2024-25 Annual Report

RFDS (QUEENSLAND SECTION)

2024/25 Annual Report

Annual Report 2024/25

About the Royal Flying Doctor Service (Queensland Section) Our story began with one man’s dream to create a ‘mantle of safety’ for people in the outback.

In response to the tragic loss of lives in remote Australia, Reverend John Flynn envisioned an aerial medical service that could reach those isolated by distance.

His vision became reality in 1928, when pilot Arthur Affleck took off in a single-engine de Havilland 50 biplane named Victory, launching what would become the Australian Inland Mission Aerial Medical Service.

Support from long-time advocate Hugh Victor McKay, who left a Gift in Will for an ‘aerial experiment’, helped bring Flynn’s idea to life. Just a year later, engineer Alfred Traeger’s invention of the pedal-operated radio revolutionised communication, allowing remote communities to call for help and overcome isolation.

By the 1930s, a network of bases had been established, and the organisation evolved into the Royal Flying Doctor Service of Australia. From our first flight between Cloncurry and Julia Creek, we’ve grown to become one of the largest and most trusted aeromedical organisations in the world.

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The furthest corner. The finest care.

Today, the Royal Flying Doctor Service (Queensland Section) (RFDS) operates from nine strategically located Queensland bases—Brisbane, Bundaberg, Cairns, Charleville, Longreach, Mount Isa, Rockhampton, Roma and Townsville—delivering more than 200 occasions of care each day. Our services now extend beyond aeromedical retrievals to include inter-facility patient transfers, primary health care, mental health, telehealth, medical chests, and oral health services.

As a not-for-profit organisation, our future relies on the continued support of our community, partners, donors and fundraisers. Together, we enable people to live, work and travel safely across Queensland, no matter the postcode.

Approaching our centenary, we remain committed to evolving through our Towards 100 Strategy, which focuses on five key pillars: our people, community, service delivery, innovation and organisation. These priorities guide our growth and ensure we continue to meet the changing needs of those we serve.

We live our brand promise every day—delivering the finest care to the furthest corners of Queensland and making a real difference in the lives of people in regional, rural, and remote communities.

Contents

Contents

Welcome From the Chair.................................................... 2 From the CEO..................................................... 3 From the Foundation Chair................................ 4 About us Highlights............................................................ 5 Our strategy.................................................... 6–7 Year in numbers 2024/25...............................8–9 Governance Organisational structure...................................10 Board overview.................................................11 Psychosocial safety first..................................12 Enhancing safety, quality and performance....12 Working towards the finest cybersecurity.......13 People and Culture Our people.................................................. 14-15 RFDS Spirit Awards 2024.................................15 Organisation engagement scores....................16 Investing in your health and wellbeing............16 Attracting and retaining the best people...16–17 Leadership capability.......................................17 Patient story A cattle mustering job gone wrong in the Gulf........................................18-19 Growth in our People Life Off Autopilot..............................................22 Real Flying Doctors..........................................22 Shared Medical Workforce Model...................22 From aerobatics to aeromedical......................24 Next generation of aircraft engineers in the making....................................................25

Engaging with those who mean the most............................................................28 Picnic perfect....................................................29 Media coverage................................................30 Strengthening our brand..................................30 Community partnerships..................................31 A continued commitment to reconciliation.....31 Growth in Service delivery Expanding our services.............................. 34-35 Rural resilience.................................................36 Stranded communities rely on the RFDS Medical Chest........................................36 Patient story RFDS helps ensure a safe arrival.....................37 A new fleet focus..............................................38 A decade with headspace Cairns....................39 Growth in Innovation Innovative ideas coming to life........................40 Building our connection to outback communities.......................................41 New era of digital asset management.............41 Growth in Organisation Investing in infrastructure.......................... 44-45 Corporate responsibility...................................46 RFDS Aeromedical Training Academy............47 Fundraising and acknowledgements Collaborating to provide the finest care..........50 Celebrating our partners..................................51 Financial report 2024/25 Financial report – foreword..............................53

Growth in our Community Bundaberg pulls together................................26 Giving Day takes off.........................................26 Gaming for good..............................................26 Thank-a-thon....................................................26

ABN 80 009 663 478

RFDS (Queensland Section)

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Annual Report 2024/25

From the Chair Of course, none of this progress would be possible without continued support from the Commonwealth and State governments and councils, along with the generosity of our supporters, donors, volunteers, corporate partners and local communities, who continue to champion our mission with passion and commitment.

I would especially like to acknowledge our Principal Partners, Ergon Energy Retail, Hancock Prospecting & Rinehart Medical Foundation, Brisbane Airport Corporation, QCoal, Woolworths and Rio Tinto. Your enduring support has been a cornerstone of our growth.

The RFDS (Queensland Section) Annual Report 2024/25 offers a clear and comprehensive reflection of a year defined by meaningful progress, strategic investment and an unwavering commitment to delivering high-quality healthcare across Queensland.

As Chair, I am immensely proud of what has been achieved by our organisation. This report captures the tangible outcomes of our work, driven by the dedication of our teams and the trust of the communities we serve, as we look ahead to our centenary in 2028.

Our continued success is driven by thoughtful and purposeful growth, anchored by our Towards 100 Strategy, which focuses on five strategic pillars: growth in our people, our community, our service delivery, our innovation and our organisation. These pillars not only shape our current direction, but they are also the foundation upon which we are building our future.

Throughout the year, we made significant strides across several key strategic initiatives. From expanding mental health and telehealth services to strengthening partnerships with local health services and investing in next-generation aircraft and digital capability, our efforts have enhanced both the reach and quality of our care. These achievements reflect our commitment to innovation and collaboration, ensuring we continue to meet the evolving needs of regional, rural and remote communities across the state.

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To my fellow directors and committee members, thank you for your governance, stewardship and strategic insight. Your dedication and expertise have been invaluable in guiding the RFDS through another successful year.

I also extend my sincere appreciation to our Chief Executive Officer, Meredith Staib. Her leadership and operational excellence have been instrumental in strengthening our impact across Queensland.

As we approach our 100th year, we remain inspired by every community we serve. For us, growth is not merely about scale; it’s about deepening our connections, strengthening our services and delivering care that truly matters.

Thank you for being part of this journey. Your support ensures the RFDS continues to connect those in regional, rural and remote areas of the state with the finest healthcare and aeromedical services, today, and for generations to come.

Georgie Somerset AM Chair RFDS (Queensland Section)

Welcome

From the CEO Our services continue to expand in both reach and impact, delivering vital care across rural and remote communities. From thousands of aeromedical retrievals and telehealth calls to conducting oral and mental health consultations and primary health care clinics, the RFDS remains a crucial lifeline for those living, working and travelling throughout the state’s most isolated regions.

Strengthening our connection with communities across the state, the aeromedical simulator has once again toured regional, rural and remote areas, offering valuable educational experiences to students. This important outreach is proudly supported through our national partnership with Isuzu UTE Australia.

Over the past year, the RFDS has continued to deliver critical healthcare services to those in regional, rural and remote Queensland.

I am privileged to lead a team whose dedication, resilience and compassion ensure that every Queenslander has access to the finest healthcare and aeromedical services. I would like to sincerely thank the Board, Executive Leadership Team and all our staff for their commitment in ensuring we can continue to serve communities across the state.

This year, we expanded services, embraced innovation, and maintained high standards. With strong support from staff and leadership, we balanced growth with operational excellence to ensure reliable, compassionate care reaches every corner of the state.

I am proud to look back on a year that has been marked by strong collaboration with partners, resilience in the face of challenges, and a continued focus on future readiness. As we reflect on our achievements, we remain committed to delivering on our Towards 100 Strategy, supported by five key areas of growth: our people, community, service delivery, innovation and organisation.

We have seen this strategy brought to life through major infrastructure projects across the state. From redeveloped patient transfer facilities to critical base upgrades, these investments are designed to meet the evolving needs of both our teams and the communities we serve.

Through the implementation of the Fleet Strategy, the team took significant steps toward modernising our fleet to meet the evolving demands of aeromedical care. This marks an investment in next-generation capability, delivering greater reliability, efficiency and clinical functionality.

Our ambassadors continue to raise awareness and build meaningful connections within communities. By sharing the stories of those we serve, and those who serve, they help deepen engagement and broaden understanding of our services, strengthening support across Queensland.

Fundraising plays a crucial role in supporting our organisation’s work, and over the past year, we have successfully implemented new initiatives to reach the fundraising target. These innovative approaches have helped sustain essential projects and supported ongoing growth across all areas of our service.

Our workforce continues to be strengthened, with a focus on attracting and retaining exceptional talent.

This year, we expanded our pilot cohort and launched a targeted medical officer recruitment campaign, Real Flying Doctors, enabling us to attract high-calibre talent.

At the same time, we’ve taken steps to future-proof the organisation. This has included reviewing and evolving the executive leadership structure to ensure we are best positioned to meet the changing needs of the communities and to sustain excellence in service delivery well into the future.

As we reflect on a year of progress and purpose, our focus remains firmly on the years ahead. I extend my heartfelt thanks to all our supporters, partners and staff who enable us to do the work that we do.

Meredith Staib Chief Executive Officer RFDS (Queensland Section)

RFDS (Queensland Section)

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Annual Report 2024/25

From the Foundation Chair Gifts in Wills are particularly powerful; they ensure that the Flying Doctor will continue to serve future generations with the same unwavering commitment we show today. We are deeply grateful to those who have included the RFDS in their estate planning. Their foresight helps safeguard the future of rural and remote healthcare in Queensland. After all, it was a gift in Will that saw the Flying Doctor off the ground and now, it helps deliver hundreds of occasions of care every single day.

Supporting the future growth of the RFDS (Queensland Section) is central to the Foundation Board’s mission. Our priority is to ensure the long-term sustainability and strength of this vital service for generations to come.

Every donation helps equip our dedicated teams with the tools, technology and resources needed to deliver world-class healthcare to some of Queensland’s most remote and vulnerable communities. From state-of-theart medical equipment to cutting-edge data solutions, donor support plays a crucial role in future-proofing the organisation.

Since the RFDS Foundation’s establishment in 2018, we have consistently invested in forward-thinking projects that create lasting impact. These initiatives not only address the changing needs of rural and remote Queenslanders but also uphold the spirit of innovation and service that has defined the RFDS for nearly a century.

In the 2024/25 financial year, we proudly supported the continued delivery of the Horse Wisdom Equine Assisted Learning Program, a unique initiative providing mental health and wellbeing support in Cape York.

We also funded the development of a Spatial Map prototype, a new tool that brings together multiple data sets to provide an integrated view of RFDS services across local, state and federal government levels. This project will continue to evolve throughout 2025/26, strengthening the evidence base for better healthcare delivery across Queensland.

These outcomes are made possible thanks to the generosity of those who give to the RFDS. Your support, whether through donations, fundraising events or bequests, has a tangible and lasting impact on the communities we serve.

To my fellow directors, thank you for your continued dedication, leadership and support. Together, we are helping to ensure that critical funding reaches the programs, services and communities where it is needed most.

It is a privilege to serve an organisation so widely trusted and respected across Queensland. As we look to the future, our focus remains clear: to strengthen the Flying Doctor’s legacy and ensure this essential service continues to support those who need it most.

Nigel Alexander Nigel Alexander Chair RFDS Foundation

Paula’s legacy Growing up in a compassionate family, Paula learned the importance of helping others at an early age. Her parents’ example of giving to charity left a lasting impression, and while teaching in Queensland’s rural towns, she came to value the vital work of the Flying Doctor.

Alongside her husband Pete, also a teacher familiar with the RFDS through his time in Thargomindah and Cheepie, Paula raised two children and now enjoys an active retirement. However, she never forgets the challenges remote communities face in accessing healthcare.

Inspired by their friendships with RFDS staff and admiration for the Service, Paula and Pete decided to leave a gift in their Will.

“The Flying Doctor depends on people like us, enabling them to keep showing up in emergencies for years to come,” Paula says.

“We haven’t got a lot, but we’ve got enough to share.”

A gift of any size will have an impact in helping us continue to deliver the finest care to the furthest corner for generations to come.

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Section name Welcome here

2024/25

Highlights JULY Mount Isa Base sod turned

AUGUST 20,000th dental patient Brisbane Aeromedical Hub sod turned MediaValet Budding Star Award

SEPTEMBER Mount Isa Hangar Ball – in celebration of 60-year anniversary Launched RFDS Radio

OCTOBER Launched RFDS Snake Bite + Burns Kit and Pet First Aid Kit Aeromedical Training Academy opened and certification of the simulator for all aircraft variants achieved

NOVEMBER First Plane Pull in Bundaberg 15-years of partnership with Brisbane Airport Corporation

DECEMBER Dental Virtual Health Trial commenced

FEBRUARY APRIL

Fundraising Institute of Australia Awards – Fundraising team of the year

Inaugural Giving Day held

MAY Real Flying Doctors Medical Officer recruitment campaign commenced Australasian Reporting Awards – Bronze

JUNE Brisbane Base 30-year anniversary

Aeromedical Nurse Practitioner role extended

headspace Cairns – 10 years since the RFDS received funding under a Deed of Transfer by National Youth Mental headspace Foundation

RFDS (Queensland Section)

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Annual Report 2024/25

Our strategy

This five-year growth strategy represents the next stage of our Towards 100 journey.

Now well underway, we are delivering meaningful impact across Queensland—enhancing service delivery, deepening connections with the communities we serve, and driving innovation to meet future needs.

We’re also investing in our people and strengthening the foundations of our organisation— ensuring we’re equipped, supported and prepared as we move towards our centenary.

RFDS (Queensland Section) 2023–2028 Strategy Safety and sustainability

Partnerships and collaboration

Strengthen our presence, reputation and support at the heart of the communities we serve.

Com m un

d e live r y

Our promise

O rga ni

ic e

The furthest corner.

The finest care.

n

Se

io

rv

s at

Grow and invest in our organisation, operations and infrastructure.

e pl eo

ity

P

Create the best, future-ready workplace and culture for our people to grow.

Support the health and wellbeing of our communities anywhere, anytime.

I n n ov a ti o n Patients, families and community

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Embrace our culture of innovation to drive growth, create value and lead the future of virtual health delivery.

Equity, culture and diversity

Section Our name strategy here

Growth has always been an important part of the RFDS story.

Together, we will keep doing what we do best while finding new and innovative ways to go further for our regional, rural and remote communities.

To ensure we continue to deliver on our Towards 100 Strategy, there are five key principles which guide our actions and decisions:

Live our promise

Safety and sustainability

Everything starts with our promise

Pursuing our purpose into the future

P artnership and collaboration

Equity, culture and diversity

Working hand in hand

Celebrating our unique culture and individual differences

P atients, families and community Patient and family-centred care at the heart

Our values

Safety and quality

Mutual care and respect

Commercially astute

Open and transparent

Collaborative

Proud and passionate

RFDS (Queensland Section)

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Annual Report 2024/25

2024/25

Year in numbers The RFDS continues to provide vital emergency medical and primary health care services to regional, rural and remote communities across Queensland.

MORE THAN

200

2,100

12,300 1,300

occasions of care across Queensland each day

immunisations administered

consultations conducted by RFDS mental health clinicians and headspace Cairns

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medical chests in rural and remote locations

Year in numbers

13,000 24,750 18,800 2,300 patients transferred

consultations were conducted at RFDS GP and nurse clinics

remote consultation calls through our telehealth service

consultations by our RFDS Dental Service

RFDS (Queensland Section)

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Annual Report 2024/25

Header Governance

Organisational structure In the 2024/25 financial year, the RFDS undertook a strategic executive leadership restructure.

The restructure focused on realigning cohorts and refining operational oversight to foster greater responsiveness, efficiency and collaboration. Initial changes were implemented across several key streams during this year.

Board Queensland Section

Board Queensland Services

Finance, Risk & Audit

People, Culture & Governance

Board Foundation

Aviation, Engineering & Logistics

Health Services

Investment

Chief Executive Officer

Corporate Financial & Corporate Services Officer

Executive General Manager

Executive General Manager

Executive General Manager

Nursing & Clinical Services

Fundraising & Philanthropy

Commercial & Corporate Affairs

People Services

Data and Integration

Nursing

Philanthropy

Marketing

Digital and Technology

Mental Health

Communications

Dental

Partnerships and Community Supporter Engagement

Commercial Ventures

Finance Base support

Supporter Services

Executive General Manager

Executive General Manager

Aviation, Engineering & Logistics

Virtual Health & Clinical Informatics

Aviation

Telehealth

Engineering

Medical Chest

Operations Control Centre

Virtual Health

Chief Medical Officer – Advisory

Medical Officers

Advisory committees, made up of directors and external committee members.

Executive Leadership Team.

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Events Graphic Design

General Manager Risk & Assurance Workplace Health and Safety Sustainability Risk & Assurance

SectionGovernance name here

Header

Board overview The RFDS comprises seven legal entities operating across Australia under a federated structure, working together through a joint venture agreement.

Each entity is independent, financially and operationally, with its own board and management.

The RFDS (Queensland Section) Board of Directors serves as the governing body for the organisation in Queensland and is accountable to stakeholders for ensuring strong governance. Board members contribute extensive experience, knowledge and skills, guiding the organisation to ensure regional, rural and remote communities remain connected to world-class healthcare and aeromedical services.

Mr Adrian Carson AM

Mrs Georgie Somerset AM

Ms Jane Williams

Chair

Deputy Chair

Assoc Professor Catrina Felton-Busch

Mr Edward Fewings

Mr Ivan Frkovic

Mr Mark Gray

Mr Michael Hockin

Board Member

Board Member

Board Member

Board Member

Mr Cameron MacMillan

Mr Russell Postle AM

Hon Bruce Scott AM

Board Member

Board Member

Board Member

Emeritus Professor Robert Stable AM

Board Member

Board Member

Board Member

RFDS (Queensland Section)

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Annual Report 2024/25

Governance

Effective governance is critical to the safe and sustainable delivery of our services across Queensland.

