NSW Rural Fire Service Annual Report 2024/25

Acknowledgement of Country

The RFS acknowledges the Traditional Owners of the lands and waters across NSW and Australia. We are privileged to work across all corners of this state, and we thank them for their expert care, over thousands of generations, of this beautiful Country.

We acknowledge the extreme hardships and exclusion experienced by Aboriginal and Torres Strait Islander peoples since the colonisation of Australia by European settlers.

We are committed to learning how to engage and connect with Aboriginal and Torres Strait Islander peoples in a respectful, caring and healing manner, and to work together in service to community and protection of lands.

We support young people and the future generations of Aboriginal and Torres Strait Islander peoples.

We pay our respects to all Elders, past and present, and recognise their connection to the Country of their ancestors.

Photo this page by Alanna Rados Cover photo by Jase Trimmer

Letter to the Minister

Hon. Jihad Dib, MP

Minister for Customer Service and Digital Government

Minister for Emergency Services

Minister for Youth Justice

Parliament House

Sydney NSW 2000

Dear Minister

I am pleased to submit to you for presentation to the NSW Parliament the Annual Report of the NSW Rural Fire Service (RFS) for the year ending 30 June 2025.

This Annual Report has been prepared in accordance with the Government Sector Finance Act 2018, the Disability Inclusion Act 2014 and the Government Information (Public Access) Act 2009.

The RFS has self-assessed as a group 1 agency and has prepared the Annual Report in accordance with TPG25-10a.

Yours sincerely

Trent Curtin Commissioner

OVERVIEW 1

Photo by Victoria Quested

RFS Vision and Purpose

To provide a world standard of excellence in the provision of a volunteer-based community fire and emergency service.

To protect the community and our environment by minimising the impact of fire and other emergencies.

Values

Mutual respect

Adaptability and resourcefulness

One team, many players, one purpose

Integrity and trust

Support, friendship, camaraderie

Community and environment

Knowledge and learning

Stakeholders

Community

Our members, their families and employers

State and Federal Ministers and Members of Parliament

Our emergency services and government partners across jurisdictions

Peak bodies and organisations representing relevant community, industry, and interest groups

Commissioner's report

The 2024/25 year again highlighted the breadth and importance of the NSW Rural Fire Service (RFS). Our members responded to challenges at home and abroad, from floods, storms and bush fires in NSW to supporting operations interstate and internationally.

Leading into the 2024/25 fire season, Canada and the USA experienced major fires resulting in a multi-agency response from Australia and New Zealand. Sixty-five RFS members were deployed to work as arduous firefighters, Incident Management Team (IMT) personnel and aviation, heavy plant, safety and fireground supervision specialists. The RFS Large Air Tanker (LAT) ‘Marie Bashir’ deployed more than half a million litres of retardant on 32 fires across California.

In early June 2025, the RFS once again answered the call for assistance to Canada, deploying 54 personnel including arduous firefighters, IMTs, aviation specialists and deployment supervisory personnel.

These contributions reinforced our reputation for expertise and cooperation on the world stage, while locally our role as an all-hazards agency was also clear.

NSW experienced higher than average rainfall through winter and spring, resulting in lower bush fire risk at the start of the statutory Bush Fire Danger Period. During this time, the RFS supported other significant emergency events, including the Western NSW power outage in October, providing significant logistics support including generators, portable cool rooms, fuel pods and portable Starlink devices.

During December 2024, NSW experienced elevated lightning activity associated with storms and in late December, the first Section 44 (s44) bush fire emergency was declared in the Bathurst Regional LGA.

This s44 was subsequently expanded to include Lithgow and a total of seven s44 declarations were made between December and March, including Singleton/Muswellbrook, Tamworth part Uralla, Hawkesbury, Walgett/Coonamble, Namoi/Gwydir, Warrumbungle and part of Narrabri.

The RFS attended 7,217 bush and grass fires throughout 2024/25 with a total of 80,078 hectares (ha) burnt. The burnt area is low in comparison with other years due to a combination of reasons including the compressed season as well as reasonably successful strategies engaged by IMTs to keep remote fires to as small a footprint as possible.

Other Australian states experienced bush fire and cyclone events that necessitated the activation of interstate assistance through the National Resource Sharing Centre (NRSC). The RFS facilitated the deployment of 399 personnel including aviation specialists, firefighters, IMTs and storm teams. Our aircraft were also deployed, supporting operations in all Australian states.

There were several significant flood and storm events in NSW during the 2024/25 operational period. Over the 12 month period, the RFS responded to 5,416 storm related responses, with 2,652 of these in support of NSW State Emergency Service (SES) taskings.

During Tropical Cyclone Alfred in March and the East Coast weather event in May, the RFS provided significant support to the SES including IMT personnel, storm crews, aviation rescue/transport assets, bedding caches for evacuation centres, heavy plant, RPAS, satellite connectivity devices and damage assessment teams. The RFS also established and provided ongoing management of base camps established in Wollongbar and Port Macquarie.

The RFS provided ongoing recovery support to the NSW Reconstruction Authority during June and July. This included the provision of facilities, personnel and systems in support of the protracted recovery operations.

I extend my gratitude to all the RFS members who worked tirelessly during these events to protect and help the communities affected.

When not committed operationally, the RFS and land managers undertook mitigation activities across the state. During the reporting year, the RFS undertook approximately 12,345ha of hazard reduction work protecting a total number of 22,531 assets.

In early 2025, a number of initiatives, including changes to the priorities and responsibilities of the Deputy Commissioners, were developed as part of the organisational realignment. The RFS established an overarching Strategy and Program Management Office (SPMO), signalling an intent to increase capability and capacity for strategic planning, management and delivery. A new Workplace Complaints Resolution Framework was also launched, which provides new avenues for advice and guidance for parties involved in workplace complaints.

Technology continues to transform how we work, with the RFS focusing on the satellite connectivity and Vehicle as a Node (VaaN) projects, reflecting our continued commitment to improving communications and enhancing operational capabilities. Mobile Data Terminals (MDT) are being progressively rolled out across the RFS. Thirty-one districts are now live and operational, with planning under way for the roll out of another eight districts.

We are working to identify the needs of the RFS for our next generation of firefighting appliances, including their design, protection levels and increasing appliance lifespan.

The RFS also partnered with the Australian Centre for Robotics (ACFR) under the Natural Hazards Research and Technology Acceleration Fund to research, develop and undertake field trials to test the potential for integration of several new technologies.

Looking ahead, we will consolidate our strategic priorities and finalise new priorities in line with our new Strategic Direction. In addition to those, we will continue to progress aviation, having made significant investments to build our aerial firefighting capabilities and ensure safety remains at the centre of our approach. Our aircraft have been a vital component not only during fire incidents, but also providing capability to other emergency services during search and rescue operations and flood events.

I would like to extend my sincere thanks to the Hon. Jihad Dib MP, Minister for Emergency Services, for his support of the RFS. Above all, I thank our members, both staff and volunteers, for their professionalism, dedication and service. Your efforts in protecting communities, supporting recovery and building resilience remain the foundation of the RFS.

I also want to express my deep appreciation to the outgoing Commissioner Rob Rogers for his efforts in leading the RFS over the past five years. As a result of his leadership, the RFS remains a trusted and capable organisation, ready to protect the NSW community. The strength of the RFS lies in its people and their willingness to serve and uphold shared values. I am proud to lead this remarkable organisation as it continues to develop its capabilities in the face of climate change and the increased impact on our state.

Trent Curtin Commissioner

VOLUNTEERS

69,624

STAFF

1,333

APPROXIMATELY

67%

OF RFS STAFF ARE ALSO RFS VOLUNTEERS

BRIGADES AREA COMMANDS RFS DISTRICTS

1,999

7

44

TOTAL INCIDENTS WE ATTENDED

32,739

SNAPSHOT OF INCIDENTS

BUSH/GRASS FIRES

7,217

MOTOR VEHICLE FIRES

2,274

STRUCTURE FIRES 114 FLOODS AND STORMS

1,378

MOTOR VEHICLE ACCIDENTS

ASSIST OTHER AGENCIES

5,851 3,053

TOTAL OPERATIONAL VEHICLES, BOATS AND AIRCRAFT

6,218

3,957 13 38 45 2,165

Management and governance

The RFS is the lead combat agency for bush fires in NSW. For more than 120 years, the Service has been a significant part of the history and landscape of NSW and an integral component of rural communities. The RFS works closely with other agencies to respond to a range of emergencies including structure fires, motor vehicle accidents and storms that occur within the rural fire districts that make up more than 95 per cent of NSW.

The RFS is the largest volunteer fire service in the world, a diverse organisation of almost 70,000 volunteer members and more than 1,300 staff. Members are trained to the highest standards to ensure they can protect the community when responding to emergency situations. The Service aims to minimise the impact of fire and other emergencies not only through operational capability but also by developing and implementing programs that focus on community education, fire prevention and risk management.

Legislation

The management and operational responsibilities of the RFS are set down in the Rural Fires Act 1997 and can be summarised as follows:

Provision of rural fire services for NSW, including: Services for the prevention, mitigation and suppression of fires in rural districts

The protection of people from dangers to their safety and health, and property from destruction or damage arising from fires in rural fire districts

Protection of infrastructure and environmental, economic, cultural, agricultural and community assets from destruction or damage by fires in rural fire districts

Issuing public warnings about bush fire threats

Provision of advisory services relating to firefighting and other matters in which it has expertise

Provision of emergency assistance to other emergency service organisations

The Rural Fires Regulation 2022 also governs such matters as:

The membership of rural fire brigades and constitutions

The constitution, membership and functions of Bush Fire Management Committees

Fire prevention during Bush Fire Danger Periods

The issuing of various notices

NSW Government and Ministry

The RFS is part of the Emergency Services portfolio. The Hon. Jihad Dib MP is the Minister for Customer Service and Digital Government, Minister for Emergency Services and Minister for Youth Justice.

Governance committees

Three bodies are empowered by legislation to assist in the operation of the RFS, the:

Bush Fire Co-ordinating Committee

Rural Fire Service Advisory Council

Fire Services Joint Standing Committee

Bush Fire Co-ordinating Committee

The Bush Fire Co-ordinating Committee (BFCC) is established under Part 3, Division 2 of the Rural Fires Act 1997. The Committee is chaired by the RFS Commissioner and its members are drawn from a range of areas, industries and agencies.

The BFCC is responsible for planning in relation to bush fire prevention and coordinated bush firefighting. It advises the RFS Commissioner on bush fire prevention, mitigation and coordinated bush fire suppression. The BFCC constitutes Bush Fire Management Committees (BFMCs) for all rural fire districts and areas with reasonable risk of bush fire. It also approves Bush Fire Risk Management Plans, Fire Access and Fire Trail Plans and Plans of Operation prepared by the BFMCs.

The BFCC is supported by its Standing Advisory SubCommittee, comprising key RFS operational personnel and BFCC stakeholder members.

Rural Fire Service Advisory Council

The Rural Fire Service Advisory Council (RFSAC) is established under the provisions of Part 6 of the Rural Fires Act 1997. The Council:

Advises and reports to the Minister and the RFS Commissioner on any matters relating to the administration of rural fire services under the Act

Advises the Commissioner on public education programs relating to rural fire matters and training of rural firefighters

Advises the Commissioner on the issue of Service Standards

Fire Services Joint Standing Committee

The Fire Services Joint Standing Committee Act 1998 provides for the establishment of the Fire Services Joint Standing Committee (FSJSC). The Committee is chaired alternately by the Commissioners of Fire and Rescue NSW (FRNSW) and the RFS. In exercising its functions, the Committee has regard to infrastructure planning, training activities, community education programs, and equipment design. The Committee’s major functions are to:

Develop and submit to the Minister strategic plans for the delivery of comprehensive, balanced and coordinated urban and rural fire services at the interface of fire district boundaries and rural fire district boundaries

Undertake periodic review of fire district and rural fire district boundaries and, if appropriate, to make recommendations to the Minister concerning those boundaries

Develop and submit to the Minister implementation strategies to minimise duplication and maximise compatibility between the RFS and FRNSW

Other RFS committees

Audit and Risk Committee

The Audit and Risk Committee provides assistance to the Commissioner by monitoring, reviewing and providing advice about the Service’s governance and accountability requirements. The Committee consists of three independent members and advises the Commissioner on a range of matters including:

The effectiveness of the Service's internal audit function

The Service’s legislative compliance, the financial statements and financial reporting of the Service Risk and control frameworks

Business continuity and corruption prevention activities

Local Government Liaison Committee

The principal role of the Local Government Liaison Committee (LGLC) is to discuss and resolve significant issues of a strategic nature that are of mutual interest to local government and the RFS. The LGLC may also discuss, resolve and report on issues referred to it by the Minister.

RFS/Rural Fire Service Association Consultative Committees

The Consultative Committees are forums for the RFS to consult with and gain feedback from members of the Rural Fire Service Association, on behalf of the broader membership. The committees are aligned with the four RFS Corporate Pillars.

They are the:

Vibrant and Sustainable Membership Consultative Committee

Research, Innovation and Technology Consultative Committee

Resilient Communities and Valued Partnerships Consultative Committee

Service Delivery, Readiness and Agility Consultative Committee

The Young Members Group is a sub-group of the Vibrant and Sustainable Membership Consultative Committee.

MANAGEMENT AND GOVERNANCE

Principal Officers

RFS Commissioner

Rob Rogers AFSM

Commissioner Rob Rogers has dedicated more than four decades to the RFS, beginning his journey as a volunteer with the Belrose Rural Fire Brigade in 1979. His commitment led him to a full-time role in 1995, when he was appointed Deputy Fire Control Officer for the Greater Taree District.

Commissioner Rogers has held various executive roles in the RFS since 2001, including responsibility for Regional Management, Community Safety and Operations. He was appointed Deputy Commissioner in 2011 and ascended to the role of Commissioner in July 2020.

During his tenure, Commissioner Rogers has played a pivotal role in modernising the RFS. He has led the implementation of groundbreaking innovations, including the Australian Fire Danger Rating System (AFDRS), the development of Artificial Intelligence for fire prediction and response and advances in aerial firefighting capabilities. He also has overseen the introduction of a state-wide automated Computer Aided Dispatch system and equipped members with real-time technology such as a fireground mapping tool, Mobile Data Terminals and a member availability app. His commitment to firefighter safety has also driven the adoption of new helmets and enhanced personal protective clothing.

Commissioner Rogers represents the RFS on national and state bodies including as Chair of the Australian Fire Danger Rating System Board, the National Aerial Firefighting Centre Strategic Committee, Bush Fire Co-ordinating Committee and Rural Fire Service Advisory Council and Co-chair of the Fire Services Joint Standing Committee.

He is a member of the State Emergency Management Committee, the NSW State Rescue Board, Emergency Services Board of Commissioners, the NSW Telecommunications Authority Advisory Board, Australasian Fire and Emergency Service Authorities Council Commissioners and the Chief Officers Strategic Committee.

Commissioner Rogers was awarded the National Medal in 1995 and the Australian Fire Service Medal (AFSM) in 2004.

Commissioner Rogers retired from the RFS on 4 July 2025, marking the conclusion of a distinguished 45-year career dedicated to safeguarding the communities of NSW.

Incoming RFS Commissioner Trent Curtin

On 26 June 2025, the Minister for Emergency Services announced Mr Trent Curtin, would be appointed as the new Commissioner of the RFS. Mr Curtin has more than 30 years’ experience in emergency services across NSW and Victoria. He began his career as a volunteer firefighter with Victoria’s Country Fire Authority, before progressing to operational and leadership roles with Fire Rescue Victoria. He later joined Fire and Rescue NSW, where he served as Assistant Commissioner, leading major emergency and natural disaster responses and overseeing key volunteer programs, including the Community Fire Units.

He was appointed the acting head of SafeWork NSW from 2023 to 2025, playing a pivotal role in restoring the agency’s standing as a strong and independent work health and safety regulator.

Mr Curtin will take up his appointment as the Commissioner of the RFS on 14 July 2025.

Deputy Commissioner, Strategic Capability

Peter McKechnie AFSM

Deputy Commissioner Peter McKechnie AFSM joined the RFS in 1994 as a volunteer firefighter with the Narara Brigade on the Central Coast, securing employment as a staff member in 2002. With a passion for the development of operational capabilities, he progressed through the ranks and has been instrumental in the organisation’s strategic management, leadership and operations. He has held the roles of District Manager, Manager State Operations and Aviation, and Director Area Operations. After acting in the role of Executive Director Operations from September 2020, he was appointed Deputy Commissioner of Field Operations in March 2021.

Deputy Commissioner McKechnie has been a part of and led efforts to combat major fires and other emergencies within NSW, interstate and overseas. He has also represented the RFS in international programs in Singapore, Indonesia and the United States and led Australian deployments to the USA and Canada to assist local firefighting authorities.

His achievements over the years include the National Medal, the National Emergency Medal, Commissioner’s Commendation, RFS Long Service Medal and a Graduate Diploma of Executive Leadership in Policing and Emergency Services. Deputy Commissioner McKechnie was awarded the Australia Fire Services Medal as part of the 2023 Australia Day Honours.

Deputy Commissioner, Operational Coordination

Ben Millington

Ben Millington is the Deputy Commissioner, Operational Coordination. With a career spanning more than two decades, he has demonstrated an unwavering commitment to community safety, operational excellence and innovation within the emergency management sector.

DC Millington began his public service career with the NSW Police Force in 2000, serving for over a decade in a range of roles across the state including General Duties, Youth Liaison, Licensing and Target Action Group operations. He later established and led the Police Emergency Management Unit, delivering significant improvements in emergency preparedness and multiagency coordination.

In 2011, Deputy Commissioner Millington joined the RFS, holding several senior leadership roles and ultimately serving as Assistant Commissioner for State Operations. In this capacity, he oversaw numerous large-scale emergency responses and was the State Operations Controller during the catastrophic 2019/20 bush fire season, during which more than 5.5 million hectares were burned and over 2,400 homes lost in NSW. He also played a critical role in the Service’s COVID-19 operational response and led Australian firefighting contingents deployed to Indonesia in 2015 and Canada in 2021.

From 2016 to 2017, he was seconded to the Secretariat of the Pacific Community in Fiji as a Disaster Management Specialist, supporting regional disaster preparedness efforts across Pacific Island nations.

Deputy Commissioner Millington has driven key capability enhancements within the RFS, including the implementation of the Large Air Tanker program, rollout of Computer Aided Dispatch systems, and development of Athena, an advanced bush fire intelligence platform to improve fire prediction and operational decision-making. He also championed the introduction of night-time aerial firefighting training, a first for NSW, and established a dedicated Aviation Services team to strengthen aerial firefighting capability development.

In 2024, Deputy Commissioner Millington served as Acting Chief Officer of the Rural Fire Service Queensland (RFSQ) for 12 months, leading the Service through a period of significant reform as part of the state’s broader emergency services transformation.

Deputy Commissioner Millington's service has been recognised through several national honours, including the National Emergency Medal, Humanitarian Overseas Service Medal National Medal, and the NSW Premier's Bushfire Emergency Citation.

Deputy Commissioner, Field Operations

Kyle Stewart

Deputy Commissioner Kyle Stewart joined the Service in April 2021 following a 36-year career with the NSW Police Force. Deputy Commissioner Stewart has extensive experience in the emergency services sector, holding several senior executive roles during his career with the NSW Police Force. Deputy Commissioner Stewart’s experience includes appointments to the positions of the Deputy State Emergency Operations Controller and an extended appointment as the acting Commissioner of the NSW State Emergency Service during 2019.

Deputy Commissioner Stewart holds tertiary qualifications in law and a practicing certificate as a Legal Practitioner in the State of New South Wales. He is a graduate of the United States of America Federal Bureau of Investigations National Academy Program and was awarded the Australian Police Medal in 2008.

