Author: MIL-OSI Publisher

Source: Australian Parliamentary Secretary to the Minister for Industry

Today we have issued another round of invitations to the government’s Economic Reform Roundtable.

The Roundtable is all about building consensus on long term economic reform, with a focus on resilience, productivity and budget sustainability.

The latest round of invitees includes expert voices on economic policy, leaders with broad industry and policy experience, and important perspectives from regulators, the public sector and the states.

It’s an outstanding group of people who we believe will make a big contribution to the future direction of economic reform.

They are thought leaders who have been chosen for their ability to make meaningful contributions across a broad range of areas and across each of the three days.

More invitations will be issued for participants to attend specific sessions, as the agenda takes shape.

While we can’t invite representatives from every industry or organisation, everyone has the chance to have their say in this process with online submissions still open.

Roundtable invitations issued today include:

Sue Lloyd‑Hurwitz AM, Chair, National Housing Supply and Affordability Council

Kerry Schott, Chair, Competition Review Expert Advisory Panel

Matt Comyn, Chief Executive Officer, Commonwealth Bank of Australia

Scott Farquhar, Chair, Tech Council of Australia

Cath Bowtell, Chair, IFM Investors

Ben Wyatt, Board Member, Woodside, and former Treasurer of Western Australia

Ken Henry AC, Chair, Australian Climate and Biodiversity Foundation

Andrew Fraser, Chair, Australian Retirement Trust, Chancellor, Griffith University and former Treasurer of Queensland

Allegra Spender MP, Federal Independent Member for Wentworth

Daniel Mookhey MLC, Chair, Board of Treasurers and NSW Treasurer

Gina Cass‑Gottlieb, Chair, Australian Competition and Consumer Commission

Steven Kennedy PSM, Secretary, Department of the Prime Minister and Cabinet

Jenny Wilkinson PSM, Secretary, Department of the Treasury

Invitations issued last month:

Danielle Wood, Chair, Productivity Commission

Sally McManus, Secretary, Australian Council of Trade Unions

Michele O’Neil, President, Australian Council of Trade Unions

Liam O’Brien*, Assistant Secretary, Australian Council of Trade Unions

Joseph Mitchell*, Assistant Secretary, Australian Council of Trade Unions

Bran Black, Chief Executive Officer, Business Council of Australia

Andrew McKellar, Chief Executive Officer, Australian Chamber of Commerce and Industry

Innes Willox, Chief Executive Officer, Australian Industry Group

Matthew Addison, Chair, Council of Small Business Organisations of Australia

Cassandra Goldie, Australian Council of Social Service

Ted O’Brien, Deputy Leader of the Opposition and Shadow Treasurer

*These participants will attend as alternates for the Secretary and President of the ACTU.

Biographies

Sue Lloyd‑Hurwitz AM

Sue is the Chair of National Housing Supply and Affordability Council; a non‑executive director of Rio Tinto, Macquarie Group and INSEAD; and a Fellow of the University of Sydney Senate. Previously, Sue was CEO and Managing Director of Mirvac and President of Chief Executive Women.

Dr Kerry Schott AO

Kerry is a Director of AGL, Chair of the Carbon Market Institute and Chair of the Competition Review Expert Advisory Panel. Recently, she was Chair of the New South Wales Net Zero Emissions and Clean Economy Board, Chair of the Advisory Board to EnergyCo NSW, and an Adviser to Aware Super. Kerry brings extensive experience in transport, infrastructure and energy, across both business and government sectors.

Matt Comyn

Matt is the CEO and Managing Director of the Commonwealth Bank of Australia. Matt has over 25 years of experience in the banking sector, including as Managing Director of the Commonwealth Bank of Australia’s biggest digital business, CommSec, and brings extensive experience in digital adoption.

Scott Farquhar

Scott is the Co‑Founder of Atlassian, one of the world’s leading software collaboration companies and Australia’s first tech unicorn. Scott is a Founding Member and Chair of the Tech Council of Australia and is also the Co‑Founder of Skip Capital, a private fund investing in exceptional tech and infrastructure entrepreneurs.

Cath Bowtell

Cath is the Chair of IFM Investors, Industry Super Holdings and is a Director of Industry Fund Services. Cath has worked for many years in senior roles in both the superannuation industry and union movement. Cath is also currently the Chair of the Jobs and Skills Australia Ministerial Advisory Board.