As a complex organisation operating in remote environments with a diverse and mobile workforce, we continue to evolve our governance frameworks to meet changing challenges.

Our governance practices underpin every aspect of our work, ensuring we protect our people, uphold our reputation, and deliver the finest care to the furthest corners of Queensland.

Psychosocial safety first As an organisation with a large FIFO and fractional workforce, we recognise the psychosocial risks that need to be monitored and supported.

To help mitigate safety concerns while our staff work remotely, we use Duress™ applications, which allow workers to activate an alert even in areas with low or non-cellular coverage. With automated check-in and check-out functions, leaders have the reassurance that their staff arrived safely in communities. This system has been in place for more than three years, with 235 workers connected, 20 spot satellite devices issued and 31 vehicle track devices installed.

Working in the healthcare sector, many of our staff are focused on caring for others, but it is equally important that they check in with themselves and with their colleagues. To support this, we partnered with the R U OK? Conversation Convoy to visit several of our bases and offices across the state, encouraging open conversations. In addition, we have established a dedicated R U OK? Committee to lead and develop initiatives that promote the message of asking “Are you OK?” any day.

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Enhancing safety, quality and performance Our commitment to safety, quality and continuous improvement is demonstrated through international certifications, ongoing reporting and accreditation achievements.

The RFDS holds three ISO certifications, reinforcing our focus on structure, stability and growth: ISO 45001 for occupational health and safety management, ISO 9001 for quality management, and ISO 14001 for environmental management. Together, these certifications ensure we meet international standards in protecting our people, delivering quality outcomes and reducing environmental impact.

Our workplace health and safety (WHS) reporting supports our ISO 45001 certification by providing transparency on incidents, risks and identifying preventive actions across all operations. While manual handling and musculoskeletal injuries remain our most significant WHS concern, our incident rates remain well below industry standards. The unpredictable nature of our operational crews’ work presents ongoing challenges but also highlights the importance of our proactive safety approach.

The RFDS is accredited with the Australian General Practice Accreditation Limited (AGPAL) for our primary health care services. Earlier this year, our Mount Isa, Cairns, and Charleville bases successfully achieved accreditation, recognising the safe, high-quality primary health care services we deliver.

Additionally, we hold accreditation against the National Safety and Quality Health Service (NSQHS) Standards, with renewal for our aeromedical, dental, telehealth and mental health services scheduled for November 2025.

Collectively, our accreditations reflect our commitment to patient safety, excellence in care and supporting continuous improvement.

Governance

Working towards the finest cybersecurity Our team works diligently to protect the RFDS from cyber threats, ensuring minimal disruption to essential services. Over the past financial year, we have strengthened our cybersecurity and digital resilience through staff training, data protection measures and robust security frameworks.

Strengthening our security The Australian Signals Directorate’s Essential Eight framework is the national benchmark for cyber resilience.

It covers eight key controls, from system patching to multi-factor authentication and data backups. This year, we proudly achieved Maturity Level 1, demonstrating effective protection against cyber threats. We are now working towards Maturity Level 2, to further strengthen our ability to prevent, detect and recover from sophisticated cyber threats, safeguarding our organisation and the communities we serve.

Building a privacy and cybersmart workforce Over the past 18 months, staff have completed concise, interactive training modules designed to enhance vigilance in everyday tasks such as password management, recognising suspicious emails and reporting threats. To reinforce the training, unannounced phishing simulations have been conducted, with annual reporting used to monitor behaviours and pinpoint areas for improvement.

We also launched a Privacy 101 module to improve staff awareness of privacy matters, including recognising sensitive information, understanding key terminology, and applying best practices to safeguard privacy. This awareness training directly supports our Data Loss Prevention (DLP) system, which protects sensitive information in outgoing communications. By prompting staff to verify recipients and automatically encrypting sensitive data, DLP combines technology with staff vigilance to reduce the risk of data breaches while ensuring seamless care. Together, our staff and security systems safeguard patients’ trust and uphold the highest security standards.

Ethical use of artificial intelligence (AI) The RFDS has developed a comprehensive AI framework to guide the safe and ethical use of artificial intelligence, particularly within healthcare. The framework sets clear policies, ensures safe integration into clinical workflows, and provides tailored ethical guidelines for patient engagement. This approach ensures AI enhances, rather than replaces, our human-centric care safely and securely.

“Cybersecurity is not just a technical challenge—it’s a shared responsibility. When people, processes, and technology work together, we build a culture of trust, vigilance, and resilience.”

ADAM CAREY CYBER SECURITY GOVERNANCE MANAGER (NATIONAL)

WEARY BAY COOK SHIRE

RFDS (Queensland Section)

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Annual Report 2024/25

Header Our people

We deeply appreciate the commitment and unwavering support of our people in ensuring RFDS (Queensland Section) can deliver on our mission.

As we continue to be guided by our Towards 100 Strategy, we aim to create the best, future-ready workplace and culture for our people to grow.

Staff profile

663+

54%

4.61

59

total number of employees

of employees in full-time roles

average years of service

women in leadership positions

Number of staff by location

165

2

Corporate Office (Brisbane)

1

Dubbo

16

headspace Cairns

Roma

68

1

Mount Isa

Surry Hills

1

122

Normanton

Cairns

31

Rockhampton

2

9

Toowoomba

Longreach

24

41

Bundaberg

Townsville

1

Broken Hill

14

119

Brisbane

The furthest corner. The finest care.

1

Emerald

59

Charleville

SectionOur name people here

Header

RFDS Spirit Awards 2024

Enabling excellence in healthcare

The RFDS Spirit Award celebrates individuals who consistently embody our values and make a meaningful impact. Forty-three nominations were received across three categories, highlighting the dedication of our people. We proudly congratulate our 2024 winners:

Margaret Lees, Clinical Resources Support Officer

Delivering excellence in healthcare

Nick Warwick, General Manager Data & Integration

Donna Ross, Manager – Central West and Outback Mental Health

For his dedication to supporting the RFDS mission and embodying its values in everything he does, especially in how he supports his team and the wider organisation.

For going above and beyond for both the team and the community, consistently enhancing the quality of care provided by the RFDS and making a significant impact on those around her.

For her enthusiasm and proactivity in supporting the Cairns and Mount Isa teams by implementing several improvements that enable the teams to perform at their best.

Leading through our values

Winners were recognised locally and received a travel voucher in appreciation of their outstanding contributions.

CHILLAGOE PRIMARY HEALTH CARE CLINIC DR ANA LIDDIE NAVARRO, CONSULTANT – PRIMARY HEALTH CARE

RFDS (Queensland Section)

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Annual Report 2024/25

People Services

Organisation engagement scores

Investing in your health and wellbeing

As part of our One Promise – One Team culture program, we conducted our Employee Engagement Survey for the third consecutive year. Our engagement score was 64 per cent, a five per cent increase from the previous year.

This year, we introduced PeopleSense by Altius as our new Employee Assistance Program (EAP) provider—continuing our commitment to supporting the wellbeing of our people.

Engagement is measured by what our people say about the RFDS, their commitment to stay and their willingness to strive for our organisation.

The program offers free professional and confidential counselling services to all RFDS employees and their immediate family members. It also provides access to additional health and wellbeing support services, such as the Manager Assist Program, nutrition, legal and financial coaching.

We also launched Fitness Passport, a discounted workplace health and fitness program that gives our people access to multiple gyms, pools and fitness facilities across Queensland under one membership.

Say

Stay

Strive

Employee engagement score 80

Percentage

57%

50

Employees signed2up

including partners and their children

Attracting and retaining the best people As we grow as an organisation, a strong, sustainable workforce is fundamental to our success. In the 2024/25 financial year, we have offered a range of employee benefits to attract the best people and support them with flexibility, hybrid working environments and growth opportunities.

40 30 20 10 0 2024

16

82

Roma

59%

60

64%

70

47

2023

2022

The furthest corner. The finest care.

People Services

Employee benefits

Leadership capability

RemServ Salary Packaging

Dr Laurie Cowled AM has been a valued supporter of the RFDS for many years, inspired by her late husband, a recreational pilot with a dream of becoming a doctor.

> Continued our salary packaging and novated leasing offering with RemServ to help employees with their life expenses.

Remote Area Packages > Attracted quality employees to reside in rural and remote Queensland with our Remote Area Package, which includes competitive: > Gratuity payments > Rental/mortgage assistance.

Leave entitlements > Paid Parental Leave: 14 weeks of paid parental leave for the primary caregiver. Two weeks paid parental leave for the secondary caregiver.

Employee discounts > 25 per cent off LSKD > Flight Centre Corporate Benefits > 20 per cent off Lenovo > 30 per cent off Rescue Swag and RFDS merchandise.

Supporting career development As part of our Towards 100 Strategy, we have continued to work closely with teams at all levels to celebrate success and find new ways to help our people thrive.

This year, we continued to allocate budget to support employees through training programs and study leave to enable employees to attend conferences, courses, programs, seminars, workshops and other professional development programs that were appropriate to their role at the RFDS.

Driven by her passion for education, Laurie has generously funded the Laurie Cowled Leadership Program for the past five years.

This two-day course develops leadership skills aligned with RFDS values and provides participants with practical tools they can apply immediately to create a positive impact across the organisation.

The program brings together leaders from across the RFDS to build self-awareness, strengthen communication, and foster stronger team and community relationships. To date, nearly 100 leaders have taken part, with more to follow in the next year.

“It has given me the tools, confidence and perspective to grow, helping me strengthen my communication and decision-making skills and increasing my ability to support my team. As a new leader at the RFDS, attending this program has been invaluable in assisting me on this journey.”

JAMIE-LEE MCCALL NURSE MANAGER – AEROMEDICAL

RFDS (Queensland Section)

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Annual Report 2024/25

A cattle mustering job gone wrong in the Gulf Pilot Frank Hoare is lucky to be alive after his helicopter crashed at a remote cattle station near Normanton in the Gulf of Carpentaria.

RFDS Nurse Manager – Aeromedical, Jamie-Lee McCall, was tasked to retrieve Frank and remembers him lying on the ground in excruciating pain amongst debris.

Frank was mustering cattle when his chopper struck a power line and plummeted 12 metres to the ground.

“We were concerned that Frank was still in the cockpit because there was a risk of the helicopter igniting or the paddock setting alight from the fallen power lines,” Jamie-Lee said.

“It was a straightforward day, and we were about an hour or so off finishing the job,” Frank said.

“I’d been aware of power lines all day, but I had my eye out of the door on the animals, and lost sight of them.

“The next thing I knew, I hit the lines, my tail ripped off, and my chopper started spinning out of control. Then I passed out.”

With the power lines down and no cell reception available, one of the cattle musterers who witnessed the crash raced back to the station on his motorbike to contact the Flying Doctor.

In under an hour, the RFDS Mount Isa team landed at the nearest airstrip, loaded a ute with medical equipment, and drove to retrieve Frank from the crash site at Neumayer Valley.

“I don’t know how long I was out for, but when I woke up, Richard, the Station Manager, was with me,” Frank said.

“I tried to get up, but I couldn’t move my leg.”

“The angle of his leg indicated it was badly broken, and we thought head, spinal and leg injuries were likely too.

“We needed to stabilise him before we could move him to safety.”

Jamie-Lee said the team was able to use a portable ultrasound to scan Frank’s leg and identify the exact spot to inject a nerve-blocker to numb the pain.

A pelvic binder was used to support his body to try and prevent internal bleeding.

This was the first accident Frank had faced in his 23 years of flying.

The news shook his wife Sarah and the local community when it first broke on social media.

“When Frank crashed, I was working for a small animal clinic in Charters Towers, and a colleague asked me, ‘Where’s Frank at today?’” Sarah said.

“When I told her that it was near Normanton, her face dropped and she said, ‘There’s been a helicopter accident up there’.”

Sarah immediately thought to herself, ‘it couldn’t be Frank,’ but when she saw the Facebook post with the pin drop on Neumayer Valley, she began to worry.

Sarah tried Frank’s mobile, and there was no answer due to the power outage from the accident.

She tried his colleagues’ mobiles, and no answer.

She finally got through to someone at the cattle station, who confirmed her worst fears.

It was Frank, and although they didn’t know much more, he’d survived.

Figure 1: Aeromedical retrieval of Frank following his helicopter crash.

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The furthest corner. The finest care.

“For me, not knowing if he was going to live or die was the worst thing,” Sarah said.

Patient story

After Frank was stable, the RFDS gave him a mobile phone so that he could speak to Sarah and his three children to reassure them he was ok.

“I could tell by his voice he was very shaken up about it,” Sarah said.

“It was such a relief to speak to the RFDS nurse and know he was with the Flying Doctor.”

Frank was flown to Townsville for emergency surgery on his broken femur.

After nine weeks of recovery, Frank is now back at work, mustering from the air again.

“We are forever grateful for the RFDS,” Sarah said.

“Having medical professionals able to arrive at a crash scene in the middle of nowhere is vital.

“If we won the lottery, we would donate millions of dollars to the RFDS.” This story was featured in our 2025 Tax Appeal and raised $1,266,844. The appeal asked supporters to help fund the fit-out of the Mount Isa Base storeroom, filling the new base with essential equipment and consumables to help patients like Frank.

“It was such a relief to speak to the RFDS nurse and know he was with the Flying Doctor.”

RFDS (Queensland Section)

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Annual Report 2024/25

Header

Our vision

Better health access and outcomes for regional, rural and remote communities.

20

The furthest corner. The finest care.

Section name here

Header

CHILLAGOE MAREEBA SHIRE

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in our People

Under the Growth in our People pillar of our Towards 100 Strategy, we are committed to creating the best, future-ready workplace and culture where our people can thrive.

This commitment goes beyond traditional workforce development—it’s about futureproofing our workplace models, attracting and retaining expert talent, and cultivating a culture of continuous growth and adaptability.

Life off Autopilot In response to the global pilot shortage—driven by a maturing workforce, lengthy training pipelines, post-COVID impacts, and increased competition from commercial carriers—the RFDS established a dedicated taskforce to assess current efforts and identify new strategies.

This led to the creation of Life Off Autopilot, a humancentred recruitment campaign, positioning the RFDS as the pinnacle of piloting. The campaign reframed pilot recruitment as a values-led brand initiative, connecting with pilots as purpose-driven professionals seeking meaningful careers. Its aim was to highlight the uniqueness of a RFDS career as the most challenging and rewarding job in the sky. Through storytelling, cinematic visuals, and real pilot experiences, the campaign inspired aviators seeking more than routine.

As the first RFDS recruitment initiative approached as a brand campaign, Life Off Autopilot was rolled out across digital, social, and outdoor channels and far exceeded expectations. The campaign received more than 130 applications in three days and 389 in total over six weeks. This initiative reaffirmed our position as a values-driven leader in both aviation and health, reshaping how we tell our story, inspire individuals, and connect with the communities we serve.

Recognising this impact, the Life Off Autopilot was named Brand or Marketing Campaign of the Year in the 2025 Australian Aviation Awards and a finalist in the Australian Marketing Institute Excellence Awards for the Not-for-Profit category.

22

The furthest corner. The finest care.

Real Flying Doctors The Real Flying Doctors campaign was launched in 2025 to address the national shortage of rural General Practitioners (GPs) and to help develop a pipeline of applicants to support the sustainability of our medical services recruitment strategy. Targeting aeromedical and primary health care doctors, the campaign positioned the RFDS as the epitome of medical excellence, where doctors can apply their expertise in some of the most unique clinical environments in Australia.

Like Life Off Autopilot, this was a values-led campaign that emphasised RFDS’s patient-focused approach to medicine and continuity of care. Through emotive storytelling, it highlighted the breadth of clinical experience and the impact our doctors have on regional, rural and remote communities.

This integrated marketing campaign delivered strong outcomes for the business, reaching over 128,000 industry-aligned professionals and generating high-quality candidate applications, helping to address the organisation’s immediate workforce needs while also strengthening the long-term candidate pipeline.

Shared Medical Workforce Model In partnership with North West Hospital and Health Service (NWHHS), the RFDS has launched an innovative initiative to address the shortage of GPs in rural and remote north-west Queensland. The Shared Medical Workforce Model, launched in 2024, allows GP trainees to gain a richer clinical experience by working across hospital services and RFDS operations.

This initiative demonstrates how the RFDS can, through strong partnerships, help grow the rural medical workforce and ultimately increase access to healthcare in rural and remote communities.

By rotating every two weeks between RFDS and Queensland Health, GP trainees gain diverse experiences across both organisations, with the aim that some will choose to return to RFDS or the local area as GPs at the completion of their training.

Growth in our People

Figure 2: Advertising from our pilot recruitment campaign.

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in our People continued

From aerobatics to aeromedical It’s the drive to make a positive difference that has kept Flight Standards Pilot, Marty Cram, flying for the RFDS for over 20 years.

His career, built on challenging his skills, drew him to the unpredictability of being an RFDS pilot.

Over two decades, Marty has spent his fair share in the sky assisting in the delivery of essential healthcare across regional, rural and remote Queensland.

While he says no single event stands out above the rest, the shared values and dedication across the team have had the most impact.

“The day-to-day operations are never routine,” Marty said.

“It’s the esprit de corps, the professionalism, and sense of purpose amongst all the people I have worked alongside,” he said.

“Things can change very quickly in this role, and that was a big draw card for me.”

Marty began his career at the RFDS as a line pilot before stepping into his current role training our pilot cohort.

Prior to the RFDS, Marty flew with the Royal Australian Air Force (RAAF) Roulettes, a highly skilled aerobatic display team. The precision required for that role continues to support his career today.

“I hope the knowledge I pass on will benefit those new to the organisation in the same way those in my role mentored me,” he said.

“The skills are very similar; it’s just adjusting and learning to use them for the different operational demands required of the RFDS,” he said.

For Marty, one of the best parts of his job is seeing new pilots, from all backgrounds, grow in both confidence and capability, eventually becoming seasoned aeromedical pilots themselves.

