PART 4
OUR ORGANISATION
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•	Management and accountability
•	CSIRO Board 
•	CSIRO Executive Management
•	Health and safety
•	Environmental performance
•	Our people
Part four: Our organisation
Management and accountability
Operating Model
CSIRO’s Operating Model is designed to support the successful execution of our strategy and delivery of our goals. The Model underpins the governance of the Organisation by defining the roles, relationships and accountabilities of leaders and operating units. It includes our processes for planning, investment, review and reporting, and outlines CSIRO’s Policy Framework. The Model is documented in CSIRO – the way we work and is available to everyone who works in CSIRO and to the general public at www.csiro.au/resources/CSIRO-the-way-we-work.html.
Further information on CSIRO’s governance arrangements can be found at: www.csiro.au/governanceoverview.
Code of Conduct 
In 2010, CSIRO revised and simplified its Code of Conduct. The revised Code now sets the standard for behaviour expected of CSIRO and of everyone working in CSIRO.
The Code complements the Operating Model and forms a key component of our induction programs. All staff members and CSIRO affiliates must comply with the Code of Conduct, which can be viewed at: www.csiro.au/resources/Code-of-Conduct.html.
It is aligned with our Values Compass, which guides our interactions with colleagues and external partners and stakeholders. More information on CSIRO’s Values Compass can be found on page i.
Legislation and government policy
CSIRO is an Australian Government statutory authority constituted and operating under the provisions of the Science and Industry Research Act 1949 (SIR Act). 
CSIRO’s primary functions are to:
•	 carry out scientific research to:
•	assist Australian industry and to further the interests of the Australian community
•	contribute to national and international objectives and responsibilities of the Commonwealth
•	to encourage or facilitate the application and use of the results of CSIRO scientific research.
Our secondary functions include international scientific liaison, training of research workers, publication of research results, technology transfer of other research, provision of scientific services and dissemination of information about science and technology.
Reporting, accountability and other rules for CSIRO’s operations are set out in the Commonwealth Authorities and Companies Act 1997 (CAC Act). 
Pursuant to a service agreement, CSIRO provides administrative support services to the Trustee of the Science and Industry Endowment Fund consistent with the Science and Industry Endowment Fund Act 1926. The Fund has its own governance structure. 
In October 2010, CSIRO submitted an annual Compliance Report to the Australian Government regarding the Organisation’s compliance with the CAC Act and its financial sustainability. 
General policies of the Australian Government that applied to CSIRO in 2010–11 under Section 28 of the CAC Act are: Commonwealth Fraud Control Policy; Australian Government Foreign Exchange Risk Management Guidelines; and Outsourcing of IT Infrastructure Services. In addition, CSIRO has complied with the Commonwealth Procurement Guidelines as they apply to CSIRO.
In the May 2011 Federal Budget the Government announced a new 2011–12 to 2014–15 Quadrennium Funding Agreement with CSIRO. The Agreement will include the principles of quadrennium funding, resourcing of outputs, performance reporting and other matters agreed by the parties. 
Responsible Minister 
In 2010–11, the Minister responsible for CSIRO was Senator the Hon Kim Carr, Minister for Innovation, Industry, Science and Research.
Under the SIR and CAC Acts, the Minister has power to:
•	add to the purposes for which CSIRO may carry out scientific research (SIR Act, section 9)
•	provide to the CSIRO Board in writing, directions and guidelines with respect to the performance of the functions, or the exercise of the powers, of the Board or of the Organisation (SIR Act, section 13).
The Minister’s Statement of Expectations and the Board’s Statement of Intent can be found at: www.csiro.au/resources/Statement-of-Expectations.html.
The Public Research Agency Charter, signed by the Minister and the Board, provides guidance to CSIRO and its researchers on providing scientific advice and engaging in public debate. The Charter can be found at: www.csiro.au/resources/pf1lc.html.
Ministerial directions and notifications
No new directions were received in 2010–11. The CSIRO 2011–14 Enterprise Agreement was developed in accordance with the Minister’s direction regarding compliance with the Australian Government Employment Bargaining Framework.
Eleven notifications of significant events under Section 15 and 16 of the CAC Act were made to the Minister during 2010–11. These related to participation in research centres and alliances, licence agreements, equity transactions and major research and infrastructure projects. 
CSIRO Board
CSIRO is governed by a Board which is responsible to the Australian Government for the overall strategy, governance and performance of the Organisation. 
The CSIRO Board comprises nine part-time, non-executive members including the Chairman and a full-time Chief Executive. All non-executive members are appointed by the Governor-General. The Chief Executive is appointed by the CSIRO Board, in consultation with the Minister.
The CSIRO Board operates partly through four standing committees:
•	Board Audit Committee 
•	Board Commercial Committee 
•	Board Nominations and Remuneration Committee 
•	Board Endowment Committee.