The Hon Ben Wyatt

Ben is a former Treasurer of Western Australia and holds a number of current board positions, including for Woodside. Ben held a number of ministerial positions in WA and became the first Indigenous treasurer of an Australian parliament. Ben brings extensive knowledge of public policy, finance, international trade and Indigenous affairs.

Dr Ken Henry AC

Ken is an Australian economist and former public servant, including as Secretary of the Department of the Treasury from 2001 to 2011. Ken has held numerous positions in both government and the private sector, and is currently Chair of the Australian Climate and Biodiversity Foundation, the Nature Finance Council, and Wildlife Recovery Australia.

The Hon Andrew Fraser

Andrew is the Chair of the Australian Retirement Trust, Chancellor of Griffith University and a Director of the Bank of Queensland. He also works in the charity sector, where he serves as the Chair of Orange Sky Australia. Andrew is a former Deputy Premier and Treasurer of Queensland, and brings broad experience across the private and public sectors, and the charitable and education sectors.

Allegra Spender MP

Allegra is the Federal Independent Member for Wentworth. Prior to entering Parliament, Allegra worked as a business analyst at McKinsey, a policy analyst with UK Treasury and was later the Managing Director at Carla Zampatti Pty Ltd. Allegra was also previously the Chair of the Sydney Renewable Power Company, and CEO of the Australian Business and Community Network.

The Hon Daniel Moohkey MLC

Daniel is NSW Treasurer and the current Chair of the Board of Treasurers. Daniel has been a member of the NSW Legislative Council for over ten years and has delivered three Budgets in his over two years as the Treasurer of NSW.

Gina Cass‑Gottlieb

Gina is Chair of the Australian Competition and Consumer Commission. Gina has over 30 years’ experience advising on merger, competition and regulatory matters in Australia and New Zealand. Gina brings broad and deep experience on consumer and competition issues across the economy.

Dr Steven Kennedy PSM

Steven is Secretary of the Department of the Prime Minister and Cabinet, and was previously Secretary to the Treasury. Prior to this, Steven was Secretary of the Department of Infrastructure, Transport, Cities and Regional Development between September 2017 and August 2019. In a public service career spanning more than 30 years, Steven has held a series of other senior positions.

Jenny Wilkinson PSM

Jenny Wilkinson commenced as Secretary to the Australian Treasury in June 2025, becoming the first woman to hold this position in its 124‑year history. Jenny was previously Secretary of the Department of Finance. During her career, Jenny has held other senior positions in Commonwealth Treasury, the Parliamentary Budget Office, the Department of Industry, the Department of Climate Change, the Department of the Prime Minister and Cabinet, and the Reserve Bank of Australia.

Source:

Image: Fire Rescue Victoria

A woman who became trapped under a large volume of silage was successfully rescued following a multi-agency operation at a property in Darnum on Sunday, 13 July.

Submitted by	CFA Media

Source: New South Wales – News

A previously unsearched area of water and mangroves on the northern side of Garden Island will be the focus of today’s search.

This new location has been identified in a comprehensive cold case review of the original investigation that has also resulted in new leads being pursued by Major Crime Investigation Branch detectives.

The review has also led to numerous exhibits in the case being re-submitted to Forensic Science SA for fresh DNA testing using advanced techniques unavailable at the time of Rosemary’s murder and Melissa’s disappearance in May 2000.

Melissa, aged 15 years and her mother, Rosemary Brown, aged 33 years, were last seen leaving their home in Blair Athol at about 2.30am on Saturday 13 May 2000. The body of Melissa’s mother, Rosemary Brown was found in mangroves at Garden Island on 2 July 2000.

“As part of the renewed investigation, we have identified a previously unsearched area and we’re hopeful that we can find the remains of Melissa,” Detective Superintendent Darren Fielke, Officer in Charge of Major Crime Investigation Branch said.

“This search demonstrates that we will not give up looking for answers.

“We will continue to investigate this matter and will not stop until we can provide closure and hopefully justice for the loved ones of both Rosemary Brown and Melissa Trussell.”

Earlier this month, family of Melissa released a public plea for information exactly 25 years since Rosemary’s body was discovered in mangroves at Garden Island

“We would like to thank the public for new information provided to Crime Stoppers following this appeal,” Detective Superintendent Fielke added.

“We urge anyone with any information on this case, no matter how minute, to contact police or Crime Stoppers on 1800 333 000 or online at www.crimestopperssa.com.au – you can remain anonymous.”