MANAGEMENT AND GOVERNANCE

Deputy Commissioner, People and Corporate Services

Kelly Quandt AFSM

Kelly Quandt’s lifelong dedication to community service began in her childhood, spent among her extended brigade family at her second home fondly referred to as “the Station”. Inspired by her parents’ example, Deputy Commissioner Quandt joined the RFS in 1989 at just 14 years of age, marking the start of a distinguished career in volunteering and firefighting.

Over the past 36 years, Deputy Commissioner Quandt has consistently demonstrated outstanding leadership and operational expertise. Her response to the Waterfall train derailment earned her a Commissioner’s Commendationand she has played pivotal roles in numerous campaign fires and brigade initiatives.

Deputy Commissioner Quandt’s formal leadership journey began in 2002 when she was elected Brigade Captain, a position she held for nine years. In 2014, she made history as the first female Group Captain in the Sutherland District – an exceptional milestone, particularly at a time when women comprised less than 1% of members at that rank.

In addition to her volunteer service, Deputy Commissioner Quandt has built a notable career within the RFS. In May 2025, she was appointed

Deputy Commissioner, People and Corporate Services, with responsibility for People and Culture, Finance and Procurement, and Health and Safety. Her previous roles include Director Area Operations Southern, overseeing Greater Sydney, South Eastern, and South Western Area Commands, which span nearly half of NSW, and Director of ICT, leading the development and support of critical organisational systems.

Deputy Commissioner Quandt was promoted to Assistant Commissioner in 2018 and served as State Operations Controller during the unprecedented 2019/20 Black Summer bush fire season.

Her service has been recognised with numerous honours, including the Australian Fire Service Medal, Emergency Services Medal, National Medal, RFS Long Service Medal, two Commissioner’s Commendations, and two Commissioner Unit Citations for Service.

Deputy Commissioner Quandt holds a Master of Management.

Ms Trina Schmidt was the Executive Director for People and Strategy up until January 2025.

Directors

As at 30 June 2025

OFFICE OF THE COMMISSIONER

Director Communications and Strategic Engagement

Director Office of the General Counsel

Director Operations Support

STRATEGIC CAPABILITY

Director Fleet and Infrastructure

Director Information Communication Technology

Director Learning and Development

Director Innovation

OPERATIONAL COORDINATION

Director State Operations

Director Community Resilience

Director Aviation

Director Operational Logistics

FIELD OPERATIONS

Director Area Operations Southern

Director Area Operations Northern

Director Built and Natural Environment

PEOPLE AND CORPORATE SERVICES

Director Finance and Procurement; Chief Financial Officer

Director Health and Safety

Director People and Culture

Ms Renee Armstrong

Ms Ursula Bouzaid

Assistant Commissioner Stuart Midgley AFSM

Chief Superintendent Nicholas Medianik (acting capacity)

Mr Robert Flanagan

Chief Superintendent Heath Stimson (acting capacity)

Ms Debbie Andreatta

Assistant Commissioner Viki Campbell

Dr Simon Heemstra

Chief Superintendent Christopher Ryder (acting capacity)

Ms Rachel Hanigan (acting capacity)

Chief Superintendent Greg Wardle (acting capacity)

Assistant Commissioner Jayson McKellar AFSM

Superintendent Laurence McCoy (acting capacity)

Mr Myles Foley

Dr Brett Carroll

Ms Narelle Koteff

MANAGEMENT AND GOVERNANCE

RFS organisational structure 2024/25

As at 30 June 2025

Operational Coordination

Aviation

Logistics

Community Resilience

State Operations

People and Corporate Services

Health and Safety

Finance and Procurement

People and Culture

Strategic Capability

Fleet and Infrastructure

Learning and Development Innovation Information Communication Technology

RFS Areas and Districts

As at 30 June 2025

Field Operations

Area Operations (Northern)

Office of the Commissioner

Communication and Strategic Engagement

Area Operations (Southern) Operations Support

Built and Natural Environment Office of the General Counsel

There are seven Area Commands across NSW that support the 44 Districts, 1,999 Brigades and the NSW community they serve. The Areas assist with the coordination and effectiveness of mitigation crews and staff across their commands. They also help Districts so they can make more localised decision making and enhance support to volunteers.

Headquarters

State Operations

4 Murray Rose Avenue

Sydney Olympic Park NSW 2127

Western Area Command

112A Airport Drive

Cowra NSW 2594

North Western Area Command

177 Country Road Westdale NSW 2340

North Eastern Area Command

3/2 Halls Road

North Boambee Valley NSW 2450

Hunter Area Command 1A George Booth Drive

Cameron Park NSW 2285

Greater Sydney Area Command 42 Lamb Street Glendenning NSW 2142

South Western Area Command

5/32 Fallon Street Thurgoona NSW 2640

South Eastern Area Command

7 Kylie Crescent

Batemans Bay NSW 2536

RFS Areas and Districts

As at 30 June 2025

AREA COMMAND DISTRICTS

Far North Coast

Northern Rivers

North Eastern (NEAC)

North Western (NWAC)

Clarence Valley

Coffs Coast

Northern Tablelands

New England

Namoi/Gwydir

Tamworth

Liverpool Range

Castlereagh

North West

Cudgegong

Chifley Lithgow

Orana

Western (WAC)

Hunter (HAC)

Canobolas

South West Slopes

Mid Lachlan Valley

Far West

Western Border

Lower North Coast

Mid Coast

Lower Hunter

Hunter Valley

Central Coast

AREA COMMAND DISTRICTS

Shoalhaven

Far South Coast

South Eastern (SEAC)

Southern Tablelands

Lake George

Monaro

Riverina Highlands

Bland Temora

Riverina

South Western (SWAC)

Greater Sydney (GSAC)

Southern Border

MIA

Mid Murray

Lower Western

Northern Beaches

Hornsby/Ku-ring-gai

The Hills

Hawkesbury

Cumberland/Macarthur

Blue Mountains

Illawarra/Sutherland

Southern Highlands

North East (NEAC)

North Western (NWAC)

Western (WAC)

Hunter (HAC)

South Eastern (SEAC)

South Western (SWAC)

Greater Sydney (GSAC)

RFS

STRATEGY 2

Photo by Conor Deans

Setting our Strategic Direction 2025-30

Work to develop the new RFS Strategic Direction 2025-30 has progressed, with a draft released to members in early June for consultation.

The draft Strategic Direction represents the culmination of extensive consultation and engagement with members, Directors and the Executive. Input was carefully considered through a series of planning workshops held across the year. The document sets out the future direction and priorities of the organisation, based on current planning insights, while recognising that external factors will necessitate periodic updates to maintain its relevance.

At the conclusion of the member consultation period, updates will be made to address relevant feedback. The Strategic Direction will then be presented for approval and officially launched, enabling the governance structures to be established to oversee implementation.

A range of strategic initiatives will then be identified under each Strategic Pillar and delivery reporting refreshed.

Resource allocation to implement strategic plans

As part of the organisational realignment in Feburary, the RFS established an overarching Strategy and Program Management Office (SPMO), signalling intent to increase capability and capacity for strategic planning, management and delivery. The primary objectives of the enhanced function are:

Supporting the design, development and execution of the organisation’s Strategic Direction in partnership with the leadership team

Supporting our Directorates and Divisions with development of their annual operating plans to align resources with our key strategic and operational priorities

Establishing an internal Program Management Office (PMO), with oversight of all major projects and to provide an in-house project and change management capability delivery service

The SPMO will play a pivotal role in aligning organisational priorities with strategic execution. It will provide enterprise-wide oversight of programs and projects, ensuring they are effectively governed, resourced, and delivered to achieve intended outcomes. The office will partner with the executive and leadership teams, to develop the organisation’s Strategic Direction and lead the implementation of key initiatives. Through robust planning, performance monitoring, and benefits realisation, the SPMO will drive execution, support change adoption, and build internal capability. Its work will strengthen decision-making, foster collaboration, and enable the organisation to deliver measurable value in line with its strategic and operational objectives.

STRATEGY

Progress on our organisational priorities

To deliver on our current Strategic Direction, and in response to the 2020 NSW Bushfire Inquiry and Royal Commission into National Natural Disaster Arrangements, the RFS introduced a number of strategic priorities:

Personal Protective Equipment

– Head and Respiratory Protection

Benevolent Fund

Mental Health

Workplace Conduct

RFS ACTIV (Member availability and response system)

CAD (integrated dispatch system)

Mobile Data Terminals (MDTs)

Mapping software

Australian Fire Danger Rating System

Design of Fire Appliances and Next Generation Fleet

Farm Fire Unit Integration

Station connectivity

One RFS Member website

eMembership Portal

Emergency Logistics Program

Digital ID

The priority projects were identified with our members and the community at the forefront, with a focus on keeping our members safe and well, enhancing emergency response and management of incidents and using technology to better optimise logistics and connect people. Updates on the active projects are provided below, with many of the priorities completed on in previous years.

The RFS and Brigades Donations Fund allocated more than $70 million from generous public donations to these initiatives. The Service is indebted to the community for its support, which has helped us accelerate these important projects.

Mental Health

The RFS Mental Health Strategy continues to work towards our goal of achieving a mentally healthy environment in which our members can thrive. Progress has been achieved under each of the following strategic objectives:

Discovery reports have been finalised to inform the development of a Psychosocial Risk Management Framework and a Suicide Awareness Prevention and Postvention Framework

Draft frameworks have been developed for Psychosocial Risk Management and Suicide Awareness Prevention and Postvention. These are to be incorporated into the overall Health, Safety and Wellbeing Framework

The role of the leader in supporting our mental health initiatives continues in the development phase. This will progress to informing comprehensive leadership training to augment the overall RFS leadership framework

Mental health training packages are continually being developed with input from our mental health subject matter experts to coincide with the release of RFS training packages as per the current RFS Learning and Development schedule

Our program to enhance provision of family support is due to start in July 2025

Our program and recently developed Service Standard and Guideline to enhance our Mental Health Services has been approved to go live in July 2025.

The RFS continues to work towards ensuring that our agency, our leaders and our members (and their families) are able to thrive. This includes ensuring all are equipped with the necessary resources to identify and control psychosocial risks and, if required, to be able to access services and pathways to care to facilitate a return to well. This will ensure that we can continue to protect the community and our environment by minimising the impact of fire and other emergencies, contributing to fulfilling the overall RFS purpose.

Workplace Conduct

The RFS has developed a framework that promotes a safe and inclusive workplace for all our members.

The new Workplace Complaints Resolution Framework was officially launched on 15 July 2024.

The framework provides new avenues for advice and guidance for parties involved in workplace complaints, including a third-party hotline and specific training for leaders, investigators and decision-makers. It also changes how the RFS assesses, triages, manages and resolves workplace complaints to ensure more consistent and timely resolution of workplace conduct issues.

A 12-month review of the new framework will be completed in 2025/26.

Mobile Data Terminals

The Mobile Data Terminal (MDT) project is a strategic initiative aimed at enhancing operational communication, situational awareness and incident management capabilities for frontline personnel. The project involves the installation of tablets (MDTs) into operational firefighting vehicles across the state. Each MDT provides access to a suite of applications and systems that support real-time data sharing and decision-making, including:

Live incident information and mapping

Turnout and dispatch messaging

Navigation and routing

Access to critical safety and operational documents

Integration with the Public Safety Network (PSN) and other radio systems

The MDTs are designed to improve coordination between field crews, Fire Control Centres and other emergency services during both planned and emergency operations.

The project includes the deployment of approximately 5,000 MDTs across the operational fleet, with continued enhancements and support provided in partnership with vendors.

The initiative represents a significant step forward in digital transformation for the RFS, enabling greater efficiency, safety and resilience in emergency response operations.

Design of Fire Appliances and Next Generation Fleet

The RFS is working to identify its needs for the next generation of firefighting appliances, including their design, protection levels, and increasing lifespan. A comprehensive research initiative was completed in conjunction with Monash University’s Accident Research Centre to look at evidence-based safety improvements for our appliances, specifically in relation to roll-over and falling object protection. Members were invited to provide feedback on our Category 1, 7 and 9 tanker designs, their current suitability and key areas for improvement.

The Monash University findings, together with the member feedback, will serve as the foundation for the development of our next generation of firefighting appliances. The project is a major undertaking, spanning several years and impacting across decades.

STRATEGY

Farm Fire Unit Integration

The RFS Farm Fire Unit (FFU) Operational Guide and Commitment Strategy, co-created with NSW Farmers, was launched in August 2022. This has strengthened the integration of FFUs with firefighting operations to promote the safe, efficient and cooperative involvement of private equipment to control fires. It has also given FFU operators the necessary information to help them make informed decisions and establish a consistent approach to cooperation and communication between FFU operators and RFS crews on the fireground.

In 2023/24 and 2024/25, Transport for NSW undertook trials allowing private vehicles used for firefighting purposes, or Farm Fire Fighting Vehicles (FFFVs), to be driven unregistered on public roads if certain conditions were met. The trials were designed to assist rural fire fighting efforts and enhance collaboration between farmers and the RFS.

More than 350 vehicles participated in the trials and analysis of the data obtained will help Transport for NSW work, in liaison with the RFS and NSW Farmers, towards implementing a safe, permanent solution.

Station Connectivity

This project aims to better connect brigades to the RFS through internet connectivity, member email addresses and Microsoft software. This has standardised our infrastructure and alleviated the need for brigades to meet costs for these services.

To ensure our brigades have access to high-speed internet, we have made available a Nighthawk M6 mobile router and Telstra internet plan for each brigade station within range of Telstra’s mobile coverage.

As at 30 June 2025, almost 1,200 brigade stations received a Nighthawk M6 mobile router. The Service is exploring other options to supply internet service to those outside Telstra's Service Area.

The RFS has completed a Microsoft 365 roll out to provide every member their own RFS email and access to Microsoft Office 365 products, including Teams and Outlook, supporting easier communication between members and with the Service.

Digital ID

The RFS is exploring a new digital identity system to enable our members to access a secure and efficient means of identifying themselves. This plan is to provide an official RFS member ID, with the convenience of using a mobile app as a proof of identity. This would provide a simplified verification process for members with less administrative effort.

OPERATIONS AND PERFORMANCE 3

Photo by Victoria Quested

Operations and performance

Fire Season Overview 2024/25

Operations overview

Ahead of the NSW 2024/25 fire season, Canada and the USA experienced major fires resulting in a multi-agency response from Australia and New Zealand from July to September 2024. The RFS coordinated the deployment of NSW personnel with 75 deployed to Canada and 27 to the USA. Of these, the 65 were from the RFS with personnel from National Parks and Wildlife Service (NPWS), Forestry Corporation of NSW (FCNSW) and NSW State Emergency Service (SES) making up the remaining 37. The main capabilities requested by Canada and USA included aviation, heavy plant, safety and fireground supervision specialists. IMT personnel and arduous firefighters were also deployed.

The RFS Large Air Tanker (LAT) ‘Marie Bashir’ departed for California, USA on 15 May 2025. The LAT deployed 511,019 litres of retardant over 32 fires across California. The LAT is due to return to NSW in late August in preparation for the 2025/26 Australian fire season.

Locally, NSW experienced higher than average rainfall through winter and spring, resulting in lower bush fire risk at the start of the statutory Bush Fire Danger period. During this time, the RFS supported other significant emergency events including the Western NSW power outage in October, providing significant logistics support including generators, portable cool rooms, fuel pods and portable Starlink devices.

During December 2024, NSW experienced elevated lightning activity associated with storms and in late December, the first Section 44 (s44) bush fire emergency was declared in the Bathurst Regional LGA. This s44 was expanded to include Lithgow and a total of seven s44 declarations were made between December and March including Singleton/Muswellbrook, Tamworth part Uralla, Hawkesbury, Walgett/Coonamble, Narrabri/ Gwydir and Warrumbungle.

The RFS attended 7,217 bush and grass fires throughout 2024/25, with a total of 80,078ha burnt. The burnt area is low in comparison with other years due to a combination of factors including the compressed season and reasonably successful strategies engaged by

Incident Management Teams (IMTs) to keep remote fires to as smaller footprint as possible.

Other Australian States experienced bush fire and cyclone events that necessitated the activation of interstate assistance through the National Resource Sharing Centre (NRSC). The RFS facilitated the deployment of 621 NSW personnel including aviation specialists, firefighters, IMT personnel, and storm teams. Of these, 399 were from the RFS. RFS owned aircraft also deployed to support operations in all Australian states between November and April.

The 2024/25 operational period had several significant flood and storm events in NSW. Over the 12-month period, the RFS responded to 5,416 storm related responses, with 2,652 of these being in support of SES taskings. During Ex-Tropical Cyclone Alfred in March, and the East Coast weather event in May, the RFS provided significant support to the SES, including IMT personnel, storm crews, aviation rescue/transport assets, bedding caches for Mass Evacuation Centre/local evacuation centres, heavy plant, RPAS, Starlink devices, and damage assessment teams. RFS also established and provided ongoing management of base camps established in Wollongbar and Port Macquarie.

During the recovery operations for the East Coast storm event the RFS provided ongoing recovery support to the NSW Reconstruction Authority during June and July. This included the provision of facilities, personnel and systems in support of the protracted recovery operations.

In early June, the RFS again answered the call for assistance to Canada, which was experiencing significant and sustained fire activity across most of its provinces for the third consecutive year. NSW had deployed 95 personnel (54 of these RFS personnel) by the end of June including arduous fire fighters, IMT, aviation specialists and deployment supervisory personnel.

A summary of strategic operations during 2024/25 is outlined below:

July Canada deployments

August Canada and USA deployments

September Canada and USA deployments

October Western NSW power outage

November Queensland deploymentsStrike teams for Dirranbandi and Goondiwindi. Aviation specialists deployed to Queensland, WA and SA. Significant storm events in Walgett, Byron and Wollondilly.

December s44 bush fires at Singleton, Muswellbrook, Hawkesbury, Lithgow, Bathurst, Tamworth, Uralla, Yass, Mid Western

Significant storm events in Lismore, Griffith, Hilltops and Lockhart

Interstate deployment to Victoria

January s44 bush fires at Narrabri, Gwydir and Walgett.

Significant storm events in Hunter, Greater Sydney, Wagga Wagga and Snowy Valleys

February s44 bush fire at Warrumbungle

Victoria, Tasmania and WA bush fire deployments. Queensland cyclone deployment. Significant storm event at Hilltops.

March s44 bush fire at Warrumbungle.

Ex-Tropical Cyclone Alfred - NE

NSW and interstate deployment to SE Queensland.

Tasmania bush fire deployment and aviation specialists deploy to WA and SA.

Ongoing response to inquiries

NSW Bushfire Inquiry

The 2019/20 bush fire season was one of the most devastating in NSW history, with 11,774 fire incidents recorded over an eight-month period from July 2019 to February 2020.

Tragically, 26 lives were lost in NSW, including four RFS volunteers and three RFS-contracted air crew members. The fires destroyed 2,476 homes and damaged a further 1,034, along with 5,559 outbuildings and 284 public facilities. More than 2.7 million hectares of national park land were also affected.

In response, the NSW Government established the independent NSW Bushfire Inquiry, which was led by Professor Mary O’Kane AC, Chair of the Independent Planning Commission and former NSW Chief Scientist and Engineer, and Mr Dave Owens APM, former Deputy Commissioner of the NSW Police Force.

The final Inquiry report was released on 24 August 2020, with the NSW Government accepting all 76 recommendations. Several of these included detailed sub-recommendations, resulting in a total of 148 individual actions to be implemented. Progress on these actions is being tracked and reported by the Premier’s Department.

The majority of recommendations were directed to the RFS, which has accordingly made a significant contribution to the whole-of-government Inquiry response. By the end of the Quarter 1, 2025 reporting period the RFS had completed all but one of its recommendations.

