CSIRO Strategy Corporate Plan 2022–23 As part of CSIRO's missions program, we have committed to reducing Australia's plastic waste by 80 per cent by 2030. Dr Deborah Lau leads our Ending Plastic Waste Mission, which aims to change the way we make, use, recycle and dispose of plastics through a range of science and technology solutions. Read the Corporate Plan online at csiro.au/corporate-plan Contents 1 Introduction..........................................................................................................................................1 1.1 Opening statement...............................................................................................................................................21.2 Chief Executive’s foreword..................................................................................................................................32 Our purpose and strategy............................................................................................................52.1 Strategy on a page................................................................................................................................................62.2 Our purpose, vision and strategy .......................................................................................................................83 Our operating environment.......................................................................................................133.1 Trends influencing our strategy.........................................................................................................................143.2 Our organisational structure and subsidiaries.................................................................................................223.3 Innovation through collaboration.....................................................................................................................243.4 Risk oversight and management.......................................................................................................................264 Capability............................................................................................................................................314.1 Our people..........................................................................................................................................................324.2 Investment in future capability .........................................................................................................................335 How we measure success .........................................................................................................376 Strategic objectives.......................................................................................................................41Objective 1 Deliver impact through innovation........................................................................................................42Objective 2 Purpose driven science and technology................................................................................................44Objective 3 Engage and empower talent...................................................................................................................46Objective 4 Build collaborative networks..................................................................................................................487 Appendix.............................................................................................................................................51CSIRO subsidiaries ........................................................................................................................................................52List of requirements index............................................................................................................................................53References .....................................................................................................................................................................54 Water beads on the surface of a solar photovoltaic (PV) module, following the application of a hydrophobic coating to the glass surface. The CSIRO-developed coating repels water and dirt reducing the operation and maintenance costs for PV panels. CSIRO is working with industry on these advanced coatings that can reduce the cost of manual labour to clean the panels. 01 Introduction 1.1 Opening statement On behalf of the accountable authority of the CSIRO, the CSIRO Board, I am pleased to present our key strategic document, the 2022–23 Corporate Plan. As Australia’s national science agency, CSIRO’s purpose is solving the greatest challenges through innovative science and technology. This Corporate Plan outlines CSIRO’s strategy for continuing to deliver on that purpose for the next four years, 2022–23 to 2025–26, as required under paragraph 35(1(b)) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). For more than 100 years, CSIRO has been trusted by Australians to deliver national benefit through science and innovation. This is made possible through the excellence of its science, the strength of its partnerships, and the integrity of its people to make life better for all Australians. The Board is committed to continuing to strengthen and grow the national science agency, ensuring it continues to solve the greatest challenges through innovative science and technology to benefit many generations of Australians. CSIRO’s research is focused on areas where its multidisciplinary science can deliver impact, like energy transition, climate adaptation, health and biosecurity threats, and natural disasters. This is supported by investment in the breakthrough research that will enable tomorrow’s innovations, such as through the $200 million Future Science Platforms (FSPs) program, and sharing world‑class infrastructure with businesses and researchers around the country. CSIRO supports its people to thrive, driving a culture that makes us an employer of choice for world-class talent. We are committed to growing Australia’s pipeline of science and technology leaders through increased recruitment for early and mid-career researchers. Together with our partners, industry and universities, we are expanding programs such as the industry PhD (iPhD) and ON Accelerator to provide opportunities for science and technology leaders to develop their innovation-driven careers in Australia. These programs will contribute to our culture of collaboration where people can develop their full potential. This Corporate Plan recognises that CSIRO cannot deliver on its purpose alone, it relies on valued partnerships with government, industry, research and the wider Australian community to translate science and technology into real-world solutions that makes lives better. We support deep-tech start-ups through the CSIRO Innovation Fund and share our world-class facilities through the Trailblazer University program to catalyse Australia’s innovation system. We bring together coalitions of partners around multidisciplinary missions to solve challenges that cannot be solved by any single organisation, like ending plastic waste, reducing the impacts of drought, and developing an Australian hydrogen industry. The success of these initiatives through growth in revenue is re-invested in research for tomorrow. To support the science, people and partnerships that deliver on our purpose, CSIRO itself must be a strong organisation. Investing in initiatives such as digital transformation and Ways of Working ensure we can enable and support our science to have maximum impact in the community. CSIRO is committed to operating innovatively to harness the expertise, creativity and passion of its people for the benefit of the nation. There has never been a more important time for the national science agency to deliver solutions from science that will contribute to Australia's future sustainability and prosperity. The disruption of recent years is an opportunity for Australia to respond and excel globally by harnessing science and technology-driven innovation. CSIRO’s purpose for the past century has been solving the greatest challenges through innovative science and technology, and this Corporate Plan continues that legacy with contemporary relevance and focus. The Corporate Plan outlines CSIRO’s strategy to address today’s challenges, making deliberate choices on where CSIRO and its partners can have the most impact for the most people, today and into the future. Kathryn Fagg AO Board Chair 1.2 Chief Executive’s foreword In recent years, Australians have faced devastating and record-setting bushfire and flooding events at the same time as wide-ranging impacts of a global pandemic – and their national science agency has stood by them every step of the way, delivering support and solutions from science. I am so proud of the way Team CSIRO has drawn on decades of expertise while responding with agility to face these challenges with partners across Australia. Our people have been able to do this – and much more – because we already had the right strategy in place to deliver on CSIRO’s purpose: to solve the greatest challenges through innovative science and technology. Our 2022–23 Corporate Plan recognises that our people are at the heart of our success. The simplified strategic objectives and priorities outlined in this plan are the