| About us |
About us |
| Air services |
Planning best value investment for our future transport needs |
| Associated authorities |
Appendix 2: Associated authorities |
| Award recognition |
Road safety, Establishing an agile and future-ready workforce, Digital uplift of our information and processes |
| Brisbane 2032 Olympic and Paralympic Games |
Director-General Message, Chief Finance Officer's Report, Queensland Government's objectives for the community, Strategic opportunities and challenges, Looking ahead, Planning best value investment for our future transport needs, Metropolitan, Delivering with partners, Risk management |
| Bruce Highway |
Queensland Government's objectives for the community, Looking ahead, Integrated Transport Network Highlights, Major projects, Northern, Mackay Whitsunday, Wide Bay Burnett, North Coast, Metropolitan |
| Camera Detected Offence Program |
Road safety, Appendix 3: Camera Detected Offence Program |
| Chief Finance Officer's Report |
Chief Finance Officer's Report |
| Compliance checklist |
Appendix 7: Compliance checklist |
| Committees |
Governance committees, External accountability |
| Complaints management |
Internal accountability |
| Continuity Management |
Reducing the impact of network disruption |
| Coronial inquests |
External accountability |
| Customer experience |
Strategic plan performance, Performance statements 2024-25, Digital uplift of our information and processes |
| Cyber security |
Strategic opportunities and challenges, Reducing the impact of network disruption, Digital uplift of our information and processes, Robust management standards |
| Cycling |
Fast facts, Investing in an active Queensland |
| Digital Licence App |
Digitising customer interactions |
| Director-General message |
Director-General message |
| Digital Uplift |
Establishing an agile and future-ready workforce, Digital uplift of our information and processes |
| Diversity and inclusion |
TMR People and Culture—year in review, Establishing an agile and future-ready workforce, Creating a diverse and inclusive workforce, Attracting talented people |
| Environment and Heritage |
Strategic Plan 2023-2027, Queensland Government's objectives for the community, Strategic opportunities and challenges, Environment and sustainability, Marine infrastructure, Marine safety |
| Ethics |
Governance committees, Internal accountability, External accountability |
| Executive Leadership team profiles |
ELT biographies |
| Fast facts |
Fast facts |
| Figures and table index |
Appendix 10: Figures and tables |
| Financial statements |
Financial statements as at June 2025 |
| Financials—independent auditor |
Certification |
| Governance committees |
Governance committees |
| Government bodies |
Appendix 2: Associated authorities |
| Glossary |
Appendix 5: Glossary |
| Graduate program |
Attracting talented people |
| Health and safety |
Attracting talented people, Safety performance, Governance committees |
| Infrastructure projects |
Director-General Message, Integrated Transport Network, Shaping our products and services with a customer focus, Delivering with partners, Road safety, Governance committees |
| Information privacy |
Robust management standards, External accountability |
| Information systems |
Robust management standards, External accountability |
| Injury management |
Health and wellbeing |
| Innovation |
Strategic opportunities and challenges, Road safety, Establishing an agile and future-ready workforce, Digitial uplift of our information and processes, Internal accountability |
| Internal audit |
Internal accountability |
| Leadership and management development |
Queensland Government's objectives for the community, TMR People and Culture—year in review, Attracting talented people, Governance committees |
| Letter of compliance |
Annual Report 2024-25 |
| Marine infrastructure |
Marine infrastructure |
| Marine safety |
Marine safety |
| Mentoring |
Designing solutions that create value, Our People Highlights, Creating a diverse and inclusive workforce, Attracting talented people |
| Objectives for the community |
Strategic Plan 2023-2027, Queensland Government's objectives for the community |
| Open data |
About us, Shaping our products and services with a customer focus, External accountability |
| Organisational structure |
Management structure |
| Our services |
Chief Finance Officer's Report, Strategic Plan 2023-2027, Queensland Government's objectives for the community, Strategic plan performance, Performance statements 2024-25, Fast facts, Planning best value investments for our future transport needs, Investing in passenger transport, South Coast, Shaping our products and services with a customer focus, Designing solutions that create value, Robust management standards, Internal accountability, External accountability |
| Pacific Motorway |
Looking ahead, South Coast |
| Parliamentary committees |
External accountability |
| Passenger transport operator payments |
Appendix 4: Transport operator payments |
| Performance management |
Establishing an agile and future-ready workforce, Governance committees, Robust management standards |
| Public sector values |
Building a strong culture |
| Queensland Transport and Roads Investment Program |
Director-General Message, Strategic plan performance, Performance statements 2024-25, Planning best value investment for our future transport needs |
| Rail infrastructure |
Queensland Government's objectives for the community, Planning best value investments for our future transport needs |
| Recordkeeping |
Robust management standards |
| Redundancy and retrenchment |
Establishing an agile and future-ready workforce |
| Regional maps |
Annual Report 2024-2025 |
| Right to information |
External accountability |
| Risk management |
Strategic opportunities and challenges, Robust management standards, Internal accountability, Risk management |
| Road infrastructure |
About us, Queensland Government's objectives for the community, Looking ahead, Far North, North Coast, Road safety |
| Road safety education |
Road safety |
| Safety performance |
Safety performance |
| Senior Leadership Team |
ELT biographies |
| Service delivery statements |
Strategic plan performance, Performance statements 2024-25 |
| School transport operator payments |
Shaping our products and services with a customer focus |
| Strategic Plan |
Strategic Plan 2023-2027 |
| Transport security |
Reducing the impact of network disruption |
| Vision |
About us, Strategic Plan 2023-2027 |
| Walking |
Strategic plan performance, Fast facts, Investing in an active Queensland, Metropolitan |
| Waste management |
Strategic opportunities and challenges, Environment and sustainability |
| Wellness programs |
Health and wellbeing |
| Where to find us |
Appendix 8: Where to find us |
| Women in the workplace |
Director-General Message, Strategic plan performance, Fast facts, Establishing an agile and future-ready workforce, Creating a diverse and inclusive workforce, Attracting talented people |
| Working for Queensland survey |
Queensland Government's objectives for the community, Strategic plan performance, Our People Highlights, TMR People and Culture—year in review, Health and wellbeing, Building a strong culture, External accountability |
| Workforce profile |
Establishing an agile and future-ready workforce |