“Being able to use those skills to assist someone in a time of need is incredibly rewarding.”

Marty’s advice to aspiring RFDS pilots is to simply give it a go.

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The furthest corner. The finest care.

Growth in our People

Next generation of aircraft engineers in the making Brisbane-based Aircraft Maintenance Engineer, Cate Dows, and Cairns-based Aircraft Maintenance Engineer, Garvina Lui, live at opposite ends of the state, but these two women share the same dream.

The team manages a fleet of 26 aircraft, which includes Beechcraft King Air B200s, B350s and B360s that service regional, rural and remote communities.

“I would highly recommend other women, who have a passion for engineering, to join the RFDS because the team is like a family,” Cate said.

They both joined the RFDS as apprentices in their early 20s to gain more hands-on experience in their engineering trade.

“The variation of work that comes through the hangar has given me the practical skills needed to make it to LEAP.

And now, after training alongside the Flying Doctor’s engineering team, they have been accepted into the Licensed Engineer Aviation Program (LEAP) as aircraft maintenance engineers (AMEs) and are forging ahead in their careers.

“Now I can work towards my dream of becoming a licensed aircraft maintenance engineer.”

LEAP was launched by the RFDS in 2023, with support from donors and the RFDS Foundation to create a pathway for emerging engineers to become licensed aircraft maintenance engineers (LAMEs).

With many in the industry nearing retirement, the RFDS established the program to ensure decades of hard-earned knowledge are passed down to the next generation and to build a robust and sustainable pipeline of engineers to meet future workforce needs.

“I don’t think I would have gotten the experience I needed without support from the RFDS,” Garvina said.

“Every aircraft is different, and all the engineers here have been maintaining and repairing these aircraft for 20–30 years and have these machines down to a fine art.

Figure 3: Garvina Lui, Cairns-based Aircraft Maintenance Engineer.

“Right now, is the time to learn everything we can from the greats.”

For Cate and Garvina, LEAP is more than a career opportunity—it’s a chance to keep the Flying Doctor flying 24 hours a day, seven days a week.

In Queensland, the RFDS proudly supports five apprentices, eight AMEs (five are in LEAP), and 22 LAMEs across the state at our Brisbane, Bundaberg, Cairns, Charleville, Mount Isa, Rockhampton and Townsville bases.

As a proud Torres Strait Islander woman, Garvina understands the importance of the Flying Doctor providing care to remote communities.

“Now I can work towards my dream of becoming a licensed aircraft maintenance engineer.”

“It was in my first couple of weeks of working here, a family member actually came in on an aircraft from Darnley Island,” Garvina said.

“It fills my heart knowing I can play a part in connecting people to the best possible healthcare.”

CATE DOWS AIRCRAFT MAINTENANCE ENGINEER

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in our Community

Giving Day takes off On Wednesday 2 April 2025, our inaugural Giving Day, Take to the Skies, soared beyond expectations, raising over $360,000 in just 24 hours. Thanks to the generosity of our major Matching Partners Hancock Prospecting, McCullough Robertson and Brisbane Airport Corporation, and our Flying High partners, each donation was doubled, amplifying its impact. This was an incredible show of community spirit that will support the delivery of our services across the state.

Gaming for good Change the Game brings a fresh approach to fundraising, engaging a new audience through livestream gaming. This proof-of-concept initiative exceeded key performance indicators, with 22 streamers and content creators raising over $10,000 proving the potential of gaming-based fundraising to attract new supporters, diversify income streams and help keep the Flying Doctor flying.

Over the fortnight, the Fundraising & Philanthropy team also personally completed more than 500 outbound thank-you calls and messages, strengthening supporter relationships and reminding them how much their generosity means.

We also received support from Cornucopia PO who donated 1,000 outbound thank-you calls from their professional callers, to support the campaign.

Attracting new supporters—especially ‘Support Crew’ members who give monthly—is crucial for ensuring reliable funds and our long-term sustainability. This year, we were delighted to welcome 6,436 new Support Crew members and 4,627 new donors.

Our supporters in a snapshot 30,000 25,000 20,000

2

Roma

15,000 10,000 5,000

5,101

Bundaberg hosted our first RFDS Plane Pull on Sunday 17 November 2024, challenging 10 teams to pull one aircraft 24 metres across the tarmac as fast as possible. Every team was successful in pulling the aircraft, with the fastest team completing the challenge in just 13 seconds. The event combined fun and friendly competition with fundraising, raising over $20,000 and boosting local awareness of the Flying Doctor’s essential role.

The video was viewed 2,063 times and prompted more than 60 personal replies from supporters expressing their appreciation.

9,692

Bundaberg pulls together

Our first ‘Thank-a-thon’ pilot was launched in April 2025 as a heartfelt, two-week initiative to recognise and thank our supporters across Queensland, with over 55,000 touch points made with our donors to thank them for their support across mail, email, SMS text and phone. We sent 31,340 postcards and 2,000 handstamped greeting cards to our supporter base, followed by 25,913 emails featuring a warm thank-you message and a special video from our fundraising team and frontline crews.

12,251

At the centre of this work are the individuals, partners, and organisations who share our vision and make this progress possible. Their support ensures we can continue to deliver vital services today, while building sustainable, meaningful connections for the future.

Thank-a-thon

24,554

As part of our Towards 100 Strategy, the Growth in Community pillar reflects our commitment to strengthening our presence, reputation and support at the heart of the communities we serve.

One way this commitment is brought to life is through our Fundraising and Foundation Growth Strategy, which enables us to connect with more people, respond to emerging needs and create new opportunities for community-led impact.

0 Support Crew

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Donors

Fundraisers and community groups

Oceans to Outback Queensland participants

Growth in our Community

Figure 4 (left to right): Big Red Bash attendees taking part in the Nutbush City Limits dance, Oceans to Outback participants, lighting the lanterns, Bundaberg plane pull attendees, Bundaberg plane pull cheque presentation, inaugural Giving Day.

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in our Community continued

Engaging with those who mean the most Community connection is at the heart of everything we do. For almost a century, we’ve grown and evolved our services to meet the needs of communities. To ensure we remain of service, it is critical that we continue to advance our efforts, stay relevant and reinforce our place in the hearts and minds of regional, rural and remote Queenslanders. Two ways we are achieving this are through the RFDS Schools and Ambassador programs.

Inspiring the next generation In 2024/25, the Community Engagement team reached almost 80,000 Queenslanders through more than 130 community events and school visits, strengthening awareness of our services, educating youth on future career pathways and deepening our connection with communities.

A standout feature of these efforts is the RFDS Schools Program, supported by Isuzu UTE Australia.

This multi-year national collaboration helps raise awareness of the vital work of the Flying Doctor.

Throughout the year, Community Engagement Coordinators John and Kym Warner hitch ‘the sim’—a full-size replica of a King Air B200 aircraft, to an Isuzu D-MAX and tow it to the furthest corners of Queensland.

The King Air B200 aeromedical simulator continues to be a powerful tool in our engagement efforts, offering an immersive experience that brings the work of the Flying Doctor to life. Beyond its appeal, the simulator plays a strategic role in raising awareness of our contemporary aeromedical and primary health services, supporting health literacy and inspiring future health professionals.

By engaging students, families and broader communities in a hands-on educational setting, we’re not only strengthening understanding of our impact, but also fostering meaningful connections and planting the seeds for future workforce pathways in regional, rural and remote Queensland.

Our ambassadors around Queensland Location

Ambassador

Birdsville

Don and Lyn Rowlands

Brisbane

Ian and Jane Campbell

Brisbane

Ben Dobbin

Brisbane

Sam Hughes

Brisbane

Russell Postle AM

Brisbane

Emeritus Professor Robert Stable AM

Brisbane

Dalene Wray AM

Brisbane

The Hon Pat Weir MP

Bundaberg

Prudence Barwick

Bundaberg

Tanya O’Shea

Cairns

Daniel Easton

Cairns

Wudarabin Snider

Charleville

Kylee Tindale-Smith

Durong

Georgie Somerset AM

Longreach

Dan Walker

Mount Isa

Tony “TONKA” Toholke

Noosa

Meg Devery

Roma

The Hon. Bruce Scott AM

Townsville

Georgie Arnold

Townsville

Steve Price OAM

Winton

Sandy Gillies

Wolverton Station (Cape York)

Emma Jackson

392

51

Community engagements

School visits

Ambassadors light the way Through our RFDS Ambassador Program, we’ve welcomed individuals and organisations who share our passion for community and service. By lending their voice, expertise and time, our ambassadors help amplify our message, champion our supporters and extend our reach across Queensland.

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5,964 61 Students engaged

Locations visited

Growth in our Community

Picnic perfect As a key initiative to increase awareness of the RFDS within Queensland communities, we explored a new event model, aimed at engaging with these communities and boosting awareness of our services.

In the 2024/25 financial year, we launched the RFDS Picnic with the Planes (PWTP) event series, hosting four successful events across our regional bases in Roma, Bundaberg, Townsville and Rockhampton.

With its relaxed atmosphere, affordable ticketing, and family-friendly programming, PWTP has quickly established itself as a welcoming event series that brings communities together.

Designed to be accessible to all, each event offers a space where people of all ages and backgrounds can connect with the RFDS, learn about our services, and celebrate the unique role we play in regional healthcare.

The consistent event format has helped build a recognisable and trusted brand, while the communityrich environment ensures every activation strengthens local relationships and deepens public understanding of the RFDS. We look forward to growing this initiative each year by exploring ways to keep each event fresh and exciting, while also strengthening the connection between the community and the RFDS. Thank you to our Roma presenting partner, Senex; and our Bundaberg, Townsville and Rockhampton presenting partner, Textron Aviation and all of our sponsors who made these events possible.

2,508 89% Tickets sold

Reported event experience as excellent or good

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in our Community continued

To strengthen our relevance and connection with patients, partners and supporters, we’ve continued to invest in building a strong, visible, and trusted brand. Under the Growth in Community pillar of our Towards 100 Strategy, we are increasing awareness of the RFDS through targeted media engagement, a refreshed brand identity and strategic community partnerships, ensuring our mission remains front of mind across Queensland and beyond.

Media coverage The RFDS has achieved significant media exposure across television, radio, print and digital platforms, helping amplify our mission and stories.

In total, we reached an estimated audience of over 45 million. Coverage highlights included the Today Show weather crosses in June, the Birtles and the Bean drive from London to Melbourne, which came through Queensland, and statewide coverage of our inaugural Giving Day, which showcased our service and its importance for regional, rural and remote communities.

This increased visibility continues to strengthen public awareness, support and trust in our services.

Strengthening our brand This year, RFDS introduced refreshed brand guidelines to modernise our identity, strengthen our connection with the community, and reflect the vital role we play across Queensland.

The updated framework ensures our brand is consistently and professionally represented at every touchpoint, from aircraft and uniforms to social media and signage, helping the community instantly recognise and trust the RFDS. While the new guidelines also support internal consistency and make it easier for staff to communicate clearly, the heart of this work is about reinforcing our presence in the communities we serve. A suite of easyto-use templates and tools empowers teams to share stories, updates and information in a way that’s aligned, accessible and unmistakably RFDS.

Media statistics We reached 45,424,229 people, with radio the most effective channel, accounting for 19,590,970 of that audience, while print accounted for 10,939,000, followed by online and then TV. Figure 5: RFDS Brand Guidelines.

Leading media mentions 50

Online publications

North West Weekly

Maranoa Today

10

18

45

TV coverage

23

20

27

31

30

27

42

40

51

Print sources 52

60

0 Townsville Bulletin

30

Cairns Post

Toowoomba Chronicle

CQ Today

The furthest corner. The finest care.

Seven News

WIN News Our Medicine NITV

Growth in our Community

Community partnerships Our community partnerships continue to play a vital role in extending the reach and awareness of RFDS. This year, we strengthened our partnership with Elders, working closely to share stories from the bush and promote rural health through joint campaigns and community engagement activities, such as the Outback Explorer Competition and FarmFest.

We were also proud to be a charity partner of the Brisbane Broncos during their 2025 season. This opportunity connected our brand with new audiences and showcased our mission to fans across the country but particularly to metropolitan areas where the RFDS is less known.

A continued commitment to reconciliation The RFDS remains deeply committed to working alongside Aboriginal and Torres Strait Islander peoples on our reconciliation journey. We continue to collaborate closely with communities, fostering meaningful relationships and deepening our understanding of First Nations cultures, histories and perspectives.

In 2024/25, our Indigenous Engagement Strategy was endorsed to strengthen our reconciliation efforts and align with our Reconciliation Action Plan (RAP).

This strategy provides a clear framework to guide our actions, build strong partnerships and embed meaningful engagement with Aboriginal and Torres Strait Islander communities across the organisation.

“Our partnership with Queensland Cricket in Cairns has been a standout example, with potential to replicate the successful event model across the state.”

CAROLE TOKODY RAP (QUEENSLAND SECTION) WORKING GROUP CHAIR Chair of the RAP (Queensland Section) Working Group, Carole Tokody, emphasised the importance of collaboration in enhancing impact and creating inclusive opportunities.

During NAIDOC Week, we proudly shared stories that highlighted the role the RFDS plays in strengthening communities, not only through healthcare, but by fostering wellbeing and supporting future generations.

With strong representation on our Board and ongoing engagement with like-minded organisations, we are embedding reconciliation into many aspects of our work.

We are currently renewing our RAP with Reconciliation Australia, ensuring our future actions remain inclusive and shaped through genuine partnership with Aboriginal and Torres Strait Islander peoples.

Outback Explorer Competition

53

335,900

9,732

353

Video entries

Campaign reach

Votes cast

Voting accounts created

RFDS (Queensland Section)

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Annual Report 2024/25

Header

Our mission

Connecting regional, rural and remote communities to the finest healthcare and aeromedical services.

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The furthest corner. The finest care.

Section name here

Header

BOULIA BOULIA SHIRE

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in Service delivery

Expanding our services Through a variety of key strategic initiatives, we are innovatively enhancing our service delivery across all areas of our organisation so that Queenslanders have access to essential healthcare, no matter where they live, work or travel.

Growing a team of nurse practitioners

Enhancing our Operations Control Centre (OCC) As the nerve centre of our aeromedical operations, the Operations Control Centre (OCC) has been made possible thanks to RFDS supporters, partners, and donors. The OCC plays a critical role in coordinating aircraft movements, clinical logistics and crew communications, ensuring safe, high-quality service delivery.

In May 2023, the RFDS established a two-year aeromedical nurse practitioner trial to enhance operational capabilities.

This year, our Digital & Technology team successfully delivered the OCC 2.0 platform upgrade to enhance our current systems and organisational capability.

This model enables the RFDS to respond to aeromedical retrieval requests with a nurse practitioner and flight nurse on board.

The OCC 2.0 improves the way we capture and share data, will reduce duplication and minimise transcription errors, while also providing a significantly improved user experience. The platform also streamlines processes by reducing data entry time for OCC staff.

The nurse practitioner provides advanced clinical support when appropriate, allowing doctors to be more readily available and able to respond to the most critical cases.

The trial has progressed, with three RFDS nurse practitioners continuing to deliver the model.

Additionally, a new VHF radio installed in the OCC has enhanced real-time communication with flight crews.

This allows crews to connect with the OCC during flight, while taxiing at Brisbane for parking allocation, provide updates such as ETAs or maintenance requirements, and request clinical support on the ramp.

These advancements demonstrate our commitment to supporting safe, high-quality, and efficient service delivery 24/7.

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Growth in Service delivery

Improving access to services through virtual health New technologies are creating exciting opportunities to improve healthcare access in regional, rural and remote communities via telehealth and virtual care models.

With additional funding from the Western Queensland Primary Health Network and Northern Queensland Primary Health Network, the RFDS has expanded its telehealth services to include on-demand afterhours urgent care, scheduled primary health care appointments, and a Virtual Health and Wellbeing Hub through the Healthy Outback Communities Alliance.

By augmenting in-person clinic delivery with highquality virtual care, we are improving access to services, enhancing continuity of care and supporting chronic disease management and wellbeing.

RFDS also plans to extend our RFDS Medical Chest capabilities to further support isolated communities and continue to ensure guided access to pharmaceuticals and first aid products. This will further enable our clinicians to manage acute pain, treat patients virtually, or manage an emergency while an aeromedical retrieval is organised.

By expanding on the provision of virtual health, we continue to advance health equity and improve wellness for those in isolated areas.

RFDS Dental Service milestone In July 2024, the RFDS dental team celebrated their 20,000th patient while visiting Camooweal, a remote town near the Northern Territory border.

This significant milestone highlights the success of the RFDS Mobile Dental Unit, a fully-equipped mobile dental surgery that delivers vital oral health services including X-rays, extractions, treatment for acute or existing conditions, gum disease treatment, and referrals to specialist dental services.

In the 2024/25 financial year, the team delivered essential dental care to 16 rural and remote communities across Queensland, treating 2,551 patients; 77 per cent adults and 23 per cent children.

The Flying Doctor acknowledges the support of QCoal Group, QCoal Foundation and the Australian Government in establishing the RFDS Dental Service in 2013.

“For our patients, it’s a vital health service they simply can’t do without.”

LEE POOLE EXECUTIVE GENERAL MANAGER NURSING AND CLINICAL SERVICES

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in Service delivery continued

Rural resilience Our presence and reach in rural and remote communities positions us to support natural disaster preparation and responses. The Service is equipped to support community resilience and ensure wellbeing during and after natural disasters, using our network to ensure a coordinated service delivery with local service providers.

The record-breaking floods in western Queensland marked the latest weather emergency to unfold across the state, forcing residents from Thargomindah, Adavale, and Jundah to relocate to Charleville and Longreach.

The scale of the disaster was devastating, with more than 140,000 head of livestock lost, and thousands of homes, businesses, and schools across western and south-west Queensland inundated by flood waters.