Rewards up to $1,000,000 will be paid by the Government of South Australia, at the discretion of the Commissioner of Police, to anyone who provides information and assistance that leads to the conviction of the person or persons responsible for the suspected murder of Melissa Trussell (Brown) (and/or leading to the location and recovery of the victim’s remains).

Rewards up to $200,000 will be paid by the Government of South Australia, at the discretion of the Commissioner of Police, to anyone who provides information and assistance that leads to the conviction of the person or persons responsible for the suspected murder of Rosemary Brown.

Police are today searching for the remains of Melissa Trussell after identifying a new search area on Garden Island.

Source: New South Wales Community and Justice

P-plater caught at dangerous speed on Midland Highway

Friday, 18 July 2025 – 9:46 am.

A P-plater will be proceeded against after he was caught travelling 44km over the speed limit on the Midland Highway yesterday.
About 4.30pm, police intercepted the 17-year-old, who had held his licence for just four days, near Oatlands, where he was detected travelling at 144km/h.
Senior Constable Shane Leek from Oatlands Police said the teenager’s provisional licence meant he was subject to a 100km/h speed restriction.
The driver was also found to be in breach of several other licence conditions, including:

Using a mobile phone while driving under a P1 licence
Failure to display a rear P plate
Breaching peer passenger restrictions under a P1 licence

“This behaviour posed a serious risk to the driver, their passengers, and other road users,” said Senior Constable Leek.
“Excessive speed, combined with inexperience and distraction, can have tragic consequences.”
The teenager now faces a $1537 fine, 11 demerit points and has been disqualified from driving for 3 months.
Tasmania Police reminds all P1 licence holders of their legal obligations:

Always carry your licence
Clearly display P plates on the front and rear of your vehicle
Do not exceed 100km/h, even where higher limits apply
Maintain a blood alcohol content of 0.00
Do not use a mobile phone while driving
Comply with all Tasmanian Road Rules
Follow peer passenger restrictions (limit of one passenger aged between 16 and 21 years).

Road safety is everyone’s responsibility, and these conditions are in place to protect not only young drivers but the wider community.

Source: New places to play in Gungahlin

Download Our performance evolution

You can download a version of Our performance evolution (PDF, 674KB)This link will download a file.

Commissioner’s foreword

Since commencing as Commissioner of Taxation on 1 March 2024, I continue to be impressed by the expertise, professionalism and dedication of ATO staff.

Our performance is strong, but as with any organisation, we need to take opportunities to improve. Accordingly, I am grateful that the ATO has had the opportunity to be reviewed as part of the Australian Public Service Commission’s (APSC) capability review program, particularly so early in my tenure. Independent reviews such as this provide us with honest and frank perspectives on what to improve to set us up for the future.

I would like to extend my sincere thanks to the review team for their professionalism, rigour, and the depth of insight they brought to this process. Their extensive experience and thoughtful engagement have been invaluable.

The review found that we are a high-performing organisation, which is a testament to the dedication and capability of our people. At the same time, it has identified areas where we can do better – opportunities to strengthen our systems, sharpen our focus, and deliver even greater value to the Australian community.

We deliver well on our core purpose of collecting tax so government can deliver services for the Australian community. However, what delivers us success now will not be enough alone to achieve our vision for an Australia where every taxpayer meets their obligations because:

• complying is easy
• help is tailored
• deliberate non-compliance has consequences.

We need to examine what we do and how we do it, identify opportunities for improvement and make decisive shifts to unlock our full potential.

Our performance evolution will help us get there. Drawing on key insights from our APSC capability review, it outlines how we – as one ATO – will align our efforts to not only deliver today’s priorities, but also prepare for and tackle tomorrow’s challenges.

We are fortunate to be building on a strong foundation. The capability review identified many strengths we can be proud of. We’ll use these strengths to propel us forward on our performance evolution, taking practical actions to set a course for the future, where we will:

• think bigger
• act bolder
• deliver together.

While this plan does not outline every detail of the actions we will take, it establishes the key shifts that will empower us to strengthen what we do best, allowing us to adapt our actions as our environment changes.

The Executive team and I will play a key role here. We must role model the behaviours needed for the ATO to achieve its vision, drive accountability and ensure we don’t lose momentum. We must also openly and genuinely support employees to act as one to deliver our performance evolution.

Whilst the staff who support the Tax Practitioner Board (TPB) and the Australian Charities and Not-for-profits Commission (ACNC) are ATO staff, our performance evolution relates to those in the Tax Office itself.