Newly appointed Board members are informed of their responsibilities and rights through a formal induction process. In the pursuit of their duties, Board members may take such independent professional advice as is considered necessary, and have complete access to senior management. A performance review of the Board and its Committees was conducted in early 2011 by an independent consultant commissioned by the Board. 
Disclosure of interests by Board members and the Chief Executive are made in accordance with the SIR Act and CAC Act, as appropriate. 
Details of the 2010–11 Board members, including qualifications and terms of appointment are on page 90–91. Details of remuneration, membership of Board Committees and attendance at meetings are shown on pages 155–159 in the Financial Statements. The Board Charter and membership profiles are available at: www.csiro.au/boardoverview.
CSIRO Executive Management
The Chief Executive conducts the affairs of the Organisation in accordance with the strategy, plans and policies approved by the Board and the Board Directions to the Chief Executive. 
The Chief Executive is supported by the Executive Team. As a team and through their individual roles, the members lead, direct, coordinate and control CSIRO’s operations and performance. Details of the members are on page 91–92.
The Executive Team is assisted by the Science Sub-committee, Flagship Oversight Committee and Commercial Executive Committee. The CSIRO Health, Safety and Environment Committee is accountable to the Chief Executive. 
The Executive Management Council of senior managers provides a forum for sharing and discussing issues relating to the management and future strategy for CSIRO.
Policies, standards and procedures
CSIRO conducted an extensive review of its policy material as part of the implementation of a new Policy Framework, which comprises:
Policies: 	Define CSIRO’s commitment and responsibilities in an area.
Standards: 	Define minimum mandatory performance requirements for all CSIRO staff, sites and operations.
Procedures: 	Define the minimum mandatory actions or processes that must be followed by CSIRO staff in performing a particular task or activity. 
The aim is to improve compliance by clarifying performance requirements, roles and accountabilities. Documents will be easier to follow and access from a user perspective.
Access to policy material has also been enhanced through the implementation of a Policy Portal on the MyCSIRO intranet site launched in May 2011. When fully developed, the Policy Portal will be a one-stop shop for staff to access information on CSIRO’s practices and minimum requirements.
The Policy Framework is supported by the CSIRO Delegations and Authorities Framework. The Commercial Delegations were amended in August 2010 to include a threshold based on an assessment of enterprise risk. Further changes are being implemented to improve the flexibility of the Framework, support the CSIRO Operating Model and reduce administration.
Policies
The CSIRO Board has five major policy statements on the Organisation’s commitment in relation to:
•	Science and Delivery
•	People
•	Governance
•	Risk
•	Health, Safety, Environmental Sustainability and the Community.
The policy statements are available at: www.csiro.au/org/Key-policy-statements.html.
Standards and procedures
CSIRO’s Health, Safety and Environment (HSE) group has completed a comprehensive review of CSIRO’s HSE procedures and guidelines, as part of the CSIRO’s commitment to the goal of Striving for Zero Harm and the
implementation of CSIRO’s new Policy Framework. 
In December 2010, HSE released a new HSE Management standard, 11 new procedures and 22 revised procedures, many with revised guidelines. 
The HSE Management standard sets down for the first time a consolidated and approved list of the minimum mandatory HSE management performance requirements for all CSIRO staff, sites and operations. 
The new HSE procedures cover:
•	Biological Safety 
•	Confined Space Safety 
•	Diving Safety
•	HSE Induction for New Starters 
•	Isolation of Plant 
•	Laboratory Safety 
•	Nanotechnology Safety 
•	Occupational Health and Hygiene Management 
•	Permit to Work 
•	Safe Work on Seagoing Vessels 
•	Vehicle Use Safety 
Further information on CSIRO’s health and safety can be found on pages 94–97.
The other standards and procedures introduced or amended this year include:
Standard
•	CSIRO Code of Conduct 
•	Commercial engagement 
•	Project management 
Procedure
•	Adjunct appointments 
•	Anti-bribery and facilitation payments 
•	Travel (revised) 
Planning and monitoring performance
2010–11 was the final year of CSIRO’s 2007–11 strategic planning period and of the associated four-year funding agreement with the Australian Government. Consequently, an important focus of activity during the reporting year was a major review of CSIRO’s performance and the development of a new Strategic Plan for the period 2011–15. 
The Program Review of CSIRO was established to demonstrate accountability for past investment in CSIRO, inform the development of CSIRO’s future strategy and operations, and inform the decision to enter into a new multi-year funding agreement. The Review was conducted between June and September 2010. 
Development of the new Strategic Plan was led by the CSIRO Board and Executive Team with extensive input from CSIRO’s broad range of stakeholders in industry, government and the research community. 