result of harmonising our people’s 2030 ‘agency of the future’ vision with CSIRO’s core legislated role in our Act to articulate those areas of greatest importance of focus for us to realise our purpose. This builds on the continued strong connection all our people feel to our purpose, reflected in our 2022 culture survey. Our updated strategic objectives and priorities, as well as our values, remain true to the spirit of CSIRO’s creation over a century ago, while clearly focussing on what Australia needs from us today. The national challenges we set out to solve are translated into timely, relevant and real-world solutions through our missions and projects across our research areas. Together with our partners, we have launched 5 missions since creating the missions program, with more to come over the strategy period, and powered by investments in the twenty FSPs across the organisation. For the first time, this Corporate Plan captures the full scale of CSIRO’s wider research in one place, through a high-level snapshot mapped against our challenges. This shows the true depth and breadth of CSIRO’s expertise and impact, which underpin our role as the most connected organisation in Australia’s innovation ecosystem, and demonstrate our unique ability to bring a truly multidisciplinary, collaborative approach to solving complex challenges, which sets us apart. CSIRO’s partnerships are the enabler of our shared success. This Corporate Plan reflects partnerships with industry, government, and society built up over many decades, while also focussing on new initiatives to harness today’s opportunities like supporting the Australian research sector through the iPhD program, ON accelerator, the Trailblazer University program, Main Sequence, and our National Labs. These programs work collaboratively across the entire system to ensure more great Australian science turns into better jobs, more globally competitive companies, and, sometimes, whole new industries for all Australians. Our Corporate Plan, as our strategy, is updated year on year to reflect the rapidly changing needs and circumstances of Australians, but as their national science agency, we are unwavering in delivering on our purpose to solve the greatest challenges through innovative science and technology. Built on the foundations of a century of trust, and brought to life by our people every day, our strategy is our roadmap to realising our vision: to create a better future for Australia. Dr Larry Marshall Chief Executive More than 70 CSIRO scientists and engineers work on Great Barrier Reef research across our organisation. Our collaborative work includes improving water quality, managing pests such as crown-of-thorns starfish, predicting impacts of climate change and much more. John Brewer Reef March 2022. 02 Our purpose and strategy Our strategy articulates how we will achieve our purpose and our future vision. 2.1 Strategy on a page Our purpose is to solve the greatest challenges through innovative science and technology The challenges we are solving Health and wellbeing Enhance the health of Australians through preventative, personalised, biomedical, and digital health services. Food security and quality Achieve sustainable security through new AgriFood products, technology and innovation for Australia. A secure Australia and region Help safeguard Australia from threats (terrorism, regional instability, pandemics, biosecurity, disasters and cyber-attacks). Resilient and valuable environments Enhancing the resilience, sustainable use and value of our environments, including by mitigating and adapting to the impacts of climate and global change. Sustainable energy and resources Build competitiveness, sustainability and security of our energy and minerals resources while heading to Net Zero. Future industries Help create Australia’s future industries and jobs by collaborating to boost innovation performance and promote STEM skills. Our values underpinning how we work Making it real Trusted People first Further together Our objectives to deliver Deliver impact through innovation Advance Australia’s commercialisation of science and deliver new value from digital innovation. Purpose driven science and technology Deliver impact at-scale aligned with the challenges we are solving and the portfolios of research directed to them. Invest in the right future science and technology to solve tomorrow’s challenges. Engage and empower talent Attract world-class talent and strengthening our nation’s STEM pipeline. Build a culture that makes us an employer of choice and operate in an adaptable, resilient and responsive way. Build collaborative networks Share our world-class national labs and facilities with industry, universities and government and harness the power of our diverse relationships for better outcomes. Our vision is to create a better future for Australia 2.2 Our purpose, vision and strategy Our strategy comprises our objectives, key priorities, 2025 goals and programs to deliver on the goals, all of which is underpinned by our values. Our purpose Solving the greatest challenges through innovative science and technology. As the nation’s science agency, our purpose is to solve the greatest challenges through innovative science and technology. Our purpose has endured for more than 100 years and will continue to guide us into the future. As one of the world's largest multidisciplinary science and research organisations, we focus on issues that matter the most: for our quality of life, for the economy and for our environment. Our vision Create a better future for Australia. When we all focus on the big things that really matter, Australian science and technology can solve seemingly impossible problems, and create new value and a better future for all Australians. We are working closely with the government, universities, industry, and the community to bolster Australia’s COVID-19 recovery and build long‑term resilience. Challenges Our vision is to create a better future for Australia. We are helping the nation overcome six challenges and turn them to Australia's unique advantage, to help future-proof our quality of life, the economy, and our environment. Six challenges we are working with partners to solve: Health and wellbeing Enhance the health of Australians through preventative, personalised, biomedical, and digital health services. • Supporting healthier lives • Preparing for, and prevention against, infectious diseases • Enabling transformation of the health care system • Advancing manufactured products and technologies to support health Food security and quality Achieve sustainable security through new AgriFood products, technology and innovation for Australia. • Agricultural productivity • High value foods • Trusted value chains • Sustainable farm systems Secure Australia and region Help safeguard Australia from threats (terrorism, regional instability, pandemics, biosecurity, disasters, and cyber-attacks). • Biosecurity • Defence and security • Sovereign resilience Resilient and valuable environments Enhancing the resilience, sustainable use, and value of our natural and built environments, including by mitigating and adapting to the impacts of climate and global change. • Climate resilience • Water security • Healthy ecosystems and biodiversity Sustainable energy and resources Build competitiveness, sustainability and security, nationally and regionally, of our energy and minerals systems and resources while lowering emissions to Net Zero. • Electricity transition • Industry and transport decarbonisation • Unlock resources for a sustainable future Future industries Help create Australia's future industries and jobs by collaborating to boost innovation performance and promote Science, Technology, Engineering and Math (STEM) skills. • Future manufacturing • Future digital industries • Circular economy • Innovation services We are accelerating investment in future revolutionary science and technology including: Artificial Intelligence (AI) – Machine Learning (ML) Space technologies Understanding the universe Quantum technologies New materials Missions To help solve each of these challenges, in addition to the science CSIRO delivers every day, we are developing and launching missions. These are big, bold initiatives which aim to tackle big, multi-faceted problems by bringing together the innovation ecosystem including research agencies, universities, industry, government and community to work collaboratively on outcomes that lead to positive benefit, new jobs and economic growth. They may begin as CSIRO missions but due to their scale, ambition and collaborative nature, they are being co-developed with partners in Australia and overseas to achieve even greater impact. Some of the partners include Google, Commonwealth Bank Australia and the United States National Science Foundation, as well as non-government organisations such as Ocean Protect and Conservation Volunteers Australia. Missions launched in 2021 and 2022 Since the missions program began in 2020, we have launched 5 missions: Drought resilience: Building resilience to droughts and reducing their impacts in Australia by 30 per cent by 2030 by driving on‑farm innovation, building regional resilience and acting as a policy enabler to support Australia's drought preparedness. Ending plastic waste: Changing the way we make, use, recycle and dispose of plastics with the goal of an 80 per cent reduction in plastic waste