Coronial inquiry into the 2019/20

NSW Bush Fire Season

The NSW State Coroner’s Report on the findings and recommendations from the inquests and inquiries into the 2019/20 NSW bush fire season was handed down on 27 March 2024.

April

May

Western Queensland floods deployment

Western NSW floods

NSW East Coast severe weather

June Canada deployments

The Coroner made 28 recommendations, with 23 of these directed to RFS and two directed to RFS and NSW Police jointly. These included recommendations in relation to aerial firefighting operations, training, technology, research into fleet safety and continuing collaboration between the RFS and the Bureau of Meteorology.

As required, the RFS reported to the Attorney General at the end of September 2024 outlining actions to implement the recommendations.

OPERATIONS AND PERFORMANCE

Independent Flood Inquiry

The 2022 NSW Flood Inquiry, commissioned by the NSW Government in March 2022, aimed to assess the causes, preparedness, response and recovery efforts related to the catastrophic floods earlier that year. Led by Professor Mary O’Kane AC and former NSW Police Commissioner Michael Fuller APM, the inquiry received 1,494 submissions and conducted 144 meetings with stakeholders, including community forums in affected areas such as Lismore, Tumbulgum, Mullumbimby and the Hawkesbury-Nepean region.

The final report, released in August 2022, presented 28 recommendations. The Government supported six recommendations in full and a further 22 in principle.

The RFS contributed to the implementation of recommendations four and 12, both of which were completed during 2025.

Coronial inquiry into the fire at Yankees Gap Road, Bemboka

The NSW State Coroner’s Report on the findings and recommendations from the inquiry into the Yankees Gap Road, Bemboka fire in March 2018 was handed down on 8 November 2024.

The Coroner made 17 recommendations to the RFS and three notations and recommendations were put forward to the Minister in respect of potential legislative change. Of the recommendations directed to RFS, nine were supported in full and a further six in principle.

As required, the RFS reported to the Attorney General in June 2025, outlining actions that had been or would be undertaken to implement the recommendations.

Building for the future

Infrastructure program

Six new co-located Fire Control Centres and Emergency Operations Centres are in development: three in construction and three in planning phase. These projects are being developed in response to recommendations in the NSW Bushfire Inquiry to address facilities without the capacity to accommodate an onsite Emergency Operations Centre (EOC).

These new facilities apply the current RFS Fire Control Centre (FCC) Standard Design to meet the contemporary needs of an FCC, including the essential EOC. They will equip the local staff and volunteers with modern, fit for purpose operational and day-to-day workspaces, training rooms and amenities as well as improved parking and storage capacities. These projects aim to improve preparedness and service delivery for RFS members and their wider communities.

Clarence Valley FCC (Grafton)

Construction of the new Clarence Valley FCC is under way with detailed excavation and installation of building services. The project is strategically located adjacent to the Grafton Airport, providing proximity to the district airbase to facilitate improved air operations, incident management oversight and increase efficiency of aerial response and reconnaissance capabilities during bush fire and other emergencies.

Cost to date: $10.4m (to end of financial year 2024/25)

Current forecast completion: March 2026

Delays: Ex-Tropical Cyclone Alfred and a sustained period of wet weather resulted in over 1000mm of rainfall across the site. This delayed site establishment, the start of physical works and caused some latent site conditions that needed to be addressed before bulk earthworks could start. A cumulative 40-day extension of time has been approved.

Namoi Gwydir FCC (Narrabri)

Construction of the new Namoi Gwydir FCC has started with the first concrete pour for the FCC complex completed. The new FCC will be located at a much larger site and feature a new station for the Narrabri Headquarters Brigade and a helipad. The helipad will support aerial capabilities during major incidents and will double as a space for brigade and district training activities.

Cost to date: $11.4m (to end of financial year 2024/25)

Current forecast completion: January 2026

Delays: Several factors including a sustained period of wet weather impacted the project resulting in the need to rectify some latent site conditions as part of the bulk earthworks. A cumulative 34-day extension of time has been approved.

Monaro FCC (Cooma)

Civil works to facilitate the Monaro FCC project have begun for both the road extension to the site and the FCC site. The new facility is located next to the existing FCC and the Polo Flat Aerodrome. In addition to the FCC development, the project also includes an Aviation Facility that will provide a helipad and accommodation for a large RFS rotary aircraft and its crew. The inclusion of the aviation facility will be a significant advantage to aerial response and reconnaissance capabilities during bush fires and other emergencies throughout the southern part of the state.

Cost to date: $14.4m (to end of financial year 2024/25)

Current forecast completion: May 2026

Delays: Several factors have resulted in a four-week delay, however, it is anticipated that there is enough capacity within the current forecast completion date to avoid impacting the forecast completion date.

Projects in planning phases

Environmental investigations, cultural and heritage assessments and design works are progressing for the Hawkesbury, Far South Coast and Riverina Highlands FCCs. It is anticipated that these projects will achieve tender readiness for design and construct contracts during financial year 2025/26. Construction will start as planning and certification processes are completed.

During 2024/25, the RFS invested more than $52m in Brigade Station, Fire Control Centre and Training Facility capital works across NSW. A total of 93 projects received funding to support delivery with a mix of completed and ongoing projects including:

New build facilities from initial feasibility investigations and design, through the construction phase, and to the completion of defect liability periods; and,

Upgrades to facilities including the provision/ improvement of amenities, extensions and major renovations, communications and utilities upgrades, and safety/security upgrades

OPERATIONS AND PERFORMANCE

During the reporting year, the Service continued its comprehensive refurbishment and maintenance program to align older appliances in the RFS fleet to contemporary crew safety standards. Rural suppliers across the state were engaged to implement a range of safety enhancements by installing ring mains, radiant heat curtains, wheel spray kits, livery and emergency lighting.

In addition to the refurbishment and maintenance program, the Service continues to enhance operational capability, with the handover of over 230 appliances, which includes 143 new firefighting appliances, 92 second-hand or refurbished appliances and 27 support vehicles allocated to brigades across the state.

Enhancing our capability

The Service has maintained momentum on its extensive refurbishment and maintenance program, aimed at aligning legacy RFS fleet appliances with modern crew safety standards. Rural suppliers across NSW played a key role in delivering a suite of safety upgrades, including ring main cabin protection systems, radiant heat curtains, wheel spray kits, upgraded communications equipment and emergency warning and lighting systems.

Beyond refurbishment efforts, operational capability was further strengthened with the delivery of more than 291 appliances. This included 191 brand-new firefighting units, 126 second-hand or refurbished appliances (comprising 36 second-hand and 90 refurbished units), and 10 support vehicles, all allocated to brigades across the state.

In addition to fleet upgrades, several strategic projects were launched this financial year to ensure the RFS remained equipped to meet evolving operational demands:

Procurement began for new Euro 6-compliant appliance cab chassis to prototype and trial

A retrofit solution was designed and developed for overhead fill points in Category 1 and Category 9 appliances

Contracts were executed with vendors for slip-on water and modular solutions tailored to existing Category 17 mitigation appliances

Construction began on the medium mitigation appliances, alongside the procurement of additional remote Radio-Controlled Compact Track Loaders

These enhancements to the mitigation fleet will significantly bolster crew capability, equipping teams with modern, fit-for-purpose tools that support both preparedness and response and contribute meaningfully to the overall effectiveness of mitigation operations.

In addition to the refurbishment and maintenance program, the Service continues to enhance operational

capability, with the handover of over 230 appliances, which includes 143 new firefighting appliances, 92 second-hand or refurbished appliances and 27 support vehicles allocated to brigades across the state.

This financial year has seen the implementation of several key projects aimed at ensuring the RFS continues to be well-equipped to meet the evolving operational requirements:

The initiation of the CABA Filling Station Project, which involves the installation and commissioning of new CABA filling stations in strategic locations to meet the demands of the evolving structural firefighting capability.

The design and development of a retrofit solution for the overhead fill points in Category 1 and Category 9 appliances.

The execution of contracts with vendors, following an open market tender process, to provide slip-on water solutions for existing mitigation Category 17 appliances and Radio-Controlled Compact Track Loaders, both of which positively contribute to mitigation’s capabilities.

Aviation

Ahead of the 2024/25 fire season, the RFS bolstered its aviation capabilities with the installation of an internal tank into Boeing CH-47 Chinook heavy helicopter, increasing its capability to deliver 11,000 litres of retardant and undertaking night firebombing operations. The RFS further increased its aerial supervision, scanning and transport capability through the addition of a King Air fixed wing aircraft with a LiDAR unit.

The RFS owns 13 aircraft including:

One 737 Large Air Tanker (LAT)

One heavy helicopter (Chinook)

Six medium helicopters, with three based in regional NSW to enable the rapid deployment of aviation support to rural and regional areas of the state during bush fires and other emergencies.

Three fixed wing lead planes

Two demilitarised Black Hawk helicopters gifted by the Australian Defence Force.

RPAS

The RFS entered an agreement with Australian UAV Service (a commercial arm of Surf Life Saving NSW) in mid-2024 for managed RPAS services, which includes provision of UAVs and ancillary equipment, training of pilots, maintenance of equipment and management of flight approvals. The RFS currently operates under the AUAVS Remote Operating Certificate (ReOC).

RPAS capability (including pilots, small and medium RPAS) has been established in each of the seven Area Commands, with additional capability established within state level teams including Media, Fire Investigation and Operational Field Support.

In late 2024, 24 new pilots were trained and an additional five members previously trained were approved to operate under the ReOC. Under the agreement, 14 UAVs were provided by AUAVS (seven mini and seven small) and 24 pilots trained. In addition, five pilots and three UAVs already in place within the RFS were transitioned under the ReOC.

In December 2024, the first operational flight was undertaken, with eight of the remote pilots successfully trained as equipment maintenance officers.

An additional 11 UAVs were acquired in May 2025, with each Area Command receiving an additional UAV unit. A larger UAV with winch capability has been acquired to test capability of resupply during incidents.

To date, RFS UAV pilots have flown more than 120 missions (operational and training). An additional 24 remote pilots will be trained in 2025/26.

Technology improvements

Significant updates have been made to the Athena platform, with new features integrating weather data with fire predictions and providing critical insights into aviation operations on firegrounds. The legacy COP system was successfully transitioned into Athena COP prior to the start of the fire season. Athena COP included several data management and user experience improvements including more data layers able to be displayed in the map, improved mapping features and faster ability to manage data and user loads during high operational tempo. It also consolidates information from various operational systems to present effective options for bush fire suppression, member availability and emergency logistics, ensuring our systems remain robust and fit for purpose.

The rollout of Mobile Data Terminals continued through 2024/25 with 29 Districts (3,167 units) operational as of 30 June 2025.

Following the successful implementation of FireMapper, further enhancements have been implemented to improve interagency sharing. The fireground information gathered in FireMapper is also displayed in Athena COP.

The RFS completed the first phase of its Risk Modelling Platform, providing new capability to run risk assessment modelling in-house. Bush Fire Management Committees (BFMC) have access to a range of modelling projects to identify the impact on assets of value and supporting the development of bush fire risk management plans. The project will continue in 2025/26.

The RFS led the continued enhancement of the Australian Fire Danger Rating System with the development of Fire Ignition and Suppression and Impact Indices. These products will enhance agency capability by providing improved access to critical data to support community preparedness, and tools for more targeted and effective risk reduction. Development of the Operational Trial Sandpit will continue over 2025/26.

Progress has been made in improving the suite of digital tools offered to members and the public. Enhancements to the Hazards Near Me and Fires Near Me Australia apps included expanded NSW hazard types and improved user experience.

The completion of user research and designs for the public RFS website and One RFS focused on accessibility and user-friendly navigation. A media app was also developed to assist in streamlining fireground media requests and safety.

OPERATIONS AND PERFORMANCE

VaaN

The Vehicle as a Node (VaaN) project is focused on improving communications in the field, particularly in areas without reliable telecommunications coverage.

The VaaN solution combines Low Earth Orbit (LEO) satellite connectivity with an in-vehicle modem capable of connecting to 4G/5G carrier services. This enables appliances to provide network connectivity to members and onboard systems via both Wi-Fi and physical network connections.

The system intelligently switches between LEO satellite and cellular networks to deliver the best available connectivity for the longest possible duration. Importantly, the solution extends the Public Safety Network (PSN) by enabling Public Safety Mobile Radios (PSN) to remain connected, even when operating outside the traditional network footprint. The scope of the project includes developing the solution and designing the physical units for installation across the 5,000 vehicles in the RFS operational fleet.

The project is being delivered through an internal RFS capability, leveraging personnel to manage installation and support. This approach enables installations to occur in close proximity to brigade locations, minimising the impact on members' time. It also establishes a sustainable, ongoing support capability within the organisation.

The VaaN project has continued to progress and has now entered the rollout phase. A key focus during this stage has been the installation design, ensuring an efficient rollout program and a supportable product post-installation. The initial design phase has concluded, resulting in two installation types – internal and external – which are now in production. The RFS continues to work closely with the NSW Telco Authority and other emergency service organisations to expand this capability across the broader emergency services sector.

Satellite connectivity projects

Over the past 12 months, in parallel with progress on the VaaN project, the RFS has significantly improved its capability to deploy Wi-Fi operationally in support of members. This includes multiple successful deployments of Starlink technology to support both RFS operations and those of other emergency service organisations.

Starlink has been deployed operationally during key events, including Ex-Tropical Cyclone Alfred and the East Coast Low event affecting Taree and surrounding areas. The technology also has been used internationally, supporting RFS members deployed to assist efforts in Canada.

Innovation

The Innovation Division was formed under Strategic Capability, as part of the 2025 organisational restructure. The Division brings together four specialist teams, each contributing distinct capabilities to enable innovation, delivery, and performance improvement across the organisation.

Firefighting advancement and research

This team leads applied research and innovation to improve operational outcomes and enhance firefighter safety. By exploring emerging technologies, analysing evolving practices, and partnering with internal and external experts, the team supports evidence-informed decision-making and contributes to the continuous improvement of frontline capabilities.

Business partnering

Acting as the bridge between strategic intent and operational execution, the Business Partnering team works with stakeholders to assess demand, shape project scopes and support the mobilisation of key initiatives across the Service.

Strategy and program management office

This team provides oversight and delivery support for key programs aligned with the RFS Strategic Direction. The team ensures effective governance, integrated planning, and structured delivery across priority initiatives, ensuring alignment, driving execution, and supporting change adoption across the organisation.

Performance reporting and analysis

Responsible for generating data-driven insights, this team supports evidence-based decision-making by delivering high-quality reporting, analytics and research. It plays a key role in monitoring performance, evaluating progress, and identifying opportunities for improvement.

As a world leader in bush fire and emergency management, the RFS is committed to outcomes that: enhance firefighter and community safety and wellbeing

empower individuals to make informed decisions during natural hazard events

advance our understanding of fire behaviour and introduce systems and processes to manage bush fire risk

promote our understanding and approaches towards climate change and the environmental factors that contribute to bush fire; and drive best practice in the provision of emergency services.

Research and innovation play a significant role in achieving these outcomes. The RFS invests in research and forms partnerships with universities, research bodies and other government agencies to ensure our agency remains ‘future fit’ and responsive to the challenges faced by natural hazards and other emergencies. In the past our partnerships have delivered industry changing research into community risk, firefighter safety and bush fire management.

Research and development

Research, innovation and technology are fundamental to the strategic direction of the Service, reflecting our commitment to research that informs new ways of operating and technology that supports better field-based capability and decision-making.

During 2024/25 the RFS continued to engage with Natural Hazards Research Australia (NHRA), contributing to the national natural hazard research agenda and supporting projects relevant to our strategic priorities including:

Managing smoke impacts on firefighter eye surface health

Predictions in public: understanding the design, communication and dissemination of predictive maps to the public

Integrated solutions for bush fire-adaptive homes

Capturing uncertainty in bush fire spread prediction

Bush fire risk at the rural-urban interface

Awareness, education and communication for compound natural hazards

The RFS remains a partner in the NSW Bushfire and Natural Hazards Research Centre (BNHRC) as one of eight NSW Government end-user agencies. RFS is a lead agency on the following BNHRC research:

Evaluating backburning and firebreak operations (UOW)

Effectiveness of mechanical fuel management treatments including grazing (The University of Melbourne)

Fire management on ridgelines (UNSW)

Incorporating fire extent severity mapping into fuel accumulation curves (Western Sydney University)

Identifying burn windows and opportunities for remote monitoring of moisture conditions (Western Sydney University)

Validating satellite-derived fuel moisture content in NSW (ANU)

Understanding the effects of VLS on backburn escape (UNSW)

Understanding extreme fire/pyrocumulonimbus regimes (UNSW)

Understanding present and future impacts of critical fire weather (UNSW)

The RFS is also involved with research projects studying evacuation and bush fires including:

Evacuation risk research that identifies areas of high risk for Bush Fire Management Committees (CSIRO Data 61)

Case studies to understand evacuation behaviours (Compass Io T)

As a world leader in bush fire and emergency management, the RFS is committed to outcomes that: enhance firefighter and community safety and wellbeing

empower individuals to make informed decisions during natural hazard events

advance our understanding of fire behaviour and introduce systems and processes to manage bush fire risk

promote our understanding and approaches towards climate change and the environmental factors that contribute to bush fire; and drive best practice in the provision of emergency services.

Research and innovation play a significant role in achieving these outcomes. The RFS invests in research and forms partnerships with universities, research bodies and other government agencies to ensure our agency remains ‘future fit’ and responsive to the challenges faced by natural hazards and other emergencies. In the past our partnerships have delivered industry changing research into community risk, firefighter safety and bush fire management.

Australian Centre for Robotics (ACFR)

The RFS partnered with the Australian Centre for Robotics (ACFR) under the Natural Hazards Research and Technology Acceleration Fund to research, develop and undertake field trials to test the potential for integration of five new technologies. The objective was to provide vision and rapid situational awareness to first responders, divisional commanders or Incident Controllers regardless of weather conditions (including smoke or darkness) and allow an inbound aerial asset to rapidly identify the precise geo-location of personnel, particularly in the event of an urgent extrication of crew injured or under threat.

OPERATIONS AND PERFORMANCE

This research aimed to address several recommendations from the NSW Bushfire Inquiry, and involved field trials of technologies researched and developed by the ACFR, along with workshops with key stakeholders, to develop a technology roadmap and increase the technology maturity of the following devices and capabilities:

Tethered drones

Wearable devices

Helicopter-based tracking of personnel

Vehicle telemetry

Ground robotics (fire droid)

This research proved successful, with all five technologies exceeding the desired Technology Readiness Levels (TRLs) and showing potential to improve both firefighter and community safety during emergency events.

This research concluded on June 30, 2025, with the Innovation Team investigating opportunities to further progress this research and technology.

Professional development

Numerous activities were undertaken during the year to assist in the professional development of members of the RFS. An Effective Writing skills program delivered by CCE has been very successful. The Young Members Group has been very active and a Young Leaders College successfully conducted.

The Boost Program, which has focused on upskilling members with training qualifications, is nearing completion. Nationally accredited qualifications offered were Enterprise Skills Trainer (EST), Certificate IV in Training and Assessment and Volunteer Trainer Delivery and Assessment Contribution Skill Set.

The program began in May 2022 and, as of 30 June 2025, had enrolled 1,060 members across 97 dedicated courses and 70 individual enrolments. To date, 724 members have achieved a qualification, with a projected total of 788 qualifications by the end of the program.

Volunteer Leadership Training in conjunction with the DGR Trust has begun, with pilot programs to roll out in second half of 2025. Professional Development will evaluate pilots for suitability for a statewide volunteer leadership training program.

In September 2023 an online version of Bush Fire Awareness (BFA) training was developed and offered to external organisations. As of 30 June 2025, 4,737 individuals had completed the online training across 91 organisations.