Amid the widespread power outages, disrupted telecommunications, and reduced access to healthcare services, the Flying Doctor played a crucial role in keeping Queenslanders safe.

Working in close collaboration with Queensland Health, we identified vulnerable patients within impacted communities to ensure they received continuity of care.

This involved providing primary health care services at airports, hospitals and evacuation centres; offering antenatal care to expectant mothers; and transporting essential hygiene products to isolated families.

Stranded communities rely on the RFDS Medical Chest Outback residents impacted by the flooding in western Queensland relied on locally registered RFDS medical chests for essential medications and medical supplies.

RFDS Medical Chest Service Manager, Elizabeth Doran, said the chests were a lifeline to communities that were isolated from their homes, primary health care clinics and pharmacies.

“In response to the emergency, the RFDS provided clinical advice to residents on using medical chest contents to offer a continuation of care for patients who had run out of their usual medicines during the floods,” Elizabeth said.

“Supplies were reordered and dispatched as normal; however, due to concerns with mail plane route access, we had to restock centrally located chests in communities where possible.

“This was a contingency measure to ensure patients could receive the medical care they needed.

“Proactively managing access to specialised treatments is a key part of how medical chests support remote Queenslanders during natural disasters and significant events.”

Recent events supported by the RFDS DECEMBER 2023

RFDS mental health clinicians were also deployed to Longreach to deliver psychological first aid and free mental health consultations to evacuated families.

Ex-Tropical Cyclone Jasper

While Queenslanders are known for their resilience, the cumulative toll of multiple severe weather events across almost every region in a single year has left profound and lasting impacts on communities.

JANUARY 2024

Through it all, the RFDS remains present, helping communities to recover, reconnect and rebuild.

Ex-Tropical Cyclone Kirrily

MARCH 2025

Ex-Tropical Cyclone Alfred MARCH–MAY 2025

Flood emergency in western Queensland 36

The furthest corner. The finest care.

Growth in Service delivery

RFDS helps ensure a safe arrival New mum Elle-Jay and her husband Mack were relieved to hear from the RFDS when their cattle station near Thargomindah was flooded in, just weeks before their due date.

Elle-Jay was 37 weeks pregnant at the time and had been receiving regular antenatal care from RFDS Nurse Manager, Jo Mahony, at the Thargomindah Community Clinic.

To ensure people like Elle-Jay were safe, we worked in collaboration with the Bulloo Shire Council to evacuate vulnerable patients from Thargomindah to Charleville so they could access essential medical services.

Bulloo Shire Council Mayor John Ferguson said the recent flood left many members of the community completely isolated.

“Without swift intervention, people like Elle-Jay would have been at serious risk,” he said.

“Then the RFDS called me straight after and said it was a good idea for me to get on that flight.”

Luckily, Elle-Jay’s brother-in-law was a helicopter pilot and flew her from the station into town to be evacuated.

While it was difficult for her to leave Mack behind to look after the animals and their house, she said it was a relief to know she could have access to medical support if she went into early labour.

When Elle-Jay arrived in Charleville, Jo noticed she had missed her latest antenatal appointment and organised an essential check-up, along with an iron infusion.

“Without the RFDS, I would have had to drive 10 hours to Toowoomba for all of my antenatal check-ups and scans,” she said.

“It only took me one hour to drive to the Thargomindah Community Clinic.

“Council’s collaboration with the RFDS was critical in ensuring that those most in need received urgent support during this time.”

“I was a little bit worried about raising a family on the station, but the RFDS has always been there for us and is always ready to help. They give us the confidence to live out here.”

The soon-to-be parents had everything sorted, from the nursery to the birthing plan, but nothing could have prepared them for this.

Her dream has always been to raise her children on the land, and with help from the RFDS, this is possible.

“I can remember the Bulloo Shire Council called me and said they had a plane evacuating anyone for medical purposes,” Elle-Jay said.

On 30 April, 2025, Elle-Jay and Mack welcomed their healthy baby boy, Lachlan, to the world and returned home just in time for Mother’s Day.

Figure 6: Baby Lachlan was born safely on 30 April 2025.

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in Service delivery continued

A new fleet focus As we continue to evolve, so does our fleet, ensuring we meet the needs of the communities we serve.

The RFDS currently operates a mixed fleet of Beechcraft King Air B200, B350 and B360 aircraft.

While the B360 aircraft are well-suited for longer distances, their weight restricts access to shorter more remote airstrips, necessitating a lighter alternative.

In the past financial year, our 10-year Fleet Strategy was reviewed, and the KA260C has been identified as the optimal replacement for our aging B200 aircraft, meeting operational requirements while allowing continued remote access.

As a result, our planned seventh Beechcraft King Air B360 that was on order has been switched to two new KA260C aircraft arriving in 2027. Over the next five years, we will acquire further KA260C aircraft to replace the B200s as they retire.

By committing to the KA260C, the RFDS can deliver efficiency in aircraft maintenance processes, consistency in pilot training and optimise the supply chain.

Registration Description

Year of manufacture

Date acquired Dedications

VH-FDZ

Beechcraft King Air B200

2004

December 2004

VH-VJU

Beechcraft King Air B200

2004

December 2004

VH-VQD

Beechcraft King Air B200

2004

December 2004

VH-VOQ

Beechcraft King Air B200

2007

April 2007

VH-VAQ

Beechcraft King Air B200

2007

July 2007

VH-FDT

Beechcraft King Air B200

2007

October 2007

VH-FDG

Beechcraft King Air B200

2009

July 2009

VH-FDS

Beechcraft King Air B200C

2010

September 2010 Drover – named through public vote

by Brisbane Airport Corporation

VH-FDM

Beechcraft King Air B200C

2010

November 2010

VH-FDI

Beechcraft King Air B200C

2010

November 2010

VH-FDL

Beechcraft King Air B200

2014

July 2014

VH-FDO

Beechcraft King Air B200

2014

July 2014 Cooee – named by Ergon Energy Retail

VH-FDN

Beechcraft King Air B350C

2014

March 2015

VH-FDF

Beechcraft King Air B350C

2015

August 2015 Roderick J Bowe, John D Bowe and Anne J Carne

VH-FDC

Beechcraft King Air B350C

2016

August 2016 Ray Grace

VH-FDD

Beechcraft King Air B350C

2017

VH-VJZ

Beechcraft King Air B200

2006

VH-VJX

Beechcraft King Air B200

2006

January 2019 Bevan Jibson

VH-VJW

Beechcraft King Air B200

2006

February 2019

VH-VJY

Beechcraft King Air B200

2006

February 2019

VH-FDW

Beechcraft King Air B360C

2021

December 2021 Charles Goode AC

VH-FDA

Beechcraft King Air B360C

2022

September 2022 John and Vicki Williams

VH-FDB

Beechcraft King Air B360C

2022

December 2022 Hancock Prospecting and Rinehart Medical Foundation

VH-FDR

Beechcraft King Air B360C

2021

VH-8FQ

Beechcraft King Air B360C

2023

VH-8FD

Beechcraft King Air B360C

2023

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The furthest corner. The finest care.

July 2017 Outback Angel – unveiled by HRH Prince Charles, now King Charles January 2019 Geoffrey Carrick

July 2023 Clive Berghofer October 2023 March 2024 Cornelia Goode

Growth in Service delivery

A decade with headspace Cairns In June, we celebrated 10 years as the lead agency of headspace Cairns, an organisation that provides vital mental health and counselling services to youth across Far North Queensland.

The service supports young people aged 12 to 25 through a broad range of services, including mental health, physical and sexual health, alcohol and other drug services, and work and study support.

This year, headspace Cairns continues its bilateral funding agreement with Queensland Health. This agreement aligns with the headspace National ‘Clinical In-Reach to headspace Centres’ initiative, aimed at optimising the system for greater collaboration and enhanced care for our young people.

Some Primary Health Network (PHN)-funded programs that operate from headspace Cairns include a Dialectical Behaviour Therapy Program, a Suicide Self-Harm Response Service, and a clinical outreach service supporting young people living in the Cairns Hinterland.

Year

Occasions of service

Total young people

2015

5,206

734

2016

5,587

792

2017

5,163

683

2018

4,411

749

2019

5,512

845

2020

6,722

792

2021

6,825

718

2022

6,753

758

2023

6,668

776

2024

6,240

633

Total

59,087

7,480

Over the past 10 years, headspace Cairns has delivered almost

60,000 occasions of care to nearly 7,500 young people.

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in Innovation

Innovative ideas coming to life

In Air Distraction Therapy

The Traeger Innovation Hub exemplifies and drives the innovative spirit that founded our organisation. Since its launch in 2022, the program has received over 25 staff submissions.

Of these, 11 ideas have been adopted and are either already implemented or currently in trial stages, demonstrating our commitment to continuous innovation.

After the initial trial involving 50 patients across the Charleville and Townsville bases, we have seen positive results with 95 per cent of participants reporting some benefit to their experience. We are now eager to validate these outcomes through a formal research study.

Completed initiatives include: 1. Emergency kits in vehicles 2. Aircraft cabin cooling 3. VHF radio in the OCC 4. RFDS Radio Queensland 5. iPads for WHS compliance checks 6. Cairns warehouse rebuild 7. In Air Distraction Therapy 8. Patient care kits 9. Drug label sticker books Work in progress: 10. Digital Wings – mixed reality app 11. Instructional flip cards

40

The furthest corner. The finest care.

Patient care kits This initiative introduces branded patient bags and optional care packs to improve the dignity, comfort and overall experience of patients transferred by RFDS. After overwhelmingly positive feedback, the kits have now been approved for rollout in the new financial year.

Drug label sticker books We have redesigned the sticker book system to improve the storage of drug labels and reduce cognitive load for our nursing staff. The final design has been approved with rollout set to commence in the next financial year.

Growth in Innovation

Building our connection to outback communities Launched in September 2024 as a Traeger Innovation Hub initiative, RFDS Radio Queensland uses AI voice technology to bring the RFDS voice to life. Our host, AI Joe, offers news and weather updates, keeping listeners connected 24/7.

Over its first six months on air, monthly listenership grew to 695, with nearly 1,200 streams.

RFDS Radio Queensland has introduced a new and engaging way to reach our audience, and with the support of Local Sounds Radio, we are eager to continue exploring innovative ways to connect with our communities.

New era of digital asset management To support a more agile, brand-consistent and collaborative approach to content, RFDS adopted MediaValet’s Digital Asset Management (DAM) system. The new platform has enhanced how images and videos are accessed, organised and shared, with advanced AI-powered search functionality, detailed metadata and face recognition.

Since implementation, more than 85,000 assets have been uploaded, improving accessibility across the organisation. The platform has also supported campaign development, event promotion and measuring asset engagement.

MediaValet recognised our progress with its Budding Star Award, celebrating our achievements as a new user.

We are already seeing system success and anticipate even greater efficiency as the system is adopted more widely.

RFDS (Queensland Section)

41

Annual Report 2024/25

Header

Our promise

The furthest corner.

The finest care.

42

The furthest corner. The finest care.

Section name here

Header

BOULIA BOULIA SHIRE

RFDS (Queensland Section)

43

Annual Report 2024/25

Growth in Organisation

Investing in infrastructure

Brisbane Aeromedical Hub

As a leading healthcare provider, we continue to invest in infrastructure through the planning and development of new aeromedical bases and transfer facilities across the state.

In August 2024, we celebrated a significant milestone with a sod turning at the new Brisbane Aeromedical Hub.

As we approach 100 years of operation, our Infrastructure Strategy ensures we build strong foundations to support the delivery of the finest care to the furthest corner, now and in the future.

Mount Isa Base The redevelopment of the Mount Isa Base is nearing completion, marking a major step forward in delivering improved patient outcomes and streamlined aeromedical services for communities across western Queensland.

This is a joint project that will enable the RFDS and LifeFlight Australia to operate cohesively from the same location, strengthening collaboration and ensuring faster, more efficient responses to patients in need.

Practical completion is expected in late 2025.

For RFDS, the new facility will include three dedicated hangar bays, enhanced maintenance areas and improved patient transfer facilities.

It will also feature a new Visitor Experience Centre for guests to learn about the Service’s rich history and the vital impact of the RFDS in remote western Queensland and beyond.

Funded by the Queensland Government, this state-ofthe-art facility will feature modern hangars, a new patient transfer facility, and administration spaces that will bring all Brisbane operational and support teams under one roof.

The hub will also be home to Retrieval Services Queensland (RSQ), LifeFlight Australia and Queensland Police Service Aviation Capability Group. The project is expected to be completed in early 2027.

Cairns Base The rebuild of the Cairns Base is nearing completion after the base was affected by significant flooding following ex-Tropical Cyclone Jasper.

During the repairs, operational staff worked temporarily from the hangar and portable offices, while administration staff relocated to the Cairns Domestic Terminal.

The team looks forward to moving back into the refurbished administration area in September to join the operations team that moved back in April.

The new RFDS facility is funded with significant contributions from the Queensland Government, in partnership with participating mineral resources industry parties, the Queensland Resources Council and its members ($6.9 million), the Australian Government ($6.8 million) and additional funding from Queensland Airports Limited (QAL – $600,000), owner and operator of Mount Isa Airport.

We are also grateful for an additional 11 million contributed by donors and the community, with a special thanks to the North Australian Pastoral Company (NAPCo) and Stanbroke.

Figure 7: Brisbane Aeromedical Hub site works as of June 2025.

44

The furthest corner. The finest care.

Growth in Organisation

Emerald Patient Transfer Facility

Townsville Base

Emerald Airport will soon celebrate a major upgrade with the construction of a new RFDS Patient Transfer Facility, scheduled for completion in 2026.

The Townsville Base redevelopment will provide a welcome upgrade to our current facilities. This includes new state-of-the-art training facilities and a new patient transfer area with direct access to an undercover hangar, ensuring that exposure to the elements for patients is limited.

Funding has been secured from the Queensland Government, in partnership with participating mineral resources industry parties, the Queensland Resources Council and its members ($695,000) with additional funding support from the Central Highlands Regional Council, Suncorp Bank and fundraising from the Rotary Club of Emerald.

Designed to strengthen Emerald’s capability as a crucial hub for patient transfers, the new facility will feature an aircraft drive-through shelter where RFDS medical officers and flight nurses can transfer patients from the aircraft to an ambulance undercover, regardless of weather conditions.

The RFDS (Queensland Section) will receive $15 million in Australian Government funding, which has been matched by $15 million from the Queensland Government.

A location for the Townsville Base has been selected, and the site plans are underway.

Figure 8: Mount Isa Base site works as of May 2025.

RFDS (Queensland Section)

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Annual Report 2024/25

Growth in Organisation continued

Corporate responsibility As part of our strategic commitments, the RFDS remains committed to minimising our environmental impact and advancing sustainability across our operations.

In 2024/25, RFDS experienced a slight increase in overall emissions compared to the 2023/24 financial year, primarily due to emissions associated with our increased investment in infrastructure and new aircraft to support long-term service delivery.

Offsetting this, reductions were achieved in emissions from business travel and employee commuting.

2. Sustainability strategy > RFDS Decarbonisation Action Plan developed, focusing on electricity use, aviation, vehicles, water use, waste management, buildings, purchasing and health system effectiveness. > Participation in National Safety and Quality Health Service (NSQHS) Standards pilot program for the upcoming ‘Sustainability in Healthcare’ accreditation module.

3. Sustainability risk management > Climate Risk incorporated into our enterprise material risk register.

Our sustainability initiatives are structured around four strategic pillars, with key activities from 2024/25 outlined below:

> High-level Climate Opportunities and Risk Assessment (CORA) Project completed, including a risk assessment of each RFDS base and its potential physical impacts of climate change.

1. Sustainability governance > Executive Leadership Team member appointed to champion sustainability.

> ISO14001 (Environmental Management) audit successfully completed, which is now inclusive of climate considerations.

> Ongoing implementation of recommendations from our three guiding sustainability documents.

4. Sustainability metrics and targets > Development of Environmental, Social and Governance (ESG) metrics and targets are underway.

> Environmental Committee established to meet bimonthly to circulate and progress key sustainability initiatives, ideas and address challenges.

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The furthest corner. The finest care.

> Carbon footprint data collection continues to improve each year.

Growth in Organisation

Townsville

RFDS Aeromedical Training Academy In October 2024, the RFDS celebrated the opening of its Aeromedical Training Academy in Bundaberg.

The $28.8 million facility is located adjacent to the RFDS Bundaberg Base and houses the only Beechcraft King Air Pro-Line Fusion Full-Flight Simulator (FFS) in Australia.

Since achieving Civil Aviation Safety Authority (CASA) certification in October, the simulator has become a destination for aviation training, enhancing pilot proficiency in flying Beechcraft King Air 260, B350, 360 and 360Q aircraft. To date, 38 RFDS pilots have completed more than 240 training sessions.

In addition to enhancing internal training capability, the academy has proven to be a substantial commercial venture, enabling external clients to access the simulator for their training requirements.

We are pleased to have secured agreements with the Longreach Queensland Police Service, Toll Aviation and the RFDS (South Eastern Section), with further interest from other external parties.

Rockhampton

The academy was supported by $14.9 million in funding from the Australian Government, $3 million from QCoal Foundation, and the remainder from generous corporate and philanthropic donations.

We extend our thanks to John Santalucia for his significant support, and to the Bundaberg Regional Council for donating the land on which the facility is built.

Bundaberg

“This particular simulator is the only one of its kind in the southern hemisphere; it allows Charleville into four us to configure Roma different models of aircraft, giving us greater flexibility in training courses and a bigger commercial market to tap into.”

SHANE LAWREY GENERAL MANAGER – AVIATION TRAINING AND STANDARDS

RFDS (Queensland Section)

47

Annual Report 2024/25

To our staff

Thank you to our dedicated staff whose commitment and care continue to fly us forward every day.

48

The furthest corner. The finest care.