The Strategic Plan (see: www.csiro.au/org/Our-Strategy-Overview.html) conveys broad objectives for the Organisation, and sets out the broad policies and strategies to be pursued to achieve those objectives. In brief, the strategy emphasises CSIRO’s intent to maintain its focus on addressing national challenges and opportunities through an enhanced program of National Research Flagships, and to continue developing Australia’s scientific capability and preparedness by investing in the people and infrastructure required to meet current and future challenges. Priority actions required for successful implementation of the strategy are described in the annual CSIRO Operational Plan (see: www.csiro.au/operational-plan). 
Within the context provided by the Strategic Plan, CSIRO’s portfolio of research is decided through a rigorous science investment process that is guided by the twin imperatives of seeking relevance and impact for Australia. Our Divisions and Flagships are subject to regular review by panels chaired by independent experts who assess the strength of our capability as well as the relevance and impact of our research. In addition, the quality of our research is subject to the normal scientific peer review mechanisms and the Chief Executive conducts an annual review of all research portfolios, Divisions and functional areas. 
Advisory mechanisms
CSIRO’s primary advisory mechanisms are Sector Advisory Councils and Flagship Advisory Committees, which comprise representatives from industry and other stakeholders. 
Sector Advisory Councils provide strategic advice on the national challenges and opportunities of a broad sector of the Australian economy, society or environment. There are Councils for the energy and transport; environment and natural resource management; health; information, communication and services; manufacturing; and mineral resources sectors.
The Flagship Advisory Committees, established for each Flagship, provide advice on how to maximise the effectiveness of the Flagship portfolio to achieve its goals.
CSIRO’s advisory mechanisms were reviewed in early 2011. In 2011–12, the Sector Advisory Councils will be replaced by Strategic Advisory Committees, which will provide advice on CSIRO’s longer-term strategic directions and research and development priorities and on how CSIRO can meet the research, technical and business needs of customers or communities.
Details of the Sector Advisory Councils and Flagship Advisory Committees can be found at: www.csiro.au/SAC and www.csiro.au/FAC.
Risk management 
CSIRO is committed to the effective management of risks. The CSIRO Risk Policy recognises that the identification and management of risk is central to delivering the functions of CSIRO and delivering benefits to Australia. 
CSIRO’s risk management framework sets out the responsibilities of all individuals across CSIRO, including the Board and management for identifying and managing risk. This includes understanding scientific, financial, commercial and legal, health and safety, environmental, and reputational risks. It also provides the methodology by which CSIRO’s risk profile is articulated and regularly updated. 
Risks are managed on an enterprise basis through mitigation strategies that include, in appropriate circumstances, insurance to transfer the financial impact of risk. 
General insurance including General Liability and Professional Indemnity insurance and Directors and Officers Liability insurance is through Comcover. CSIRO’s workers compensation liability is covered by a premium paid to Comcare.
External audit and internal controls
Assurances about the Organisation’s financial state of affairs, compliance issues and control environment are provided through a comprehensive range of processes including the internal Risk Assessment, Audit, Fraud Control and Security functions. External audit is provided by the Australian National Audit Office. 
CSIRO maintains a Whistleblower Scheme and uses mechanisms such as Control Self-Assessment Questionnaires signed by senior managers to provide additional assurance.
CSIRO complies with Commonwealth Fraud Control Guidelines (revised 2011). The Fraud Risk Assessment was completed in February 2010 and an updated Fraud Control Plan incorporating guideline amendments is planned for release in August 2011. 
The CSIRO Strategic Protective Security Risk Assessment was updated in February 2009 and reviewed in February 2011. As a result of the release of the Commonwealth Protective Security Policy Framework in June 2010, a review of current security standards and procedures is underway and expected to be completed by March 2012.
Administrative law
CSIRO is bound by a range of administrative laws including the Freedom of Information (FOI) Act 1982 and the Privacy Act 1988 (see Appendix 3, p 176).
In May 2011, CSIRO implemented initiatives to comply with the FOI provisions relating to the Information Publication Scheme (IPS). The IPS is designed to promote open and transparent communication of government information. For information on how to access information under the FOI Act, and CSIRO’s plan to implement and administer the IPS, see: www.csiro.au/org/FOI.html.