entering the Australian environment by 2030. Future protein: Leveraging increasing global demand for high quality protein to create new Australian protein products and ingredients that earn an additional $10 billion in revenue by 2030 focussing on sustainable animal protein production, plant protein for new markets and novel protein production systems. Hydrogen industry: Creating a globally competitive Australian hydrogen industry in 2030 by lowering the cost of clean hydrogen to under $2 per kilogram. Trusted agrifood exports: Growing export premiums of Australian grown food to boost Australian exports by $10 billion in this decade by building trust in the safety, quality, and provenance of our agrifood. Strategic objectives Our strategic objectives, guided by the Science and Industry Research Act 1949, and emerging needs of the national and global innovation system, are closely aligned to our values, and help us to deliver on our purpose: • Deliver impact through innovation: Turning science into solutions that make it real Deliver new value from digital innovation, support the translation of research into solutions and drive the nation’s commercialisation outcomes through our unique commercialisation pathways capabilities, industry and investor connections and access to funding opportunities. • Purpose driven science and technology: Earning trust by predicting, preparing for, and solving the greatest challenges Impact-driven focus, motivated by national challenges, harnesses leading-edge science and technology to create exponential impact for the nation. • Engage and empower talent: Putting our people first so they can focus on putting our customers first We have a workforce of the best and the brightest minds united by our purpose. Our people are enabled to work seamlessly across diverse teams and develop sought‑after careers in and outside CSIRO. • Build collaborative networks: Forming deep collaborations to amplify our impact and go further together We collaborate across the global innovation system, share our national labs and world-class infrastructure, and build strong partnerships to support research and development (R&D) investments, amplify innovation, and solve our greatest challenges, together. Values Our values support achieving our cultural vision, guiding behaviours and decision‑making for our people. Making it real: We do science with real impact. We thrive when taking on the big challenges facing the world. We take educated risks and defy convention. We celebrate successes and failures and leverage them to learn as we strive to be the force for positive change. Trusted: We’re driven by purpose but remain objective. We fight misinformation with facts. We earn trust everywhere through everything we do. We trust each other and we hold each other accountable. Together our actions drive Australia’s trust in CSIRO. People first: Our first priority is the safety and wellbeing of our people. We believe in, and respect, the power of diverse perspectives. We seek out and learn from our differences. We do our very best to get all this right. Further together: We achieve more together than we ever could alone. We listen and collaborate, in teams, across disciplines, across boundaries. We embrace ambiguity and use discussion and persistence to generate unique solutions to complex problems. We strive to be an employer of choice, building Australia’s future talent pipeline and attracting the world's best to work in a place that unleashes their full potential. Research Technician Virginia Mwape, with a liquid handling robot, that dispenses a selected quantity of reagent, samples or other liquid to a designated container. The Pyrotron in our new National Bushfire Behaviour Research Laboratory in Canberra helps us understand how bushfires behave under different conditions, and informs bushfire preparation and management. Members of the Bushfire Behaviour and Risks team Matt Plucinski, Stuart Sadler and Andrew Sullivan prep the Pyrotron for the demonstration. The Facility opened in March 2022. 03 Our operating environment The external and internal insights, risk management framework and collaborative partnerships that influence our strategy. 3.1 Trends influencing our strategy We leverage external insights and our own science foresight from our publications, such as Our future world: Global megatrends, Australian National Outlook 2019, the COVID-19: Recovery and resilience report, our Future Science and Technology (S&T) plan and industry roadmaps, to inform research decisions and strategic direction. Global trends Global connectivity and pandemics Balancing growth with sustainability Digital innovation growth Rise of Indo‑Pacific The escalating health imperative Australian innovation system trends Global innovation performance Research and development (R&D) investment Skill transition Trust in institutions CSIRO internal trends Role in solving national challenges Shifting research methods Future of work Health, safety and wellbeing Infrastructure and property footprint On a mission to End Plastic Waste In March 2022, CSIRO launched the Ending Plastic Waste (EPW) Mission with a goal for an 80 per cent reduction in plastic waste entering the Australian environment by 2030. An initial $50 million was funded through contributions by CSIRO, industry, government, universities and other organisations to change the way Australia makes, uses, recycles and disposes of plastics. The mission is developing targeted solutions across the entire plastics supply chain, with a focus on transforming plastic waste into a commodity. This will support economic growth and jobs for Australia and realise the potential of circular economy plastic initiatives for recycling, which is expected to provide US$67 billion in value globally by 2025. Our research includes revolutionising packaging materials and waste systems; best practice for the development and implementation of standards; effective solutions for recycling; analytics and machine learning to inform decision making; and creating behaviour change. Our research extends beyond the domestic shores, with our tools and capabilities being applied in the Indo-Pacific region. We successfully launched the Plastics Innovation Hub Indonesia, with other hubs expected to launch in Vietnam and across the region in the coming year. This will establish an innovation ecosystem and deliver relevant and high-tech solutions to tackle plastic waste in the region. THE TREND Global trends influencing our strategy Global connectivity and pandemics Globalisation will be the mainstay of recovery and building resilience across the globe. As the world reconnects, economic growth driven by flows of trade, capital, information, and people will need to be balanced with challenges such as future pandemics and increased focus on sovereign capability and regional areas. Balancing growth with sustainability The demands of a growing population are depleting the natural environment. Climate change is an economic, environmental and social issue with natural disasters becoming more intense and frequent. Direct economic losses and physical damage to the world resulting from natural disasters were estimated at $343 billion in 2021.3 The World Economic Forum’s risk report identifies climate action failure, extreme weather, biodiversity loss, human environmental damage, and natural resource crises among the top 10 global risks.4 Digital innovation growth The adoption of high-performance computing, Artificial Intelligence (AI), Machine Learning (ML), sensors, the Internet of Things, robotics, and other Industry 4.0 technologies is growing globally. Digital innovation is already disrupting entire systems of production, management and governance and expected to create $10–15 trillion of global opportunity.7 Rise of Indo-Pacific Growth across the Indo-Pacific in the last two decades has shifted the world’s economic centre of gravity east. Even after COVID-19’s impact on foreign direct investments (FDI) to Southeast Asian nations in 2020, ASEAN remains an attractive investment destination, with its share of global FDI rising from 11.9 per cent in 2019 to 13.7 per cent in 2020.10 China, Japan, South Korea and India continue to spend heavily in R&D and will remain the engine of growth for Asia and the world. Coalitions of countries in the Indo‑Pacific region that are designed to preserve the international rules-based order also have a unified interest in protecting social and economic growth for the region. The escalating health imperative Global healthcare expenditure is on an upwards trajectory and will likely continue as populations age and as new health challenges emerge (like antimicrobial resistance and future pandemics). COVID-19 has compounded the challenges around chronic illness and mental health difficulties through increased pressure on the health system. THE TREND Australian trends influencing our strategy Global innovation performance Our nation’s research accomplishments are impressive, underpinned by a strong education system. However, the translation of research to commercial outcomes is relatively poor. Australia’s ranking dropped 5 places in the last 3 years to 25th of 132 economies in the Global Innovation Index 2021 rankings.14 Research and development (R&D) investment Australia's gross and business expenditure on R&D as a proportion of the GDP has fallen in the last decade. Gross R&D declined from 2.11 per cent in 2011–12 to 1.79 