The Professional Development Committee exists to deliver fair and meaningful professional development to all RFS salaried members. In the 2024/25 financial year, 36 applications were received, totalling $178,000.

Equipping our members

The RFS completed the roll out of its new structural firefighting helmets to members in August 2024. The MSA Gallet F1XF helmet, which incorporates inbuilt communications and lighting, was delivered to all members with Structural Firefighter (SFF) qualifications.

'Push to talk' units, which are used to connect standard RFS radios with the communications unit in the helmets, were rolled out at the same time. The delivery of about 1,900 helmets and 1,200 'push to talk' units, was made possible by public donations to the RFS and Brigades Donations Fund.

The RFS is working to develop a tailor-made female firefighting boot designed to meet the characteristics of female feet.

Uniform working group

In 2025, the RFS launched a six-month uniform trial that will see the distribution of 4,000 new uniform sets to RFS brigades, Mitigation Crews and staff across NSW. The trial is designed to evaluate the new uniform’s functionality, comfort and durability in operational, station and office environments.

The trial participants will test the uniforms across a range of shifts, weather conditions and operational scenarios. Participants will provide ongoing feedback through a wearer’s log, with more detailed input to be collected at the midpoint and end of the trial. This feedback will be critical in identifying any improvements required before broader service-wide implementation.

Photo by Conor Deans

Management and accountability

Salaried and volunteer members

* This report is based on the Workforce Profile Report submitted to the Public Service Commission

People

Membership applications

Engagement of consultants

Minister-approved travel

9-18 June 2025 Deputy Commissioner Strategic Capability NEMA Australia-US Fire and Emergency Management Technical Exchange, USA

19-23

22–29 March 2025 Manager Bush Fire Risk Planning International Association of Fire Chiefs (IAFC) 2025 Wildland Urban Interface Conference and International Fire Department Exchange Program, USA

22-30 March 2025 Manager Operational Field Support

Tangent Link 2025 Conference, France

9-16 March 2025 Supervisor Aircraft Capability Verticon 2025 Helicopter Expo, USA

25–29 November 2024 Supervisor RFS Operational Communications Centre National Emergency Communications Working Group – Australia/NZ Conference, NZ

18-23 November 2024 Area Commander North Western Master of Public Administration course, NZ

MANAGEMENT AND ACCOUNTABILITY

Legal changes

In late 2023 the Public Service Association (PSA) brought a case to the Supreme Court of NSW regarding the interpretation of overtime under the Crown Employees (Rural Fire Service) Award (RFS Award). The RFS and PSA have agreed a settlement. The settlement included new practices for overtime under the current RFS Award, a settlement fund available to eligible employees to claim overtime and recommencement of negotiations of the RFS Award. The RFS has begun to implement measures required to give effect to the agreed settlement with some changes in practice to apply from 1 August 2025.

The NSW Government introduced Treasury Policy Guideline ‘TPG 24-33 Reporting framework for climate-related financial disclosures’ in October 2024 (revised June 2025). This policy guideline mandates reporting requirements for NSW Government annual reporting agencies pertaining to the level and extent of risk that climate change poses to their operations and its fiscal outlook. In response, the RFS has established a working group with representation across each of the directorates.

The NSW Procurement Board issued Procurement Board Direction ‘PBD-2024-01 Mandate for the publication of NSW Government supply opportunities on buy NSW’ on 25 July 2024, which requires publication of procurements where the total engagements exceed the GIPA disclosure threshold of $150,000 (inc GST). Full implementation is required by 31 December 2025. In addition, Procurement Board Direction ‘PBD 2024-02 Increasing Opportunities for local suppliers to supply to government’ was issued on 9 September 2024 and required NSW Government agencies to assess opportunities for local suppliers to supply to government in procurement processes. Implementation was required from 1 January 2025. The RFS has revised its procurement documentation and processes to implement these measures as required.

Risk management and insurance

*The 2024/25 Workers Compensation for volunteers' premium contribution, together with interest income, has turned a prior year deficit (i.e. $5.4 million) to a net $2.2 million surplus at 30 June 2025. This funding surplus will offset any future contribution to maintain a sustainable funding position determined by icare.

Insurance coverage is provided by the NSW Treasury Managed Fund (TMF) for all areas except workers’ compensation coverage for volunteers. RFS volunteers are covered by the Bush Fire Fighters Compensation Fund.

Internal

Audit and Risk Management Statement

MANAGEMENT AND ACCOUNTABILITY

Privacy statement

The Privacy and Personal Information Protection Act 1998 (PPIPA) establishes certain principles governing the manner and circumstances in which personal information may be collected and used. The Health Records and Information Privacy Act 2002 (HRIPA) also stipulates the responsibilities of private organisations and public agencies in dealing with health information.

The RFS Service Standard 1.1.14 Personal Information and Privacy sets out the manner in which members of the RFS shall collect and use personal information in carrying out the functions of the RFS, so as to comply with the provisions of the PPIPA and HRIPA. The RFS Privacy Management Plan also forms part of this Service Standard and articulates the responsibilities of the RFS under PPIPA and HRIPA.

There were no internal or external reviews of the RFS application of the PPIPA Act completed during 2024/25 although one internal review was commenced and completed in July 2025.

No mandatory data breach notifications were made under Part 6A of the PPIPA Act during 2024/25.

Government Information (Public Access) Act 2009 (GIPA Act) statistics for 2024/25

Table A: Number of applications by type of applicant and applicant outcome

Table B: Number of applications by type of application and applicant outcome

MANAGEMENT AND ACCOUNTABILITY

Table C: Invalid applications

Table D: Conclusive presumption of overriding public interest against disclosure (matters listed in Schedule 1 of the GIPA Act)

Table E: Other public interest considerations against disclosure (matters listed in table to section 14 of the GIPA Act)

Table F: Timeliness

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome)

Note: 6 review decisions are pending (1 internal review and 5 OIC reviews)

Table H: Applications for review under Part 5 of the Act (by type of applicant)

Applications by persons to whom informing the subject of the access application relates (see section 54 of the Act)

Table I: Applications transferred to other agencies under Division 2 of Part 4 of the Act (by type of transfer)

Statistics required by Clause 7 of the Government Information (Public Access) Regulation 2018

Total number of access applications received by the agency during the reporting year (including withdrawn application but not including invalid applications) 122

Total number of access applications received by the agency during the reporting year that the agency refused, either wholly or partly because the application was for the disclosure of information referred to in Schedule 1 to the Act. 2

Agency review under Section 7(3) of the GIPA Act

Section 7(3) of the GIPA Act requires agencies to review their program for the authorised proactive release of government information at least once every 12 months. The purpose of this review is to identify the types of government information held by the agency that should, in the public interest, be made publicly available and can be released without imposing unreasonable additional costs on the agency.

The RFS proactively releases a number of important types of real time and advisory information about bush fire incidents and operational activities.

This information is contained on our website and includes:

Major fire updates and other alerts and warnings

Fires Near Me (via the RFS website and the Hazards Near Me app)

Fire Danger Ratings and Total Fire Ban Map

Hazard Reduction Burn Advisory

Neighbourhood Safer Places Map

Community Protection Plans

The status of PFAS investigations

This is supported by public educational materials and other information about the operations of RFS that are available on the RFS website.

The information proactively released to the public is relatively extensive and of a kind which achieves intended benefits of proactive release, including public safety, improved service delivery and a better informed community.

The RFS has conducted a review to identify any further types of information that are suitable for public release, taking into account any overriding public interest against disclosure, as well as any cost impositions on the agency. No further types of information have been identified which are suitable for proactive release.

Annual Report costs

The Communications Services team is responsible for the production of the Annual Report. The total external costs incurred in the production of this report were $0.

The report is accessible on the RFS website www.rfs.nsw.gov.au

Copies may be obtained by emailing: comms@rfs.nsw.gov.au

SUSTAINABILITY 5

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Sustainability

Statement setting out WHS performance

The RFS Health, Safety and Wellbeing framework and strategy has undergone a comprehensive review and refresh in the reporting period, with a focus on strengthening health and safety consultation, improving hazard and incident reporting and focusing on critical health and safety risks. During this period, the RFS has held its three-yearly elections for Health and Safety Representatives (HSRs) welcoming a new cohort of HSRs to assist the Service in continuing to improve health and safety.

While the 2024/25 period saw an upward trend (12% increase) in reported injuries, over 35% of injuries reported resulted in minor wounds, the majority of which were insect bites or stings due to members working in the field. Many injuries (more than 75%) required first aid treatment only or no treatment at all.

An increase of injury reports was identified during bush fire operations in January and the Mid Coast flood response in May.

Reported injuries and registered workers compensation claims are detailed in the table ‘Reported injuries and registered workers compensation claims ’ on page 47.

Eight notifiable incidents were reported to SafeWork NSW under the Work Health and Safety Act 2011 (WHS Act) in this reporting period, compared to 17 the previous year. There were no prosecutions under the WHS Act during the reporting period.

In addition to supporting operational activity throughout the year, the Health and Safety unit delivered proactive health and safety programs to members. Notable achievements included:

Implementation of training for managers and all members to enable the Service to better support the 'Return to Well' journey for ill or injured members

Attendance at all levels of Operational Officer (OpO) training to provide Health and Wellbeing education packages. Health checks for volunteers and education on health initiatives were delivered at the RFSA Family Days and the Biennial RFS State Championships. These initiatives aim to help members maintain their health throughout their lifespan.

Collaboration with other emergency services including the NSW Police Force, NSW Ambulance, Fire and Rescue NSW, Queensland Police Service, Australian Federal Police, Australian Defence Force and Royal Australian Air Force to provide strategic advice regarding preventative health strategies for RFS members

Participation in a joint nationwide fire agencies working group to provide strategic advice on preventative health strategies for RFS members

Work with Australian universities and other research organisations on joint research activities and proposals in the fields of safety, health and hygiene in the firefighting industry.

Implementation of the RFS Mental Health Strategy (2023-2027) has continued, with four Strategic Objectives aligned to the goal of creating a mentally healthy environment in which our members can thrive. The following progress has been noted in Horizon 2:

The development of both psychosocial risk and suicide prevention and postvention frameworks

The development of RFS-wide Mental Health Training packages.

Strengthened communication with members’ families

The imminent release of an enhanced MHS framework using trauma-informed and stepped care models of service delivery, including updated protocols and resources and training programs for service delivery teams.

Enhancement of RFS Mental Health Services (MHS): The RFS continues to grow the Peer Support Program with initial stages of a new bulk recruitment process under way

Continuing expansion of the Mental Health First Aid internal delivery capability by training additional MHS psychologists and Peer Support Program Coordinator as instructors

Continued investment to provide Psychological First Aid training to members, enhancing their capacity to provide immediate psychological support and promote resilience in the aftermath of potentially traumatic incidents

The MHS Team engages with Area Commands, Districts, and other stakeholders to promote mental health awareness through training and presentations throughout the year, such as internal conferences and at Incident Management Exercises.

Reported injuries and registered workers compensation claims

SUSTAINABILITY

Modern Slavery Act

The RFS maintains its commitment to fighting modern slavery and recognises the importance of ensuring our operations safeguard against modern slavery, under the Modern Slavery Act 2018

As part of this commitment, the RFS is working to continually ensure ethical practices across its procurement and supply chain functions. Throughout 2024/25, no goods or services purchased have been knowingly produced using modern slavery.

The RFS is working closely with the Anti-Slavery Commission through the Department of Communities and Justice (DCJ) and is committed to strengthening its approach to preventing modern slavery. Building on the recently approved DCJ Modern Slavery Policy, the RFS is reviewing the policy with the intention of formally adopting it to guide future practices.

The RFS routinely refers to Anti-Slavery Commission guidance materials to assist in its procurement processes. It has embedded modern anti-slavery obligations into its tendering documentation and purchase order terms and conditions. Modern slavery is a regular agenda item at Chief Procurement Officer forums and collaboration meetings, ensuring it is kept front of mind for all agencies and that information and best practice is discussed and circulated.

Workforce diversity

Indigenous Engagement and Initiatives

The RFS Reflect Reconciliation Action Plan (RAP) concluded in April 2025. The Plan facilitated the delivery of numerous initiatives. Including: the development of an Observing Cultural Protocols Guide, outlining the Traditional Owners of the lands on which RFS office facilities are located and providing guidance on delivering an Acknowledgement of Country; supporting NAIDOC Week by connecting members with opportunities to attend local Indigenous-led events; installation of Aboriginal artwork livery on trucks, strengthening local Community connections; the creation and recruitment of three Aboriginal Programs Officer (Identified) roles to work closely with community; increased collaboration with Aboriginal stakeholders in BAU service delivery; an increase in organisational cultural capability; and connecting with industry peers who are also working in the RAP space.

A new Working Group was assembled to support development of the new Innovate RAP, which is expected to be delivered in the second half of 2025.

On-Country education activities have been offered to members. These included: organising for the RAP Working Group to participate in a campfire storytelling session on Tubbagah Wiradjuri Country; a cultural immersion session for Mitigation staff in Area Western, including Aboriginal Site Identification training; a Kamilaroi astronomy session at the RFSA Conference; and participating in the Wangal walk near RFS Headquarters during NAIDOC Week, among other locally organised cultural activities.

The RFS engages in socially conscious procurement, which has resulted in the award of various contracts to Indigenous-owned and operated businesses. This has resulted in the Service consistently contributing significantly to the Department of Communities and Justice portfolio Indigenous spend.

The Area Operations team continue to complete their ‘Indigenous 365 Day Action Plan’. This includes (but not limited to); the Discreet Aboriginal Communities Emergency Management Plan, partnership with Yurruungga Aboriginal Corporation providing equipment to rangers; running of IMX with Local Lands Councils; attendance at the Koori Knockout; establishment of Community Fire Unit developed in Jubullum Village; Careers Expos; the implementation of the transport for NSW Ranger Program; on Country Ranger Community gatherings; connection with 61 identified discrete Aboriginal communities; the development of an Aboriginal and Torres Strait Islander mitigation network and the appointment of three Aboriginal Programs Support Officer roles to support this work.

The RFS Cultural Burning Guidelines are in development, with the purpose of educating and supporting members to work alongside Community in Cultural Burn activities.

The Aboriginal Programs Hub (app) captured RFS engagement in more than 10 Cultural Burns throughout the reporting period, partnering with Local Aboriginal Lands Councils, Local Councils and community groups.

The RFS has continued to seek out opportunities to provide resources and decommissioned trucks to Indigenous Communities, such as two Category 7 firefighting appliances. Gifted to MawongaWinangakirri Aboriginal Corporation in southwestern NSW, and Thungutti Local Aboriginal Land Council in northeastern NSW, these appliances will assist with mitigation works

Diversity and Inclusion Initiatives

The first RFS Inclusion Strategy was launched in May 2025 designed to support the inclusion and representation of all members, staff and volunteers, in all roles, across all corners of the state. It outlines the development of new structures, processes and policies that will support a stronger, more effective Service

Inclusion Strategy actions include development of online learning modules; surveying members on their experience of inclusion at the Service; establishing structured member networks for under-represented groups; and reviewing policy and procedural barriers to inclusion

A contingent of 60 members participated in the 47th Sydney Gay and Lesbian Mardi Gras Parade on 1 March 2025. The RFS float theme was Free to be me, whoever I want to be!

Diversity and Inclusion fireside chats continue to be included in the program for all Operational Officer (OpO) inductions. Facilitated by a panel of subject matter experts and senior staff members, the topic is explored with OpO candidates in a way that empowers them to think and lead inclusively as they move into their new roles

Women

Women make up 23.8% of volunteers and more than a third of RFS staff

Kelly Quandt AFSM was recently appointed to the role of Deputy Commissioner People and Corporate Services. With 36 years of experience across both volunteer and staff roles, Deputy Commissioner Quandt is the first woman to be appointed to this rank at the RFS

The RFS continues to report to the Champions of Change Coalition on its gender representation and initiatives to support women at the Service

The Service is also a member of the Diversity and Inclusion Collaboration Group (DIG) through AFAC, which facilitates networking with fire and emergency management colleagues across Australia and New Zealand

The RFS has maintained its partnership with the Girls on Fire program, which aims to promote young women’s participation in firefighting and emergency management. In 2024/25, young female members were connected by their districts with the opportunity to attend Girls on Fire programs

The RFS continues to be a member of Women and Firefighting Australasia (WAFA)

Youth participation

The RFS continued to offer development opportunities to its 1,347 junior members during 2024/25.

The Secondary School Cadet Program is one of the Service’s longest running and most successful youth programs giving participants an insight into fire safety and prevention while developing practical life skills and a general appreciation for community service and volunteerism.

The program recently celebrated its 20-year anniversary, marking two decades since it was first delivered to several schools in NSW in 2004. Since then, over 12,000 students have graduated from the program.

During 2024/25, 52 Secondary School Cadet Programs were delivered across the state – a 24% increase from the previous reporting period.

The State Young Members Group continues to advocate for young volunteers aged 18-30 by identifying issues pertaining to youth participation at the RFS.

The Group was instrumental in the establishment of the Young Member Leadership College (YMLC) and the Young Members Forum in 2025, attended by more than 90 young members from across NSW at the Training Academy in Dubbo.

The YMLC is delivered across four days at the Australian Institute of Police Management (AIPM) in Manly. It has been designed as a foundational leadership program to embed critical leadership skills early in young members careers and encourage growth into future leadership roles within the RFS and their chosen careers.

Three College programs have now been delivered to 87 current and aspiring young leaders in the RFS.

Applications to attend the College have been of extraordinarily high quality and feedback received has been overwhelmingly positive, with strong networks and ongoing friendships formed at these events.

SUSTAINABILITY

Trends in the representation of staff within workforce diversity groups

NOTES

1. The benchmark of 50% for representation of women across the sector is intended to reflect the gender composition of the NSW community.

2. The NSW Public Sector Aboriginal Employment Strategy 2019-2025 sets a success measure of 3% Aboriginal and Torres Strait Islander representation at all non-executive salary levels by 2025.

3. A benchmark from the Australian Bureau of Statistics (ABS) Census of Population and Housing (2022) has been included for people whose first language spoken as a child was not English. The ABS Census does not provide information about first language but does provide information about country of birth. The benchmark of 23.2% is the percentage of the NSW general population born in a country where English is not the predominant language.

4. In December 2017 the NSW Government announced the target of doubling the representation of people with a disability in the NSW public sector from an estimated 2.8% to 5.6% by 2025. The benchmark for "people with a disability requiring work-related adjustment" was not updated.

Trends in the distribution of staff within workforce diversity groups

NOTES

1. A Distribution Index score of 100 indicates that the distribution of members of the Workforce Diversity group across salary bands is equivalent to that of the rest of the workforce. A score less than 100 means that members of the Workforce Diversity group tend to be more concentrated at lower salary bands than is the case for other staff. The more pronounced this tendency is, the lower the score will be. In some cases, the index may be more than 100, indicating that members of the Workforce Diversity group tend to be more concentrated at higher salary bands than is the case for other staff.

2. The Distribution Index is not calculated when the number of employees in the Workforce Diversity group is less than 20 or when the number of other employees is less than 20.

FINANCIAL PERFORMANCE 6

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Annual Financial Statements

INDEPENDENT AUDITOR’S REPORT

New South Wales Rural Fire Service

To Members of the New South Wales Parliament

Opinion

I have audited the accompanying financial statements of New South Wales Rural Fire Service (the Service), which comprise the Statement by the Accountable Authority, the Statement of Comprehensive Income for the year ended 30 June 2025, the Statement of Financial Position as at 30 June 2025, the Statement of Changes in Equity and the Statement of Cash Flows, for the year then ended, and notes to the financial statements, including a Statement of Material Accounting Policy Information, and other explanatory information.