Board membership 2010–11 
Chairman
Mr Simon McKeon
BCom LLB FAICD F FIN
Company Director
28 June 2010 – 
27 June 2015
Deputy Chairman
Dr Terry Cutler
BA(Hons) PhD Hon DUniv FAHA FIPA
Principal
Cutler and Company Pty Ltd
25 July 2002 – 
24 July 2012
Chief Executive
Dr Megan Clark
BSc(Hons) PhD HonDSc (UWA) Hon DApSc (RMIT) FTSE GAICD 
1 January 2009 – 31 December 2013
Members 
Ms Mary Boydell
BCom FCA
Company Director
26 June 2009 – 
25 June 2014
Professor Ian Chubb AC 
MSc DPhil Oxon, Hon DSc (Flinders)
Chief Scientist of Australia
7 August 2008 – 
6 August 2012
Dr Eileen Doyle
BMath(Hons) MMath PhD FAICD
Company Director
15 February 2006 – 14 February 2016 
The Hon John Kerin AM
BA BEc Hon DScAgr (UNE) Hon DSc (UWA) Hon DLitt (UTas) FTSE FAIAST
Company Director
3 October 2008 – 2 October 2011
Ms Deborah O’Toole
LLB
Company Director
16 April 2003 – 
15 April 2008
1 May 2008 – 
30 April 2011
Mr Mark Paterson AO
BBus, FAICD, FAIM, FRMIA
Secretary
Department of Innovation, Industry, Science and Research
9 February 2011 – 
31 May 2011 
Mr Hutch Ranck
BSc, Economics 
Company Director
1 May 2011 – 
30 April 2016
Mr Douglas Rathbone AM
DipChemEng BCom
Managing Director and Chief Executive
Nufarm Ltd
26 September 2007 – 25 September 2010
Professor Tom Spurling AM
BSc(Hons) PhD FRACI FTSE
Research Professor
Swinburne University of Technology
1 May 2008 – 
30 April 2012
Executive Team membership 2010–11 
Dr Megan Clark
BSc(Hons) PhD HonDSc (UWA) Hon DApSc (RMIT) FTSE GAICD 
Chief Executive 
Mr Craig Roy 
BSc MSc MBA GAICD
Deputy Chief Executive, Science Strategy and People 
Mr Mike Whelan
BEc
Deputy Chief Executive, Operations 
Ms Hazel Bennett
BSc(Hons) ACA FAIM
Chief Finance Officer (from November 2010)
Dr Calum Drummond
BSc(Ed) BSc(Hons) PhD 
Group Executive, Manufacturing, Materials and Minerals (from January 2011)
Dr Andrew Johnson
BAgrSc(Hons) PhD MPA (Harvard)
Group Executive, Environment 
Dr James Bradfield Moody
BInfoTech(Hons) BEng (Elec) PhD 
Executive Director, Development 
Dr Steve Morton
BSc(Hons) PhD
Group Executive, Manufacturing, Materials and Minerals (to December 2010)
Mr Nigel Poole
LLB BCom FAICD 
Executive Director, Commercial (to December 2010)
Dr Alastair Robertson
BSc(Hons) PhD FRSC CChem FIFST
Group Executive, Food, Health and Life Science Industries 
Dr Beverley Ronalds
BE(Civil)(Hons) MSc PhD FIEAust FICE FTSE FAICD
Group Executive, Energy 
Mr David Toll 
BA, MAccounting, MBA, CPA
Acting Chief Finance Officer (to November 2010)
Dr Alex Zelinsky
BMaths(Hons) PhD FTSE FIEEE FAICD FIEAust
Group Executive, Information Sciences 
Executive Team profiles are available at: www.csiro.au/executiveteam
Health and safety 
CSIRO is committed to the health and safety of its staff and recognises the importance of positive interventions aimed at improving staff health and safety. CSIRO acknowledges its responsibilities under Section 74 of the Occupational Health and Safety Act 1991.
Health, Safety, Environmental Sustainability and Community Policy
CSIRO’s Health, Safety, Environmental Sustainability and Community Policy reflects our commitment to ensuring the safety and wellbeing of our staff, visitors and the communities in which we work. It reinforces our Health, Safety and Environmental (HSE) strategic goal of ‘Striving for Zero Harm’ to our people, the environment and the communities in which we operate.
A summary of CSIRO’s performance and its compliance with Section 74 of the Occupational Health and Safety Act 1991 is provided below.
Health and safety management arrangements	
Health and safety management arrangements are documents concerning the management of health and safety in CSIRO. They are one of the mechanisms by which CSIRO demonstrates commitment to meeting its duty of care under the Act.
In recognition of this duty, CSIRO has developed these health and safety management arrangements in consultation with our staff and their representatives. The Act emphasises consultation and cooperation between employers and employees in regard to occupational health and safety issues by requiring the establishment of a framework incorporating:
•	health and safety management arrangements (HSMAs)
•	designated work groups 
•	health and safety representatives 
•	health and safety committees
•	dispute resolution processes.
These structures and arrangements are in place and effective within CSIRO. A review of the HSMAs in line with the expected changes to Workplace Health and Safety laws and the new CSIRO Enterprise Agreement commenced in June 2011, with a planned delivery of updated and approved arrangements in September 2011.	
Initiatives undertaken during the year to ensure the health, safety and welfare at work of staff members and affiliates	
•	A new HSE Policy Framework has been implemented that simplifies and streamlines organisational HSE requirements to ensure that requirements are easier for staff to access, understand and comply with. The new HSE Policy Framework comprises a new policy, management standard, procedures and guidelines providing improved safe systems of work and risk tools. An additional level has been established for Business Units and sites to create specific operating instructions and local teams to establish safe work instructions.