per cent in 2019–20,16 well below the OECD average of 2.52 per cent.17 Business R&D has fallen from 1.2 per cent in 2011–12 to 0.91 per cent in 2019–20.16 Skill transition STEM and digital skills will play a vital role in realising Australia’s innovation and productivity potential. STEM education complements the development of critical thinking, creativity, collaboration, and problem solving, which are demanded for future careers. Employment in STEM occupations is projected to grow by 12.9 per cent in the next 5 years, well above the average growth of all occupations (7.8 per cent) and more than twice as fast as non‑STEM occupations (6.2 per cent).20 Trust in institutions A lack of trust in Australian institutions stems from incompetence and unethical behaviour which threatens institutions’ social license to operate. Since 2013, the overall trust in Australian institutions remained low, until 2020 and 2021 which witnessed significant trust increase due to rapid bushfire and COVID-19 responses, driven by science and technology.23 However, increased scientific attention has also led to increased levels of scepticism and conspiracy theories. THE TREND Internal trends influencing our strategy CSIRO’s role in solving national challenges As the nation’s science agency, our purpose is to solve the greatest challenges through innovative science and technology. It’s a purpose that’s endured for more than 100 years and will continue to guide us into the future. Shifting research methods Innovation cycles are accelerating and research methods are evolving rapidly, providing opportunities to address previously intractable science questions by bringing together cross-disciplinary capabilities. Future of work Society is fundamentally transforming the way we work. Automation and ‘thinking machines’ are changing the skills that organisations are looking for in their people. Competition for talent is fierce. COVID-19 has accelerated the existing trends – including adoption of digital technologies and remote working – and caused organisations to re‑evaluate many aspects of work. Many of the roles, skills and job titles of tomorrow are unknown to us today. Health, safety and wellbeing CSIRO workplaces include chemical and engineering facilities, laboratories, pilot plants, glasshouses, animal and field stations, and offices. Our people also work away from base in a variety of hazardous environments including mine sites, oil rigs, farms, forests, mountains, deserts and water bodies. Climate events, bushfires and pandemics add to the operational risks. With diverse operations both overseas and in Australia, we continue to be ever-vigilant in protecting the wellbeing of our people, partners and the community. Infrastructure and property footprint In 2000, we operated from more than 76 research facilities and sites across metropolitan and regional areas of Australia. By 2022, this has been reduced to 51 sites in Australia and 3 sites overseas. We also have a presence in 28 other locations which include monitoring stations, testing racks and hosted occupancies. THE HON ED HUSIC MP Minister CSIRO BOARD BETH CRIBB Chief of Staff LARRY MARSHALL Chief Executive BRONWYN FOX Chief Scientist ELANOR HUNTINGTON Digital, National Facilities and Collections PETER MAYFIELD Environment, Energy and Resources KIRSTEN ROSE Future Industries JACK STEELE Science Impact and Policy JON WHITTLE Data61 DOUGLAS BOCK Space and Astronomy TONI MOATE National Collections and Marine Infrastructure MARITA NIEMELAE Energy DAN METCALFE Oceans and Atmosphere ROB HOUGH Mineral Resources JANE CORAM Land and Water MICHAEL ROBERTSON Agriculture and Food MARCUS ZIPPER Manufacturing GAIL FULTON Services LYNNE COBIAC (acting) Health and Biosecurity TREVOR DREW Australian Animal Health Laboratory 3.2 Our organisational structure and subsidiaries Our organisational structure For information about our Business Units, Services, and national research infrastructure, see objectives 1, 2, 3 and 4 on pages 42, 44, 46 and 48. Our enterprise support functions provide advice and support across theOperations, People and Growth areas (see our capabilities on pages 33–35). TOM MUNYARDOperations KATHERINE PAROZPeople BRENDAN DALTONInformation Managementand Technology KATHERINE PAROZHuman Resources Our subsidiaries play a critical part in our ability to achieve our purpose. We have offshore representation that supports our global engagement, and funds that invest in science areas that create new opportunities for Australian innovation. Find out more about these on pages 43 and 52. JONATHAN LAWGrowth JIM HENDERSON(acting) Business Developmentand Global FUNDACION CSIRO CHILE RESEARCH CSIRO USA INNOVATION FUND LAURENCE STREETCommercialDAVE AGNEWBusiness andInfrastructure ServicesJOANNA KNIGHTHealth, Safety andEnvironment KATHY DUNN (acting) Strategy LOUISE COUTTS (acting) Finance NATIONAL ICTAUSTRALIA SCIENCE AND INDUSTRYENDOWMENT FUND ACCOUNTABILITY AND GOVERNANCEEXECUTIVE TEAM MEMBER BUSINESS UNIT LEADERENTERPRISE SERVICES LEADERSUBSIDIARIES OF CSIROINDEPENDENT TRUSTLYN MURPHYGovernanceTANYA BOWESCorporate Affairs 03 Our operating environment 3.3 Innovation through collaboration The delivery on our purpose depends on collaboration and cooperation, including with Australian and international universities, governments, industries, and businesses of all sizes. The diversity of our collaborators drives innovation, from strategic advisory and planning, to research and development, to programs and funding. Research Cooperative Research Centres Research Development Corporations Publicly Funded Research Agencies Universities We partner with research institutions through co‑location, co-publication and collaborative research to boost innovation and ensure the best available research is used to solve the greatest challenges and deliver outcomes for Australia and the world. Government Local councils State Federal International We share our research activities and provide scientific information and advice to inform policy development and program implementation. Industry Large corporations Small to medium-sized enterprises Accelerator and innovation funds Start-ups Venture capital We partner with industry to co‑create commercialisation outcomes that deliver the impact and create economic value for the nation. Community Outreach programs STEM education Indigenous engagement We deliver learning experiences for students, teachers and the community to equip Australians with the knowledge they need to enter the workforce and increase their science, technology, engineering and mathematics skills. CSIRO's future science to tackle energy storage, carbon locking, immune resilience and the bioeconomy Since launching our Future Science Platforms (FSPs) in 2016 to focus on breakthrough research, we’ve invested more than $200 million across more than 20 areas to reinvent and create new industries for Australia. In 2022, we committed $50 million over four years to: Revolutionary Energy Storage Systems to reimagine Australia’s electricity grid from one designed for fossil fuels to instead incorporate more sources of renewable power. This research will aim to unlock the secret to efficient and safe energy storage to see us charge electric vehicles as easily as we now fill our petrol tanks, or keep our portable devices charged for many days without the need for a top up. Permanent Carbon Locking to harness biology, chemistry and engineering to drive innovation in carbon capture and carbon storage science. Research is focussing on accelerated atmospheric carbon removal and permanent carbon storage, and integrating these in novel ways. The future science and capabilities being developed have the potential to underpin new industries and reshape existing industries for Australia and beyond. Immune Resilience to build on the accelerated understanding of human and animal immune systems gained from COVID-19 and develop technologies that prevent, protect, and respond to emerging health threats. This research will further unravel the complex nature of immune systems and develop new strategies to enhance immune resilience in both humans and animals. Advanced Engineering Biology to develop powerful new tools for biological design and prototyping that will supercharge the delivery of impactful new goods and services, enabling creation of the 50,000 jobs and $30 billion a year. 3.4 Risk oversight and management Promoting ethical, well‑organised, systematic, and cost-effective decision‑making Risk management is embedded in everything we do, from planning to performance and decision making. Breakthrough science, innovation and collaboration carry risk of technical or scientific failure, however, we are committed to managing these risks and mitigating their consequences in a considered and effective way. Risk management framework Under the Public Governance, Performance and Accountability Act 2013, the CSIRO Board has the overall responsibility for ensuring an appropriate and comprehensive risk management framework is in place. The risk management framework determines the nature and extent of the risks we will accept (risk appetite and tolerance) to deliver on our purpose, consistent with well organised, ethical, and cost-effective use and management of public resources. It also includes the key accountabilities and responsibilities for managing risk across the agency. Formal committees and bodies support our efforts to identify and manage risks and