned Prior period adjustments Finance expenses

2025 $

2024 $

4,015,251 50,322 193 (2,073,607)

2,779,908 42,105 124,650 (1,453,611)

(106,193) (97,988) (30,231) (29,406) (92,650) (1,110,144) (56,261) (35,040) (29,066) (28,617) 17,239

(32,184) (102,646) (19,215) (10,374) (81,866) (694,131) (46,752) (86,721) (17,254) -

(6,845)

1,094 (8,899)

Profit before income tax Income tax expense

386,957 -

394,103 -

Profit for the year

386,957

394,103

Other comprehensive income for the year, net of tax

-

-

Total comprehensive income for the year

386,957

394,103

The accompanying notes form part of these financial statements.

34 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Statement of Financial Position As At 30 June 2025

Note ASSETS CURRENT ASSETS Cash and cash equivalents Trade and other receivables TOTAL

CURRENT

ASSETS

5 6

NON-CURRENT ASSETS Property, plant and equipment TOTAL NON-CURRENT ASSETS

7

TOTAL ASSETS

LIABILITIES CURRENT LIABILITIES Trade and other payables Lease liabilities Employee benefits Other financial liabilities

9 8 12 11

TOTAL CURRENT LIABILITIES NON-CURRENT LIABILITIES Borrowings Lease liabilities Employee benefits

10 8 12

TOTAL NON-CURRENT LIABILITIES TOTAL LIABILITIES NET ASSETS

EQUITY Retained earnings TOTAL EQUITY

2025

2024

$

$

3,159,366 119,474

3,672,415 622,377

3,278,840

4,294,792

354,937

268,268

354,937

268,268

3,633,777

4,563,060

249,343 4,714 113,731 442,354

193,142 62,180 102,385 1,736,378

810,142

2,094,085

58,433 30,245

93,053 15,879 12,043

88,678

120,975

898,820

2,215,060

2,734,957

2,348,000

2,734,957

2,348,000

2,734,957

2,348,000

The accompanying notes form part of these financial statements.

35

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Statement of Changes in Equity For the Year Ended 30 June 2025 Retained Earnings $

Total

Balance at1 July 2024 Surplus (deficit) for the year Total other comprehensive income for the period

2,348,000 386,957

2,348,000 386,957

-

-

Balance at30 June 2025

2,734,957

2,734,957

Retained Earnings $

Total $

Balance at1 July 2023 Surplus (deficit) for the year Total other comprehensive income for the period

1,953,897 394,103

1,953,897 394,103

-

-

Balance at30 June 2024

2,348,000

2,348,000

The accompanying notes form part of these financial statements.

36 Gulf Savannah NRM | Annual Report 2024-25

$

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Statement of Cash Flows For the Year Ended 30 June 2025

Note

2025

2024

$

$

CASH FLOWS FROM OPERATING ACTIVITIES: Receipts from customers Payments to suppliers and employees Interest received

3,464,986 (3,737,925)

4,389,567 (3,474,337)

50,322

42,105

Net cash provided by/(used in) operating activities

(222,617)

957,335

CASH FLOWS FROM INVESTING ACTIVITIES: Proceeds from sale of plant and equipment Purchase of property, plant and equipment

(192,862)

27,000 -

Net cash provided by/(used in) investing activities

(192,862)

27,000

CASH FLOWS FROM FINANCING ACTIVITIES: Repayment of lease liabilities

(97,570)

(34,689)

Net cash provided by/(used in) financing activities

(97,570)

(34,689)

(513,049) 3,672,415

949,646 2,722,769

3,159,366

3,672,415

Net increase/(decrease) in cash and cash equivalents held Cash and cash equivalents at beginning of year Cash and cash equivalents at end of financial year

5

The accompanying notes form part of these financial statements.

37

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

The financial report covers Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM as an individual entity. Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM is a, incorporated and domiciled in Australia.

The principal activities of the for the year ended 30 June 2025 were to plan and advise on issues and best practice for natural resources in the Northern Gulf region.

The functional and presentation currency of Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM is Australian dollars.

Comparatives are consistent with prior years, unless otherwise stated.

1

Basis of Preparation The financial statements are general purpose financial statements that have been prepared in accordance with the Australian Accounting Standards - Simplified Disclosures and the Australian Charities and Not-for-profits Commission Act 2012.

The financial statements have been prepared on an accruals basis and are based on historical costs modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities.

Material accounting policy information is consistent with prior reporting periods unless otherwise stated.