I will leave it to the Chair of the TPB and the ACNC Commissioner to draw on the Capability Review insights that best serve the delivery of their statutory functions.

I’m grateful to have the opportunity to capitalise on our high performance and look forward to continuing to improve as we implement our performance evolution.

Rob Heferen

Commissioner of Taxation

Registrar of the Australian Business Register

Australian Business Registry Services

Register of Foreign Ownership of Australian Assets

Unlocking the full potential of our high performance

‘The ATO is a high performing organisation with a strong reputation for managing Australia’s tax and superannuation systems in a modern and reliable way.

Its capabilities are good and ATO staff are right to be proud of them.

The findings [of the capability review] are not judgments on current capability, but rather ways the ATO might evolve to be a ‘great’ organisation.’ Capability Review, Australian Taxation Office, 2025 (PDF, 817KB)This link will download a file

The Australian Public Service Commission’s capability review affirmed the ATO’s position as a high performing and globally respected tax administration.

We have a proven track record and have excelled when circumstances have called for us to be at our best. Our role in the government’s response to the pandemic demonstrated what we’re capable of and underscored our potential to be truly exceptional. Learning from this and our many other successes, as well as our mistakes, we should not stand still. We need to continually improve.

The capability review’s insights inform where to focus our ongoing improvement efforts. This future view highlights the capabilities we need to adapt and respond to the changing demands of government, the community and our own operations.

Key insights from the review indicate that to continue to serve the Australian community with excellence and integrity, achieve our vision, and proactively address future challenges, we need to:

• work as one ATO to deliver for the Australian community, including through improved internal collaboration
• have a leadership group that works as a team and models the right behaviours
• establish enterprise-wide priorities and shared plans for achieving them
• make trade-offs for the sake of the organisation, work through impasses and take collective responsibility for decisions
• accept and reward measured risk taking in the interests of innovation, collaboration and achieving better, faster outcomes.

Our performance evolution sets us on a path to meet these needs and unlock the full potential of our high performance. It does so by bringing together current initiatives and building on the successes of the past to do some things differently and truly excel.

This plan is just the beginning. It lays a foundation for the ongoing implementation of a range of connected actions which will unlock our full potential. A future where:

• We will agree on our priorities, how much we are prepared to invest in achieving them, relevant trade‑offs and what risks those carry. We will align our resourcing and performance measures to them.
• We will clearly communicate our strategic direction and priorities under it, ensuring they are understood throughout the organisation.
• We will ensure accountabilities are clear, and advancing our strategic direction is a collective responsibility.
• We will make decisions far enough in advance to ensure that at both the group and individual level, we can effectively plan our contribution to the delivery of our enterprise priorities and our functional accountabilities.
• We will work as one ATO, so that improved internal collaboration becomes ‘business as usual’.
• We will engage sensibly with risk. To do this, we will think carefully about risk appetite, tolerances and sensible mitigations in the context of our strategic direction.
• At the individual level we will be supported in innovating and taking measured risks, aligning our efforts with our strategic direction and by having irritants taken out of how we work.

We will do this by thinking beyond function, beyond our teams and comfort zones.

From	To
Team first	Purpose first
Cautious action	Bold action
Siloed delivery	Shared delivery
Avoiding the hard calls trade‑offs	Courageous trade‑offs

Key shifts

Together, we will unlock the full potential of our high performance by moving together as one ATO, and adapting our mindsets and behaviours to:

Think bigger

Thinking bigger means seeing the broader picture and understanding where we are headed.

This requires each of us to:

• expand our view of what we can do to drive the ATO to succeed
• consider what is truly possible within our remit
• challenge assumptions of what is needed for us to achieve our vision.

If we are to challenge assumptions of what’s needed and expand our view of how we can help the ATO succeed, we first need a common understanding of what success looks like.

This will come from having a clear understanding of our longer-term direction, and the strategies we will prioritise to deliver on it. Clearly communicating our strategic direction (including our priorities, risk tolerances and areas where we are choosing to reduce our focus) will help:

• guide our actions
• sharpen our focus
• expand our perspective on the role we can each play in realising our vision.

We also need the means to think bigger. We will commit the right leadership, accountabilities, resources and funding to the work needed to deliver our purpose and achieve our vision.

Initial actions

Develop and communicate our strategic direction – We will agree on strategies that will move us forward in delivering our purpose and achieving our vision over the next 5 years and communicate the roadmap for delivery.