•	A restructure of the HSE function to improve efficiency and effectiveness of our HSE service delivery across the Organisation has been implemented. This has provided an improvement in local site coverage.
•	Implementation of CSIRO’s health, safety and environment leadership training continued. This will equip the next level of leaders to take a higher profile in growing the Organisation’s Zero Harm culture.
•	The Contractor HSE Management Training program for scientific managers who manage or engage contractors continued. The program highlights the specific HSE requirements necessary for safe completion of contracted works within CSIRO. HSE staff also attended specific training on supporting scientific managers in their responsibilities relating to contractor management.
•	Upgrades were undertaken to our HSE Management System to improve hazard and incident reporting.
•	Increased emphasis was placed on the reporting of incidents, near misses and any incident involving lost time and medical treatment.
•	Following feedback from regular international travellers, several system upgrades have been implemented in our Staff International Travel System. 	
Health and safety outcomes 	
•	An increased awareness of requirements and responsibilities for safe systems of work and risk management processes was achieved through enterprise-wide implementation of the new HSE Policy Framework.
•	An improvement in the visible interest and demonstration of HSE leadership behaviours and staff engagement was made through the ongoing HSE leadership training course and the conduct of site observations in the Safety Contacts Program and the HSE Review Program.
•	An increased awareness of serious HSE incidents by senior managers was achieved following the implementation of serious HSE incident procedures.
•	An overall improvement in health and safety performance is recognised in reduced injuries, illnesses and the workers’ compensation premium.
•	An increased awareness and better understanding of how HSE staff can better support managers who manage contractors to ensure positive HSE outcomes in contracts was achieved.
•	Accuracy in the reporting of incident information was improved.
•	Following two emergency situations in Queensland, Site Emergency Management Plans were centrally located on an HSE Share Point to increase staff accessibility. 
•	Continued counselling support for staff and their immediate families.	

Statistics of any accidents or dangerous occurrences during the year that arose out of the conduct of undertakings by CSIRO that required the giving of notice under section 68 (see Figure 4.1)	
•	The number of workers’ compensation claims with injury dates in the reporting period shows a continued reduction from 63 in 2009–10 to 50 in 2010–11. Improved incident prevention and an early injury intervention program contributed to the reduction. 
•	A focused initiative to improve the reporting and correct internal classification of injury has seen an increase in the lost time injury frequency rate (LTIFR) that now accurately reflects the actual performance of the Organisation. The LTIFR for 2010–11 was 3.0 compared to 1.9 for 2009–10. 
•	Historically, the reported medical treatment frequency rate (MTFR) was based on the rate of claims accepted by Comcare. With our ability to now report MTFR based on our own data, the previously reported data has been re-characterised as a claims frequency rate (Claims FR). CSIRO’s Claims FR has decreased from 5.3 in 2009–10 to 4.5 in 2010–11. 
•	Commencing with the 2010–11 reporting period, any injury requiring defined medical treatment is classified as a medical treatment injury (MTI) and captured in the medical treatment frequency rate (MTFR). In this first MTFR reporting period, CSIRO’s MTFR was 8.1. 
•	The reporting of near misses has decreased from 464 in 2009–10 to 337 in 2010–11, but hazard reporting has increased with the introduction of an improved reporting system reflecting a growing awareness among supervisors and staff of the value of reporting and rectifying risks before injuries occur.
•	The number of Comcare Notifiable Incidents has decreased from 50 in 2009–10 to 31 in 2010–11.
•	CSIRO reported one environmental incident to regulatory authorities during 2010–11. This related to a release of water from a glasshouse at the Black Mountain site (ACT). This was certified with the Australian Quarantine and Inspection Service and the Office of the Gene Technology Regulator. The release occurred because of flooding in the facility from watering operations.
•	CSIRO reported one event to the Australian Radiation Protection and Nuclear Safety Agency during 2010–11 relating to a radiation source incident during transportation for disposal.
•	CSIRO’s premium for 2010–11 was 0.33 per cent of payroll compared to the rate for all premium-paying agencies of 1.20 per cent.	
Details of any investigations conducted during the year that relate to undertakings carried on by the employer, including details of all notices given to the employee under sections 29, 46 or 47 during the year	
•	In November 2010, Comcare issued a letter of warning as an alternative to civil proceedings following the investigation of Incident Number 4221 – Serious Personal Injury – superficial burns to face, neck and arms resulting from a reaction following the mixing of hazardous substances on 17 July 2009.
•	Comcare conducted a series of Dangerous Goods Audits on sites in the ACT and on the Dutton Park site in Queensland.
•	Two Forklift Safety Audits were conducted by Comcare. One at a site in Queensland and one in the ACT, as part of a national campaign on forklift safety. Both audits were completed to the satisfaction of Comcare.
•	Comcare requested a compliance monitoring program be implemented at one of our sites in Western Australia following a Notifiable Incident on the use of a mobile hoist.