Section name here

COOKTOWN FAR NORTH MENTAL HEALTH TEAM

RFDS (Queensland Section)

49

Annual Report 2024/25

Collaborating to provide the finest care The RFDS acknowledges our strong working relationships with health service providers and communities. These partnerships are essential in providing the finest care to the furthest corner.

Working with key partners in the communities ensures the Flying Doctor can provide quality aeromedical retrieval services, as well as essential primary and preventative healthcare to regional, rural and remote communities.

Hospital and Health Services

Other organisations

Cairns and Hinterland Hospital and Health Service

Queensland Local Governments

Central Queensland Hospital and Health Service

Apunipima Cape York Health Council

Central West Hospital and Health Service

Department of Treaty, Aboriginal and Torres Strait Islander Partnerships, Communities and the Arts

Children’s Health Queensland Hospital and Service Darling Downs Hospital and Health Service Gold Coast Hospital and Health Service Mackay Hospital and Health Service Metro North Hospital and Health Service

Gidgee Healing Department of Social Services CheckUP Department of Defence

Metro South Hospital and Health Service

headspace National Youth Mental Health Foundation Ltd

North West Hospital and Health Service

RHealth

South West Queensland Hospital and Health Service Sunshine Coast Hospital and Health Service Torres and Cape Hospital and Health Service Townsville Hospital and Health Service West Moreton Hospital and Health Service Wide Bay Hospital and Health Service

Primary Health Networks Brisbane North Brisbane South Country to Coast, QLD Darling Downs and West Moreton Gold Coast Northern Queensland

Universities Australian Catholic University Ltd Bond University Charles Darwin University Charles Sturt University Griffith University James Cook University Queensland University of Technology Southern Cross Queensland University TAFE Queensland The University of Queensland University of South Queensland

Western Queensland

Government Partners

The RFDS of Australia is supported with funding from the Australian Government Department of Health, Disability and Ageing.

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The furthest corner. The finest care.

Fundraising and acknowledgements

Celebrating our partners

Thanks to our passionate and committed partners the RFDS (Queensland Section) can provide the finest care to the furthest corner.

Principal Partners

Major Corporate Supporters

Corporate Supporters

Community Partners

Major National Partners

2024/25 Supporters

National Partners

The RFDS (Queensland Section) would like to thank some of our most significant supporters in 2024/ 25.

Clive Berghofer AM

John Santalucia

Charles Goode AC & Cornelia Goode

Tim Fairfax AC & Gina Fairfax AC

Major Trust and Foundation Supporters APS Foundation Black Dog Ride Australia Collier Charitable Fund

The E Robert Hayles & Alison L Hayles Charitable Trust Gambling Community Benefit Fund Goldburg Family Foundation

James Frizelle Charitable Foundation The John Waller Foundation The Kinghorn Foundation

Mazda Foundation RP Medical Fund Stanwell Community Partnership Fund St John’s Grace Fund

RFDS (Queensland Section)

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Annual Report 2024/25

Contents

Financial report 2024/25 Directors’ report.......................................... 54–57 Consolidated statement of financial position...............................................58 Consolidated statement of profit or loss and other comprehensive income...........................59 Consolidated statement of changes in equity.............................................................60 Consolidated statement of cash flows.............61 Notes to the financial statements...............62–81 Directors’ declaration........................................82 Independent auditor’s report......................83–84 Auditor’s independence declaration.................85

Royal Flying Doctor Service of Australia (Queensland Section) ABN 80 009 663 478 Consolidated financial report 30 June 2025

52

The furthest corner. The finest care.

Financial report

Financial report – foreword

The RFDS is dedicated to providing vital health care to everyone living, travelling, or working in regional, rural and remote Queensland.

The Commonwealth Government provides funding to support our services across emergency retrievals, primary health care and the Mobile Dental Unit; while the Queensland Government supports the inter-facility transfer service and some individual primary health care programs. The funding we receive is essential to the delivery of these services.

In addition to the substantial funding from the State and Federal Governments to deliver our services, we heavily rely on fundraising initiatives and donations from individuals, organisations and the community to provide sufficient funding to meet operational costs as well as to purchase and fit out our aircraft, purchase vital medical equipment and invest in our operational facilities.

We are grateful to receive support from the community to help us continue providing the finest care to the furthest corner of the state.

In the year ended 30 June 2025, total donations and bequests to the RFDS (Queensland Section) amounted to $32.6 million; these funds are crucial to our continued operations and asset acquisition.

The following financials incorporate the Royal Flying Doctor Service of Australia (Queensland Section), RFDS (QLD) Services Limited and RFDS Foundation Limited (the Consolidated Service), for the financial year ended 30 June 2025.

The Consolidated operating result for the year was an operating deficit of $17.5 million, as our service delivery operating costs exceeded the revenue (including grants) by this amount. The overall Consolidated surplus for the year was $21.4 million after accounting for non-operational funding including donations and bequests of $32.6 million.

Capital grant and capital donation revenue of $13.8 million is shown separately because we have received these funds for future investment in our assets – aircraft, medical equipment and infrastructure.

Whilst the Consolidated Service produced an overall surplus for the financial year, this surplus, along with borrowed funds, will be utilised to fund the significant forecast capital commitments required in coming years. We have committed to aircraft replacement purchases of $87.405 million as we replace ageing aeromedical aircraft in coming years, and we have committed to base development costs of $3.667 million which relate to the completion of our new Mount Isa base.

Thank you again to our supporters, without your support, the RFDS would not be able to provide, advocate and facilitate equitable access to comprehensive quality health care for regional, rural and remote Queensland.

Georgina Somerset AM Chair RFDS (Queensland Section)

RFDS (Queensland Section)

53

Annual Report 2024/25

Directors’ report For the year ended 30 June 2025

The directors present their report together with the financial report of The Royal Flying Doctor Service of Australia (Queensland Section) and its controlled entities, RFDS (QLD) Services Limited and RFDS Foundation Limited (the Consolidated Service), for the financial year ended 30 June 2025 and the auditor’s report thereon.

1. Directors The directors of the Consolidated Service at any time during or since the end of the financial year are: Directors

Appointed date

Mrs Georgina Somerset AM (Chair) FAICD

Appointed July 2016

Ms Jane Williams (Deputy Chair)

Appointed January 2024

Mr Adrian Carson AM

Appointed August 2025

Associate Professor Catrina Felton-Busch BA, MPH, Grad Cert PHC Res, PHD (candidate), ARLF

Appointed January 2023

Mr Edward Fewings

Appointed October 2020

Adjunct A/Professor Ivan Frkovic BSW, MSWAP

Appointed June 2023

Mr Mark Gray D. Univ, BEcon (Hons), FAICD

Appointed August 2015

Mr Michael Hockin BE (Hons), MIEAust, FRAeS, GAICD

Appointed January 2024

Mr Cameron MacMillan BBus (USQ), MBA (UQ), GAICD

Appointed August 2025

Adjunct Professor Sarah Pearson DPhil(Oxon), GAICD, FTSE

Appointed January 2023 Resigned March 2025

Mr Russell Postle AM FCA, CTA, MAICD

Appointed October 1994

The Hon. Bruce Scott AM

Appointed June 2016

Dr Sarah Jane Springer B.Med, DCH, RACGP, FARGP, Ad. DRANZCOG, FACRRM, GradDipClinEd, GAICD, MHA

Appointed January 2023 Resigned March 2025

Emeritus Professor Robert Stable AM MBBS DUniv (QUT), MHP, FRACGP, FCHSM, FAICD

Appointed November 2012

Mr John Stevenson FCA, GAICD, FGIA, BBus

Appointed March 2024 Resigned November 2024

Company Secretary Ms Katherine Fleming LLB (Hons 2B), MBus (Comms), GDip ACG, MGIA, MAICD

Appointed March 2025

Mr Matthew Wedmaier SF FIN, GAICD, MAppFin, MBA, CA, GradDipAppFin, BBus

Appointed May 2024 Resigned March 2025

54

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Financial report

Directors’ report For the year ended 30 June 2025

2. Directors’ meetings The number of Directors’ meetings (including meetings of committees of Directors) and number of meetings attended by each of the Directors and committee members of the Consolidated Service during the financial year are: Director

Board Meetings

Finance, Risk and Audit Committee Meetings

People and Aviation and Culture Committee Logistics Meetings Committee Meetings

Health Services Committee Meetings

A

B

A

B

A

B

A

B

A

B

Mrs G Somerset

9

9

6

6

3

3

4

7

4

4

Ms J Williams

9

9

–

–

2

3

–

–

4

4

A Prof C Felton-Busch

7

9

6

6

–

–

–

–

3

4

Mr E Fewings

6

9

–

–

3

3

–

–

–

–

Adj Prof I Frkovic

7

9

–

–

1

3

–

–

–

–

Mr M Gray

8

9

6

6

–

–

–

–

–

–

Mr M Hockin

8

9

–

–

–

–

7

7

–

–

Dr S Pearson

4

4

–

–

–

–

2

2

–

–

Mr R Postle

9

9

6

6

–

–

–

–

3

4

Hon. B Scott

8

9

–

–

–

–

5

7

–

–

Dr S Jane Springer(1)

2

2

–

–

–

–

–

–

–

–

Dr R Stable

6

9

–

–

–

–

5

7

3

4

Mr J Stevenson

2

2

3

3

–

–

–

–

–

–

Dr M Coates

–

–

–

–

–

–

–

–

–

1

Mr W Fellows

–

–

5

6

–

–

–

–

–

–

Ms Y Forudi

–

–

5

6

–

–

–

–

–

–

Dr J Lee

–

–

–

–

–

–

–

–

3

4

Ms L Martin

–

–

–

–

–

–

–

–

2

4

Mr C McKie

–

–

–

–

–

–

3

7

–

–

Dr I Myers

–

–

–

–

–

–

–

–

1

4

Mr D Petie

–

–

5

6

–

–

–

–

–

–

Ms N Roach

–

–

–

–

2

3

–

–

–

–

Ms H Watson

–

–

–

–

3

3

–

–

–

–

Committee Members

A Number of meetings attended B Number of meetings held during the time the director held office during the year (1)

Dr Sarah Jane Springer was granted a leave of absence from the Board from 27 June 2024 to 28 January 2025.

RFDS (Queensland Section)

55

Annual Report 2024/25

Directors’ report For the year ended 30 June 2025

3. Principal activities

4. Operating performance

The principal activity of the Consolidated Service during the course of this financial year was the provision of health care services, primarily to regional, rural and remote parts of Queensland.

The consolidated operating result for the year was an operating deficit of $17.451 million (2024: deficit $19.518 million). The overall consolidated surplus for year was $21.431 million (2024: $18.841 million) after accounting for non-operational funding. No income tax is payable as the Consolidated Service is exempt under Australian taxation legislation.

There were no significant changes in the nature of the activities of the Consolidated Service during the year.

Objectives The strategic plan of the Consolidated Service, which is consistent with the RFDS Federation strategic plan, aims to ensure that the Consolidated Service is delivering excellence in health care, whilst also working to diversify and expand its range of primary health care and aeromedical services.

The strategic plan includes information about our vision, what the organisation would like to achieve, as well as an outline of both the immediate and long term programs of work that will allow us to reach this vision.

The Consolidated Services’ long term objectives are covered by the Consolidated Services’ vision that we will provide, advocate and facilitate equitable access to comprehensive quality health care for regional, rural and remote Queensland. During the past year, operations have been maintained, providing a mantle of safety.

The Consolidated Service aims to achieve this through: > Innovative services and methods of delivery which earn the Consolidated Service a reputation for world class quality, safety and efficiency. > Continually developing our people within a culturally safe environment, so that their satisfaction in their roles is only exceeded by the community respect they have as Service employees. > Being the leading health organisation governments and non-government organisations rely on for the appropriate provision of comprehensive health care services to regional, rural and remote Queensland.

The Consolidated Service’s strategic objectives could not be achieved without the RFDS undertaking its principal activities of the provision of aeromedical, primary health care, mental health and dental services.

The Consolidated Service measures its performance via an analysis of the key patient, aviation and financial statistics contained in the back of this report.

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During the year the Consolidated Service received $32.597 million in donations and bequests (2024: $34.781 million) that are used to meet operational requirements for the Consolidated Service. In addition to this, the Consolidated Service received $13.848 million (2024: $11.669 million) in non-operational grant revenue and donations to fund its capital infrastructure programs.

The Consolidated Service will embark on a significant capital acquisition program in coming years due to the requirement to replace ageing aircraft in the current fleet.

This is reflected in the commitment of future aircraft purchases of $87.405 million which are expected to be brought into service by the end of the 2031 financial year.

Planning for these aircraft purchases is reflected in the balance sheet of the Consolidated Service at 30 June 2025. The cash and cash equivalents balance at 30 June 2025 is $20.347 million which is $21.836 million lower than the 30 June 2024 balance of $42.183 million. This reduction in cash and cash equivalents is partly explained through the creation of a new capital investment vehicle of $16.134 million as the Consolidated Service sets aside funds to support future aircraft acquisitions. The balance of funds in this capital investment vehicle is expected to grow over the course of the 2026 financial year.

The reduction in the cash and cash equivalents balance is also attributable to the construction of the new base at Mount Isa. The Mount Isa Base is expected to be completed before the end of the 2025 calendar year, and the Consolidated Service investment is disclosed as capital works in progress in the property, plant and equipment note.

The Consolidated Service did not access any borrowed funds during the year with nil drawdowns for year ended 30 June 2025 (2024: $26.666 million). These funds have been used in the prior period to support the cost of the acquisition of aircraft and the RFDS capital infrastructure program.

Financial report

Directors’ report For the year ended 30 June 2025

In order to assist with managing capital related expenditure and short term cash flow fluctuations, the Consolidated Service has established three loan facilities with the ANZ that have combined limits of $55 million. $29.895 million (2024: $32.166 million) of these loan facilities had been drawn at 30 June 2025. These loan facilities have lending covenants in relation to Interest Cover Ratio and a Minimum Cash and Investment holdings. Compliance with these covenants is continually tested, monitored and forecasted and the Consolidated Service has always been compliant with these covenants over the course of the 2025 financial year.

8. Auditor’s independence declaration

Further information about likely developments in the operations of the Consolidated Service and the expected results of those operations in future financial years has not been included in this report because disclosure of the information would be likely to result in unreasonable prejudice to the Consolidated Service.

This report is made out in accordance with a resolution of the directors:

5. Significant changes in the state of affairs In the opinion of the Directors there were no significant changes in the state of affairs of the Consolidated Service that occurred during the financial year under review.

The auditor’s independence declaration is set out on page 85 and forms part of the directors’ report for the financial year ended 30 June 2025.

9. Rounding off The Company is of a kind referred to in ASIC Corporations Instrument 2016/191 and in accordance with that Instrument, amounts in the financial report and directors’ report have been rounded off to the nearest thousand dollars, unless otherwise stated.

Georgina Somerset AM Chair

Mark Gray Chair Finance, Risk and Audit Committee Dated at Brisbane this 25th day of September 2025.

6. Events subsequent to reporting date There has not arisen in the interval between the end of the financial year and the date of this report any item, transaction or event of a material and unusual nature likely, in the opinion of the directors of the Service, to affect significantly the operations of the Consolidated Service, the results of those operations, or the state of affairs of the Consolidated Service, in future financial years.

7. Members liability The Royal Flying Doctor Service of Australia (Queensland Section) is incorporated under the Corporations Act 2001 as a company limited by guarantee. In the event of the Consolidated Service being wound up, the liability of each of the Members is limited to two dollars. As at 30 June 2025 the total liability for membership in the event that the Consolidated Service is wound up would be $100.

RFDS (Queensland Section)

57

Annual Report 2023/24

Consolidated statement of financial position As at 30 June 2025 2025

In thousands of dollars

2024

Note

Consolidated

Parent Entity

Consolidated

Parent Entity

Cash and cash equivalents

12

20,347

17,001

42,183

32,350

Trade and other receivables

11

38,207

37,226

31,095

30,229

Inventories

10

5,935

5,134

4,834

4,236

2,927

924

968

969

ASSETS

Term deposits Capital investments Total current assets

13

16,134 83,550

– 60,285

– 79,080

– 67,784

Capital investments

13

29,183

1,439

26,218

1,451

760

760

478

478

Derivative asset Property, plant and equipment

14

213,989

213,802

195,627

195,492

Right-of-use assets Total non-current assets

15

1,766 245,698

1,766 217,767

1,776 224,099

1,776 199,197

329,248

278,052

303,179

266,981

Total assets LIABILITIES

Trade and other payables Employee benefits

18 19

15,811 11,601

16,086 11,161

10,270 11,037

10,014 10,706

Grants – contract liabilities Lease liabilities

16 21

43,175 499

42,679 499

43,144 381

42,535 381 63,636

Total current liabilities

71,086

70,425

64,832

Employee benefits

19

2,205

1,917

1,751

1,523

Loan payable

20

29,895

46,589

32,166

54,774

Lease liabilities

21

976

976

1,057

1,057

Total non-current liabilities

33,076

49,482

34,974

57,354

Total liabilities

104,162

119,907

99,806

120,990

Net assets

225,086

158,145

203,373

145,991

EQUITY

Reserves Retained surplus Total equity

17

1,162

1,162

880

880

223,924

156,983

202,493

145,111

225,086

158,145

203,373

145,991

The notes on pages 62 to 81 are an integral part of these financial statements.

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Financial report

Consolidated statement of profit or loss and other comprehensive income For the year ended 30 June 2025 2025

In thousands of dollars

Operating revenue Less: Operating expenses

2024

Note

Consolidated

Parent Entity

Consolidated

Parent Entity

5 7

149,791 (167,242)

144,184 (161,581)

135,308 (154,826)

130,804 (149,457)

6

(17,451)

(17,397)

(19,518)

(18,653)

ADD NON-OPERATIONAL FUNDING

Bequests

9,270

–

7,684

–

Donations

23,327

23,324

27,097

27,047

(10,549)

(10,549)

(10,323)

(10,323)

2,986

2,646

2,232

1,901

25,034

15,421

26,690

18,625

7,583

(1,976)

7,172

(28)

Fundraising expenses Net financing income

9

Surplus/(deficit) from continuing operations NON-OPERATING REVENUE

Capital grants and capital donations

5

13,848

13,848

11,669

11,669

Surplus for the year

6

21,431

11,872

18,841

11,641

282

282

(2,594)

(2,594)

21,713

12,154

16,247

9,047

OTHER COMPREHENSIVE INCOME

Items that may be reclassified subsequent to profit and loss Cash flow hedges – effective portion of changes in fair value Total comprehensive income for the year

The notes on pages 62 to 81 are an integral part of these financial statements.