In my opinion, the financial statements:

• have been prepared in accordance with Australian Accounting Standards and the applicable financial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the Government Sector Finance Regulation 2024 (GSF Regulation) and the Treasurer's Directions

• presents fairly the Service's financial position, financial performance and cash flows

My opinion should be read in conjunction with the rest of this report.

Basis for Opinion

I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report.

I am independent of the Service in accordance with the requirements of the:

• Australian Auditing Standards

• Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards)’ (APES 110).

Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by:

• providing that only Parliament, and not the executive government, can remove an Auditor-General

• mandating the Auditor-General as auditor of public sector agencies

• precluding the Auditor-General from providing non-audit services.

I have fulfilled my other ethical responsibilities in accordance with APES 110.

I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Commissioner’s Responsibilities for the Financial Statements

The Commissioner is responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards, the GSF Act, GSF Regulation and Treasurer's Directions. The Commissioner's responsibility also includes such internal control as the Commissioner determines is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Commissioner is responsible for assessing the Service’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting

Auditor’s Responsibilities for the Audit of the Financial Statements

My objectives are to:

• obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error

• issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements.

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

The scope of my audit does not include, nor provide assurance:

• that the Service carried out its activities effectively, efficiently and economically

• about the assumptions used in formulating the budget figures disclosed in the financial statements

• about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented

• about any other information which may have been hyperlinked to/from the financial statements.

Susan Prichard Director, Financial Audit

Delegate of the Auditor-General for New South Wales

19 September 2025

SYDNEY

Statement of comprehensive income for the year ended 30 June 2025

The accompanying notes form part of these financial statements.

Statement of financial position as at 30 June 2025

Statement of changes in equity for the year ended 30 June 2025

The accompanying notes form part of these financial statements.

Statement of cash flows for the year ended 30 June 2025

NET INCREASE / (DECREASE) IN CASH AND CASH EQUIVALENTS Opening cash and cash equivalents

CLOSING CASH AND CASH EQUIVALENTS

The accompanying notes form part of these financial statements.

1. Statement of Material Accounting Policy Information

(a) Reporting Entity

The NSW Rural Fire Service (the Service) is a NSW government entity and is controlled by the State of New South Wales, which is the ultimate parent. The Service is a “for purpose” also known as a “not-for-profit” entity (as profit is not its principal objective) and it has no cash generating units.

The NSW Rural Fire Service is a reporting entity and has no controlled entities.

These financial statements for the year ended 30 June 2025 have been authorised for issue by the Commissioner on 19 September 2025

(b) Basis of Preparation

The Service’s financial statements are general purpose financial statements which have been prepared on an accruals basis and in accordance with:

• applicable Australian Accounting Standards (AAS) (which include Australian Accounting Interpretations);

• the requirements of the Government Sector Finance Act 2018 (GSF Act) and

• Treasurer’s Directions issued under the GSF Act.

Property, plant and equipment and certain financial assets are measured using the fair value basis. Other financial statement items are prepared in accordance with the historical cost convention except where specified otherwise.

Judgements, key assumptions and estimations management have made are disclosed in the relevant notes to the financial statements.

The Service’s financial statements have been prepared on a going concern basis, which contemplates the continuity of normal operating activity and the realisation of assets and the settlement of liabilities in the normal course of business.

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency, which is the Service’s presentation and functional currency.

(c) Statement of Compliance

The financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

(d) Accounting for the Goods and Services Tax (GST)

Income, expenses and assets are recognised net of the amount of GST, except that:

• the amount of GST incurred by the Service as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of an asset’s cost of acquisition or as part of an item of expense; and

• receivables and payables are stated with the amount of GST included.

Cash flows are included in the Statement of Cash Flows on a gross basis. However, the GST components of cash flows arising from investing and financing activities which is recoverable from, or payable to, the Australian Taxation Office are classified as operating cash flows.

(e) Foreign Currency Translation

Transactions in foreign currencies are recorded using the spot rate at the date the transaction first qualifies for recognition.

Monetary assets and liabilities denominated in foreign currencies are translated at the functional currency spot rates of exchange at the end of the reporting date.

Differences arising on settlement or translation of monetary items are recognised in net result except for exchange differences on transactions related to hedging of foreign currency risks. Refer to Note 5.

Non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rates at the dates of the initial transactions. Non-monetary items measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value is determined. The gain or loss arising on translation of non-monetary items measured at fair value is treated in line with the recognition of the gain

Notes to the financial statements for the year ended 30 June 2025

or loss on the change in fair value of the item (i.e. translation differences on items whose fair value gain or loss is recognised in other comprehensive income or net results are also recognised in other comprehensive income or net results, respectively).

(f) Comparative Information

Except when an Australian Accounting Standard permits or requires otherwise, comparative information is presented in respect of the previous period for all amounts reported in the financial statements.

(g) Changes in accounting policies, including new or revised Australian Accounting Standards

(i) Effective for the first time in 2024-25

The accounting policies applied in 2024-25 are consistent with those of the previous financial year except as a result of the following new or revised AAS that have been applied for the first time in 2024-25:

• AASB 2020-1 Amendments to Australian Accounting Standards – Classification of Liabilities as Current or Non-current

• AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of NonFinancial Assets of Not-for-Profit Public Sector Entities

(ii) Issued but not yet effective

NSW public sector entities are not permitted to early adopt new Australian Accounting Standards, unless Treasury determines otherwise.

The following new Australian Accounting Standards have not been applied and are not yet effective:

• AASB 17 Insurance Contracts

• AASB 2014-10 Amendments to Australian Accounting Standards – Sale or Contribution of Assets between Investor and its Associate or Joint Venture

• AASB 2023-5 Amendments to Australian Accounting Standards – Lack of Exchangeability

• AASB 2024-2 Amendments to Australian Accounting Standards – Classification and Measurement of Financial Instruments

• AASB 2024-3 Amendments to Australian Accounting Standards – Annual Improvements Volume 11

• AASB 2025-1 Amendments to Australian Accounting Standards – Contracts Referencing Naturedependent Electricity

• AASB 2025-2 Amendments to Australian Accounting Standards – Classification and Measurement of Financial Instruments: Tier 2 Disclosures

• AASB 2022-9 Amendments to Australian Accounting Standards – Insurance Contracts in the Public Sector

• AASB 18 Presentation and Disclosure in Financial Statements [for for-profit entities

• AASB 18 Presentation and Disclosure in Financial Statements [for not-for-profit and superannuation entities

• AASB 2024-4b Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128 [deferred AASB 10 and AASB 128 amendments in AASB 2014-10 apply)

The initial application of these Standards will have no known material impact on the financial statements.

2. Expenses Excluding Losses

(a) Employee related expenses

The amount of employee related costs that have been capitalised, in particular, property, plant and equipment or intangible asset accounts, and therefore excluded from the above is $NIL (2024: $NIL).

Recognition and Measurement

Workers’ compensation insurance

With the exception of insurance coverage for volunteers, the Service's insurance activities are conducted through the NSW Treasury Managed Fund Scheme of self-insurance for Government agencies. The expense (premium) is determined by the Fund Manager based on past claims experience.

Insurance coverage for volunteers is provided through the Bush Fire Fighters Compensation Fund (BFFCF) managed by Insurance and Care NSW (iCare).

Presumptive Legislation

On 27 September 2018, the NSW Government announced amendments to the workers’ compensation legislation to reverse the onus of proof for NSW firefighters who are diagnosed with one or more of twelve prescribed cancers and meet minimum qualifying service periods. Firefighters diagnosed post that date are entitled to the presumption.

The Workers Compensation Legislation Amendment (Firefighters) Act 2018, known as the ‘presumptive legislation’, was assented to on 28 November 2018 to give effect to the commitment.

Under the presumptive legislation both employed and volunteer firefighters will be entitled to a presumption that any of the twelve prescribed cancers diagnosed post 27 September 2018 is a work-related injury where the firefighter has met the minimum qualifying service period detailed in the Act for that type of cancer.

Premiums for insurance under both the workers’ compensation policy maintained through the TMF (for staff), and the BFFCF (for volunteers), have been adjusted to reflect the anticipated volume and value of claims from eligible firefighters.

In the case of the BFFCF, the fund is in a surplus position of $2.102m (2023-24: deficit position $5.440m). A premium of $29.834m was paid in the current year The prior year deficit plus current year claims costs and administration costs are currently less than the premium paid resulting in a surplus position.

The RFS discloses any surplus in the BFFCF position as a current asset (Note 7) and liabilities as a current liability (Note 15). Claims costs, administration costs and actuarial adjustments are accounted for in the Statement of Comprehensive Income under Note 2(f).

iCare engages external actuaries to determine the outstanding claims liabilities as at 30 June each year. Together with other liabilities and the asset position of the BFFCF, the funding position is updated. Changes to the fund surplus are recognised in the profit and loss statement in the current year.

iCare has instructed the actuaries that the financial statements for the BFFCF are intended to comply with Accounting Standard AASB 137 Provisions, Contingent Liabilities and Contingent Assets (“AASB 137”) and therefore are not required to be prepared in accordance with Accounting Standard AASB 1023

Insurance Contracts

Notes to the financial statements for the year ended 30 June 2025

AASB 137 requires the determination of a best estimate. The best estimate of the expenditure required to settle the present obligation is the amount that an entity would rationally pay to settle the obligation at the end of the reporting period, or to transfer it to a third party at that time. iCare have instructed the actuary to prepare a central estimate which is intended to represent the mean or average of the distribution of outcomes, and to adopt no risk margin in the recommended provision.

AASB 137 requires the amount of a provision to be the present value of the expenditures expected to be required to settle the obligation. The valuation allows for the time value of money through inflating and discounting future cash flows to calculate a present value of future obligations as at the valuation date. The inflation and discount rates used to calculate the present value of cash flows have been determined by iCare.

The actuary’s advice with respect to outstanding claims liability has been prepared in accordance with the Institute of Actuaries of Australia’s Professional Standard 302 Valuations of General Insurance Claims with the exception of the following:

• the economic assumptions adopted are those provided by iCare,

• premium liability estimates are not relevant due to the financing structure of the Funds – financed through appropriations from Parliament rather than premiums,

• the central estimate of future cash flows is included, and no adjustment is made for risk margins, and

• the central estimates do not include any explicit allowance for future potential latent claims from currently unknown sources.

The BFFCF provides benefits that are payable for many years into the future, with some benefits being paid for the lifetime of injured claimants. The future cash flows in the valuation of outstanding claims liabilities are inflated to the expected date of payment and then discounted back to the valuation date.

Also included is an estimate for claims handling expenses and tax recovery rates.

The surplus can only be used to fund future expenses and claims of the fund and cannot be refunded to contributors or used for any other purpose. Any money in the Fund can only be applied in accordance with the limitations set out in the Workers Compensation (Bush Fire, Emergency and Rescue Services) Act 1987 The RFS discloses any surplus/deficit fund balance as a current asset/liability as the intent is that any surplus or deficit position is corrected by adjustments to the premium paid in the following year.

Salaries and wages

In December 2023 the Public Service Association commenced Supreme Court Action against the RFS claiming that the RFS failed to pay overtime to a range of employees. The RFS has agreed to the settlement of these proceedings and will pay the sum of $5m to be shared equally among eligible employees for settlement of historic claims as well as reaching an agreement on the interpretation of the award for future overtime entitlements. This liability is disclosed within Accrued payables (Note 15).

Notes to the financial statements for the year ended 30 June 2025

(b) Other operating expenses include the following:

Recognition and Measurement

Lease expense

The Service recognises the lease payments associated with the following types of leases as an expense on a straight-line basis:

• Leases that meet the definition of short-term. i.e. where the lease term at commencement of the lease is 12 months or less. This excludes leases with a purchase option.

• Leases of assets that are valued at $10,000 or under when new.

Notes to the financial statements for the year ended 30 June 2025

(c) Depreciation and amortisation expense

Refer to Note 10, 11 and 12 for recognition and measurement policies on depreciation and amortisation.

(d) Grants and subsidies

Recognition and Measurement Rural Fire Fighting Equipment

The ownership of all firefighting equipment purchased by the Rural Fire Fighting Fund is vested in the relevant local government council. The cost of such equipment is therefore expensed by the Service in the year of purchase. During the year ending 30 June 2025, in addition to firefighting appliances and equipment, the Service vested satellite communication equipment in councils to the value of $13.673 m. Councils were notified of their respective allocation and that the installation process is ongoing with the relevant equipment being managed by the technology installation partner.

The exception to this is firefighting equipment purchased for the Mitigation Service which is recorded on the Service’s asset register and equipment that is in the nature of inventory or property, plant and equipment as described in Notes 9 and 10.

Notes to the financial statements for the year ended 30 June 2025

A Parliamentary Public Accounts Committee conducted an inquiry into the assets, premises and funding of the NSW Rural Fire Service. Submissions closed on 10 May 2024. Public Hearings were held on 20 August 2024 and 16 September 2024, with final answers to supplementary questions submitted up to 22 October 2024. The Committee’s Report to Parliament was tabled on 27 May 2025. There are fourteen recommendations proposing significant reforms to the assets and funding of the Service. The Government response is due on 27 November 2025. The Service has not made any changes to the basis of preparation of these financial statements as at 30 June 2025 and is assisting other Government agencies to develop a response.

(e) Finance Costs

Unwinding of discount and effect of changes in discount rate on

(f) Other expenses

With the exception of insurance coverage for volunteers, the Service's insurance activities are conducted through the NSW Treasury Managed Fund (TMF) Scheme of self-insurance for Government agencies. The expense (premium) is determined by the Fund Manager based on past claims experience. Insurance coverage for volunteers is provided through the Bush Fire Fighters Compensation Fund managed by Insurance and Care NSW (iCare), with an annual premium paid where required.

Presumptive Legislation

Details of the presumptive legislation are explained in Note 2(a).

Aerial Support

The National Aerial Firefighting Centre (NAFC) provides a cooperative national arrangement for the provision of aerial firefighting resources for combating bushfires. NAFC coordinates the procurement of a fleet of highly specialised aircraft that are readily available for use by state and territory emergency service and land management agencies across Australia including the Service. The cost of securing aircraft under the NAFC arrangements are reported as Aerial support as well as the costs of operating and maintaining RFS owned aircraft.

3. Revenue

Recognition and Measurement

Income is recognised in accordance with the requirements of AASB 15 Revenue from Contracts with Customers or AASB 1058 Income of Not-for-Profit Entities, dependent on whether there is a contract with a customer defined by AASB 15 Revenue from Contracts with Customers Comments regarding the accounting policies for the recognition of income are discussed below.

Notes to the financial statements for the year ended 30 June 2025

(a) Special Deposits Account Revenue

Funds received by the Service form part of the Rural Fire Fighting Fund which is a Special Deposits Account (SDA) pursuant to the Rural Fires Act 1997. In accordance with the GSF Act, SDA’s do not form part of the Consolidated Fund. Hence the Service does not receive revenue which is in the nature of deemed appropriations.

The accounting policies which outline how revenue items are recognised and measured are contained in Note 3, and expenditure items are outlined in Note 2.

(b) Sale of goods and services from contracts with customers / Sale of goods and services

Recognition and Measurement

Sale of goods

Revenue from sale of goods is recognised as the Service satisfies a performance obligation by transferring the promised goods. The Service provides firefighting materials to other jurisdictions and recovers the direct cost of this. The Service typically satisfies its performance obligations when the goods are supplied. The payments are typically due immediately following supply when the cost is known with certainty.

Revenue from these sales is recognised based on the price specified in the contract, and revenue is only recognised to the extent that it is highly probable that a significant reversal will not occur. No element of financing is deemed present as the sales are made with a short credit term. No volume discount or warranty is provided on the sale.

Aviation – use of contract by other agencies

This income is recognised in accordance with the requirements of AASB 15 Revenue from Contracts with Customers.

Refer to Note 8 for the disclosure of the aggregate amount of the transaction price allocated to performance obligations that are unsatisfied (or partially unsatisfied) at the end of the reporting period, and when the entity expects to recognise the unsatisfied portion as revenue.

(c) Investment revenue

(d) Grants and contributions

Recognition and Measurement

Income from grants without sufficiently specific performance obligations are recognised when the Service obtains control over the granted assets.

Natural disaster relief contributions

Natural disaster relief contributions consist of reimbursements from the Crown Disaster Relief Account for expenses incurred in relation to declared natural disasters. Natural disaster relief contributions are recognised on an accrual basis.

Rural Fire Fighting Fund contributions

Income from grants without sufficiently specific performance obligations is recognised when the Service obtains control over the granted assets (e.g. cash).

From 1 July 2017, the NSW Government manages contributions to the Rural Fire Fighting Fund (the contributory funding scheme in the Rural Fires Act 1997) via grants from the Department of Communities and Justice. Relevant councils and insurers continue to contribute towards the costs of the NSW Rural Fire Service through contributions imposed by the amended Rural Fires Act 1997 (for councils) or the Emergency Services Levy Act 2017 (for insurers). Contributions are based upon a ‘rural fire brigade funding target’ which largely replicates the previous Rural Fire Fighting Fund calculation, and the contribution percentages are unchanged at 11.7% for Local Government and 73.7% for insurers. These contributions are now collected by Revenue NSW.

In accordance with the Rural Fires Act 1997, any unspent grants and contributions made towards estimated rural fire brigades’ expenditure are to remain within the Rural Fire Fighting Fund, and adjustments are made in future years to return the funds to contributors after allowing for commitments made for future expenditure. At the reporting date there is no reliable estimate to indicate a return of funds to contributors. The Service also received volunteer services. Refer to Note 20.

The Service receives its funding under grant funding received from Department of Communities and Justice which receives appropriations from the Consolidated Fund. Appropriations for each financial year are set out in the Appropriation Bill that is prepared and tabled for that year.

Notes to the financial statements for the year ended 30 June 2025

(e) Acceptance by the Crown in right of the State of New South Wales (“Crown”) of employee benefits and other liabilities

The following liabilities and/or expenses have been assumed by the Crown:

(f)

Legislation BFFCF surplus

Recognition and Measurement

Sale of equipment

In accordance with section 119(4)(b) of the Rural Fires Act 1997, distribution of proceeds from the sale by Councils of firefighting equipment is allocated between the Service and the Councils in the same proportion as each party’s contribution to the purchase of the equipment. The prevailing practice is for the Service to meet the full cost of this equipment, and the sale proceeds of this equipment is fully allocated to the Service as income to the NSW Rural Fire Fighting Fund. The Service’s share of such proceeds totalled $3.618m in 2024-25 ($1.988m in 2023-24).

Presumptive legislation BFFCF surplus

Refer to disclosure in Note 2(a).

Donations

Donations are recognised either in accordance with AASB 15 Revenue from Contracts with Customers or AASB1058 Income of not-for-profit entities depending on the specific facts and circumstances of the donation. Volunteer services are excluded from donations (refer Note 20).

Insurance claims proceeds

Insurance claims include those relating to fire fighting vehicles, the majority of which are held by local councils and insured by the Service through the Treasury Managed Fund (TMF) and remediation costs refer Note 22. Insurance claims proceeds are recognised as income when the claim has been submitted and the TMF has indicated acceptance of the claim.

4. Gain / (Loss) on Disposal

5. Hedge accounting

During the year ended 30 June 2025, the Service had entered into an arrangement with TCorp to exchange US dollars at a future date in order to purchase or sell aviation equipment, ICT equipment and software.

The purpose of the hedge was to eliminate the foreign currency risk associated with the transaction and ensure that the Australian dollar price of the transaction is known from the date that the transaction is approved.