•	No Provisional Improvement Notices were served on CSIRO by Health and Safety Representatives.
•	No Prohibition Notices were served on CSIRO.
•	No Improvement Notices were served on CSIRO.	

Figure 4.1: CSIRO’s injury frequency rates 
1Definitions:
•	Claims FR is the number of compensation claims per million hours worked (may include medical treatment and or lost time injuries). Previously reported as MTFR.
•	LTIFR is the number of incidents involving lost time from work greater than or equal to one full day or shift per million hours worked. (A major focused effort in ensuring reporting of serious incidents and correct internal classification of these has resulted in the apparent increase in the LTIFR).
•	MTFR is the number of incidents requiring medical treatment (beyond first aid) per million hours worked.
CSIRO’s health and safety performance compares favourably with other Australian Government agencies. This is reflected in our workers’ compensation premium. CSIRO’s premium rate, determined on four year injury and claims performance, is ranked by Comcare in the first quartile (good performance) compared against other agencies. This is also reflected by the reduction in the actual rate charged.
Environmental performance
Contribution to Ecologically Sustainable Development 
CSIRO upholds the principles of ecologically sustainable development (ESD) outlined in the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) through both its operations and research activities. 
To meet its research goals, CSIRO operates offices, laboratories, pilot bays, machinery, glasshouses and significant information communication and technologies infrastructure, as well as managing plants and livestock. These activities require significant quantities of energy and water and produce waste. 
CSIRO Business Units manage most of the environmental impacts of CSIRO’s research activities, with support from centralised property, information technology and other groups.
Table 4.1: Examples of CSIRO’s contribution to ESD principles
Principle 	CSIRO’s activities	
Decision-making processes should effectively integrate both long-term and short-term economic, environmental, social and equitable considerations.	CSIRO’s Values Compass identifies safety and sustainability as key values that guide the way CSIRO undertakes its business activities.
In 2010–11 CSIRO reviewed its Health, Safety, Environmental Sustainability and Community (HSESC) Policy, Standards and Procedure Framework and conducted staff training on HSESC aspects of contractor management. 	
If there are threats of serious or irreversible environmental damage, lack of full scientific certainty should not be used as a reason for postponing measures to prevent environmental degradation.	As an example of our commitment to preventing environmental damage, CSIRO and Australia Pacific LNG launched the Gas Industry Social and Environmental Research Alliance in July 2011. With its breadth and depth including social, economic and ecological sciences, CSIRO is able to provide impartial and integrated research to the gas industry, regulators and the wider Australian community.	

Principle 	CSIRO’s activities	
The principle of inter-generational equity – that the present generation should ensure that the health, diversity and productivity of the environment is maintained or enhanced for the benefit of future generations.	As an example, through our Sustainable Agriculture Flagship, CSIRO conducts research to improve agricultural productivity while maintaining environmental health.
CSIRO has an on-going program of building improvements that target building management and energy and water efficiency. During 2010–11, CSIRO replaced inefficient chillers, installed variable speed drives on various plant and equipment and funded upgrades of building management systems at six major sites that will reduce costs and greenhouse gas emissions (GHG) and enhance staff comfort. In addition, CSIRO has increased its utilisation of desktop videoconferencing, with the progressive deployment of web cameras to staff that undertake significant travel.
CSIRO also ran a national e-waste collection and zero office waste trials in two states.	
The conservation of biological diversity and ecological integrity should be a fundamental consideration in decision-making.	In divesting CSIRO’s Yalanbee site in Western Australia (WA), 320 hectares were preserved as a Bushland Conservation Park under the control of the WA Government.	
Improved valuation, pricing and incentive mechanisms should be promoted. 	CSIRO contributed to the Garnaut Climate Change Review through its Energy Transformed and Climate Adaptation Flagships and the Division of Marine and Atmospheric Research. CSIRO contributed through climate change and emissions modelling in areas such as climate model uncertainties, carbon cycle dynamics, economic modelling, carbon trading, climate scenarios, agricultural and other impacts, and the costs of electricity generation technologies. CSIRO also made submissions to issue papers on topics such as land use for agriculture and forestry; climate change science; low-emissions technologies; emissions trading, and transport, planning and the built environment 
(see www.garnautreview.org.au/CA25734E0016A131/pages/all-reports--resources.html).	

Effects of CSIRO’s activities on the environment
The Environmental Sustainability Strategy (ESS) outlines CSIRO’s key organisational goals of: carbon neutrality; halving mains water use; and halving waste to landfill by 2015. A comprehensive report of our performance against the ESS can be found in the Health, Safety and Environment Annual Report which is available at www.csiro.au/resources/HSEReport.html. A summary of our environmental performance in 2010–11 follows.