2

Material Accounting Policy Information (a)

Revenue and other income Revenue from contracts with customers Revenue is recognised on a basis that reflects the transfer of control of promised goods or services to customers at an amount that reflects the consideration the expects to receive in exchange for those goods or services.

Generally the timing of the payment for sale of goods and rendering of services corresponds closely to the timing of satisfaction of the performance obligations, however where there is a difference, it will result in the recognition of a receivable, contract asset or contract liability.

None of the revenue streams of the have any significant financing terms as there is less than 12 months between receipt of funds and satisfaction of performance obligations.

Specific revenue streams The revenue recognition policies for the principal revenue streams of the are: Grant income Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations then the revenue is recognised when control of each performance obligations is satisfied.

The performance obligations are varied based on the agreement but may include delivery of specific program objectives relating to specific outcomes such as landcare, pest management or water quality management for

38 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

2

Material Accounting Policy Information (a)

Revenue and other income Specific revenue streams example.

Each performance obligation is considered to ensure that the revenue recognition reflects the transfer of control and within grant agreements there may be some performance obligations where control transfers at a point in time and others which have continuous transfer of control over the life of the contract.

Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit.

Revenue in the scope of AASB 1058 is recognised on receipt unless it relates to a capital grant which satisfies certain criteria, in this case the grant is recognised as the asset is acquired or constructed.

Capital grants received to enable the company to acquire or construct an item of property, plant and equipment to identified specifications which will be under the Company's control and which is enforceable are recognised as revenue as and when the obligation to construct or purchase is completed.

For construction projects, this is generally as the construction progresses in accordance with costs incurred since this is deemed to be the most appropriate measure of the completeness of the construction project as there is no profit margin.

For acquisitions of assets, the revenue is recognised when the asset is acquired and controlled by the Company.

Other income Other income is recognised on an accruals basis when the is entitled to it.

(b)

Income tax The is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

(c)

Goods and services tax (GST) Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO). Receivables and payable are stated inclusive of GST. Cash flows in the statement of cash flows are included on a gross basis and the GST component of cash flows arising from investing and financing activities which is recoverable from, or payable to, the taxation authority is classified as operating cash flows.

(d)

Volunteer services No amounts are included in the financial statements for services donated by volunteers.

39

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

2

Material Accounting Policy Information (e)

Property, plant and equipment Each class of property, plant and equipment is carried at cost less, where applicable, any accumulated depreciation and impairment.

Property, plant and equipment, excluding freehold land, is depreciated on a reducing balance basis over the asset's useful life to the , commencing when the asset is ready for use.

The depreciation rates used for each class of depreciable asset are shown below:

Fixed asset class Freehold Land Buildings Plant and Equipment Motor Vehicles (f)

Depreciation rate 0% 4% 20-25% 19%

Financial instruments Financial instruments are recognised initially on the date that the becomes party to the contractual provisions of the instrument.

On initial recognition, all financial instruments are measured at fair value plus transaction costs (except for instruments measured at fair value through profit or loss where transaction costs are expensed as incurred).

Financial assets All recognised financial assets are subsequently measured in their entirety at either amortised cost or fair value, depending on the classification of the financial assets.

Classification On initial recognition, the classifies its financial assets into the following categories, being those measured at amortised cost. The Company does not hold any financial assets at fair value.

Financial assets are not reclassified subsequent to their initial recognition unless the changes its business model for managing financial assets.

Amortised cost The 's financial assets measured at amortised cost comprise trade and other receivables and cash and cash equivalents in the statement of financial position.

Subsequent to initial recognition, these assets are carried at amortised cost using the effective interest rate method less provision for impairment.

Trade receivables Impairment of trade receivableshave been determined using the simplified approach in AASB 9 which uses an estimation of lifetime expected credit losses.

40 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

2

Material Accounting Policy Information (f)

Financial instruments Financial assets The has determined the probability of non-payment of the receivableand multiplied this by the amount of the expected loss arising from default.

The amount of the impairment is recorded in a separate allowance account with the loss being recognised in finance expense. Once the receivable is determined to be uncollectable then the gross carrying amount is written off against the associated allowance.

Financial liabilities The measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised cost using the effective interest rate method.

The financial liabilities of the comprise trade payables, bank and other loans and lease liabilities.

(g)

Impairment of non-financial assets At the end of each reporting period the determines whether there is evidence of an impairment indicator for non-financial assets.

Where an indicator exists, the recoverable amount of the asset is estimated. Where assets do not operate independently of other assets, the recoverable amount of the relevant cash-generating unit (CGU) is estimated.