Align investment – We will invest our resources in line with our strategic direction.

Make clear decisions – We will be clear about our decisions on our priorities, their scope and implications (including for accountabilities, resourcing, performance measures and risks).

Act bolder

Being bold takes both individual courage and confident leadership to support our action.

This requires each of us to:

• proactively address issues
• work through impasses and make the call, including trade-offs needed to deliver on priorities
• use good judgment to make decisions and support those who do the same – regardless of the outcome.

With our strategic direction, priorities, functional accountabilities and shared responsibilities clear, we are trusted to use good judgment, sensibly engage with risk, and take decisive action within the parameters of our authority.

Doing this boldly will come from knowing that informed and decisive action is supported at the highest levels of the ATO and encouraged at all levels across the ATO. Acting within our remit, this will help us to:

• make decisive calls
• adopt innovative approaches
• act proactively to resolve impasses and agree trade-offs
• slow, change or stop work when we need to make room for higher priorities
• use good judgment to make sound, timely and innovative recommendations that inform decisions beyond our level of delegation.

Being bolder is also stretching our comfort zone, supporting mobility to expand our perspective and empowering people to take appropriate measured risks.

Initial actions

Support and reward decision-making – We will encourage and recognise:

• measured risk-taking
• staff who innovate.

We will support decision-makers with appropriate guidance and tools.

Reinforce support for mobility – We will increase mobility, including amongst our SES.

Clarify delegations – We will refresh and reinforce delegations and decision-making authorities.

Deliver together

We excel when we are aligned – around purpose, priorities and outcomes. Collaboration is just the starting point.

This requires each of us to:

• recognise that our impact goes beyond our function
• take shared ownership of our strategic direction, respecting any trade-offs
• move together to deliver our core purpose and advance our vision.

To deliver our core purpose and achieve our vision, we need to unlock the full potential of our high performance together – as one ATO.

Delivering as one ATO will come from:

• understanding both the big picture and the detail of how work flows, how different areas interact, and how it all fits together
• working collaboratively with those impacted by our work
• understanding what our part to play is.

Enhancing our forward planning and ensuring that effective internal collaboration is part of our ‘business as usual’ will help us:

• understand how our plans deliver our strategic direction
• take shared ownership of our plans
• know what we must do
• move together, to deliver what is needed.

This does not mean everyone doing everything. Accountabilities and decision-making will still lie with individuals, but understanding who else is responsible for contributing to those outcomes, and interconnecting our many moving parts will help us deliver together, as one ATO.

Delivering together also requires that we be proactive in reducing frictions that might otherwise divert our focus away from the work that contributes most to our purpose and vision. We’ll take action to reduce irritants in how we work, deliver incremental changes that improve our efficiency and lay a clear pathway to prioritise larger improvements.

Initial actions

Plan as one ATO – We will:

• bring planning discussions forward
• design and integrate our group and line plans to deliver on our strategic direction.

Agree on our part – We will ensure everyone understands their contribution, not just to their direct responsibilities and functional accountabilities, but to broader outcomes. We will agree on collective responsibilities for the priorities and outcomes that deliver on our strategic direction and reinforce collaboration expectations.

Address irritants – We will address some of the more pervasive technology irritants and smaller opportunities as informed by users through Pulse surveys and our Census action plan.

User insights will also inform and drive longer-term planning for the IT tools and data we need to work efficiently.

Be the key

We’re building on the strong foundations of a high-performing organisation that:

• is trusted by government and the community to get things done
• has a proven track record.

From this position of strength, we are making a call to action: Our performance evolution will only happen through positive steps and everyday actions taken by all of us.

We all need to contribute to unlocking the potential of our high performance. To do this we can ask ourselves some questions to help us get there.

• Think bigger:
  • Do I know where we are headed?
  • Am I putting myself in the Commissioner’s shoes?
  • What positive change am I creating beyond my team?
• Act bolder:
  • Have I raised necessary issues and worked through impasses?
  • What’s standing in the way of me making decisions I’m empowered to make?
  • How can I support my team to make the decisions they are empowered to make?
  • Should I be getting outside my comfort zone?
• Deliver together:
  • How am I contributing to organisational outcomes?
  • Who should I work with to get it done?
  • Do I have solutions for blockers or irritants impeding smooth delivery?

Source: New places to play in Gungahlin

Source: New places to play in Gungahlin

Our commitment to you

We are committed to providing you with accurate, consistent and clear information to help you understand your rights and entitlements and meet your obligations.