Over the last five years, total electricity and gas consumption have remained relatively constant, despite the transfer of operational management of the Canberra Deep Space Communications Complex (ACT) to CSIRO in early 2010. During 2010–11, CSIRO consumed an estimated 682 Terajoules (TJ) of electricity and gas (see Table 4.2). 
A number of sites recorded decreased energy use, including the Australian Animal Health Laboratories (AAHL, Vic) and Newcastle (NSW). Energy consumption at AAHL has decreased by six per cent, attributed to the gradual implementation of new plant and energy efficiency measures over several years. 
Table 4.2: Purchases of electricity and gas
Indicator	2006–07	2007–08	2008–09	2009–101	2010–112	
Electricity (TJ)	445	431	438	438	439	
Natural gas (TJ)	227	234	245	229	243	
Accredited GreenPower (TJ)	40	43	56	74	77	

1	Electricity consumption reported last year has been revised following the resolution of metering issues at the Black Mountain site (ACT).
2	Data are best available at time of publication. 
CSIRO’s 2010–11 electricity and gas consumption generated an estimated 131 kilotonnes of GHG emissions (see Table 4.3). This figure does not take into account that CSIRO procures 18 per cent GreenPower equivalent to an emissions reduction of approximately 22 kt CO2-e this year. 
Table 4.3: Greenhouse gas emissions from electricity and gas consumption
Indicator	2006–07	2007–08	2008–09	2009–10	2010–11	
Greenhouse gases produced (kt)	140	134	132	130	131	
Greenhouse gases produced, adjusted for GreenPower (kt)	Not available	116	109	109	

CSIRO’s emissions and energy intensity increased slightly in 2010–11 (see Figure 4.2). With energy consumption comparable to last year, a slight fall in the number of full-time equivalent employees resulted in the increased intensity in greenhouse gas emissions and energy consumption.
Figure 4.2: Greenhouse gas emissions and energy use per employee
Water consumption has been reduced through activities such as the implementation of water-efficient fixtures and improved operation and maintenance of plant such as cooling towers. During 2010–11, CSIRO sites consumed approximately 392 megalitres (ML) of mains water (see Table 4.4). 
In alignment with the Environmental Sustainability Strategy, CSIRO currently reports on its mains water consumption only. CSIRO is actively improving its data on non-mains water usage and intends to report on total water consumption next year. CSIRO is increasing its use of non-mains water by harvesting rainwater, reverse osmosis reject water and other alternative water sources for reuse in flushing toilets and irrigation of heritage-listed trees and other landscaping 
(see case study on page 103).
Table 4.4: CSIRO mains water consumption
Indicator	2006–07	2007–08	2008–09	2009–101	2010–11	
Purchased mains water (ML)	Not available	427	406	426	392	

1 Revised from 415 ML to 426 ML because of missing invoice data that was later found.
CSIRO commenced waste trials at its sites in South Australia and Western Australia with a focus on significantly reducing waste to landfill. Waste and recycling stations were installed at strategic locations across the sites that allow staff to sort waste at source into recyclable materials, compostable wastes and wastes that can be used for alternative fuel production.
In further efforts to reduce waste to landfill, an e-waste recycling program was undertaken in early 2011 that resulted in the collection and recycling of around 70 tonnes of obsolete computers, televisions, fridges and other electronic waste. 
Heritage protection
The CSIRO Heritage Strategy is used as the basis for the management of actions and activities associated with CSIRO’s heritage places. The heritage program provides for recording and reporting of management, maintenance and expenditure on CSIRO’s heritage assets. Heritage values are assessed and incorporated into the development proposal prior to any development activity occurring on CSIRO owned or controlled property.
During 2010–11, heritage assessments were undertaken at a number of CSIRO sites, including Hobart and Sandy Bay sites in Tasmania and four New South Wales sites that are used for radio astronomy purposes (Marsfield, Parkes, Narrabri and Mopra). Heritage values were identified at Parkes and Narrabri. The radio telescope at Parkes has Commonwealth significance and Narrabri has both Commonwealth and Indigenous cultural values. In 2011–12, heritage assessments and further work will occur at Floreat (WA), Parkville (Vic), Pullenvale (Qld), and Black Mountain (ACT). 
Westridge House in Canberra, a Commonwealth listed heritage property, was sold during the year. A heritage management plan and covenants were established for the ongoing protection of the property’s heritage values.
Our people
CSIRO looks to its staff to support its values and to work in a collaborative and positive way to achieve the Organisation’s mission and purpose. CSIRO seeks to attract the best minds and to be a place where creativity and innovation can flourish. We provide the environment, facilities and opportunities people need to respond to national challenges. 
CSIRO’s People Policy confirms our commitment to developing and supporting our staff, and CSIRO’s Human Resources function provides support and leadership on people issues to leaders and staff across CSIRO. The goal is to develop high-performing teams working across the Organisation’s boundaries. Two key themes are:
•	nurturing CSIRO’s innovative culture by fostering a safe environment where innovation, collaboration, flexibility and performance flourish 
•	working effectively and efficiently by using common systems, structures and improved processes to support CSIRO’s operations. 