provide independent advice and assurance as to the appropriateness of CSIRO’s system of risk oversight and management. Key bodies include the Board Audit and Risk Committee, the Executive Audit Risk and Compliance Committee, Major Transactions Committee, and the Board’s People and Safety and Science Excellence Committees. Reviewing and improving our risk management We take a continuous improvement approach towards risk management that aligns with best practice principles. Our framework, methodology and approach meet the requirements of section 16 the Public Governance, Performance and Accountability Act 2013 and is consistent with both the international standard AS/NZS ISO 31000 Risk Management Principles and Guidelines and the Commonwealth Risk Management Policy. The risk framework is reviewed annually and presented to the Board for endorsement. Key enterprise risks and mitigation strategies Key enterprise risks that may prevent us from achieving our purpose and strategic priorities are listed in the table on the following pages. If realised, these risks would have a significant impact on our ability to conduct research and deliver impact for creating a better future for Australia. How we manage risks Our purpose Corporate Plan External environment What is the risk environment? Deliver impact through innovation Purpose driven science and technology Engage and empower talent Build collaborative networks What is our risk appetite? How are they captured and assessed? ENTERPRISE Organisational risk profile Immediate and emerging risks BUSINESS UNITS AND ENTERPRISE SERVICES Business Unit plans Enterprise Services plans Risk registers ACTIVITIES Project management plans and systems Strategic initiative tracking What is CSIRO’s risk tolerance? What do we do about it? BOARD AND EXECUTIVE TEAM Operating model 1. Operations and Business Units Line management and individual responsibility to manage day-to-day activities and accountability Leaders and teams 2. Management assurance Board and Executive Committee and sub‑committees Advisory mechanisms Annual Performance and Investment Reviews HSE reporting Issues management Processes 3. Independent assurance CSIRO internal audit External audit External reviews Coordination, communication and reporting Identify Anticipate and assess Manage and respond Learn and adjust Communication and consultation STRATEGIC OBJECTIVES AND RISK CATEGORIES RESPONSE 1. Deliver impact through innovation Effective solution translation Failing to enable the desired external industry and research collaboration and translation of CSIRO’s research into real impact. Effective solution translation and commercialisation is core to delivering research impact. We have been responding to broader calls and initiatives to drive greater commercial outcomes from publicly funded research in Australia. Digital transformation Failing to progress the digital transformation of science, people, functions, and processes at the desired pace. We are moving towards leading edge science and delivery model, enabled by an integrated digital ecosystem. 2. Purpose driven science and technology Prioritised science and capability Failing to anticipate future market needs and prioritise our science and investments to deliver the greatest impact in a dynamic global and national context. The risk of failure is inherently high in undertaking challenging science, however actions that compromise scientific integrity, impartiality and independence are unacceptable. The conduct of our business operations is subject to the application of our governance and accountability frameworks and mechanisms. The policies, processes and systems underpinning these are subject to regular internal and external review. Science integrity and public trust in science Failing to conduct our science with integrity and in a manner that upholds our Code of Conduct and failing to perform the role of trusted advisor (inadequate, untimely advice, lack of innovative solutions to deliver on the purpose). 3. Engage and empower talent Talent and workforce Inability to attract, retain and develop the diverse talent and leadership pipeline necessary to conduct and support world‑class scientific research to deliver impact. Our people are at the heart of our impact and we are committed to attracting the best talent, to help position CSIRO as the destination employer in Australia, and strengthen the nation’s future talent pool. Culture and values Inability to identify, develop and adopt the cultural changes required to successfully achieve relevance and impact. Health, safety, and the environment Failing to maintain a resilient organisation and safe and secure operating environment. In pursuing our science, we undertake many activities with a high inherent risk relating to health, safety, and the environment but these risks must be managed to a goal of zero harm. There is no tolerance for actions that endanger the safety of our people. Financial Failure to achieve sustained financial stability and growth through appropriately managing existing resources and developing future strategies to adequately respond to changing economic factors. Commercial and financial risks that imperil a long‑term sustainable financial position, and the dynamic global environment in which we operate, demands engagement with new commercial business models and approaches in a global context. Security – physical, personnel and cyber Inability to effectively manage the inherent tensions between achieving CSIRO's objectives as an open and collaborative organisation whilst maintaining appropriate levels of physical, protective, and cyber security. There are inherently high consequences of risks associated with safety and security of our people, systems, and sites. We aim to provide our people, visitors, and collaborators with a safe and secure operating environment, and protect our research to ensure that Australia realises the benefits it brings. 4. Build collaborative networks Customers, partners, and collaboration Failing to effectively engage and manage the relationships with customers, partners, and collaborators (government, industry, universities, and communities). Effective management of these often‑complex relationships to deliver value and impact for our customers is a fundamental risk. We support collaborative teams to manage technical and scientific risks to achieve customer value and impact delivery. We broaden our horizons by seeking out strategic collaborative partnerships to help deliver science impact. Geologists Siyu Hu and Steve Barnes are refining the way we search for and locate nickel-rich deposits at Serpentine Bay, WA and in other regions to reduce the impact on the environment and increase our economic opportunities from critical energy metals. 04 Capability Our capabilities help us to deliver our strategic priorities and achieve our purpose. 4.1 Our people Our extraordinary people are critical to delivering the best science for the benefit of the nation. They work across the entire spectrum of research, science, engineering, commercialisation, and enterprise services. Based on indefinite, term, and casual employees, at 30 June 2022 there were 5,672 staff at CSIRO, a full‑time equivalent of 5,291. Of these, 3,464 (full-time equivalent of 3,229) or 61 per cent, were classified within the research function. We also welcome support from affiliates (approximately 2,445 each year) such as fellows, distinguished visitors, students, contractors, and others who help to progress our science. AVERAGE STAFFING LEVELS 2019–20 2020–21 2021–22 2022–23 Total average staffing levels full-time equivalent 5,193 4,907 5,001 5,448 Our Future Protein Mission goal is for the world to produce more protein, more sustainably, from more sources into the future. We’re leveraging increasing global demand for high quality protein and creating new Australian protein products and ingredients that earn an additional $10 billion in revenue by 2030. Professor Michelle Colgrave leads our Future Protein team. 4.2 Investment in future capability Over the next four years, we will invest in our people, infrastructure and data capabilities and build on existing activities that underpin our objectives and purpose. Deliver impact through innovation Commercialisation services: Boost the commercialisation support and services we offer to students and small and medium business through programs such as industry PhD (iPhD), ON Prime and Accelerate and specialist equipment, to uplift the technology readiness level and scale of research. Commercialisation pathways: Expand the use of different routes to market for new and improved products, services, and processes by collaborating and co-creating with industry, investors, and universities. Digital commercialisation: Explore ways to improve access to CSIRO's commercialisation support through digital enhancements. Digital academy: Deliver new learning programs to support and equip our researchers to use digital technologies in their science. Capability areas include: agile, AI, data management and analytics. Managed Data Ecosystem (MDE): This digital transformation program will connect our current and new technology platforms to create leading-edge High‑Performance Computing, systems and technologies for data analysis and modelling, such as public cloud. Purpose driven science and technology Future Science Platforms (FSPs): We are investing in boundary-pushing science initiatives that are