The recoverable amount of an asset or CGU is the higher of the fair value less costs of disposal and the value in use. Value in use is the present value of the future cash flows expected to be derived from an asset or cashgenerating unit.

Where the recoverable amount is less than the carrying amount, an impairment loss is recognised in profit or loss.

(h)

Cash and cash equivalents Cash and cash equivalents comprises cash on hand, demand deposits and short-term investments which are readily convertible to known amounts of cash and subject to an insignificant risk of change in value.

(i)

Leases At inception of a contract, the assesses whether a lease exists.

At the lease commencement, the recognises a right-of-use asset and associated lease liability for the lease term. The lease term includes extension periods where the believes it is reasonably certain that the option will be exercised.

The right-of-use asset is measured using the cost model, depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of assets accounting policy.

The lease liability is initially measured at the present value of the remaining lease payments at the

41

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

2

Material Accounting Policy Information (i)

Leases commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then the 's incremental borrowing rate is used.

Subsequent to initial recognition, the lease liability is measured at amortised cost using the effective interest rate method. The lease liability is remeasured whether there is a lease modification, change in estimate of the lease term or index upon which the lease payments are based (e.g. CPI) or a change in the 's assessment of lease term.

Where the lease liability is remeasured, the right-of-use asset is adjusted to reflect the remeasurement or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero.

Exceptions to lease accounting The has elected to apply the exceptions to lease accounting for both short-term leases (i.e. leases with a term of less than or equal to 12 months) and leases of low-value assets. The recognises the payments associated with these leases as an expense on a straight-line basis over the lease term.

(j)

Employee benefits Provision is made for the 's liability for employee benefits, those benefits that are expected to be wholly settled within one year have been measured at the amounts expected to be paid when the liability is settled.

Employee benefits expected to be settled more than one year after the end of the reporting period have been measured at the present value of the estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage increases and the probability that the employee may satisfy vesting requirements. Cashflows are discounted using market yields on high quality corporate bond rates incorporating bonds rated AAA or AA by credit agencies, with terms to maturity that match the expected timing of cashflows. Changes in the measurement of the liability are recognised in profit or loss.

(k)

Economic dependence Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM is dependent on the Australian Commonwealth and State Governments for the majority of its revenue used to operate the business. At the date of this report the directors have no reason to believe the Australian Commonwealth and State Governments will not continue to support Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM.

(l)

Adoption of new and revised accounting standards The has adopted all standards which became effective for the first time at 30 June 2025, the adoption of these standards has not caused any material adjustments to the reported financial position, performance or cash flow of the .

(m)

New accounting standards for application in future periods The AASB has issued new and amended Accounting Standards and Interpretations that have mandatory application dates for future reporting periods. The directors have decided against early adoption of these Standards, but does not expect the adoption of these standards to have any impact on the reported position or performance of the .

42 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

3

Critical Accounting Estimates and Judgments Those charged with governance make estimates and judgements during the preparation of these financial statements regarding assumptions about current and future events affecting transactions and balances.

These estimates and judgements are based on the best information available at the time of preparing the financial statements, however as additional information is known then the actual results may differ from the estimates.

The significant estimates and judgements made have been described below.

Key estimates - impairment of property, plant and equipment The assesses impairment at the end of each reporting period by evaluating conditions specific to the that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions.

Key estimates - grant income For many of the grant agreements received, the determination of whether the contract includes sufficiently specific performance obligations was a significant judgement involving discussions with a number of parties at the , review of the proposal documents prepared during the grant application phase and consideration of the terms and conditions.

Grants received by the have been accounted for under both AASB 15 and AASB 1058 depending on the terms and conditions and decisions made.

If this determination was changed then the revenue recognition pattern would be different from that recognised in these financial statements.

Key estimates - receivables The receivables at the reporting date have been reviewed to specifically provide for any debts which are considered irrecoverable. The remaining debts have been subject to expected credit loss testing based on the history of the association with the counterparty, the current economic climate and any future expectations relating to the industry and circumstances of the counterparty.