Enterprise agreement
Enterprise Agreements set the terms and conditions of employment for CSIRO staff. The CSIRO Enterprise Agreement 2011–14 was negotiated with relevant unions and staff bargaining agents. It came into operation on 7 July 2011 following formal approval processes and a staff vote. This new Agreement will reach its nominal expiry date in August 2014.
Throughout 2010–11, CSIRO has used focus groups, reference groups and other qualitative methodologies to engage with staff in a focused, topic specific way. These activities provided valuable insights to support the development of CSIRO’s 
2011–15 Strategy and the finalisation of the new Enterprise Agreement.
Learning and development
CSIRO believes that all officers should have the opportunity to participate in relevant learning, development and training activities aimed at improving individual and team performance, skills and knowledge, and the effectiveness of CSIRO. Under our new Enterprise Agreement, all staff will have the opportunity to participate in at least five days learning, development and/or training each year. 
A new national orientation and induction program was introduced this year, providing significant improvements in supporting new employees transitioning into CSIRO. An introductory project management program was also introduced and an advanced module is in production. 
Twenty-three high potential leaders participated in CSIRO’s senior leadership program, ‘Leading the Research Enterprise’. The leadership credentials of the program have been recognised by the Australian Graduate School of Management (AGSM). Successful participants are now awarded an AGSM Certificate in Executive and Management Development. Fifty emerging leaders participated in the CSIRO ‘New People Leader Program’ to support their transition into leadership roles.
The first program in the new Impact from Science stream, Publishing with Impact, was delivered in partnership with CSIRO PUBLISHING. There have been 41 participants to date. A further series of programs addressing communication and statistical analysis has been developed and will commence in 2011–12.
Equal employment opportunity
CSIRO is developing a new Workplace Diversity Plan to build on the 2009–11 Workplace Plan. The new Plan will seek to capture the full benefits of a broadly diverse workforce and will include awareness raising on diversity issues, and promotion of the suite of family friendly work arrangements. 
CSIRO’s Indigenous Engagement Strategy, which aims to increase Indigenous participation in CSIRO’s research and development agenda and activities, continues to be progressed (see page 17). The Indigenous Employment Strategy aims to increase the employment of
Indigenous peoples through the implementation of several new employment programs and targeted approaches. CSIRO’s commitment is reflected in the CSIRO Enterprise Agreement.
Commonwealth Disability Strategy
Since 1994, Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007–08, reporting on the employer role was transferred to the Australian Public Service Commission’s State of the Service Report and the APS Statistical Bulletin. These reports are available at 
www.apsc.gov.au. From 2010–11, departments and agencies are no longer required to report on these functions. 
Staff demographics 
CSIRO staff are employed under section 32 of the Science and Industry Research Act 1949. At 30 June 2011, CSIRO had a total of 6,514 staff, which has an equivalent full-time (EFT) of 5,780. 
Table 4.5 shows the number of staff employed in different functional areas and Table 4.6 shows staff by state. Overall, as planned, the total number of staff decreased by 2.5 per cent (166) over the last 12 months. The largest decline (13 per cent) was in the number of Communication and Information Services staff. Voluntary staff turnover remains low with a three year average of 4.35 per cent. The proportion of female staff in CSIRO remained stable at 39 per cent but the proportion of female research staff increased from 23 to 24 per cent (up from 19 per cent in 2005–06).
Table 4.5: Staff numbers (headcount) as at 30 June
Principal enterprise functions	2006–07	2007–08	2008–09	2009–10	2010–11	% Female for 2010–11	
Research Scientists	1,688	1,727	1,837	1,907	1,865	24	
Research Project Staff	2,199	2,246	2,215	2,241	2,166	41	
Senior Specialists	25	13	13	15	12	25	
Research Management	188	194	176	161	165	8	
Research Consulting	28	29	26	34	40	18	
Technical Services	581	542	545	630	643	12	
Communication and Information Services	384	402	407	429	375	63	
General Services	75	66	51	48	56	46	
Administrative Support*	1,046	1,082	1,112	1,075	1,048	75	
General Management	117	122	128	140	144	28	
Total headcount	6,331	6,423	6,510	6,680	6,514	39	
EFT 	5,695	5,768	5,866	5,956	5,780	36	

*	Administrative Support includes: Staff who provide science-based administrative and management services and systems.
Table 4.6: Staff numbers by state as at 30 June
State	Metropolitan	Regional	Total	
ACT	1,407	0	1,407	
NSW	794	327	1,121	
NT	26	10	36	
QLD	724	131	855	
SA	387	0	387	
TAS	382	0	382	
VIC	1,348	456	1,804	
WA	516	6	522	
Grand total	5,576	938	6,514	

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