reinventing existing industries, creating new industries for Australia, and breaking through seemingly impossible problems. Our FSPs: • Advanced Engineering Biology • Autonomous Sensors • Collaborative Intelligence • Deep Earth Imaging • Environomics • Hydrogen Energy Systems • Immune Resilience • Machine Learning and Artificial Intelligence • Microbiomes for One Systems Health • Permanent Carbon Locking • Precision Health • Quantum Technologies • Responsible Innovation • Revolutionary Energy Storage Systems • Space Technology • Valuing Sustainability Future Science and Technology (S&T): Breakthroughs in science can be accelerated by the capabilities that are needed to be realised. Our Future S&T plan will be reviewed to ensure we have capabilities that cut across science disciplines and deliver impact. They include: • Advanced materials • Engineering • Genomics • Indigenous knowledge and science • Modelling and simulation • Quantum technologies • Robotics, internet of things, and sensing • Social science and user experience • Synthetic biology Missions: Missions are large-scale scientific and collaborative research initiatives aimed at making significant breakthroughs. Through missions we aim to accelerate the pace and scale at which the nation can solve each challenge and unlock a better future. Our missions launched to date: • Drought resilience • Ending plastic waste • Future protein • Hydrogen industry • Trusted agrifood exports Engage and empower talent Culture and safety: Implement a targeted program of people engagement, diversity and inclusion, and leadership development initiatives, including embedding our values as the foundation for how we work together. Build our health and safety maturity and supporting processes, systems, and frameworks. Attract and develop outstanding talent: Become an employer of choice, develop CSIRO's capability and talent pipeline for the Australian innovation system through a suite of programs such as Research+, CSIRO Industry PhD (iPhD) and ‘Impossible without you’ recruitment campaign. Create a differentiated workplace that enables our people to perform at their best and develop their careers. • Impossible without you: The ‘Impossible without you’ recruitment campaign aims to attract Australia’s next generation of inventors, innovators and change makers to CSIRO. Instead of recruiting for specific roles, we are searching for people with a broad scope of talent, diverse skillset and experience to engage across our research areas. We aim to maximise the impact of our science by recruiting the right people to help us deliver on our strategic priorities and missions. • CSIRO iPhD program: Through this program, candidates undertake research on a problem developed in collaboration with and jointly supervised by industry. The program aims to develop graduates with the skills to drive research with industry and to foster relationships across multiple sectors. • Research+: The ResearchPlus program of internal grants assists our researchers to build a collaborative network of talent across the organisation with strong research, leadership, and innovation programs. The suite of programs engenders new approaches and capabilities across CSIRO, while enhancing the quality and impact of our science, progressing the career and professional development of early to mid-career researchers, and reinforces a culture of scientific excellence. Ways of Working: Develop and embed our ‘Ways of Working’ with a focus on aligning our impact focus, streamlining processes, creating a culture of empowerment, and enabling greater collaboration. Build collaborative networks National labs and innovation hubs: Continuous focus on upgrading and leveraging our research infrastructure to strengthen Australia’s sovereign research capability and CSIRO’s position as a leader and a global partner of choice with immediate focus across the Indo-Pacific. Key hubs and facilities that are being developed or upgraded include: • Australian Centre for Disease Preparedness • Australia Telescope National Facility • Carbon capture utilisation and storage hub • CSIRO Centre for Earth Observation and NovaSAR-1 National Facility • CSIRO climate science centre • Current Good Manufacturing Practice facility • Digitisation and collections • Hydrogen hub • Microbial Production Facility • National AI centre • National bushfire behaviour research lab • Surgical face mask testing facility We are developing digital replicas of our physical fish, algae, plant, insect and wildlife collections so they can be made freely available online to all Australians. Digitising our collections makes it easy for the research community to access this vital biodiversity research infrastructure into the future. As part of our commitment to reconciliation and in line with our Reconciliation Action Plan, we commissioned this painting, representing a part of the Universe mapped from Wajarri country by Margaret Whitehurst, to celebrate the ASKAP radio telescope’s survey. CSIRO acknowledges the Wajarri Yamatji as the traditional owners of the Murchison Radio‑astronomy Observatory site where ASKAP is located. 05 How we measure success The Australian Government's Portfolio Budget Statements (PBS) outline how government will allocate resources to achieve their outcomes. As per our PBS 2022–23, our outcome is innovative scientific and technology solutions to national challenges and opportunities to benefit industry, the environment and the community, through scientific research and capability development, services and advice. We actively review and monitor our performance including the use of performance measures as part of our performance framework. KPIsa AND METRICSb c OBJECTIVE 1: Deliver impact through innovation Turning science into solutions that make it real Demonstrated uptake and adoption Total annual IP revenue; value of CSIRO’s equity holdings Enhance innovation translation Normalised Citation Index (NCI) at science field level; Participation in ON program; Externally validated evaluations of Indigenous science and engagement programs or projects; and Number of SME facilitated projects; and Number of industry organisations engaged in education programs OBJECTIVE 2: Purpose driven science and technology Earning trust by predicting, preparing for, and solving the greatest challenges Impact by alignment, design, and scale Externally validated assessments of triple bottom line impacts from a cross‑section of the science areas reported annuallye; Benefit Cost Ratio (BCR) reporting CSIRO’s Return on Investment every two years; and Percentage of CSIRO’s science investment in Missions Drive future science opportunities Whole-of-life registerable and non-registerable intellectual property (IP) from Future Science Platforms (FSPs); and Infrastructure usage rates Be Australia’s trusted advisor Positive public and business sentiment of CSIRO; and Customer satisfaction measured through Net Promoter Score (NPS) OBJECTIVE 3: Engage and empower talent Putting our people first so they can focus on putting our customers first Have a safe and inclusive workplace for all Hazards and proactive Health, Safety and Environmental (HSE) reporting; Diversity in leadership defined by the proportion of female leaders; and Staff survey capturing sentiment towards CSIRO’s culture. Be a destination employer Successful diversity in recruitment and retention of staff employed through the Impossible without you campaign; Commenced and continuing industry-based PhDs (iPhD); Percentage of internally filled positions; and Percentage of CSIRO Early Research Career Fellows (CERCF) retained as future leaders OBJECTIVE 4: Build collaborative networks Forming deep collaborations to amplify our impact and go further together Do fewer, bigger things together Average of deployment-in and deployment-out proportions Have shared national labs Externally validated evaluations of CSIRO’s infrastructure investments reported annually For details on our methodologies, metric weightings, data sources and impact and evaluation processes, see pages 54 and 55. At our Newcastle Energy Centre, researchers are exploring the integration of Electric Vehicles (EVs) to our electricity network. EVs are an increasingly important mode of transport in Australia with the potential to substantially reduce emissions, and even act as an asset to the grid. Strategic objectives The strategic objectives articulate how we will deliver on our purpose and vision. They align with our values and are underpinned by the strategic priorities where CSIRO is directing its focus and investments. 