43

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

4

Other Revenue and Income

Revenue from contracts with customers (AASB 15) - Grant revenue - Unexpended grants from prior year - Unexpended grants carried forward Revenue recognised on receipt (AASB 1058) - Corporate income

Total Revenue

Other Income - other income - donations - net gain on disposal of property, plant and equipment

5

2024

$

$

2,685,719 1,736,378

3,517,323 776,672

(442,354)

(1,736,378)

3,979,743

2,557,617

35,508

222,291

35,508

222,291

4,015,251

2,779,908

193

91 114,315 10,244

193

124,650

-

Cash and Cash Equivalents

Cash at bank and in hand Short-term deposits

6

2025

2025 $

2024 $

1,568,358 1,591,008

2,130,949 1,541,466

3,159,366

3,672,415

2025 $

2024 $

119,474

622,377

119,474

622,377

Trade and Other Receivables

CURRENT Trade receivables

44 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

7

Property, Plant and Equipment 2025

2024

$

$

Total buildings

192,862

-

Plant and equipment At cost Accumulated depreciation Total plant

192,862

-

120,789 (114,912)

120,789 (113,088)

5,877

7,701

468,645 (316,575)

468,645 (280,920)

152,070

187,725

247,661 (243,533)

247,661 (174,819)

4,128

72,842

28,395 (28,395)

28,395 (28,395)

354,937

268,268

Buildings At cost

and equipment Motor vehicles At cost Accumulated depreciation Total motor vehicles Right-of-Use - Buildings At cost Accumulated depreciation Total Right-of-Use - Buildings Right-of-Use - Motor Vehicles At cost Accumulated depreciation Total property, plant and equipment

Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year: Buildings $

Plant and Equipment $

Motor Vehicles $

Right-of-Use Buildings $

187,725

72,842

Total $

Year ended 30 June 2025 -

7,701

268,268

Additions Depreciation expense

-

(1,824)

(35,655)

(68,714)

(106,193)

Balance at the end of the year

192,862

5,877

152,070

4,128

354,937

192,862

-

-

192,862

-

45

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

8

Leases The Company leases land and buildings for their corporate offices with a term of five years expiring on 27 September 2025. The lease has no renewal option to allow the Company to renew the lease.

Lease liabilities The maturity analysis of lease liabilities based on contractual undiscounted cash flows is shown in the table below: Lease liabilities included in this Total Statement Of undiscounted lease liabilities Financial Position < 1 year 1 - 5 years > 5 years $ $ $ $ $

9

2025 Lease liabilities

4,714

2024 Lease liabilities

56,575

4,714

-

4,714

4,714

-

61,289

78,059

Trade and Other Payables

Note CURRENT Trade payables GST payable Other payables UD1

2025 $

2024 $

151,444 43,607 54,292

36,074 113,399 43,670

249,343

193,143

Trade and other payables are unsecured, non-interest bearing and are normally settled within 30 days. The carrying value of trade and other payables is considered a reasonable approximation of fair value due to the short-term nature of the balances.

10

Borrowings 2025 $

2024 $

NON-CURRENT Unsecured liabilities: Chattel mortgages

58,433

93,053

Total non-current borrowings

58,433

93,053

46 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

11

12

Other Financial Liabilities $

$

442,354

1,736,378

Total

442,354

1,736,378

2025 $

2024 $

Employee Benefits

NON-CURRENT Long service leave

6,821 106,910

11,061 91,324

113,731

102,385

30,245

12,043

30,245

12,043

Financial Risk Management 2025 $

2024 $

3,159,366

3,672,415

119,474

622,377

3,278,840

4,294,792

Financial liabilities Financial liabilities measured at amortised cost

307,776

286,196

Total financial liabilities

307,776

286,196

Financial assets Held at amortised cost Cash and cash equivalents Trade and other receivables Total financial assets

14

2024

CURRENT Unexpended grants

CURRENT Long service leave Provision for employee benefits

13

2025

Members' Guarantee The is registered with the Australian Charities and Not-for-profits Commission Act 2012 and is a limited by guarantee.

If the is wound up, the constitution states that each member is required to contribute a maximum of $ 10 each towards meeting any outstanding obligations of the . At 30 June 2025 the number of members was 16 (2024: 16).

15

Key Management Personnel Disclosures The remuneration paid to key management personnel of the is $ 253,516(2024: $ 230,327).

47

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Notes to the Financial Statements For the Year Ended 30 June 2025

16

17

Auditors' Remuneration 2025

2024

$

$

Remuneration of the auditor [2025: Jessups, 2024: Grubers Beckett], for: - auditing or reviewing the financial statements

9,600

10,630

Total

9,600

10,630

Contingencies In the opinion of those charged with governance, the did not have any contingencies at 30 June 2025 (30 June 2024:None).

18

Related Parties (a)

The 's main related parties are as follows: Key management personnel - refer to Note 15.