RFDS (Queensland Section)

59

Annual Report 2023/24

Consolidated statement of changes in equity For the year ended 30 June 2025 Consolidated In thousands of dollars

Unrealised Gain Reserve

Hedging Reserve

Specific purpose donations/legacies

Retained Surplus

Total Equity

–

–

–

183,652

183,652

–

–

–

18,841

18,841

216

3,072

186

–

3,474

–

(2,594)

–

–

(2,594)

216

478

186

202,493

203,373

–

–

–

202,493

202,493

–

–

–

21,431

21,431

216

478

186

–

880

–

282

–

–

282

17

216

760

186

223,924

225,086

Unrealised Gain Reserve

Hedging Reserve

Specific purpose donations/legacies

Retained Surplus

Total Equity

Note

–

–

–

133,470

133,470

–

–

–

11,641

11,641

216

3,072

186

–

3,474

–

(2,594)

–

–

(2,594)

216

478

186

145,111

145,991

–

–

–

145,111

145,111

–

–

–

11,872

11,872

216

478

186

–

880

–

282

–

–

282

216

760

186

156,983

158,145

Note

RETAINED SURPLUS

Balance at 1 July 2023 Total comprehensive income Net surplus for the year RESERVES

Opening reserves Other comprehensive income Balance at 30 June 2024

17

RETAINED SURPLUS

Balance at 1 July 2024 Total comprehensive income Net surplus for the year RESERVES

Opening reserves Other comprehensive income Balance at 30 June 2025 Parent Entity In thousands of dollars RETAINED SURPLUS

Balance at 1 July 2023 Total comprehensive income Net surplus for the year RESERVES

Opening reserves Other comprehensive income Balance at 30 June 2024

17

RETAINED SURPLUS

Balance at 1 July 2024 Total comprehensive income Net surplus for the year RESERVES

Opening reserves Other comprehensive income Balance at 30 June 2025

17

The notes on pages 62 to 81 are an integral part of these financial statements.

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Financial report

Consolidated statement of cash flows For the year ended 30 June 2025 2025

In thousands of dollars Note

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

203,714 (183,295)

192,119 (177,394)

213,458 (175,863)

200,249 (170,304)

20,419

14,725

37,595

29,945

(38,307)

(38,208)

(48,149)

(48,124)

965

2,961

219

2,615

Non-operational grant and donation revenue

13,848

13,848

11,669

11,669

(Increase)/Decrease in term deposits

(16,000)

–

–

–

Net cash used in investing activities

(39,494)

(21,399)

(36,261)

(33,840)

Cash flows from financing activities Proceeds of loan from member

(2,271)

(2,271)

–

–

–

–

26,666

26,666 (6,130)

Cash flows from operating activities Cash receipts from customers Cash paid to suppliers and employees Net cash from (used in) operating activities

23

Cash flows from investing activities Acquisition of property, plant and equipment Dividend and distribution revenue

Repayment of loan from bank Proceeds of loan from bank

–

(5,914)

–

(490)

(490)

(592)

(592)

Payment of lease liabilities

(2,761)

(8,675)

26,074

29,944

Net cash from financing activities

26,074

29,944

4,585

20,623

Net increase/(decrease) in cash and cash equivalents held Cash and cash equivalents at 1 July 2024

(21,836) 42,183

(15,349) 32,350

27,408 14,775

26,049 6,301

20,347

17,001

42,183

32,350

Repayment of loan from member

Cash and cash equivalents at 30 June 2025

12

The notes on pages 62 to 81 are an integral part of these financial statements.

RFDS (Queensland Section)

61

Annual Report 2024/25

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

1. Reporting entity The Royal Flying Doctor Service of Australia (Queensland Section) (“the Service”) is a not-for-profit company limited by guarantee incorporated and domiciled in Australia. The address of the Consolidated Service’s registered office is 12 Casuarina Street, Brisbane Airport, QLD, 4008. The consolidated financial statements of the Service is at, and for the year ended 30 June 2025 and comprise the Service and its controlled entities (together referred to as the Consolidated Service).

2. Basis of accounting These financial statements are general purpose financial statements and comply with the recognition and measurement requirements in Australian Accounting Standards, the presentation requirements in those Standards as modified by AASB 1060 General Purpose Financial Statements – Simplified Disclosures or For-Profit and Not-for-Profit Entities and the Australian Charities and Not-for-profit Commission Act 2012. They have been prepared in accordance with Australian Accounting Standards – Simplified Disclosures made by Australian Accounting Standards Board.

As the Consolidated Service is a not-for-profit entity, the terms ‘profit‘ and ‘loss‘ do not correctly describe the nature of the Consolidated Service’s activities. Accordingly, the words ‘operating surplus/(deficit)’ have been substituted for the terms ‘profit/(loss)’ prescribed in Accounting Standard AASB 101.

At 30 June 2025, the Consolidated Service has net current assets of $12.464 million (2024: $14.248 million). During the year ended 30 June 2025, the Consolidated Service has invested $16.000 million in short term deposits which are held in the RFDS Foundation Limited (the Foundation) to support upcoming aeromedical aircraft purchases. These deposits are accessible within 12 months and classified as a current asset in the Foundation. The Foundation was established in January 2018 with the purpose of developing a long-term investment strategy that encourages social investment and since inception, all funds bequeathed to the Royal Flying Doctor Service in Queensland, unless nominated for a specific capital purpose, are invested in the Foundation. The Foundation subsequently invests the funds to support the long-term strategic initiatives of the Consolidated Service.

The result of this $16.000 million investment in short-term deposits in the Foundation is a current asset deficiency in the Parent entity of $10.140 million (2024: net current assets of $4.148 million).

At 30 June 2025, the Parent entity had net assets of $158.145 million (2024: net assets of $145.991 million) and generated a surplus of $11.872 million and net operating cash inflows of $14.725 million for the year ended 30 June 2025 (2024: surplus of $11.641 million and net operating cash inflows of $29.945 million).

As the Parent entity controls the Foundation, if required, the Foundation will provide the Parent entity access to these short-term deposits to meet its debts as and when they fall due.

The Directors have prepared the financial statements of the Parent entity and the Consolidated Service on a going concern basis, which contemplates continuity of normal business activities and the realisation of assets and the settlement of liabilities in the ordinary course of business They were authorised for issue by the Board of Directors on 25 September 2025. Details of the Service’s accounting policies, including changes during the year, are included in Note 28.

3. Functional and presentation currency These financial statements are presented in Australian dollars, which is the Service’s functional currency.

The company is of a kind referred to in ASIC Corporations Instrument 2016/191 and in accordance with that Instrument, all financial information presented in Australian dollars has been rounded to the nearest thousand unless otherwise stated.

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Financial report

Notes to the financial statements For the year ended 30 June 2025 continued 4. Use of judgements and estimates In preparing these financial statements in conformity with Australian Accounting Standards – Reduced Disclosure Requirements, management has made judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised prospectively.

(a) Judgements Information about critical judgements in applying accounting policies that have the most significant effect on the amounts recognised in the consolidated financial statements is included in the following notes: > Note 28 (e) Capital investments at fair value > Note 28 (d) Property, plant and equipment – depreciation of aircraft and aircraft engines > Note 28 (h) Impairment > Note 28 (l) Revenue and income.

During the year, the Service received $32.597 million in donations and bequests that are used to meet operational requirements for the Service.

5. Revenue 2025 In thousands of dollars

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

89,104 2,709

89,104 –

84,295 1,597

84,295 –

Revenue from contracts with customers – AASB15 State Government fee for service Commonwealth Government operating grants Visitor Centre sales and admissions

992

119

1,182

59

Specific project operating grants

2,018

2,018

1,859

1,859

Other income

4,242

4,986

4,426

5,020

Revenue recognised under AASB 1058 Income of NFP entities Commonwealth Government operating grants

37,802

37,802

30,757

30,757

Specific project operating grants

12,924

10,155

11,192

8,814

149,791

144,184

135,308

130,804

Non operating revenue Capital grants

10,378

10,378

9,219

9,219

Capital donations

3,470

3,470

2,450

2,450

13,848

13,848

11,669

11,669

Capital grants and donations were received to fund current and future base and infrastructure projects in Bundaberg and Mount Isa.

RFDS (Queensland Section)

63

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued 6. Operating deficit The RFDS (Queensland Section) provides services under contract with the Commonwealth and State Governments generally. There was a consolidated operating deficit for the year end 2025 of $17.451 million (2024: $19.518 million), parent entity operating deficit of $17.397 million (2024: $18.653 million). This deficit has been funded via nonoperational funding such as general donations, bequests and financial revenue. Capital funding and capital donations are used to enhance and acquire assets for service delivery.

The consolidated surplus generated for the year end 2025 was $21.431 million (2024: $18.841 million). Parent entity $11.872 million (2024: $11.641 million).

7. Operating expenses The following are included in operating expenses: 2025

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

Property lease expenses Depreciation on right of use assets

2,105 466

1,938 466

1,015 506

840 506

Depreciation

19,707

19,660

16,473

16,443

Aircraft related expenses

15,783

22,070

11,761

17,253

Aircraft fuel and oil

13,938

13,938

14,083

14,083

Health related expenses Administration expenses

71,970 27,101

63,072 23,484

74,946 22,019

66,395 21,980

Specific project operating expenses

16,084

13,526

14,023

11,957

88

3,427

–

–

167,242

161,581

154,826

149,457

In thousands of dollars

Other Total operating expenses

8. Personnel expenses Personnel expenses are included in health, administration and fundraising expenses.

2025

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

Wages and salaries Other associated personnel expenses

71,539 1,384

65,364 1,223

66,145 1,244

60,705 1,155

Contributions to superannuation funds

8,780

8,068

7,798

7,174

Annual leave

7,300

6,778

6,637

6,219

919

828

618

568

89,922

82,261

82,442

75,821

Consolidated

Parent Entity

Consolidated

Parent Entity

Interest income Dividend and distribution income

1,763 965

1,213 2,962

1,119 787

978 2,615

Net gain on investments

1,460

(12)

1,627

(12)

Net foreign exchange gain

667

667

–

–

Finance income

4,855

4,830

3,533

3,581

Interest expense Net foreign exchange loss

(1,869) –

(2,184) –

(1,161) (140)

(1,540) (140)

Finance costs

(1,869)

(2,184)

(1,301)

(1,680)

Net finance income recognised in profit and loss

2,986

2,646

2,232

1,901

In thousands of dollars

Long service leave

9. Net financing income 2025 In thousands of dollars

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2024

Financial report

Notes to the financial statements For the year ended 30 June 2025 continued 10. Inventories 2025 In thousands of dollars Finished goods Aviation spares

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

838 5,097

37 5,097

633 4,201

35 4,201

5,935

5,134

4,834

4,236

11. Trade and other receivables 2025 In thousands of dollars Trade receivables Other receivables and prepayments*

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

13,767 24,440

13,753 23,473

4,694 26,401

4,682 25,547

38,207

37,226

31,095

30,229

* The RFDS has entered into an agreement to sublease a new aeromedical facility situated at Brisbane Airport from Brisbane Airport Corporation (BAC). BAC will construct the new facility which will be leased to RFDS once the construction of those facilities has been completed.

Upon the completion of those facilities, the terms of the agreement to sublease requires RFDS to pay BAC $5 million residual representing rent in advance for the term of the lease. The Queensland State Government has provided RFDS with $25 million in funding for the upfront rental payment of which $20 million has been previously remitted to BAC. In thousands of dollars

2025

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

Not past due Past due 1 to 30 days

13,635 132

13,622 131

4,608 33

4,597 33

Past due 31 to 60 days

–

–

50

50

Trade receivables are analysed as follows:

Past due 61 to 90 days

–

–

3

2

Total trade receivables

13,767

13,753

4,694

4,682

Consolidated

Parent Entity

Consolidated

Parent Entity

4,909 15,433

1,563 15,433

27,083 15,095

17,250 15,095

5

5

5

5

20,347

17,001

42,183

32,350

12. Cash and cash equivalents 2025 In thousands of dollars Bank balances Call deposits Cash on hand Cash and cash equivalents in the statement of cash flows

2024

The Consolidated Service aims to maintain a cash reserve of approximately $10 million to cover working capital commitments. In addition to this, The Consolidated Service had $91.073 million in capital commitments at 30 June 2025 (2024: $42.580 million) that had not been expended. These commitments relate to legally committed aircraft purchases of $87.405 million and base development costs of $3.667 million which are expected to be fulfilled in the 2025/2026 to 2028/2029 financial years.

In addition to these contractual commitments, there is a further $3.731 million in expected capital expenditure relating to aviation engineering equipment as well as medical equipment acquisitions. The commitments will be funded via existing cash and cash equivalent balances, future cash flows, contracted funding arrangements, fundraising and where necessary, external borrowings.

RFDS (Queensland Section)

65

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued 13. Capital investments 2025 In thousands of dollars

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

16,134

–

–

–

29,183 45,317

1,439 1,439

26,218 26,218

1,451 1,451

Current Managed funds – at fair value Non-current Equities and managed funds – at fair value Total capital investments

Current capital investment The investment was created during the course of the financial year by the Consolidated Service and represents shortterm investments to assist in meeting upcoming aeromedical aircraft purchases. The Consolidated Service uses an experienced fund manager to manage this investment with performance reviewed regularly by the Board of the Parent Entity and the RFDS Foundation Board.

All transactions are carried out within the Consolidated Service’s Investment Policy Guidelines set by the Finance, Risk and Audit Committee and the Investment Committee of RFDS Foundation.

Non-current capital investment Capital investments represent long-term investments held by the Consolidated Service to assist in funding long term capital expenditure programs. Significant expenditure will be required to maintain the Consolidated Service’s commitment to the delivery of health services including aircraft and other operational assets. In accordance with the long-term operational plans of the Consolidated Service, over the next five years, the income earned from these investments will be used to assist in meeting these capital expenditure requirements and to provide an income stream to fund health services.

Equity price risk Equity price risk arises from equity securities held by the Consolidated Service in listed equity investments and managed investment schemes. The Consolidated Service uses experienced fund managers to manage the market risk associated with movements in equity prices. The performance of the fund manager is reviewed regularly by the Board of the Parent Entity and the RFDS Foundation Board.

All transactions associated with the Consolidated Service’s capital investments are carried out within the Consolidated Service’s Investment Policy Guidelines set by the Finance, Risk and Audit Committee and the Investment Committee of RFDS Foundation.

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Financial report

Notes to the financial statements For the year ended 30 June 2025 continued 14. Property, plant and equipment Reconciliation of carrying amount Consolidated

Freehold Buildings on Leasehold Plant and Aircraft and Capital Works Land Freehold Land Property Equipment Related Equipment in Progress

Total

In thousands of dollars COST

Balance in 1 July 2024

750

17,759

19,641

9,766

255,423

16,004

319,343

Additions

–

39

86

1,059

9,670

27,453

38,307

Disposals

–

(63)

–

(565)

(3,411)

–

(4,039)

Transfers

(7)

–

283

–

17,596

(18,018)

(146)

743

17,735

20,010

10,260

279,278

25,439

353,465

Balance in 1 July 2024

–

2,906

8,028

7,636

105,146

–

123,716

Depreciation

–

445

854

843

17,565

–

19,707

Disposals

–

(43)

–

(539)

(3,365)

–

(3,947)

Balance at 30 June 2025

–

3,308

8,882

7,940

119,346

–

139,476

At 1 July 2024

750

14,853

11,613

2,130

150,277

16,004

195,627

At 30 June 2025

743

14,427

11,128

2,320

159,932

25,439

213,989

Freehold Buildings on Leasehold Plant and Aircraft and Capital Works Land Freehold Land Property Equipment Related Equipment in Progress

Total

Balance at 30 June 2025 ACCUMULATED DEPRECIATION

CARRYING AMOUNTS

Parent Entity In thousands of dollars COST

Balance in 1 July 2024 Additions Disposals Transfers

750

17,759

19,582

9,549

255,427

15,999

319,066

– –

39 (63)

86 –

960 (565)

9,670 (3,411)

27,453 –

38,208 (4,039)

(7)

–

283

–

17,596

(18,018)

(146)

743

17,735

19,951

9,944

279,282

25,434

353,089

Balance in 1 July 2024 Depreciation

– –

2,906 445

7,984 851

7,539 798

105,145 17,566

– –

123,574 19,660

Disposals

–

(43)

–

(539)

(3,365)

–

(3,947)

Balance at 30 June 2025

–

3,308

8,835

7,798

119,346

–

139,287

At 1 July 2024

750

14,853

11,598

2,010

150,282

15,999

195,492

At 30 June 2025

743

14,427

11,116

2,146

159,936

25,434

213,802

Balance at 30 June 2025 ACCUMULATED DEPRECIATION

CARRYING AMOUNTS

RFDS (Queensland Section)

67

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued 15. Right-of-use assets Reconciliation of carrying amount Consolidated

Properties

Vehicles

Total

1,612 133

164 322

1,776 455

Depreciation

(295)

(170)

(465)

Balance at 30 June 2025

1,450

316

1,766

1,612 133

164 322

1,776 455

Depreciation

(295)

(170)

(465)

Balance at 30 June 2025

1,450

316

1,766

In thousands of dollars Balance at 1 July 2024 Addition to right-of-use assets

Parent Entity In thousands of dollars Balance at 1 July 2024 Addition to right-of-use assets

16. Grants – Contract liabilities 2025 In thousands of dollars

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

25,000 15,000

25,000 15,000

25,000 15,000

25,000 15,000

Funds received in advance – Brisbane Base development Funds received in advance – Townsville Base development Other grants – unspent funds

3,175

2,679

3,144

2,535

43,175

42,679

43,144

42,535

The Consolidated Service has received funding from the Queensland State Government as upfront payments representing rent in advance for the Brisbane Base development and contribution towards Townsville Base development costs.