06 Objective 1 Deliver impact through innovation Turning science into solutions that make it real: We deliver new value from digital innovation, support the translation of research into solutions and drive the nation’s commercialisation outcomes through our unique commercialisation pathways capabilities, industry and investor connections and access to funding opportunities. Craig James, Jonathan Twine and Samantha Thompson in our new purpose-built In-Situ Resource Utilisation (ISRU) facility in Brisbane provides a Moon-like environment for testing and evaluating rovers and related equipment. Strategic priorities Accelerate commercialisation: • Create unencumbered revenue streams from commercialisation to invest more in excellent science, strengthen our financial sustainability and deliver greater impact to Australia. • Boost collaboration with universities and industry to drive Australia’s commercialisation outcomes and create a new pillar for economic development from science. Digital transformation Deliver new value from digital innovation across people, science and infrastructure to optimise and revolutionise the process of science and enhance our services. Key initiatives STRATEGIC PRIORITIES KEY INITIATIVES 2022–23 2023–24 2024–25 2025–26 Accelerate commercialisation Main Sequence – CSIRO Innovation fund: Expand CSIRO’s Innovation Fund, managed by Main Sequence and catalyse venture capital investment in Australian R&D for high-value opportunities to be taken to market. Continuous improvement Continuous improvement Continuous improvement Continuous improvement CSIRO commercialisation program: Increase the volume, velocity and value of science translation and commercialisation capacity and capability, including through recruitment and deployment of Innovation Accelerator Funds and the Commercialisation Pathways. Continuous improvement Continuous improvement Continuous improvement Continuous improvement Commercialisation services: Boost and complement our commercialisation capability and services for the innovation system, including delivering programs such as Industry PhD (iPhD), ON Prime and Accelerate, and specialist equipment, to uplift the technology readiness level and scale of research. Planning Implementation Implementation Implementation Implementation Digital transformation Accelerate and scale digital transformation of the scientific process: Continue to implement the CSIRO digital science program and digitally enabled business platform models and grow a global reputation for CSIRO as a digital disruptor of science. Planning Implementation Planning Implementation Implementation Continuous improvement Objective 2 Purpose driven science and technology Earning trust by predicting, preparing for, and solving the greatest challenges: Our impact-driven focus, motivated by national challenges, harnesses leading-edge science and technology to create exponential impact for the nation. At CSIRO, we’re developing a low-cost titanium wire from waste products, that can be used to make 3D printed parts such as aerospace components. Strategic priorities Impact focused Understand the future so we focus on the right problems to solve, and shape our research for maximum impact. Future science and technology (S&T) Invest in the right revolutionary science and technology to accelerate scientific breakthroughs and solve tomorrow’s challenges. Key initiatives STRATEGIC PRIORITIES KEY INITIATIVES 2022–23 2023–24 2024–25 2025–26 Impact focused Science solutions to solve challenges: Operationalise our impact priorities (Biosecurity preparedness and resilience, Decarbonisation for industry, Critical minerals, Natural disaster and resilience, Future manufacturing) in support of key national challenges. Planning Implementation Implementation Implementation Implementation Challenge strategies for greater impact: Affirm and operationalise our decadal science capability informed by market insights and megatrends analysis and delivered through investments in a one-CSIRO priorities to achieve greater impact for the nation. Planning Implementation Implementation Implementation Missions program: Launch further missions as they are co‑developed with anchor partners and investors, demonstrating the value of the collaborative operating model. Continually assess impact of launched missions and expand the program to address key national priorities. Implementation Continuous improvement Continuous improvement Continuous improvement Continuous improvement Future S&T Future S&T and Labs: Pursue discovery of opportunities spanning science disciplines. Build and leverage these through a globally interconnected capability development program. Develop collaborative research infrastructure integrated with digital technologies that optimise our safety, efficiency and scientific excellence. Planning Implementation Planning Implementation Planning Implementation Continuous improvement Planning Implementation Continuous improvement Objective 3 Engage and empower talent Putting people first so they can focus on putting our customers first: We have a workforce of the best and the brightest minds united by our purpose. Our people are enabled to work seamlessly across diverse teams and develop sought-after careers in and outside CSIRO. Our researchers have developed a technique that addresses the challenge of transporting temperature-dependent vaccines, which researchers hope may increase access in rural and remote communities in Australia and developing countries. Senior Postdoctoral Fellow, Dr Ruhani Singh. Strategic priorities Preferred place to work Be an employer of choice by driving a culture that enables our people from diverse backgrounds and perspectives to do their best. World-class talent Be the destination employer in Australia for the best global science and technology talent and strengthen Australia's STEM pipeline. Greater adaptiveness Operate with more adaptability, resilience and responsiveness with a focus on enhancing our people experience and working seamlessly across the organisation to drive a more networked, sustainable, and impactful CSIRO. Key initiatives STRATEGIC PRIORITIES KEY INITIATIVES 2022–23 2023–24 2024–25 2025–26 Preferred place to work CSIRO Culture Program including Diversity and Inclusion: Implement a targeted program of people engagement, diversity and inclusion, and leadership capability and development initiatives, including embedding our Values as the foundation for how we work together at CSIRO. Implementation Implementation Implementation Implementation World-class talent Attract and develop outstanding talent: Become an employer of choice, develop our capability and talent pipeline for the Australian innovation system through programs such as Research+, iPhD and ‘Impossible without you’ recruitment campaign. Create a differentiated workplace that enables our people to perform at their best and develop their careers. Planning Implementation Continuous improvement Continuous improvement Continuous improvement Greater adaptiveness Ways of Working (including Enterprise Services of the Future): Develop and embed our CSIRO ways of working with the aim of aligning our impact focus, streamlining processes, creating a culture of empowerment, and enabling greater collaboration, supported by digital insights. Planning Implementation Implementation Implementation Planning Implementation Continuous improvement Objective 4 Build collaborative networks Forming deep collaborations to amplify our impact and go further together: We collaborate across the global innovation system, share our national labs and world-class infrastructure, and build strong partnerships to support research and development (R&D) investments, amplify innovation, and solve our greatest challenges, together. Our research is continuing to develop new crops, like Anameka™ saltbush, whose nutritional profile and improved relative palatability increases its voluntary intake by livestock, provides higher energy values and increases livestock productivity. Matt Wilmot, Senior Research Technician with Hayley Norman, Group Leader Strategic priorities Shared national labs Open and share our world-class infrastructure with industry, universities and governments to strengthen Australia’s sovereign research capability. Exponential networks Harness the exponential power of our diverse, inclusive partnerships to amplify our impact and increase the benefit we deliver. Key initiatives STRATEGIC PRIORITIES KEY INITIATIVES 2022–23 2023–24 2024–25 2025–26 Shared national labs Innovation hubs, ecosystems and precincts: Implement strategically directed innovation hubs including the National Space Mission for Earth Observation, and the National AI Centre, providing global level capability and infrastructure to support the nations researchers and development of our industries in a sustainable manner. Planning Implementation Implementation Implementation Landmark infrastructure upgrades: Continue upgrades of our landmark infrastructure (ACDP mid‑life refit, National Research Collections Building, Pawsey Supercomputing upgrade). Planning Implementation Implementation Implementation Implementation Square Kilometre Array (SKA): Continue to manage the SKA site in Australia, partner with industry and science organisations to build the SKA-Low Telescope and operate the same in collaboration with the SKA Observatory. Implementation Continuous improvement Continuous improvement Continuous improvement Exponential networks Strategic partnerships program: Coordinate and lead cross‑disciplinary, major domestic and global programs targeted at delivering organisational growth through addressing market pull at-scale opportunities and developing strategic customer/partner engagements. Implementation Continuous improvement Continuous improvement Continuous improvement Continuous improvement Planning Implementation Continuous improvement The world’s first true millipede with more than 1000 legs was discovered in Western Australia by a team including scientists from CSIRO, Australia’s national science agency. Appendix 07 CSIRO subsidiaries NAME OF ENTITY JURISDICTION OF OPERATION EQUITY HOLDING GOALS/FUNCTION CONTRIBUTION TO CSIRO’S PURPOSE Fundacion CSIRO Chile Research Chile Nil Created in October 2013 as the principal vehicle for collaboration between CSIRO and Chile. Provides