If you follow our information and it turns out to be incorrect, or it is misleading and you make a mistake as a result, we will take that into account when determining what action, if any, we should take.

Some of the information on this website applies to a specific financial year. This is clearly marked. Make sure you have the information for the right year before making decisions based on that information.

If you feel that our information does not fully cover your circumstances, or you are unsure how it applies to you, contact us or seek professional advice.

Copyright notice

© Australian Taxation Office for the Commonwealth of Australia

You are free to copy, adapt, modify, transmit and distribute this material as you wish (but not in any way that suggests the ATO or the Commonwealth endorses you or any of your services or products).

Source:

Source: Premier of Victoria

After four months of searching, Elizabeth and Lorenzo found their first home in a suburb that’s fast becoming one of the most popular metro spots for home buyers in Australia, according to new NAB insights*.

Now settled in Truganina, the couple say the move has brought them closer to family, close to their son’s school, and gives them the space they wouldn’t find closer to Melbourne’s CBD.

“We were renting in Braybrook before, and rather than spend our money on rent, we wanted to build equity in a home we can then leverage to find our forever home in the future,” said Elizabeth.

Truganina tops NAB’s list of the most popular metro suburbs for home buyers in 2025, based on lending data so far this year.

The suburb is one of five Melbourne locations to make the national top ten, ahead of Roxburgh Park, which ranked second.

Top 10 metro suburbs*

1. Truganina, Melbourne
2. Roxburgh Park, Melbourne
3. Yarramundi – Londonderry, Sydney
4. Point Cook, Melbourne
5. Cranbourne East, Melbourne
6. Tarneit, Melbourne
7. Schofields, Sydney
8. Wentworthville, Sydney
9. Piara Waters – Forrestdale, Perth
10. Prestons, Sydney

“We’re close to public transport and family, which was important for us, and our son’s school is nearby,” said Elizabeth.

“We’ve been so busy settling in, we haven’t even had time to celebrate. We will make sure to have a proper celebration with our son’s birthday later in July.”

Elizabeth and Lorenzo are part of a growing number of home buyers re-entering the market as conditions continue to improve.

NAB Executive for Home Lending Denton Pugh said outer metro suburbs continue to appeal to buyers who want space and affordability while continuing to live close to the CBD.

“Many home buyers are looking further out. Not just for value, but because many of these areas are now better connected thanks to major infrastructure investments,” said Mr Pugh.

“Many are also spots where buyers can find the space they’re after without having to compromise on other things that matter such as  community spaces like parks and sporting facilities.

“Although many Australians will be disappointed with the RBA not cutting interest rates this month, NAB continues to expect further cuts in August and November, with an additional cut in February 2026.

“July’s expected rate cut aside, improving conditions are boosting buyer confidence and increasing borrowing power for many – translating to more home buyers entering the market.

“Typically, the winter months are quieter, but we’re seeing steady demand that should continue through to the busy spring buying season.

“Even with rates still relatively high, buyers feel the peak has passed and want to make their move before prices climb further. We expect capital city prices to continue their recovery through 2025, with stronger growth likely in 2026.”

More information:

• *NAB proprietary home lending data between January – May 2025
• Suburbs sorted by statistical area two

Source: Tasmania Police

Issued: 17 Jul 2025

The Department of the Environment, Tourism, Science and Innovation (DETSI) is investigating the death of a dingo (wongari) on K’gari and is asking for public assistance.

On 1 June 2025, rangers found the deceased dingo at Ngkala Rocks on the eastern side of the island, north of Waddy Point.

An independent veterinary examination confirmed the dingo had died from a suspected vehicle strike and was then deliberately decapitated.

Anyone who was visiting the Orchid Beach and Waddy Point area north to Ngkala Rocks in late May or early June or has dashcam footage is urged to contact DETSI.

Rangers on K’gari are also asking people to drive cautiously on the beach following recent deaths of dingoes due to suspected vehicle strike.

Anyone with information about the recent deaths of dingoes on K’gari can provide it anonymously by calling 1300 130 372 or (07) 4127 9150, via the DETSI website, or by emailing dingo.ranger@detsi.qld.gov.au.

Dingoes are protected in Queensland National Parks as a native species under the Nature Conservation Act 1992.

The maximum penalty for wilfully killing a protected animal on K’gari is $483,900 or two-years imprisonment. The same penalty applies to the taking of parts of a deceased protected animal from K’gari.