17. Capital and reserves Reconciliation of movement in capital and reserves Consolidated In thousands of dollars

Specific Purpose Donations

Unrealised Gain Reserve

Hedging Reserve

Retained Surplus

Total Equity

Balance at 1 July 2023

186 –

216

3,072

183,652

187,126

–

(2,594)

18,841

Balance at 30 June 2024

16,247

186

216

478

202,493

203,373

Balance at 1 July 2024 Total comprehensive income

186 –

216 –

478 282

202,493 21,431

203,373 21,713

Balance at 30 June 2025

186

216

760

223,924

225,086

Balance at 1 July 2023 Total comprehensive income

186 –

216 –

3,072 (2,594)

133,470 11,641

136,944 9,047

Balance at 30 June 2024

186

216

478

145,111

145,991

Balance at 1 July 2023

186

216

478

145,111

145,991

–

–

282

11,872

12,154

186

216

760

156,983

158,145

Total comprehensive income

Parent Entity In thousands of dollars

Total comprehensive income Balance at 30 June 2025

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Financial report

Notes to the financial statements For the year ended 30 June 2025 continued Specific purpose donations/legacies reserve The Consolidated Service holds all donations and legacies received with a specific purpose nominated, in separate bank accounts or investments until the funds are required for the nominated purpose. Where specific purpose donations are received during the year, these amounts are transferred from accumulated funds to reserves.

Where payments are made during the financial year from specific purpose donations received for a nominated purpose, this amount is transferred from reserves to accumulated funds.

Unrealised gain reserve The unrealised gain reserve includes the cumulative net change in the fair value of assets previously recognised as available for sale. Since adoption of AASB 9 Financials Instruments investments are no longer classified as available for sale, the Consolidated Service has classified these investments as fair value through profit and loss (FVPL). On adoption of AASB 9 gains and losses on financial assets previously recognised in other comprehensive income are not transferred to profit and loss.

Hedging reserve The hedging reserve comprises the effective portion of the cumulative net change in fair value of hedging instruments used in cash flow hedges pending subsequent recognition in profit or loss or directly included in the initial cost or other carrying amount of a non-financial asset or non-financial liability.

18. Trade and other payables 2025

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

6,639 9,172

6,586 9,500

4,612 5,658

4,455 5,559

15,811

16,086

10,270

10,014

Consolidated

Parent Entity

Consolidated

Parent Entity

Current Liability for long service leave

2,713

2,670

2,826

2,792

Liability for annual leave

8,888

8,491

8,211

7,914

11,601

11,161

11,037

10,706

2,205

1,917

1,751

1,523

2,205

1,917

1,751

1,523

In thousands of dollars Trade payables Other payables and accrued expenses

19. Employee benefits 2025 In thousands of dollars

Non-current Liability for long service leave

2024

RFDS (Queensland Section)

69

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued 20. Loans and borrowings 2025 In thousands of dollars Non-current Loan from subsidiary Loan from bank

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

–

16,694

–

22,608

29,895

29,895

32,166

32,166

29,895

46,589

32,166

54,774

The Consolidated Service has established three loan facilities with ANZ comprising limits of $10.000, $5.000 and $40.000 million each.

These facilities have a term of three years each and with interest rates of BBSY +0.4%. BBSY + 0.6% and BBSY + 1.3% respectively.

As at 30 June 2025, $29.895 million had been drawn down on these facilities.

As at 30 June 2025, the Group had bank borrowings of $29.895 million (2024: $32.166 million) repayable on 1 September 2026 and is classified as non-current. Under the terms of the loan agreement, the Group is required to comply with financial covenants. The first being an Interest Cover Ratio requirement where EBITDA is not to be less than two times interest expense for any 12-month period ending on a compliance date and secondly, a requirement that minimum cash holdings and investments are not to be less than $15.000 million at all times.

These covenants are required to be tested on 30 June and 31 December each year. The Group was in compliance with all covenants at the testing dates.

21. Lease liabilities 2025 In thousands of dollars Current Lease liabilities Non-current Lease liabilities Total lease liabilities

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

499

499

381

381

976

976

1,057

1,057

1,475

1,475

1,438

1,438

a) Amounts recognised in profit and loss The amounts recognised in the statement of profit and loss and other comprehensive income relating to leases where the Consolidated Service is a lessee are shown below.

2025 In thousands of dollars Interest expense on lease liabilities Breakdown of lease expenses included in Note 7 Expenses relating to short term leases

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

72

72

48

48

2,105 2,177

1,938 2,010

1,664 1,712

1,494 1,542

The Consolidated Service leases a number of buildings and hangars under operating leases. The leases run for a period of one to 15 years, with an option to renew the lease after that date. None of these leases include contingent rentals.

22. Commitments The Consolidated Service had $91.073 million in future capital commitments at 30 June 2025 (2024: $42.580 million).

These commitments relate to legally committed aircraft purchases of $87.405 million and base development costs of $3.667 million which are expected to be fulfilled by the end of the 2031 financial year.

The commitments will be funded via existing cash and cash equivalent balances, future cash flows, contracted funding arrangements, fundraising, investments and where necessary, external borrowings.

In addition to these contractual commitments, it is expected that there will be a further $3.731 million outlay over the next 12 months in expected but not contractually committed capital expenditure relating to aviation engineering and medical equipment.

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Notes to the financial statements For the year ended 30 June 2025 continued 23. Reconciliation of cash flows from operating activities 2025

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

Cash flows from operating activities Surplus for the period

21,431

11,871

18,841

11,641

Adjustments for: Depreciation

16,443

In thousands of dollars

19,707

19,660

16,473

ROU asset depreciation

466

466

506

506

Realised gain/(loss) on sale of assets

(85)

(85)

(231)

(231)

Realised (gain)/loss on investments

(1,460)

12

(1,627)

12

Interest and dividend revenue

(965)

(2,962)

(219)

(2,615)

Non-operational grant funding

(11,669)

(13,848)

(13,848)

(11,669)

Non-cash bequest income

(764)

–

(639)

–

Foreign exchange (gain)/loss

668

668

140

140

Operating profit before changes in working capital and provisions

25,150

15,782

21,575

14,227

(Increase)/decrease in trade and other receivables (Increase)/decrease in inventories

(9,979) (1,101)

(6,997) (898)

78 (453)

198 (149)

Increase/(decrease) in trade and other payables

5,541

6,074

(846)

(1,101)

Increase/(decrease) in provisions and employee benefits

1,018

848

732

719

Increase/(decrease) in deferred government grants

(210)

(84)

16,509

16,051

20,419

14,725

37,595

29,945

Net cash from operating activities

24. Related party disclosures a) Parent entity The parent entity within the group is Royal Flying Doctor Service of Australia (Queensland Section).

b) Controlled entities Ownership interest in controlled entities are set out in Note 26.

c) Interests in joint venture entities The parent entity has a 50% interest (2024: 50%) in Mediflite Limited, a joint venture in conjunction with LifeFlight Australia Limited. The joint venture entity is not operating and has no net assets.

The parent entity has a 50% interest (2024: 50%) in Royal Flying Doctor Service (Eastern Operations) Limited, a joint venture in conjunction with Royal Flying Doctor Service (South Eastern Section). The joint venture entity is not operating and has no net assets.

d) Key management personnel compensation The key management personnel compensation was $3,789,304 for the year ended 30 June 2025 (2024: $4,018,297).

RFDS (Queensland Section)

71

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued e) Transactions with related parties Controlled Entities Rental income for the year charged by Royal Flying Doctor Service of Australia (Queensland Section) in relation to RFDS (QLD) Services Limited renting the Mobile Dental Unit

2025

2024

(216,000)

(216,000)

Balance outstanding at year end in relation to intercompany loan to (from) RFDS (QLD) Services Limited Aircraft maintenance charged to Royal Flying Doctor Service of Australia (Queensland Section) from RFDS (QLD) Services Limited

582,450

773,772

6,291,599

5,497,041

Amount paid to Royal Flying Doctor Service of Australia (Queensland Section) for Management and Board support from RFDS (QLD) Services Limited

(678,000)

(678,000)

Balance of loan owing from Royal Flying Doctor Service of Australia (Queensland Section) to RFDS Foundation Limited*

(16,693,927)

(22,608,333)

Interest paid on loan owing from Royal Flying Doctor Service of Australia (Queensland Section) to RFDS Foundation Limited*

314,299

379,321

Management fee charged by Royal Flying Doctor Service of Australia (Queensland Section) to RFDS Foundation Limited

(42,567)

(39,000)

(695,384)

(130,050)

(2,866,819)

(2,475,000)

Bequest payable to RFDS Foundation Limited from Royal Flying Doctor Service of Australia (Queensland Section) Amount distributed to Royal Flying Doctor Service of Australia (Queensland Section) from RFDS Foundation Limited under current spending policy

* On 7 December 2021, RFDS Foundation Limited entered into two loan facility agreements for $20,000,000 each with RFDS (Queensland Section) to support the ongoing capital commitments of the latter. These facilities are unsecured with a term of 5 and 10 years and with fixed interest rates of 1.4% and 2.08%, respectively. $0 had been drawn down during the 2024/25 financial year on the 5-year loan (2024: $4,858,000), with $4,971,751 (2024: $4,811,000) being repaid during the year. $0 has been drawdown on the 10-year loan (2024: $5,141,000) during the 2024/25 financial year with $942,656 (2024: $1,318,000) repaid during the year.

f) Transactions with Director related entities During the year, $34,724 (2024: $103,473) was paid to BDO a firm of which Mr Russell Postle (Director) is a consultant.

Fees charged on an arm’s length basis for providing of consulting and corporate advisory services.

25. Subsequent events There has not arisen in the interval between the end of the financial year and date of this report any item, transaction or event of a material and unusual nature likely, in the opinion of the directors of the Service, to affect significantly the operations of the Consolidated Service, the results of those operations, or the state of affairs of the Consolidated Service, in future financial years.

26. Group Entities Significant controlled entities RFDS (Qld) Services Limited RFDS Foundation Limited

Country of incorporation

Ownership interest 2025

Ownership interest 2024

Australia Australia

100% 100%

100% 100%

27. Auditors Remuneration 2025

Audit and review of financial statements Grant acquittal audit

2024

Consolidated

Parent Entity

Consolidated

Parent Entity

165,500 24,500

104,500 16,500

148,500 21,250

93,500 14,250

190,000

121,000

169,750

107,750

28. Material accounting policies The material accounting policies set out below have been consistently applied by the Consolidated Service to all periods presented in these Consolidated Financial Statements.

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Notes to the financial statements For the year ended 30 June 2025 continued a) Basis of measurement The Consolidated Financial Statements have been prepared on the historical cost basis except for equities and managed funds which are measured at fair value through profit or loss.

b) Basis of consolidation Subsidiaries The Consolidated Service controls an entity when it is exposed to or has rights to variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity.

Controlled entities are consolidated from the date on which control commences until the date control ceases.

Intercompany transactions, balances and unrealised gains or losses on transactions between Consolidated Service entities are eliminated in preparing the consolidated financial statements. Accounting policies of subsidiaries have been changed where necessary to ensure consistency with the policies adopted by the Consolidated Service.

c) Foreign currency transactions Transactions in foreign currencies are translated at the foreign exchange rate ruling at the date of the transaction.

Monetary assets and liabilities denominated in foreign currencies at the balance sheet date are translated to Australian dollars at the foreign exchange rate ruling at that date. Foreign exchange differences arising on translation are recognised in the surplus or deficit. Non-monetary assets and liabilities that are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the date of the transaction..

d) Property, plant and equipment Owned assets Items of property, plant and equipment are stated at cost less accumulated depreciation (see below) and impairment losses.

Where parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items of property, plant and equipment.

Subsequent costs The Consolidated Service recognises in the carrying amount of an item of property, plant and equipment the cost of replacing part of such an item when that cost is incurred if it is probable that the future economic benefits embodied within the item will flow to the Consolidated Service and the cost of the item can be measured reliably. All other costs are recognised in the surplus or deficit as incurred.

Depreciation With the exception of freehold land, depreciation is charged on a straight line or units of use method over the estimated useful lives of each part of an item of property, plant and equipment. Land is not depreciated. Expenditure on the major overhaul of aircraft engines is capitalised and depreciated over the estimated effective useful life of the engine.

Depreciation rates used in the current and prior year are as follows: 2025

2024

Depreciation Rate

Depreciation Rate

2.5% 2.5% – 12.5%

2.5% 2.5% – 12.5%

Straight Line Straight Line

Furniture and fittings

7.5% – 20%

7.5% – 20%

Straight Line

Computer equipment

20% – 33%

20% – 33%

Straight Line

Medical equipment

25%

25%

Straight Line

Radio equipment

25%

25%

Straight Line

6.7% – 25%

6.7% – 25%

Straight Line

15%

15%

Straight Line

6,500 – 25,000 hours

6,500 – 25,000 hours

Class of Fixed Asset Buildings on freehold land Leasehold property

Tools and equipment Motor vehicles Aircraft and related equipment

Depreciation Method

WDV units of use based on number of hours flown

RFDS (Queensland Section)

73

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued e) Financial assets Recognition and initial measurement Trade receivables and other receivables issued are initially recognised when they are originated. All other financial assets and financial liabilities are initially recognised when the Consolidated Service becomes a party to contractual provisions of the instrument.

A financial asset (unless it is a trade receivable without a significant financing component) or financial liability is initially measured at fair value plus, for an item not at fair value through profit and loss (FVTPL) transaction costs that are directly attributable to its acquisition or issue. A trade receivable without a significant financing component is initially measured at the transaction price.

(i) Classification and subsequent measurement On initial recognition, a financial asset is classified and measured at: amortised cost; fair value through other comprehensive income (FVOCI) – debt investment; FVOCI – equity investment; or FVTPL. Financial assets are not reclassified subsequently from their initial recognition unless the Consolidated Service changes its business model for managing financial assets, in which case all affected financial assets are reclassified on the first day of the first reporting period following the change in the business model.

A financial asset is measured at amortised cost if it meets both of the following conditions and is not designated as at FVTPL: > It is held within a business model whose objective is to hold assets to collect contractual cash flows; and > Its contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

A debt investment is measured at FVOCI if it meets both of the following conditions and is not designated as FVTPL: > It is held within a business model whose objective is to hold assets to collect contractual cash flow and selling financial assets; and > Its contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

On initial recognition of an equity investment that is not held for trading, the Consolidated Service may irrevocably elect to present subsequent changes in the investment’s fair value in OCI. This election is made on an investment-byinvestment basis.

All financial assets not classified as measured at amortised cost or FVOCI as described above are measured at FVTPL. This includes all derivative financial assets. On initial recognition, the Consolidated Service may irrevocably designate a financial asset that otherwise meets the requirements to be measured at amortised cost or at FVOCI as at FVTPL if doing so eliminates or significantly reduces an accounting mismatch that would otherwise arise.

(ii) Financial assets — Business model assessment The Consolidated Service makes an assessment of the objective of the business model in which a financial asset is held at a portfolio level because this best reflects the way the business is managed and information is provided to management. The information considered includes: > the stated policies and objectives for the portfolio and the operation of those policies in practice. These include whether management’s strategy focuses on earning contractual interest income, maintaining a particular interest rate profile, matching the duration of the financial assets to the duration of any related liabilities or expected cash outflows or realising cash flows through the sale of the assets: > how the performance of the portfolio is evaluated and reported to the Consolidated Service’s management;

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Notes to the financial statements For the year ended 30 June 2025 continued (ii) Financial assets — Business model assessment (continued) > the risks that affect the performance of the business model (and the financial assets held within that business model) and how those risks are managed; and > the frequency, volume and timing of sales of financial assets, the reasons for such sales and expectations about future sales activity.

Financial assets that are held for trading or are managed and whose performance is evaluated on a fair value basis are measured at FVTPL.

(iii) Financial assets — Assessment whether contractual cash flows are solely payments of principal and interest For the purposes of this assessment, ‘principal’ is defined as the fair value of the financial asset on initial recognition.

‘Interest’ is defined as consideration for the time value of money and for the credit risk associated with the principal amount outstanding during a particular period of time and for other basic lending risks and costs (e.g. liquidity risk and administrative costs), as well as a profit margin.

In assessing whether the contractual cash flows are solely payments of principal and interest, the Consolidated Service considers the contractual terms of the instrument. This includes assessing whether the financial asset contains a contractual term that could change the timing or amount of contractual cash flows such that it would not meet this condition. In making this assessment, the Consolidated Service considers: > contingent events that would change the amount or timing of cash flows; > terms that may adjust the contractual coupon rate, including variable-rate features; > prepayment and extension features; and > terms that limit the Consolidated Service’s claim to cash flows from specified assets (e.g. non-recourse features).

Subsequent measurement and gains and losses (iv) Financial assets at FVTPL These assets are subsequently measured at fair value. Net gains and losses, including interest or dividend income, are recognised in profit or loss.

(v) Financial assets at amortised cost These assets are subsequently measured at amortised cost using the effective interest method. The amortised cost is reduced by impairment losses. Interest income, foreign exchange gains and losses and impairment are recognised in profit or loss. Any gain or loss on derecognition is recognised in profit or loss.

(vi) Debt investment at FVOCI These assets are subsequently measured at fair value. Interest income calculated using the effective interest method, foreign exchange gains and losses and impairments are recognised in profit or loss. Other net gains and losses are recognised in OCI. On derecognition, gains and losses accumulated in OCI are reclassified to profit or loss.