collaboration opportunities to create solutions for current and future challenges. Open up postgraduate training opportunities. Help grow mining equipment, technology and services sector in both countries. CSIRO USA Delaware, USA 100% Sole membership company Establishment of an office for CSIRO operations in the USA. An operating entity for connecting innovators throughout the USA, Mexico, and Canada. Facilitates relationships connecting Australian researchers with US projects in different industries. Innovation Fund Primarily Australia The Innovation Fund is a group of entities, including the CSIRO Fund of Funds, the CSIRO Innovation Holding Trust, the CSIRO Innovation Fund 1, LP, the CSIRO Innovation Follow on Fund 1, the CSIRO Innovation Fund 2, LP, the CSIRO Innovation Follow on Fund 2 and the CSIRO Innovation Co‑investment Fund. Through the CSIRO Fund of Funds and the CSIRO Innovation Holding Trust CSIRO is an investor in the CSIRO Innovation Fund 1, LP, and the CSIRO Innovation Follow-on Fund 1 respectively. Provides venture capital backing to deep technology companies with connections to the Australian publicly funded research sector. Invests in translating publicly funded Australian research into global companies. Since it commenced, the Fund has helped create more than 1,240 deep technology jobs and helped to build 42 deep tech companies including Myrotia, Kasada, Gilmour Space, Q-CTRL and Baraja. National ICT Australia (NICTA) Australia Nil Holds the NICTA Intellectual Property Reservoir (NIPR) equity portfolio. Science and Industry Endowment Fund (SIEF) Independent trust Nil The Fund makes strategic investments in scientific research that addresses issues of national priority for Australia. Provides grants to science and scientists for the purposes of assisting Australian industry, furthering the interests of the Australian community, and contributing to the achievement of Australian national objectives. List of requirements index The corporate plan has been prepared in accordance with the requirements of: • subsection 35(1) of the PGPA Act • the PGPA Rule 2014. These are the required sections and the page reference(s) that show how our corporate plan meets these expectations. REQUIREMENT PAGE/S Introduction 2–3 Statement of preparation 2 The reporting period for which the plan is prepared 2 The reporting periods covered by the plan 2 Purpose 6–7 Operating context 14–29 Environment 14–21 Subsidiaries 22–23, 52 Cooperation and collaboration 24 Risk oversight and management, including key risks and its management 26–29 Capability 32–35 Performance 38–49 Performance measures 38–39 Targets for each performance measures (if reasonably practicable to set a target) 38–39 Key initiatives/activities 43, 45, 47, 49 References 1. Mariana Mazzucato, 2019, ‘The COVID-19 crisis is a chance to do capitalism differently’ 2. Department of Agriculture, Water and the Environment, 2021, ‘Biosecurity budget 2021-22’ 3. AON, 2021, ‘Weather Climate and Catastrophe Insight:2021 Annual report’ 4. World Economic Forum, 2022 ‘The Global Risks Report 2022’ 5. CSIRO and Bureau of Meteorology, 2020, ‘State of the Climate 2020’ 6. BBC, 2020, ‘Australia's fires 'killed or harmed three billion animals’ 7. AlphaBeta, 2018, ‘Digital Innovation: Australia’s $315b opportunity’ 8. McKinsey & Company, 2020, ‘How COVID-19 has pushed companies over the technology tipping point – and transformed business forever’ 9. McKinsey & Company, 2017, ‘Digital Australia: Seizing opportunities from the Fourth Industrial Revolution’ 10. Association of Southeast Asian Nations (ASEAN), 2021, ‘ASEAN Investment Report 2020-21’ 11. Australian Institute for Health and Welfare, 2020, ‘Health expenditure Australia 2018–19’ 12. Organisation for Economic Co-operation and Development, 2019, ‘Health at a glance 2019’ 13. Minister for Health and Aged Care, 2021, ‘Budget 2021–22: Generational change and record investment in the health of Australians’ 14. World Intellectual Property Organization, 2021, ‘Global Innovation Index 2021: Tracking Innovation through the COVID-19 Crisis’ 15. Innovation and Science Australia, 2018, ‘Australia 2030: Prosperity through Innovation’ 16. Australian Bureau of Statistics, 2020, ‘Research and Experimental Development, Businesses, Australia’ 17. Organisation for Economic Co-operation and Development, 2020, ‘Gross domestic spending on R&D’ 18. Australian Government, Department of Industry, Science, Energy and Resources, 2022, ‘Science, Research and Innovation (SRI) Budget Tables 2021–22’ 19. Organisation for Economic Co-operation and Development Stats, 2018, ‘Gross domestic expenditure on R&D by sector of performance and source of funds’ 20. Australian Government, National Skills Commission, 2021, ‘State of Australia’s Skills 2021: now and into the future’ 21. Consult Australia, 2019, ‘Australia’s STEM education challenges’ 22. Organisation for Economic Co-operation and Development, 2019, ‘Programme for International Student Assessment (PISA), 2018’ 23. Edelman, 2021, ‘Edelman Trust Barometer 2021’ 24. Wellcome, 2020 ‘Wellcome Global Monitor 2020 - How Covid-19 affected people’s lives and their views about science Covid-19’ Glossary Strategic priorities: Critical areas where we will direct our focus and investments in the next 4 years Key initiatives: Initiatives that we will undertake during the entire period of the corporate plan in order to achieve the strategic priorities. Endnotes a. Methodologies: i. Quantitative counts; ii. Survey method is used to consistently measure and rigorously validate how we are performing over time. All survey findings are conducted, analysed, and reported by independent providers to adhere to National Ethics Standards, avoid bias, and ensure credible performance reporting in accordance with the Public Governance, Performance and Accountability (PGPA) Rule; and iii. Impact assessments and evaluations are conducted by third-party providers on CSIRO’s procurement panel or undertaken internally and validated by external experts to ensure evaluation process and analyses are rigorous and the findings are defensible. CSIRO’s evaluation guide, which is publicly available, is the reference document for all impact assessments. CSIRO impact assessments are published on www.csiro.au by default, unless the report is commercial-in-confidence or policy sensitive – e.g., where publication may prejudice a commercialisation process, where a government announcement is due related to the evaluation subject matter, where an external partner has agreed to the Steel is the world’s top engineering and construction metal, and also the most recycled material in the world. Producing green steel is a complex process of removing carbon emissions from steel production. evaluation for internal purposes only, or similar. In such cases the options are to delay publication for a time or publish a high-level summary only or both. As part of the recent review of CSIRO’s Performance Framework, an international analysis of performance reporting approaches of peer research organisations was conducted which highlighted that in-depth, rigorous, and validated case studies are a universally accepted way of demonstrating research organisations are delivering against their intended purposes. Therefore, CSIRO adopts a similar approach to align with this international standard and carries a global reputation of being leading edge in the field. b. All metrics are equally weighted. c . Data sources: internal systems with access to SAP, Opportunity to Delivery (O2D), Human Resources, Health and safety, Financial, IP, contract, and engagement platforms. External surveys, impact assessment and evaluation data are sources by third party providers or requested from CSIRO systems. d . All targets are endorsed by the CSIRO Board, with oversight by the Board Audit and Risk Committee (Charter available: https://www.csiro.au/en/about/ corporate-governance/minister-and-board/barc), which assists CSIRO and its Board in the areas of financial management, risk management, internal control, and compliance. Targets are set to drive growth, establish new baselines in which forward goals can be agreed, or to maintain high performance. e. Impact assessments and evaluations are selected based on the following criteria: Representativeness: selected to reflect the breadth of activities undertaken by CSIRO and the type of research undertaken. This ensures a more comprehensive picture is available of the performance of the organisation (across provision of national facilities and infrastructure, education services, and research, and across different impact pathways, i.e., commercial, policy, capability building and learning). Significance (strategic importance): Programs of work that are strategically significant to the organisation and/ or represent large investments (e.g., large Government initiatives, Missions, FSPs) and all undergo impact assessments or evaluations at program close. Evaluation readiness: The availability and accessibility of evidence for analysis to substantiate impact realised or expected in future, including the willingness of CSIRO partners/ customers to participate in the evaluation determines if an assessment is shortlisted to proceed to evaluation. As Australia’s national science agency, CSIRO is solving the greatest challenges through innovative science and technology. CSIRO. Unlocking a better future for everyone. Contact 1300 363 400 csiro.au/contact csiro.au