Other related parties include close family members of key management personnel and entities that are controlled or significantly influenced by those key management personnel or their close family members.

Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated.

19

Events After the End of the Reporting Period No matters or circumstances have arisen since the end of the financialyear which significantly affected or may significantly affect the operations of the , the results of those operations or the state of affairs of the in future financial years.

48 Gulf Savannah NRM | Annual Report 2024-25

Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM ABN: 94 106 450 355

Responsible Persons' Declaration The responsible persons declare that in the responsible persons' opinion: there are reasonable grounds to believe that the registered entity is able to pay all of its debts, as and when they become due and payable; and the financial statements and notes satisfy the requirements of the Australian Charities and Not-for-profits Commission Act 2012.

Signed in accordance with subsection 60.15(2) of the Australian Charities and Not-for-profit Commission Regulation 2022.

Responsible person ..............................................................

Responsible person ...............................................................

Dated 6th November 2025

49

TOWNSVILLE 1/211 Sturt Street Townsville QLD 4810 PO Box 1269 Townsville QLD 4810 T: +61 7 4755 3330 CAIRNS 8-9/320 Sheridan Street Cairns QLD 4870 PO Box 674 Cairns North QLD 4870 T: +61 7 40377 050 www.jessupsnq.com.au info@jessupsnq.com.au

INDEPENDENT AUDITOR’S REPORT

TO THE MEMBERSOF NORTHERNGULFRESOURCE MANAGEMENT GROUP LTD FOR THE YEAR ENDED 30 JUNE 2025 Report on the Audit of the Financial Report Opinion Wehave audited the financial report of Northern Gulf Resource Management Group Ltd trading as Gulf Savannah NRM (the registered entity), which comprises the statement of financial position as at 30 June 2025, the statement of profit or loss and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and notes to the financial statements, including material accounting policies and the responsible entities’ declaration.

In our opinion, the accompanying financial report of the registered entity is in accordance with Division 60 of the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act), including:

•

giving a true and fair view of the registered entity’s financial position as at 30 June 2025 and of its financial performance for the year then ended; and

•

complying with Australian Accounting Standards – AASB 1060:

General Purpose Financial Statements –

Simplified Disclosuresfor For-Profitand Not-for-ProfitTier2Entities

and Division 60 of the Australian

Charities and Not-for-profits Commission Regulation 2022.

Basis for Opinion Weconducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Report section of our report. We are independent of the registered entity in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110: Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Information Other than the Financial Report and Auditor’s Report Thereon Theresponsible entities areresponsible for the other information. The other information comprises the information included in the registered entity’s annual report for the year ended 30 June 2025 but does not include the financial report and our auditor’s report thereon. Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon. In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Limited liability bya scheme approved under professional standards legislation.

Trademark of CharteredAccountantsAustraliaandNewZealandandusedwithpermission A.B.N.: 99 194 967 950

50 Gulf Savannah NRM | Annual Report 2024-25

Other matter Thefinancial report of Northern Gulf Resource Management Group Ltd was audited by another auditor who expressed an unmodified audit opinion dated 14th November 2024.

Responsibilities of the Responsible Entities for the Financial Report Theresponsibleentitiesoftheregisteredentityareresponsibleforthepreparation of the financial report that gives a true and fair view in accordance with Australian Accounting Standards – AASB 1060: General Purpose Financial Statements – Simplified Disclosures for For-Profit and Not-for-Profit Tier 2 Entities and the ACNC Act and for such internal control as the responsible entities determine is necessary to enable the preparation of the financial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.

In preparing the financial report, the responsible entities are responsible for assessing the registered entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the responsible entities either intend to liquidate the registered entity or to cease operations, or have no realistic alternative but to do so.

The responsible entities are responsible for overseeing the registered entity’s financial reporting process.

Auditor’s Responsibilities for the Audit of the Financial Report Ourobjectivesareto obtainreasonable assuranceabout whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards website at: http://www.auasb.gov.au/auditors_responsibilities/ar4.pdf. This description forms part of our auditor’s report.

Independence Weconfirmthat the independence declaration required by the ACNC Act, which has been given to the responsible entities of the registered entity, would be in the same terms if given to the responsible entities as at the time of this auditor’s report.

Jessups

DarrenThamm Partner Dated this 6th day of November 2025

51

Gulf Savannah NRM is one of Queensland’s 12 regional NRM organisations maintaining and regenerating the health of our natural resources for the benefit of current and future generations

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