(vii) Equity investment at FVOCI These assets are subsequently measured at fair value. Dividends are recognised as income in profit or loss unless the dividend clearly represents a recovery of part of the cost of the investment. Other net gains and losses are recognised in OCI and are never reclassified to profit or loss.

(viii) Derecognition The Consolidated Service derecognises a financial asset when the contractual rights to the cash flows from the financial asset expire, or it transfers the rights to receive the contractual cash flows in a transaction in which substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the Consolidated Service neither transfers nor retains substantially all of the risks and rewards of ownership and it does not retain control of the financial asset.

RFDS (Queensland Section)

75

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued f) Inventories Inventories are stated at the lower of cost and current replacement cost. Current replacement cost is the cost the Consolidated Service would incur to acquire the asset on the reporting date.

Costs are assigned on a first-in first-out principle and include expenditure incurred in acquiring the inventories and bringing them to their existing location and condition.

g) Cash and cash equivalents Cash and cash equivalents comprise cash balances, short term bills and call deposits held for less than three months.

Bank overdrafts that are repayable on demand and form an integral part of the Consolidated Service’s cash management are included as a component of cash and cash equivalents for the purpose of the statement of cash flows.

h) Impairment (i) Financial assets The Consolidated Service recognises loss allowances for Expected Credit Losses (ECLs) on: > financial assets measured at amortised cost; and > debt investments measured at FVOCI. The Consolidated Service measures loss allowances at an amount equal to lifetime ECLs, except for the following, which are measured at 12-month ECLs: > debt securities that are determined to have low credit risk at the reporting date; and > other debt securities and bank balances for which credit risk (i.e. the risk of default occurring over the expected life of the financial instrument) has not increased significantly since initial recognition.

Loss allowances for trade receivables are always measured at an amount equal to lifetime ECLs. When determining whether the credit risk of a financial asset has increased significantly since initial recognition and when estimating ECLs, the Consolidated Service considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis, based on the Consolidated Service’s historical experience and informed credit assessment and including forwardlooking information.

The Consolidated Service assumes that the credit risk on a financial asset has increased significantly if it is more than 180 days past due. The maximum period considered when estimating ECLs is the maximum contractual period over which the Consolidated Service is exposed to credit risk.

Measurement of ECLs ECLs are a probability-weighted estimate of credit losses. Credit losses are measured as the present value of all cash shortfalls (i.e. the difference between the cash flows due to the entity in accordance with the contract and the cash flows that the Consolidated Service expects to receive).

ECLs are discounted at the effective interest rate of the financial asset.

Presentation of allowance for ECL in the statement of financial position Loss allowances for financial assets measured at amortised cost are deducted from the gross carrying amount of the assets.

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Notes to the financial statements For the year ended 30 June 2025 continued (ii) Non-financial assets At each reporting date, the Consolidated Services reviews the carrying amounts of its non-financial assets (other than inventories and contract assets) to determine whether there is any indication of impairment. If any such indication exists, then the asset’s recoverable amount is estimated.

For impairment testing, assets are grouped together into the smallest group of assets that generates cash inflows from continuing use that are largely independent of the cash inflows of other assets or CGUs. The recoverable amount of an asset or CGU is the greater of its value in use and its fair value less costs to sell. Vale in use is based on the estimated future cash flows, discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset of CGU. An impairment loss is recognised if the carrying amount of an asset or CGU exceeds its recoverable amount.

Impairment losses are recognised in profit or loss. They are allocated first to reduce the carrying amount of any goodwill allocated to the CGU, and then to reduce the carrying amounts of the other assets in the CGU on a pro rata basis.

i) Employee benefits Defined contribution superannuation funds Obligations for contributions to defined contribution superannuation funds are recognised as an expense as incurred.

Long-term service benefits The Consolidated Service’s net obligation in respect of long-term service benefits is the amount of future benefit that employees have earned in return for their service in the current and prior periods. The obligation is calculated using expected future increases in wage and salary rates including related on-costs and expected settlement dates, and is discounted using the rates attached to Corporate Bonds at reporting date which have maturity dates approximating to the terms of the Consolidated Service’s obligations.

Wages, salaries and annual leave Liabilities for employee benefits for wages, salaries and annual leave that are expected to be settled within 12 months of the reporting date represent present obligations resulting from employees’ services provided to reporting date, are calculated at undiscounted amounts based on wage and salary rates that the Consolidated Service expects to pay as at reporting date including related on-costs, such as workers compensation insurance and superannuation.

j) Trade and other payables Trade and other payables are stated at their amortised cost. Trade payables are non-interest bearing and are normally settled on 30 day terms.

k) Loans and borrowings Loans and borrowings are recognised initially at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, the financial liabilities are measured at amortised cost using the effective interest rate method.

RFDS (Queensland Section)

77

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued l) Revenue and income Revenue recognition policy for revenue from contracts with customers (AASB 15) AASB 15 requires revenue to be recognised when control of a promised good or service is passed to the customer at an amount which reflects the expected consideration.

The customer for these contracts is the funding provider.

Revenue is recognised by applying a five-step model as follows: 1. Identify the contract with the customer 2. Identify the performance obligations 3. Determine the transaction price 4. Allocate the transaction price 5. Recognise revenue.

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

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

Services rendered Revenue for providing medical services and transportation of patients consists of a fixed and variable component (number of flying hours). The revenue is recognised when the service is provided.

Grant income Grant income arising from an agreement which contains enforceable and sufficiently specific performance obligations is recognised when control of each performance obligations is satisfied.

The performance obligations are varied based on the agreement. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on the achievement of certain payment milestones for others.

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

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

Sale of goods Revenue from the sale of goods is recognised when the control of goods passes to the customer, which is at the time that the goods are physically transferred.

None of the items sold have any warranty attached to them.

Revenue recognition policy for income of NFP entities (AASB 1058) Grant income Assets arising from grants in the scope of AASB 1058 are recognised at their fair value when the asset Assets arising from grants in the scope of AASB 1058 are recognised at their fair value when the asset is received. These assets are generally cash but may be property which has been donated or sold to the Consolidated Service at significantly below its fair value.

The Consolidated Service considers whether there are any related liability or equity items associated with the asset which are recognised in accordance with the relevant accounting standard.

Once the assets and liabilities have been recognised then income is recognised for any difference between the recorded asset and liability.

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Notes to the financial statements For the year ended 30 June 2025 continued Donations Donations collected, including cash and goods for resale, are recognised as revenue when the Consolidated Service gains control of the asset.

Bequests Bequests are recognised when the company is notified of an impending distribution or the bequest is received, whichever occurs earlier.

Bequests of shares or other assets are recognised at fair value, being the market value of the shares or asset at the date the Consolidated Service becomes legally entitled to the shares or asset.

Significant estimates and judgements relating to revenue For many of the grant agreements received, the determination of whether the contract includes sufficiently specific performance obligations was a significant judgement involving discussions with several parties at the Consolidated Service, review of the proposal documents prepared during the grant application phase and consideration of the terms and conditions.

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

Net financing income Net financing income comprises interest receivable on funds invested, dividend and distribution income, changes in fair value of financial assets at fair value through profit or loss income and foreign exchange gains and losses.

Interest income is recognised as it accrues, using the effective interest method. Dividend and distribution income is recognised on the date the Consolidated Service’s right to receive payment is established which in the case of quoted securities is ex-dividend date.

m) Expenses All expenditure is accounted for on an accrual basis.

Health costs are those costs directly incurred to provide care to patients.

Program costs are those costs directly incurred in providing programs to support the objectives of the Consolidated Service other than those specified.

Administration costs are those incurred in connection with administration of the Consolidated Service and compliance with constitutional and statutory requirements.

n) Income tax The Royal Flying Doctor Service of Australia (Queensland Section), due to the nature of its activities, has been granted an exemption from the payment of income tax under Section 50 of the Income Tax Assessment Act 1997.

o) Goods and services tax Revenue, expenses and assets are recognised net of the amount of goods and services tax (GST), except where the amount of GST incurred is not recoverable from the Australian Taxation Office. In these circumstances, the GST is recognised as part of the cost of acquisition of the asset or as part of the expense.

Receivables and payables are stated with the amount of GST included. The net amount of GST recoverable from, or payable to, the ATO is included as a current asset or liability in the balance sheet.

Cash flows are included in the statement of cash flows on a gross basis. The GST components of cash flows arising from investing and financing activities which are recoverable from, or payable to, the ATO are classified as operating cash flows.

RFDS (Queensland Section)

79

Annual Report 2024/25

Notes to the financial statements For the year ended 30 June 2025 continued p) Foreign currency risk and derivative financial instruments The Consolidated Service uses derivative financial instruments such as forward foreign currency contracts to hedge its risks associated with the forward purchase of aircraft in USD. Derivative financial instruments are recognised initially at fair value and remeasured at each balance date. The gain or loss on re-measurement to fair value is recognised in profit or loss.

q) Leases At inception of a contract, the Consolidated Service assesses whether a lease exists – i.e. does the contract convey the right to control the use of an identified asset for a period of time in exchange for consideration.

This involves an assessment of whether: > The contract involves the use of an identified asset – this may be explicitly or implicitly identified within the agreement. If the supplier has a substantive substitution right, then there is no identified asset. > The Consolidated Service has the right to obtain substantially all of the economic benefits from the use of the asset throughout the period of use. > The Consolidated Service has the right to direct the use of the asset i.e. decision-making rights in relation to changing how and for what purpose the asset is used.

The Consolidated Service has elected not to separate non-lease components from lease components have accounted for all leases as a single component.

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

The right-of-use asset is measured using the cost model where cost on initial recognition comprises of the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration less any lease incentives.

The right-of-use asset is depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of assets accounting policy. The right-of-use asset is assessed for impairment indicators at each reporting date.

The lease liability is initially measured at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then the Consolidated Service’s incremental borrowing rate is used.

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

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

The Consolidated Service has elected to apply the exceptions to lease accounting for leases of low-value assets. For these leases, the Consolidated Service recognises the payments associated with these leases as an expense on a straight-line basis over the lease term.

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Notes to the financial statements For the year ended 30 June 2025 continued Details of leasing arrangements 1. Properties T he Consolidated Service leases hangars and office buildings throughout the state for operational purposes, these leases have varying terms dependent on the location from three to 15 years.

2. Vehicles T he Consolidated Service leases vehicles which are used by medical staff to visit patients in regional areas, the lease terms vary from two to five years and the lease payments are fixed during the lease term.

Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor are charged to profit or loss on a straight-line basis over the period of the lease.

r) Members’ liability The Royal Flying Doctor Service of Australia (Queensland Section) is incorporated under the Corporations Act 2001 as a Consolidated Service limited by guarantee. In the event of the Consolidated Service being wound up, the liability of each of the members is limited to two dollars.

s) New standards and interpretations issued The Consolidated Service has consistently applied the accounting policies set out in Note 28 to all periods presented in these financial statements.

The Group has adopted amendments to AASB 1060 relating to the Classification of Liabilities as Current or NonCurrent and Non-Current Liabilities with Covenants. The amendments apply retrospectively. They clarify certain requirements for determining whether a liability should be classified as current or non-current and require new disclosures for loan liabilities that are subject to covenants within 12 months after the reporting period. Despite the change in policy, there is no retrospective impact on the comparative statement of financial position.

t) New standards and interpretations issued but not yet effective The Australian Accounting Standards and Interpretations that have recently been issued or amended but are not mandatory, have not been early adopted by the Consolidated Service for the annual reporting period ended 30 June 2025. The Consolidated Service has not yet assessed the impact of these new or amended Accounting Standards and Interpretations.

RFDS (Queensland Section)

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Directors’ declaration

In the opinion of the directors of the Royal Flying Doctor Service of Australia (Queensland Section) (‘the Service’): (a) the Service is not publicly accountable in accordance with Australian Accounting Standards. (b) the financial statements and notes that are set out on pages 58 to 81 are in accordance with the Australian Charities and Not-for-profits Commission Act 2012, including: (i) giving a true and fair view of the Consolidated Service’s and the parent entities financial position as at 30 June 2025, and of their performance, for the financial year ended on that date; and (ii) complying with Australian Accounting Standards – Simplified Disclosures and the Australian Charities and Not-for-profits Commission Regulations 2022; and (c) t here are reasonable grounds to believe that the Consolidated Service will be able to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of the directors: Dated at Brisbane 25th day of September 2025.

Georgina Somerset AM Chair

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Mark Gray Chair Finance, Risk and Audit Committee

Financial report

Independent auditor’s report

To the members of Royal Flying Doctor Service of Australia (Queensland Section) Opinion We have audited the Consolidated Financial Report of Royal Flying Doctor Service of Australia (Queensland Section) (the Consolidated Service Financial Report). We have also audited the Financial Report of Royal Flying Doctor Service of Australia (Queensland Section) (the Service Financial Report).

We have audited the Consolidated Financial Report of Royal Flying Doctor Service of Australia (Queensland Section) (the Consolidated Service Financial Report). We have also audited the Financial Report of Royal Flying Doctor Service of Australia (Queensland Section) (the Service Financial Report).

In our opinion, each of the accompanying Consolidated Service Financial Report and the Service Financial Report of Royal Flying Doctor Service of Australia (Queensland Section) are in accordance with Division 60 of the Australian Charities and Not-for-profits Commission (ACNC) Act 2012, including: i. giving a true and fair view of the Consolidated Service’s and of the Service’s financial position as at 30 June 2025, and of their financial performance and their cash flows for the year ended on that date; and ii. complying with Australian Accounting Standards – Simplified Disclosures Framework and Division 60 of the Australian Charities and Not-for-profits Commission Regulations 2022 (ACNCR).

The Financial Reports of the Consolidated Service and the Service comprise: i. Statements of financial position as at 30 June 2025; ii. Statements of profit or loss and other comprehensive income, Statements of changes in equity, and Statements of cash flows for the year then ended; iii. Notes, including material accounting policies. iv. Directors’ declaration.

The Consolidated Service consists of Royal Flying Doctor Service of Australia (Queensland Section) (the Service) and the entities it controlled at the year end or from time to time during the financial year.

Basis for opinions We conducted our audits in accordance with Australian Auditing Standards. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinions.

Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audits of the Financial Reports section of our report.

We are independent of the Service in accordance with the auditor independence requirements of the ACNC Act 2012 and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to our audits of the Financial Reports in Australia. We have fulfilled our other ethical responsibilities in accordance with these requirements.

Other information Other Information is financial and non-financial information in Royal Flying Doctor Service of Australia (Queensland Section’s) annual report which is provided in addition to the Financial Reports and the Auditor’s Report. The Directors are responsible for the Other Information.

Our opinion on the Financial Reports does not cover the Other Information and, accordingly, we do not express an audit opinion or any form of assurance conclusion thereon.

In connection with our audits of the Financial Reports, our responsibility is to read the Other Information. In doing so, we consider whether the Other Information is materially inconsistent with the Financial Reports or our knowledge obtained in the audits, or otherwise appears to be materially misstated.

We are required to report if we conclude that there is a material misstatement of this Other Information, and based on the work we have performed on the Other Information that we obtained prior to the date of this Auditor’s Report we have nothing to report.

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Independent auditor’s report continued

Responsibilities of the Directors for the Financial Report The Directors are responsible for: i. Preparing the Financial Reports that give a true and fair view in accordance with Australian Accounting Standards – Simplified Disclosures Framework and the ACNC and ACNCR. ii. Implementing necessary internal control to enable the preparation of the Financial Reports that give a true and fair view and are free from material misstatement, whether due to fraud or error. iii. Assessing the Consolidated Service’s and the Service’s ability to continue as a going concern and whether the use of the going concern basis of accounting is appropriate. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate the Service or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the Financial Report Our objective is: i. to obtain reasonable assurance about whether the Financial Reports as a whole are free from material misstatement, whether due to fraud or error; and ii. to issue an Auditor’s Report that includes our opinions.

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error. They are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the Financial Reports.

As part of an audit in accordance with Australian Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audits.

We also: i. Identify and assess the risks of material misstatement of the Financial Reports, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinions. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. ii. Obtain an understanding of internal control relevant to the audits in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the registered Consolidated Service’s and the Service’s internal control. iii. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Directors. iv. C onclude on the appropriateness of the Director’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Consolidated Service’s and the Service’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our Auditor’s Report to the related disclosures in the Financial Reports or, if such disclosures are inadequate, to modify our opinions. Our conclusions are based on the audit evidence obtained up to the date of our Auditor’s Report. However, future events or conditions may cause the Consolidated Service and the Service to cease to continue as a going concern. v. E valuate the overall presentation, structure and content of the Financial Reports, including the disclosures, and whether the Financial Reports represent the underlying transactions and events in a manner that achieves fair presentation. vi. P lan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the Consolidated Service as a basis for forming an opinion on the group financial report. We are responsible for the direction, supervision and review of the audit work performed for the purposes of the group audit. We remain solely responsible for our audit opinion.

We communicate with the Directors of the Consolidated Service and the Service regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audits.

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Financial report

Auditor’s independence declaration under Subdivision 60–C section 60– 40 of Australian Charities and Notfor-profits Commission Act 2012 To the Directors of the Royal Flying Doctor Service of Australia (Queensland Section) I declare that, to the best of my knowledge and belief, in relation to the audit of Royal Flying Doctor Service of Australia (Queensland Section) for the financial year ended 30 June 2025 there have been: i. no contraventions of the auditor independence requirements as set out in the Australian Charities and Not-for-profits Commission Act 2012 in relation to the audit; and ii. no contraventions of any applicable code of professional conduct in relation to the audit.

KPMG

Simon Crane Partner Brisbane 26 September 2025

RFDS (Queensland Section)

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CHILLAGOE BEECHCRAFT KING AIR B200

Royal Flying Doctor Service acknowledges the Aboriginal and Torres Strait Islander peoples as the first inhabitants of the nation and the Traditional Custodians of the land.

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