Recognition and Measurement

As the critical terms of the hedging instruments matched those of their corresponding hedged items, all hedging relationships were effective under AASB 9 Financial Instruments effectiveness assessment requirements. Hedges of foreign exchange risk on firm commitments were accounted for as cash flow hedges. When the hedged forecast transaction resulted in the recognition of a non financial asset, the gains and losses previously recognised in other comprehensive income and accumulated in equity were removed from equity and included in the initial measurement of the cost of the non financial asset (basis adjustment).

As at 30 June 2025 the Service had $11.404m remaining open foreign currency hedge arrangements. Cash flow hedge reserve

The cash flow hedge reserve represents the cumulative amount of gains and losses on open hedging instruments deemed effective in cash flow hedges. The cumulative deferred gain or loss on the hedging instrument is included directly in the initial cost or other carrying amount of the hedged non-financial items (basis adjustment).

Refer to Note 25 for details regarding credit risk, liquidity risk, market risk and foreign currency risk arising from financial instruments.

6. Current Assets – Cash and Cash Equivalents

For the purpose of the Statement of Cash Flows, cash and cash equivalents include cash at bank

Cash and cash equivalent assets recognised in the statement of financial position are reconciled at the end of financial year to the statement of cash flows as follows:

Refer to Note 25 for details regarding credit risk, liquidity risk, market risk and foreign currency risk arising from financial instruments and Note 14 regarding restrictions upon cash.

7. Current Assets – Receivables

*Movement in allowance for expected credit losses

Balance at 1 July

Amounts written off during the year

Amounts recovered during the year

Increase/(decrease) in allowance recognised in net result

at end of the year

Details regarding credit risk, liquidity risk, market risk and foreign currency risk, including financial assets that are neither past due nor impaired, are disclosed in Note 25.

Recognition and Measurement

All ‘regular way’ purchases or sales of financial assets are recognised and de-recognised on a trade date basis. Regular way purchases or sales are purchases or sales of financial assets that require delivery of assets within the time frame established by regulation or convention in the marketplace.

Receivables are initially recognised at fair value plus any directly attributable transaction costs. Trade receivables that do not contain a significant financing component are measured at the transaction price.

The entity recognises a financial asset or a financial liability when, and only when, it becomes a party to the contractual provisions of the instrument. To determine when the agency becomes a party to the contractual provisions of the instrument, the entity considers:

- Whether the entity has a legal right to receive cash (financial asset) or a legal obligation to pay cash (financial liability); or

- Whether at least one of the parties has performed under the agreement.

Subsequent measurement

The Service holds receivables with the objective to collect the contractual cash flows and therefore measures them at amortised cost using the effective interest method, less any impairment. Changes are recognised in the net result for the year when impaired, de-recognised or through the amortisation process.

Impairment

The Service recognises an allowance for expected credit losses (ECLs) for all debt financial assets not held at fair value through profit or loss. ECLs are based on the difference between the contractual cash flows and the cash flows that the Service expects to receive, discounted at the original effective interest rate.

For trade receivables, the Service applies a simplified approach in calculating ECLs. The Service recognises a loss allowance based on lifetime ECLs at each reporting date. The Service has established a provision matrix based on its historical credit loss experience for trade receivables, adjusted for forward-looking factors specific to the receivable including climate related risks (if any are known).

8. Contract Assets and Liabilities

Recognition and Measurement

Contract liabilities relate to payments received for specifically agreed performance obligations where the work had not been completed at the end of the year.

Revenue recognised that was included in the contract liability balance at the beginning of the year

Transaction price allocated to the remaining performance obligations from contracts with customers

The Transaction price allocated to the remaining performance obligations relates predominantly to equipment that is being purchased and installed for use by Brigades. 100% is expected to be recognised as revenue in the 2025-26 financial year.

9. Current Assets – Inventories

The cost of inventories recognised as an expense during the year was $48.536m (2023-24: $27.943m).

The amount of write-downs of inventory recognised as an expense during the year was $1.073m (2023-24: $2.623m). The major reason for write-downs is stocktake variances.

No inventories are pledged as security for liabilities.

Recognition and Measurement

Inventories held for distribution are stated at cost, adjusted where applicable, for any loss of service potential. A loss of service potential is identified and measured based on any loss of operating capacity due to obsolescence. Cost is calculated using the weighted average cost method.

The cost of inventories acquired at no cost or for nominal consideration is the current replacement cost as at the date of acquisition. Current replacement cost is the cost the Service would incur to acquire the asset.

Inventories are classified as current assets as it is considered probable that the inventories held at year end will be distributed within the next twelve months.

10. Property, Plant and Equipment

At 1 July 2023 – fair value

At 30 June 2025 – fair value

Leasehold improvements consist predominantly of the fit-out of the Headquarters. Plant and equipment consist predominantly of motor vehicles, office equipment and plant. Aircraft consists of fixed-wing and rotary aircraft. Infrastructure systems consist predominantly of information and communications technology equipment.

*Refer to the following Recognition and Measurement note for an explanation of the separation of Aviation Assets from Plant and Equipment.

Recognition and Measurement

Acquisition of property, plant and equipment

Property, plant and equipment are initially measured at cost and subsequently revalued at fair value less accumulated depreciation and impairment. Cost is the amount of cash or cash equivalents paid, or the fair value of the other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised in accordance with the requirements of other Australian Accounting Standards.

Fair value is the price that would be received to sell an asset in an orderly transaction between market participants at measurement date.

Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. the deferred payment amount is effectively discounted over the period of credit.

Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition.

On 22 June 2018 the Australian Government agreed to the transfer of two Black Hawk aircraft to the Service in order to boost NSW’s ability to respond to emergencies. The Service received the two Black Hawks in October 2023 Under International Traffic in Arms Regulations (ITAR) the Service will only be entitled to ownership of the two helicopters once modifications have been made, and the aircraft are certified for civilian use.

Currently, expenditure on modification and certification of the two Black Hawks are recorded as Capital Work in progress. As at 30 June 2025 $8.141m had been expended. Under ITAR requirements, the Australian military cannot dispose of the Black Hawks (or any part thereof) to any other party without permission of the US Government. Such permission was required in order for the Australian Government to gift the Black Hawks to the Service The Service will undertake an independent expert valuation at the time when the Service gains ownership and operational control over the helicopters. This is expected to occur in the first half of the 2025-26 financial year

Capitalisation thresholds

Plant and equipment and intangible assets costing $5,000 and above individually (or forming a part of a network costing more than $5,000) are capitalised.

Restoration costs

The present value of the expected cost for the restoration or cost of dismantling of an asset after its use is included in the cost of the respective asset if the recognition criteria for a provision are met.

Depreciation of property, plant and equipment

Depreciation is provided for on a straight-line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the Service. There were no changes to useful lives compared with the prior year.

All material identifiable components of assets are depreciated separately over their useful lives.

In accordance with AASB 116, the table below illustrates the useful life of applicable asset categories.

Asset Class Useful Life

Infrastructure systems

Leasehold improvements

Plant and equipment

3 – 10 Years

Period of the Lease

3 – 20 Years

Aviation 10 -18 Years

Right-of-Use Assets acquired by lessees

AASB 16 Leases (AASB 16) requires a lessee to recognise a right-of-use asset for most leases. The Service has elected to present right-of-use assets separately in the Statement of Financial Position. Further information on leases is contained at Note 11.

Notes to the financial statements for the year ended 30 June 2025

Revaluation of Property, Plant and Equipment

Physical non-current assets are valued in accordance with the Treasury Policy and Guidelines Paper ‘Valuation of Physical Non-Current Assets at Fair Value’ (TPP 21-09) and the Treasurer’s Direction ‘Valuation of Physical NonCurrent Assets at Fair Value’ (TD21-05). This policy adopts fair value in accordance with AASB 13 Fair Value Measurement, AASB 116 Property, Plant and Equipment and AASB 140 Investment Property

AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of Non-Financial Assets of Not-for-Profit Public Sector Entities (AASB 2022-10) applies to annual periods beginning on or after 1 January 2024. AASB 2022-10 amends AASB 13 Fair Value Measurement (AASB 13). For non-financial assets of not-for-profit public sector entities that are not held primarily for their ability to generate net cash inflows, there is a rebuttable assumption that current use is highest and best use, unless the asset is classified as held for sale in accordance with AASB 5 Non-current Assets Held for Sale and Discontinued Operations or it is highly probably the asset will be used for an alternative purpose to its current use (AASB 13.Aus29.1 and Aus29.2).

Property, plant and equipment is measured at the highest and best use by market participants that is physically possible, legally permissible and financially feasible. The highest and best use must be available at a period that is not remote and take into account the characteristics of the asset being measured, including any socio-political restrictions imposed by Government. In most cases, after taking into account these considerations, the highest and best use is the existing use.

Fair value of property plant and equipment is based on a market participants’ perspective, using valuation techniques (market approach, cost approach, income approach) that maximise relevant observable inputs and minimise unobservable inputs

Revaluation increments are recognised in other comprehensive income and credited to revaluation surplus in equity. However, to the extent that an increment reverses a revaluation decrement in respect of the same class of asset previously recognised as a loss in the net result, the increment is recognised immediately as a gain in the net result.

Revaluation decrements are recognised immediately as a loss in the net result, except to the extent that it offsets an existing revaluation surplus on the same class of assets, in which case, the decrement is debited directly to the revaluation surplus.

As a not-for-profit entity, revaluation increments and decrements are offset against one another within a class of non-current assets, but not otherwise.

As a result of an increase in the Service’s owned aviation aircraft fleet in recent years, the Service decided to revalue its aviation fleet at least every five years, or with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at reporting date. A comprehensive revaluation was undertaken by an accredited valuer in respect of long-life aviation fleet as at 31 March 2025 The increase in fair values of aviation aircraft has been recognised in the financial statements at 30 June 2025 and for the first time separately disclosed the Aviation assets apart from the Plant and equipment asset class.

Non-specialised assets with short useful lives are measured at depreciated historical cost as an approximation of fair value. The Service has assessed that any difference between fair value and depreciated historical cost is unlikely to be material.

The residual values, useful lives and methods of depreciation of property, plant and equipment are reviewed at the end of each financial year.

Impairment of property, plant and equipment

As a not-for-profit Service with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to arise. As plant and equipment is carried at fair value or an amount that approximates fair value, impairment can only arise in the rare circumstances where the costs of disposal are material.

The Service assesses at each reporting date, whether there is an indication that an asset may be impaired. If any indication exists, or when annual impairment testing for an asset is required, the Service estimates the asset’s recoverable amount. When the carrying amount of an asset exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount.

As a not-for-profit Service, an impairment loss is recognised in the net result to the extent the impairment loss exceeds the amount in the revaluation surplus for the class of asset.

After an impairment loss has been recognised, it is reversed only if there has been a change in the assumptions used to determine the asset’s recoverable amount. The reversal is limited so that the carrying amount of the asset does not exceed its recoverable amount, nor exceed the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognised for the asset in prior years. Such reversal is recognised in net result and is

Notes to the financial statements for the year ended 30 June 2025

treated as a revaluation increase. However, to the extent that an impairment loss on the same class of asset was previously recognised in net result, a reversal of that impairment loss is also recognised in net result.

11. Leases

a. Service as a lessee

The Service leases various commercial properties including the Headquarters, the main warehouse at Glendenning and district offices and equipment storage locations. Lease contracts are typically made for fixed periods of 5 to 10 years but may have extension options. Lease terms are negotiated with Property NSW or the lessor on an individual basis and contain a wide range of different terms and conditions. The lease agreements do not impose any covenants, but leased assets may not be used as security for borrowing purposes. The Service does not provide residual value guarantees in relation to leases.

Extension and termination options are included in several property leases. These terms are used to maximise operational flexibility in terms of managing contracts. The majority of extension and termination options held are exercisable only by the Service and not by the respective lessor. In determining the lease term, management considers all facts and circumstances that create an economic incentive to exercise an extension option or not exercise a termination option. Extension options (or periods after termination options) are only included in the lease term if the lease is reasonably certain to be extended (or not terminated). Potential future cash outflows of $57 667m have not been included in the lease liability because it is not reasonably certain that the leases will be extended (or not terminated). The assessment is reviewed if a significant event or a significant change in circumstances occurs which affects this assessment and that is within the control of the lessee.

During the current financial year, there were no revisions to exercising extensions and termination options, apart from the main warehouse at Glendenning where the option to extend the lease will not be exercised.

AASB 16 Leases (AASB 16) require a lessee to recognise a right-of-use and a corresponding lease liability for most leases.

to the financial statements for the year ended 30 June 2025

Right-of-use assets under leases

The following table presents right-of use assets.

Lease Liabilities

The following table presents liabilities under leases.

The following amounts were recognised in the statement of comprehensive income for the year ending 30 June 2025 in respect of leases where the Service is the lessee:

The Service had total cash outflows for leases of $6.890m in 2024-25 ($6.534m in 2023-24).

Notes to the financial statements for the year ended 30 June 2025

Recognition and measurement under AASB 16

The Service assesses at contract inception whether a contract is, or contains, a lease. That is, if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration.

The Service recognises lease liabilities to make lease payments and right-of-use assets representing the right to use the underlying assets, except for short-term leases and leases of low-value assets.

(i) Right-of-use assets

The Service recognises right-of-use assets at the commencement date of the lease (i.e. the date the underlying asset is available for use). Right-of-use assets are initially measured at the amount of initial measurement of the lease liability (refer ii below), adjusted by any lease payments made at or before the commencement date and lease incentives, any initial direct costs incurred, and estimated costs of dismantling and removing the asset or restoring the site.

Right-of-use assets are subsequently measured at cost. They are depreciated on a straight-line basis over the shorter of the lease term and the estimated useful lives of the assets, as follows:

1. Land and buildings - 5 to 12 years

If ownership of the leased asset transfers to the Service at the end of the lease term or the cost reflects the exercise of a purchase option, depreciation is calculated using the estimated useful life of the asset.

The right-of-use assets are also subject to impairment. The Service assesses at each reporting date, whether there is an indication that an asset may be impaired. If any indication exists, or when annual impairment testing for an asset is required, the Service estimates the asset’s recoverable amount. When the carrying amount of an asset exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. After an impairment loss has been recognised, it is reversed only if there has been a change in the assumptions used to determine the asset’s recoverable amount. The reversal is limited so that the carrying amount of the asset does not exceed its recoverable amount, nor exceed the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognised for the asset in prior years. Such reversal is recognised in the net result.

(ii) Lease liabilities

At the commencement date of the lease, the Service recognises lease liabilities measured at the present value of lease payments to be made over the lease term. Lease payments include:

1. fixed payments (including in substance fixed payments) less any lease incentives receivable,

2. variable lease payments that depend on an index or a rate,

3. amounts expected to be paid under residual value guarantees,

4. exercise price of a purchase options reasonably certain to be exercised by the Service, and 5. payments of penalties for terminating the lease, if the lease term reflects the Service exercising the option to terminate.

Variable lease payments that do not depend on an index or a rate are recognised as expenses (unless they are incurred to produce inventories) in the period in which the event or condition that triggers the payment occurs.

The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, which is generally the case for the Service’s leases, the lessee’s incremental borrowing rate is used, being the rate that the Service would have to pay to borrow the funds necessary to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions.

After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term, a change in the lease payments (e.g., changes to future payments resulting from a change in an index or rate used to determine such lease payments) or a change in the assessment of an option to purchase the underlying asset.

The Service’s lease liabilities are included in borrowings.

(iii) Short-term leases and leases of low-value assets

The Service applies the short-term lease recognition exemption to its short-term leases of machinery and equipment (i.e., those leases that have a lease term of 12 months or less from the commencement date and do not contain a purchase option). It also applies the lease of low-value assets recognition exemption to leases of office equipment that are considered to be low value. Lease payments on short-term leases and leases of low value assets are recognised as expense on a straight-line basis over the lease term.

12. Intangible Assets

Notes to the financial statements for the year ended 30 June 2025

Recognition and Measurement

The Service recognises intangible assets only if it is probable that future economic benefits will flow to the Service and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost. Where an asset is acquired at no or nominal cost, the cost is its fair value as at the date of acquisition. Following initial recognition, intangible assets are subsequently measured at fair value only if there is an active market. If there is no active market for the Service’s intangible assets, the assets are carried at cost less any accumulated amortisation and impairment losses.

All research costs are expensed. Development costs are only capitalised when the criteria set out in AASB 138Intangible Assets are met.

The useful lives of intangible assets are assessed as finite.

The Service’s intangible assets are amortised using the straight-line method over their useful lives. The amortisation period and the amortisation method for an intangible asset with a finite useful life is reviewed at least at the end of each reporting period.

In accordance with AASB 138 – Intangible Assets, the table below illustrates the useful life of applicable asset categories. There were no changes in useful lives compared to the prior year.

Asset Class Useful Life

Software

3 – 5 Years

Intangible assets are tested for impairment where an indicator of impairment exists. If the recoverable amount is less than its carrying amount, the carrying amount is reduced to the recoverable amount and the reduction is recognised as an impairment loss.

13. Fair value measurement of non-financial assets

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. The fair value measurement is based on the presumption that the transaction to sell the asset or transfer the liability takes place either in the principal market for the asset or liability or in the absence of a principal market, in the most advantageous market for the asset or liability.

A number of the Service’s accounting policies and disclosures require the measurement of fair values, for both financial and non-financial assets and liabilities. When measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises the use of unobservable inputs. Under AASB 13 Fair Value Measurement (as amended by AASB 2022-10), the Service categorises, for disclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as follows:

• Level 1 – quoted unadjusted prices in active markets for identical assets/liabilities that the Service can access at the measurement date.

• Level 2 – inputs other than quoted unadjusted prices included within Level 1 that are observable, either directly or indirectly.

• Level 3 – inputs that are not based on observable market data (unobservable inputs).

The Service recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred.

(a) Fair value hierarchy

Fair value measurements recognised in the statement of financial position are categorised into the following levels:

There are no comparatives as this was the first year of aviation assets.

(b) Valuation Techniques, Inputs and Processes

Aviation Assets

The fair value of aviation assets has been determined based on their highest and best use. At 30 June 2025, the uplift in the fair value of aircraft has been recognised in the financial statements for the first time and presented separately from the broader Plant and Equipment asset class.

The aviation assets being non-specialised, are valued using level 2 inputs as observable current market buying prices are available for these assets in the international markets. These assessments have been based predominantly on international market evidence and discussions with a local aircraft valuation consultant

Market protocol dictates that these aircraft types transact and are consequently valued in US dollars. Once premiums and allowances (depreciated if applicable) have been applied for any fire-fighting accessories and mission equipment installed including Forward Looking Infrared (FLIR) and scanning equipment, as well as the Service paint scheme and local requirements, the assessed amount is then converted to Australian dollars

14. Restricted Assets

The Service holds funds that form the NSW Rural Fire Fighting Fund which is a Special Deposits Account established under section 102 of the Rural Fires Act 1997. Funds in the Rural Fire Fighting Fund can only be expended for the purposes defined in the Act.

15. Current Liabilities – Payables

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payables, are disclosed in Note 25.

Recognition and Measurement

Payables represent liabilities for goods and services provided to the Service and other amounts. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

Payables are financial liabilities at amortised cost, initially measured at fair value, net of directly attributable transaction costs. These are subsequently measured at amortised cost using the effective interest method. Gains and losses are recognised in net result when the liabilities are de-recognised as well as through the amortisation process.

16. Current / Non-Current Liabilities – Borrowings

Details regarding liquidity risk, including a maturity analysis of the above liabilities are disclosed in Note 25.

Changes in Liabilities arising from financing activities

17. Current / Non-Current Liabilities – Provisions

Movements in provisions (other than employee benefits)

Movements in each class of provision during the financial year, other than employee benefits are set out below:

Recognition and Measurement

Employee benefits and related on-costs

Salaries and wages, annual leave, parental leave and sick leave

Salaries and wages (including non-monetary benefits) and paid sick leave that are due to be settled wholly within twelve months after the end of the period in which the employees render the service are recognised and measured at the undiscounted amount of the benefits.

Annual leave is not expected to be settled wholly before twelve months after the end of the annual reporting period in which the employees render the service. As such, it is required to be measured at present value in accordance with AASB 119 Employee Benefits (although short cut methods are permitted).

Actuarial advice obtained by Treasury has confirmed that the use of a nominal approach plus the annual leave on annual leave liability using 8.4% (2023-24: 8.4%) of the nominal value of annual leave can be used to approximate the present value of the annual leave liability. The Service has assessed the actuarial advice based on the Service’s circumstances and has determined that the effect of discounting is immaterial to annual leave. All annual leave is classified as a current liability even where the Service does not expect to settle the liability within twelve months as the Service does not have an unconditional right to defer settlement.

Unused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future.

The Industrial Relations Secretary issued Section 52(1) Determination No. 4 of 2022 under the Government Sector Employment Act 2013, changing conditions of employment relating to parental leave. This applied from 1 October 2022. In summary, the determination expands access to 14 weeks of paid parental leave by the employee, the employee’s partner or the employee’s legal surrogate, adoption of a child (or children) under 18 years of age or placement of a child (or children) under 18 years of age in permanent out-of-home care, to take the paid parental leave, where they have 40 weeks of continuous service (or will have by the time of the birth, adoption or placement), and there is the birth, adoption or placement of a child (or children) after 1 October 2022. The enhanced conditions mean that paid parental leave entitlements now accumulate for up to 24 months.

Notes to the financial statements for the year ended 30 June 2025

Long service leave and superannuation

Long service leave is measured at present value in accordance with AASB 119 Employee Benefits This is based on an annual actuarial review conducted by Mercer and is considered to approximate present value.

The Service’s liability for defined benefit superannuation is assumed by the Crown from 1 July 2014. The Service accounts for the liability as having been extinguished, resulting in the amount assumed being shown as part of the nonmonetary revenue item described as ‘Acceptance by the Crown of employee benefits.

The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain superannuation schemes (i.e. Basic Benefit and Aware Super) is calculated as a percentage of the employee’s salary. For other superannuation schemes (i.e. State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employee’s superannuation contributions. Further information is provided in Note 26.

Consequential on-costs

Consequential costs to employment are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised. This includes outstanding amounts of payroll tax, workers’ compensation insurance premiums and fringe benefits tax.

18. Current / Non-Current Liabilities – Other liabilities

The Service did not receive any transfers to acquire or construct non-financial assets to be controlled by the Service where the obligations were unsatisfied at the end of the year.

19. Equity

Revaluation Surplus

The revaluation surplus is used to record increments and decrements on the revaluation of non-current assets. This accords with the entity’s policy on the revaluation of property, plant and equipment as discussed in Note 10

Accumulated Funds

The category ‘Accumulated Funds’ include all current and prior period retained funds.

Reserves

Separate reserve accounts are recognised in the financial statements only if such accounts are required by specific legislation or Australian Accounting Standards.

20. Volunteer Services and Other Not-For-Profit Transactions

The operations of the Service are dependent on the services provided by volunteer firefighters. Their contributions are essential to the provision of a comprehensive, efficient and effective emergency service throughout NSW.

In accordance with AASB 1058 - Income of Not-for-Profit Entities contributions of services will be recognised as revenue and expense when the fair value of those services can be reliably measured, and the services would have been purchased if not donated.

The contribution and cost of volunteer services has not been recognised in the financial statements as the services donated would not otherwise be purchased if they were not received. The Service does not currently purchase alternative services when volunteer numbers fluctuate.

The Service has entered into arrangements with the Department of Defence for access to certain Air Bases for the purpose of operating RFS aircraft. The RFS is not charged for these arrangements. These arrangements are not Defence Assistance to the Civil Community (DACC) arrangements. The arrangement does not fall within the scope of AASB 16 - Leases and is not recorded in the financial statements as a donation as it is not possible to reliably measure a comparable access arrangement.

21. Commitments

(a)

Capital Commitments

Aggregate capital expenditure for the acquisition of plant and equipment and infrastructure systems contracted for at balance date and not provided for:

The predominant component of the 2025 commitments is the Paging Refresh Project which comprises supplier open purchase orders for $3.2m. $0.5m of this is anticipated for the 2026-27 financial year.

22. Contingent Assets and Contingent Liabilities

Contingent liabilities

The Service, in prior years, had been made aware via preliminary NSW Environment Protection Authority (EPA) soil and water sample tests of potentially elevated readings of perfluorooctane sulfonate (PFOS) and perfluorooctanoic acid (PFOA) at a number of its sites. The Service continues to work with the EPA and is insured for any remediation work that may be required. No remaining potential remediation site assessment has reached a stage where the actual or estimated costs of remediation are able to be reliably measured. Accordingly, the Service makes no provision this year.

At balance date the Service was a party to litigation that may result in the payment of minor amounts to settle legal claims. As the Service is insured through the Treasury Managed Fund in respect of the majority of legal claims, any residual amounts are considered to be immaterial. It is not practicable to quantify these amounts due to their nature. Contingent liabilities associated with the Local Government Superannuation Scheme are disclosed at Note 26(b)(v).

23. Budget Review

The budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect of the reporting period. Subsequent amendments to the original budget (e.g. adjustment for transfer of functions between entities as a result of Administrative Arrangements Orders) are not reflected in the budgeted amounts. Major variances between the original budgeted amounts and the actual amounts disclosed in the financial statements are explained below.

Notes to the financial statements for the year ended 30 June 2025

Net result

The actual Net Result was $14.2m favourable to budget. The major factors are: $’000

Employee related expenses overspent by $8.5m – this is due to $10.3m overspent in overtime expenses, $3.8m higher staff salaries, $2.8m additional long service leave provision and $0.5m in Payroll taxes. This was partially offset by $7.7m contractor expenses reported under Operating Expense and $1.2m lower Fringe Benefits Tax. (8,508)

Other operating expenses are favourable to budget by $93.7 m - $87.1 m of classification difference between the annual financial statements and Treasury budget, $14.3m lower in Fees for Services relates to projects, $6.5m lower temporary employee expenses and $4.9m less in General equipment. This favourable variance has been partially offset by $5.3m higher repair and maintenance costs for equipment, $3.9m in training, $3.2m in communication services, $1.7m in travel, $2.1m in computer equipment and software and $2.9m across a variety of expense types. The budget classification difference includes Grants & Subsidies ($50.1 m), Other Expenses ($44.7m), partially offset by $7.7m classified in the budget as Employee related expenses. 93,674

Depreciation and amortisation below budget by $5.9m across all asset categories except Right of Use Assets due to the timing in completing assets 5,885

Grants and subsidies overspent by $113.7 m - Key contributors to this overspend are: Natural Disaster response services spend over budget by $53.9m with $52.6m to be offset by reimbursement, $50.1m of communication network expenditure with budget classified in Other Operating Expenses, $16.9m higher in Council grants funded expenses, partially offset by $8.7m lower in fire mitigation works. (113,720)

Finance costs are broadly in line with budget. (30)

Other expenses overspent by $50.7m - $44.7m of insurance budget is classified under Operating Expenses. Aviation services expenses were $19.3m above budget but this has income offsets. The agency also booked $1.1m in unplanned impairment on leased property This was partially offset by $14.4m lower in Bushfire Fighter Workers Compensation Fund contributions due to the claims history and the actuarial valuation (50,652)

Sale of goods and services are $21.3m higher compared to budget primarily due to aviation services partially offset by $1.1m improvement in special projects income.

Investment revenue is $7.8m over budget - primarily resulting from a higher than anticipated cash balances throughout 2024-25

Funding from Cluster Grants is $0.5m higher - reflecting a change of the employee related increments. 495

Grants and contributions revenue is $38.2m higher predominantly due to $39.8m unplanned Disaster Relief Account grants to reimburse the net costs of natural disaster combat operations, partially offset by $0.7m lower in grants received to fund project activities. 38,217

Acceptance by the Crown Entity of employee benefits is under budget by $0.7m – reflecting lower than budgeted defined benefit superannuation costs. (721)

Other Revenue is $22.8m over budget - $11.3m unplanned deployment revenue that has expenditure offsets, $11.3m higher in insurance claim proceeds relates to PFAS remediation and damaged firefighting appliances, $6.3m donation recognised for project activities completed, $3.6m in equipment disposal income, partially offset by $9.5m project income delayed due to spend delays.

22,765

Gain on disposal is unfavourable to budget by $2.2m – reflecting a helicopter disposal that was concluded in the prior year. (2,240)

Variation from budgeted Net Result 14,246

Notes to the financial statements for the year ended 30 June 2025

Assets and liabilities

The actual Net Assets exceeded budget by $0.6m. The major factors are:

Cash and cash equivalents are higher than budget by $5.2m - primarily due to the timing of cash payments and receipts. 5,171

Receivables are $5.5m lower than budget - predominantly due to lower sundry debtors (5,503)

Inventories are $23.6m lower primarily due to equipment consumption in particular satellite communication equipment and fire retardant. (23,568)

Leasehold improvements are broadly in line with budget. 16

Plant and equipment is $54.6m lower than budget - attributable to aviation assets reported under a separate category. (54,618)

Aviation equipment originally budgeted as part of Plant and equipment that is now separately disclosed and was revalued during the year.

Infrastructure systems are lower than budget. (989)

Right-of-use lease assets is $0.2m lower than budget mainly due to new lease changes during the year.

Intangible assets are $2.3m higher than budget - due to a project assessed and reprofiled from Operating activities. 2,272

Borrowings have increased by $0.7m primarily relates to lease changes (645)

Payables were $28.7m higher against budget due to the timing of receipts and payments. (28,707)

Contract liabilities are $5.7m higher than budget reflects spend delays on externally funded programs. (5,751)

Provisions are broadly in line with budget 372 Variation from budgeted Net Assets (2,312)

Cash flows

The actual Closing Cash and Cash Equivalents exceeded budget by $5.1m. The major factors are:

Difference in Opening cash position from 2023-24 activities. 10,251

Net cash flows from operating activities are favourable to budget by $2.8m – resulting from project expenditure transferred to investing activities. 2,763

Net cash flows from investing activities are above budget by $7.9m – resulting from additional Right of Use of property leases and transfer of expenditure from operating to investing as well as reduced equipment disposal income. (7,938)

Net cash flow from financing activities were broadly in line with budget. 95 Variation from budgeted Closing Cash and Cash Equivalents 5,171

24. Reconciliation of Cash Flows from Operating Activities to Net Result

25. Financial Instruments

The Service’s principal financial instruments are outlined below. These financial instruments arise directly from the Service’s operations or are required to finance the Service’s operations. The Service does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes.

The Service’s main risks arising from financial instruments are outlined below, together with the Service’s objectives, policies and processes for measuring and managing risk. Further quantitative disclosures are included throughout these financial statements.

The Commissioner has overall responsibility for the establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the Service, to set risk limits and controls and to monitor risks. Compliance with policies is reviewed by the Service on a continuous basis.

(a) Financial instrument categories

Notes

1. Excludes statutory receivables and prepayments (i.e. not within the scope of AASB 7)

2. Excludes statutory payables and unearned revenue (i.e. not within the scope of AASB 7)

The Service determines the classification of its financial assets and liabilities after initial recognition and, when allowed and appropriate, re-evaluates this at each financial year end.

Derivatives

The Service only uses derivatives for hedging purposes and not as trading or speculative instruments. Forward foreign exchange contracts are used to mitigate exchange rate exposure arising from firm commitments for the purchase of goods and services in foreign currency.

All forward foreign exchange contracts have been designated as hedging instruments in cash flow hedges in accordance with AASB 9 Financial Instruments The gain or loss from remeasuring the hedging instruments at fair value is recognised in other comprehensive income and deferred in equity in the hedging reserve, to the extent that the hedge is effective. There was no hedge ineffectiveness in the current year.

Changes in the fair value of derivative instruments that are not designated in a hedge relationship are recognised immediately in profit or loss as part of gain / (loss) in fair value of financial instruments although the Service has not had any hedges with this designation.

The Service held $0.084m (2023-24: $0.011m) in derivative financial assets and $NIL (2023-24: $NIL) in derivative financial liabilities.

Notes to the financial statements for the year ended 30 June 2025

The following table indicates the periods in which the cash flow associated with cash flow hedges are expected to occur and the carrying amounts of the related hedging instruments.

(b) Offsetting financial instruments

Financial assets and financial liabilities are offset, and the net amount is reported in the Statement of Financial Position if there is a currently enforceable legal right to offset the recognised amounts and there is an intention to settle on a net basis, or to realise the assets and settle the liabilities simultaneously.

(c) Financial risks

(i) Credit risk

Credit risk arises when there is the possibility of the Service’s debtors defaulting on their contractual obligations, resulting in a financial loss to the Service. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for credit losses or allowance for impairment).

Credit risk arises from the financial assets of the Service, including cash, receivables, and authority deposits. No collateral is held by the Service. The Service has not granted any financial guarantees.

The Service investigates debtors for default if they are in excess of 60 days past due. These items are then considered on a case-by-case basis taking into consideration the ageing, the counterparty, previous payment history and the nature of any dispute.

Cash and cash equivalents

Cash comprises cash on hand and bank balances within the NSW Treasury Banking System. Interest is earned on the Service’s daily bank balances at the NSW Treasury Corporation (TCorp) 11am unofficial cash rate, adjusted for a management fee to NSW Treasury.

Accounting policy for impairment of trade receivables and other financial assets

Receivables – trade receivables

Collectability of trade receivables is reviewed on an ongoing basis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding amounts, including letters of demand.

The Service applies the AASB 9 Financial Instruments simplified approach to measuring expected credit losses which uses a lifetime expected loss allowance for all trade receivables (if applicable, contract assets and lease receivables).

To measure the expected credit losses, trade receivables (if applicable, contract assets and lease receivables) have been grouped based on shared credit risk characteristics and the days past due.

The expected loss rates are based on historical observed loss rates. The historical loss rates are adjusted to reflect current and forward-looking information on macroeconomic factors affecting the ability of the customers

Notes to the financial statements for the year ended 30 June 2025

to settle the receivables. The Service has identified the GDP and the unemployment rate to be the most relevant factors and accordingly adjusts the historical loss rates based on expected changes in these factors.

Trade receivables (if applicable, contract assets and lease receivables) are written off when there is no reasonable expectation of recovery. Indicators that there is no reasonable expectation of recovery include, amongst others a failure to make contractual payments for a period of greater than twelve months past due.

The loss allowance for trade receivables as at 30 June 2025 and 30 June 2024 was determined as follows:

June 2025

Notes: The analysis excludes statutory receivables and prepayments as these are not within the scope of AASB 7. Therefore, the ‘total’ will not reconcile to the sum of the receivables total in Note 7 and the contract assets total in Note 8.

The Service was not materially exposed to concentrations of credit risk to a single trade debtor or group of debtors as at 30 June 2025 and 30 June 2024. Most of the Service’s debtors have investment grade credit rating.

(ii) Liquidity risk

Liquidity risk is the risk that the Service will be unable to meet its payment obligations when they fall due. The Service continuously manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of high-quality liquid assets. The objective is to maintain a balance between continuity of funding and flexibility through the use of overdrafts, loans and other advances.

The Service has a financing facility through NSW Treasury Corporation to facilitate cash flow until statutory contributions are received. During the year there were no borrowings. The Service has NSW Treasury approval to borrow a maximum of $115.0m.

table below summaries the maturity profile of the Service’s financial liabilities, together with the interest rate exposure .

Notes: 1. The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earlies t date on which the Service can be required to pay. The tables include both interest and principal cash flows and therefore will no t reconcile to statement of financial position. 2. The amounts disclosed here exclude statutory payables and unearned revenue.

Notes to the financial statements for the year ended 30 June 2025

(iii) Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Other than in relation to the purchase of aircraft (refer below and to Note 5), the Service has no exposure to foreign currency risk and does not enter into commodity contracts.

The effect on profit and equity due to a reasonably possible change in risk variable is outlined in the information below, for interest rate risk and other price risk. A reasonably possible change in risk variable has been determined after taking into account the economic environment in which the Service operates and the time frame for the assessment (i.e. until the end of the next annual reporting period). The sensitivity analysis is based on risk exposures in existence at the statement of financial position reporting date. The analysis is performed on the same basis as for 2024. The analysis assumes that all other variables remain constant.

Interest rate risk

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Exposure to interest rate risk arises primarily through the Service’s interest-bearing liabilities. The Service does not account for any fixed rate financial instruments at fair value through profit or loss or as at fair value through other comprehensive income. Therefore, for these financial instruments, a change in interest rates would not affect profit or loss or equity. A reasonably possible change of +/- 1% is used, consistent with current trends in interest rates. The basis will be reviewed annually and amended where there is a structural change in the level of interest rate volatility. The following table demonstrates the sensitivity to a reasonably possible change in interest rates.

(iv) Foreign currency risk

The Service manages its foreign exchange risk by entering into forward exchange contracts in accordance with risk management policies. The foreign exchange risk related to the principal amount of overseas purchase commitments made, that are dominated in US dollars have been fully hedged using forward contracts that will mature on the same dates as the forecast purchase payments are due. These contracts are designated as cash flow hedges.

The Service’s exposure to foreign exchange risk is set out in the table below, with all other variables being held constant. All underlying exposure and related hedges are taken into account. The impact on equity is via other comprehensive income and is due to changes in the fair value of forward exchange contracts designated as cash flow hedges.

Notes to the financial statements for the year ended 30 June 2025

A sensitivity of 10% movement in the exchange rates has been selected for use in the sensitivity analysis at the reporting date, as this is considered reasonable, based on the current Australian dollar level and the historical volatility of the Australian dollar against other currencies.

Based on the value of the Australian dollar at the reporting date as compared with the currencies below, adverse or favourable movements in the foreign exchange rates would result in an increase or decrease in the Australian dollar fair value respectively.

In management’s opinion, the sensitivity analysis is unrepresentative of the inherent foreign exchange risk as the year end exposure does not reflect the exposure during the year.

(d) Fair value compared to carrying amount

Financial instruments are generally recognised at cost. The amortised cost of financial instruments recognised in the statement of financial position approximates the fair value because of the short-term nature of many of the financial instruments.

26. Superannuation – Defined Benefit Plans

(a) NSW Government Defined Benefit Superannuation Schemes

The Crown assumed responsibility for the closed NSW public sector superannuation schemes on 1 July 2014. The Service accounts for the liability as having been extinguished, resulting in the amount assumed being shown as part of the non-monetary revenue item described as ‘Acceptance by the Crown of employee benefits.’

(b) The Local Government Superannuation Scheme Fund Information

The Service has a number of employees who are members of the Local Government Superannuation Scheme Pool B (the Scheme) as a result of the transfer of local government employees to the Service.

The Scheme is deemed to be a ‘multi-employer defined benefit plan’ for the purpose of AASB 119 as:

• Assets are not segregation within the sub-group according to the employees of each sponsoring employer,

• The contribution rates have been the same for all sponsoring employers. That is, contribution rates have not varied for each sponsoring employer according to the experience relating to the employees of that sponsoring employer,

• Benefits for employees of all sponsoring employers are determined according to the same formulae and without regard to the sponsoring employer, and

• The same actuarial assumptions are currently used in respect of the employees of each sponsoring employer.

Given the factors set out above, each sponsoring employer is exposed to the actuarial risk associated with current and former employees of other sponsoring employers and hence shares in the associated gains and losses (to the extent that they are not borne by members). As such, there is insufficient reliable information to allow each sponsoring employer to account for its proportionate share of the defined benefit obligation, sub-group assets and costs associated with the sub-group in the same way as it would for a single employer sponsored defined benefit plan.

As a result, the Service accounts for the Scheme as a defined contribution plan.

(i) Funding arrangements:

Pooled employers are required to pay standard employer contributions and additional lump sum

Notes to the financial statements for the year ended 30 June 2025

contributions to the Scheme.

The future service employer contributions were determined using the new entrant rate method under which a contribution rate sufficient to fund the total benefits over the working lifetime of a typical new entrant is calculated. The current standard employer contribution rates are:

- Division B – 1.9 times member contributions for non-180 Point Members; Nil for 180 Point Members*,

- Division C – 2.5% salaries, and

- Division D – 1.64 times member contributions.

* For 180 Point Members, Employers are required to contribute 9.5% from 1 July 2025 of salaries to these members’ accumulation accounts in line with current level of SG contributions, which are paid in addition to members defined benefits.

The past service contribution for each Pooled Employer is a share of the total past service contributions of $20.0 million per annum for 1 January 2022 to 31 December 2024, apportioned according to each employer’s share of the accrued liabilities as at 30 June 2025. Given the funding position of the Fund as at 30 June 2024, it was recommended to cease these past service contributions effective 1 January 2025. The adequacy of contributions is assessed at each actuarial investigation which will be conducted annually, the next of which is due effective 30 June 2025.

(ii) Liability for other entities obligations

Each sponsoring employer is exposed to the actuarial risks associated with current and former employees of other sponsoring employers and hence shares the associated gains and losses.

However, there is no relief under the Scheme's trust deed for employers to walk away from their obligations. Under limited circumstances an employer may withdraw from the plan (i.e. when there are no active members and on full payment of outstanding additional contributions). There is no provision for allocation of any surplus which may be present at the date of withdrawal of the entity.

(iii) Allocation of deficit or surplus

There are no specific provisions under the Scheme's trust deed dealing with a deficit or surplus on wind up of the Scheme.

There is no provision for allocation of any surplus which may be present at the date of withdrawal of an employer.

(iv) Expected contributions

The expected standard employer contributions for the next financial year are $0.036m (2023-24: $0.150m).

(v) Deficit or surplus of the Scheme

The estimated employer reserves financial position for the pooled employers is:

Note: employer reserves only. Excludes member accounts and reserves in both assets and liabilities.

The contribution requirements may vary from the current rates if the overall sub-group experience is not in line with the actuarial assumptions in determining the funding program; however, any adjustment to the funding program would be the same for all sponsoring employers in the pooled employers group.

The Service has a contingent liability with respect to the deficit in the Scheme which it needs to continue to pay in future periods, and it is currently estimated at $0.083 (2023-24: $0.079m).

(vi) Participation in the Scheme

The Service has an estimated percentage representation of the Scheme at 30 June 2025 of 0.83% (202324: 0.79%).

27. Related party disclosures

The Service’s key management personnel comprise the holders of five positions being that of the Commissioner and four key direct reports, at the date of this report being two Executive Directors and two Deputy Commissioners with compensation as follows:

During the year, the Service did not enter into transactions with key management personnel, their close family members or controlled or jointly controlled entities of key management personnel.

During the year, the Service entered into transactions with entities that are controlled or jointly controlled by the Service’s ultimate parent, being the NSW Government.

Significant income transactions included grants and contributions from the NSW Department of Communities and Justice representing the NSW Government statutory contribution to the Rural Fire Fighting Fund required by the Rural Fires Act 1997

Significant expenditure transactions included payments to the NSW Self Insurance Corporation for insurance premiums, including presumptive legislation premiums 2024-25: $14.165m (2023-24 $13.680m), NSW Government Telecommunications Authority for radio network fees 2024-25: $38.729m (2023-24: $37.610m) and Government Property NSW for leasehold rent and make good payments 2024-25: $6,930m (2023-24: $6.575m).

At 30 June 2025 a receivable was due from Department of Communities and Justice amounting to $31.468m (2023-24: $18.544m) for expenses recoverable under the Natural Disaster Relief and Recovery Arrangements. Additionally, at 30 June 2025, a receivable was due from iCare amounting to $2.102m (2023-24: payable $5.440m) relating to workers’ compensation contributions for volunteers.

28. Events after the Reporting Period

Lease for a warehouse facility in Marsden Park

Subsequent to the reporting date, the entity entered into a lease agreement with Property and Development NSW (PDNSW) for a warehouse facility in Marsden Park The lease commencement date is 1 November 2025.

This lease will be recognised in the 2025-26 year in accordance with AASB 16 Leases. As the lease was executed after the reporting date, it is considered a non-adjusting subsequent event under AASB 110 Events after the Reporting Period, and no adjustments have been made to the financial statements as at 30 June 2025.

The lease above replaces the central warehouse at Glendenning mentioned in Lease Note 11(a).

End of audited financial statements

COMPLIANCE INDEX

5. Sustainability

structure

chart

Information (Public Access) Act 2009

Climate-related financial disclosures

Act s125(4), (6); GIPA Regulation c8, Sch 2 and c13, Sch 3

TPG24-33 N/A

6. Financial performance

Summary narrative and analysis of the agency's financial performance TPG25-10a N Annual GSF financial statements

Controlled entities financial statements

Audit report concerning the annual GSF financial statements

TPG25-10a N/A

Clearly identify where the audited information starts and finishes TPG25-10a Y 56, 96

Costs and benefits associated with machinery of government changes TPG25-10a N/A

Photo by James Clarke / Coulson

Incidents – four-year overview

* Prior to 2024/25, this table did not include controlled burns/pile burns or rescues in the total number of incidents. This has been changed for 2024/25, hence totals for prior years in this table will not match the totals produced in previous annual reports.

New builds and renovations

Number of new builds and renovations in 2024/25

Vehicles, boats and aircraft

Total operational vehicles, boats and aircraft 2024/25

APPENDICES

Number of new, reallocated and refurbished vehicles delivered to brigades in 2024/25

Hazard reduction

Completed hazard reduction areas summary by tenure and method

Completed hazard reduction properties protected by agency

NOTE: The properties protected figure 151,931 is the number of properties protected by programmed hazard reduction works. This figure is combined with the figure 6,691 for bush fire hazard complaints and 522 for private land hazard reduction certificates in Bush Fire Community: Protection: Properties Protected Report to provide a total properties protected of 159,144 during 2024/25.

Hazard reduction undertaken by the RFS

While not a land management agency, members of the Service contribute significantly to hazard reduction activities in support of land management agencies and private property owners. During the reporting year, the RFS undertook 765 hazard reduction works comprising approximately 12,345ha of hazard reduction work protecting a total number of 22,531 assets with a value of $9.9 billion (based on median insurance house and contents value in Sydney 2004McAneney K J 2005).

APPENDICES

Hazard reduction certificates issued (Streamlined environmental approval of hazard reduction - pursuant to section 100 F and G)

Community Bush fire protection: properties protected report

Notes:

1. The 'Total programmed hazard reduction works' data set is derived from the records extracted form Guardian on 3 July 2025.

2. The 'Number of works planned' data set is comprised of activities with a planned date occurring during 2024/25.

3. The 'Number of works completed' data set comprises activities with a completion date occurring during 2024/25.

4. The 'Value of properties covered by completed works' uses a standard property value of $440,000 per property which was sourced from a published paper (McAneney K.J. 2005).

5. The planned works for hazard complaints comprise the complaints received in this reporting period and the carryovers.

6. The planned works for DA's comprise the DAs received in this reporting period and the carryovers. The figures presented in tables above are derived from the data sourced from Guardian which are current as of 3 July 2025. These figures are provisional ones because the legislative reporting deadline for agencies has not been reached yet (i.e. 31 July 2025). The finalisation of the report figures will begin from 1 August 2025 and take a few days for completion. With respect to the hazard reduction stats (i.e. areas treated, and number of properties protected), they need to be verified/endorsed by major agencies (e.g. Land, NPWS, FCNSW and FRNSW) and therefore they could be subject to amendments after the finalisation.

APPENDICES

Member Recognition

Bravery and Service Awards (Internal)

Since 1999, the Commissioner of the RFS has recognised acts of bravery and outstanding service by RFS members or individuals who have supported them. These awards are typically announced and presented at a ceremony held on 4 May each year, St Florian’s Day. However, awards may also be presented throughout the year at the discretion of the Commissioner.

Commissioner’s Commendation for Bravery (Individual)

Deputy Captain Phillip Beath Cumberland/Macarthur, Area Greater Sydney

Commissioner’s Commendation for Service (Individual)

Operational Officer Level 1 Adrian Butters Snowy Monaro, Area South Eastern

The Late Group Captain (Retired) Colin Humphries Chifley Lithgow, Area Western

Communications Captain Kathryn McKay Clarence Valley, Area North Eastern

Group Captain Anthony Reed Snowy Monaro, Area South Eastern

Support Senior Deputy Captain Steve Robinson Central Coast, Area Hunter

Catering Senior Deputy Captain Adam Rutter Hawkesbury, Area Greater Sydney

Commissioner’s Unit Citation for Service

2019/2020 Joint Agency Fire Investigation Taskforce State Operations, Field Operations

Commissioner’s Certificate of Commendation (Individual)

Operational Officer Level 3 Jason Booth Capability, Area North Eastern

Support Senior Deputy Captain Alan Finch Tamworth, Area North Western

Firefighter Ashley Greenhalgh Chifley Lithgow, Area Western

Acting Captain Stephanie Lazzaro Far South Coast, Area South Eastern

Chief Superintendent Christopher Ryder Aviation, State Operations

Captain Adam Sharwood Chifley Lithgow, Area Western

Group Captain Owen Sharwood Chifley Lithgow, Area Western

Firefighter Harmandeep Sidhu Coffs Coast, Area North Eastern

Commissioner’s Certificate of Commendation (Unit)

Bombowlee and Tumut Rural Fire Brigades Riverina Highlands, Area South Eastern

Forest Fire Management, Victoria Upper Murray District

Learning Design and Assurance People and Strategy

Mulloon Rural Fire Brigade Lake George, Area South Eastern

North Eastern Mitigation Crew Armidale, Area North Eastern

Operational Communications Centre State Operations, Field Operations

Shoalhaven District and Fire and Rescue NSW Region South 1

Shoalhaven, Area South Eastern

South Eastern Area Command Strike Team Alpha Lake George, Area South Eastern

Splitters Creek Rural Fire Brigade

Southern Border, Area South Western

Tamworth District Chainsaw Team Tamworth, Area North Western

APPENDICES

Long Service Medal

Awarded by the Commissioner to members for 10 years’ service with Clasps awarded for each subsequent 10-year period. Medals / Clasps are presented to members throughout the year at various events across the state.

National Medal and Clasp (Australian Honours System)

Awarded by the Governor-General of the Commonwealth of Australia on the recommendation of the Commissioner for 15 years' diligent service with Clasps awarded for each subsequent 10-year period.

Australian Fire Service Medal (Australian Honours System)

The Australian Fire Service Medal is awarded for distinguished service by a member of an Australian fire service. Recipients are announced twice a year, on Australia Day and the King’s Birthday.

Members Awarded the Australian Fire Service Medal – Australia Day

Deputy Captain Samuel Stuart Clark AM Hornsby/Ku-ring-gai District

Captain Robyn Reynolds Far South Coast District

Deputy Captain Jennifer Farrell Central Coast District

Group Captain Scott Campbell Clarence Valley District

Group Captain Wayne Keel Tamworth District

Group Captain Anthony Clough Riverina District

Group Captain John Hedley Hunter Valley District

Deputy Captain Robert Conroy Northern Beaches District

Members Awarded the Australian Fire Service Medal – King’s Birthday

Group Captain Wayne Halliday Northern Tablelands District

Group Captain Andrew Sweeney Illawarra/Sutherland District

Deputy Group Captain Neil Shepherd Southern Tablelands District

Group Captain Andrew Southwell South West Slopes District

Deputy Captain Mark Lewis Mid Coast District

Group Captain Andrew Cameron Hornsby/Ku-ring-gai District

Deputy Group Captain Philip Hurst Hawkesbury District

Captain John Nardi Far North Coast District

Superintendent Stephen Walker Lower Western District

Glossary

ACRONYM MEANING

ABS Australian Bureau of Statistics

AC Companion of the Order

ACFR Australian Centre for Robotics

AFAC Australasian Fire and Emergency Service Authorities Council

AFDRS Australian Fire Danger Rating System

AFSM Australian Fire Service Medal

AIPM Institute of Police Management

ANU Australian National University

APM Australian Police Medal

ATSB Australian Transport Safety Bureau

AUAVS Australian Uncrewed Aerial Vehicle Service

BNHRC NSW Bushfire and Natural Hazards Research Centre

BFA Bush Fire Awareness

BFCC Bush Fire Co-ordinating Committee

BFMC Bush Fire Management Committee

CABA Compressed Air Breathing Apparatus

CAD Computer Aided Dispatch

CALFIRE California Department of Forestry and Fire Protection

COP Common Operating Picture

CSIRO Commonwealth Scientific and Industrial Research Organisation

DIG Diversity and Inclusion Collaboration Group

DCJ Department of Communities and Justice

EOC Emergency Operations Centre

EST Enterprise Skills Trainer

FCC Fire Control Centre

FCNSW Forestry Corporation of NSW

FFU Farm Fire Unit

FFFV Farm Fire Fighting Vehicles

ACRONYM MEANING

FLIR Forward-Looking Infrared

FRNSW Fire and Rescue NSW

FSJSC Fire Services Joint Standing Committee

FTE Full-time equivalent

GIPA Government Information (Public Access) Act 2009

GSAC Greater Sydney Area Command

GST Goods and Services Tax

HQ Headquarters

HRIPA Health Records and Information Privacy Act 2002

HSR Health and Safety Representative

HAC Hunter Area Command

ICT Information and Communications Technology

IMX Incident Management Exercises

IMT Incident Management Team

LAT Large Air Tanker

LEO Low Earth Orbit

LGA Local Government Area

LGLC Local Government Liaison Committee

LiDAR Light Detection And Ranging

MDT Mobile Data Terminal

MFA Multi-Factor Authentication

MHS Mental Health Services

MIA Murrumbidgee Irrigation Area

MP Member of Parliament

NCAT NSW Civil and Administrative Tribunal

NCC Nature Conservation Council

NEAC North Eastern Area Command

NEMA National Emergency Management Agency

ACRONYM MEANING

NRSC National Resource Sharing Centre

NEAC North Eastern Area Command

NPWS National Parks and Wildlife Service

NWAC North Western Area Command

NHRA Natural Hazards Research Australia

OCC Operational Communications Centre

OpO Operational Officer Program

PFAS Per and Polyfluoroalkyl Substances

PID Public Interest Disclosures

PMO Program Management Office

PPIPA Privacy and Personal Information Protection Act 1998

PSN Public Safety Network

PSSE Public Service Senior Executive

RAP Reconciliation Action Plan

RCR Road Crash Rescue

ReOC Remote Operating Certificate

RFD Rural Fire District

RFS Rural Fire Service

RFS ACTIV member availability and response system app

RFSA Rural Fire Service Association

RFSAC Rural Fire Service Advisory Council

RFSQ Rural Fire Service Queensland

RPAS Remotely Piloted Aerial System

s44 Section 44

SES NSW State Emergency Service

SFF Structural Firefighter

SPMO Strategy and Program Management Office

SEAC South Eastern Area Command

ACRONYM MEANING

SWAC South Western Area Command

TMF Treasury Managed Fund

TPG Treasury Policy and Guidelines

UAV Unmanned Aerial Vehicle

UNSW University of NSW

VaaN Vehicle as a Node

WAC Western Area Command

WAFA Women and Firefighting Australasia

WHS Workplace Health and Safety

YMLC Young Member Leadership College

Index

Aboriginal and Torres Strait Islander 2, 48, 50

Access – NSW RFS office locations 18

Accounting policies 61, 66-67, 80

Annual Report – costs 44

Appendices 99-109

Areas, RFS 19

Assistant Commissioners 17

Athena 15, 31

Audit and Risk Committee 13

Auditor’s report 53-54

Australasian Fire and Emergency Services Council (AFAC) 37, 49

Australian Fire Danger Rating System 14, 22, 31

Australian Fire Service Medal (AFSM) 14, 16-17, 49, 107

Aviation 8-9, 14-15, 17-18, 26-27, 29-31, 37, 57, 65, 67, 70, 73-75, 80-81, 86-87, 108 Awards 106-109

Benevolent Fund 10

Brigades, total number 10

Budget 56-57, 85-87

Bush Fire Co-ordinating Committee 12, 14

Cash flow statements 59-61

Changes in equity statements 58

Charter (see Vision and Purpose)

Commissioner 14

Commissioner’s Report 8-9

Committees 12-13

Compliance Index 97-98

Comprehensive income statements 56

Consultants 37, 64

Curtin, Trent (see Commissioner)

Declarations 8, 26

Deployments 15, 27, 32, 69

Deputy Commissioners 15-16

Digital ID 22, 24

Directors 17

Districts, RFS 19

Diversity 48-50

Donations 22, 34, 65, 69

Ethical standards 53

Executive 14-16, 21, 36, 42, 50, 53, 96

Executive remuneration 36

Farm Fire Unit Integration 22, 24

Financial position statements 52

Fire control centres 23, 29, 99

Fire season overview 26-27

Fire Services Joint Standing Committee 12-14

Governance committees 12-13

Government Information (Public Access) Act 2009 5, 41-44

Hazard reduction 103-105

Headquarters 18, 29, 48, 73, 76

Health and Safety 14, 16, 18, 46-47

Incidents 11, 22, 26-27, 29, 31, 44, 46, 100

Indigenous (see Aboriginal)

Information Communications and Technology (ICT) 16, 70

Infrastructure 12-13, 17-18, 24, 29, 57, 65, 73-74, 85, 87, 101-102

Injuries 46-47

Inspections, formal notices and enforcement works 104

Insurance 38, 61-63, 66, 69, 84, 86, 96, 103

Jihad Dib MP, the Hon 5, 9, 12

Large Air Tanker (LAT) 8, 26, 30

Legislation 12, 43, 62, 66, 69, 84, 96

Management and governance 12-13

Mardi Gras 49

McKechnie, Peter 14

Membership applications 37

Member website (One RFS) 22, 31

Mental health 22, 46

Millington, Ben 15

Minister 5, 7, 9, 12-13, 14, 28

Mission (see Vision and purpose)

Mitigation crews 18, 34

Mobile Data Terminals 9, 14, 22-23, 31

Modern Slavery Act 48

Next Generation Fleet 22-23

NSW Bushfire Inquiry 22, 27

Objectives 21-22, 46

Offices 18, 76

Organisational structure 18 Permits issued 104

Principal Officers 14-16 Priority Projects 22-24 Privacy Statement 40 Properties protected 103, 105 Properties protected by agency 103 Quandt, Kelly 16 Research and development 33 Risk management and insurance 38

Rural Fire Service Advisory Council (RFSAC) 13

Rural Fires Act 1997 12-13, 67-69, 81, 96, 104

Section 44 8, 26

Stakeholders 7, 23, 28, 32, 34, 46, 48

Station Connectivity 22, 24

Stewart, Kyle 15

Strategic Direction 9, 21-22, 32-33

Structure (see Organisational Structure)

Training 13, 15, 22-23, 27, 29, 31, 34, 46, 48-49, 64, 88

Training Academy 49

Travel, Minister-approved 37

Values 7, 9

Vehicles 11, 23-24, 30, 32, 69, 73, 101-102 Vision and Purpose 7

Volunteers, statistics 10

Work Health and Safety 14, 46

Workers compensation

38, 46-47, 62-63, 66, 69, 84, 86, 98

Workforce Diversity 48, 50

Workplace Conduct 22-23

Young Members Group 13, 34, 49

Youth participation in RFS 49