CSIRO Strategy Corporate Plan 2026–27 As Australia’s national science agency, science is at the heart of everything we do and we honour its long history on these lands. From time immemorial, Aboriginal and Torres Strait Islander Peoples have been working together to ask profound questions of the universe; seeking answers through observing the abundance of the natural world, the relationships between animals, plants, place and time; and innovating and inventing, adapting and creating in an environment that can be extraordinarily harsh and is, at all times, unpredictable and constantly changing. Such enduring knowledge systems are built through careful observation, refinement and communication across generations, and through applying that knowledge for the benefit of those yet to come. As the world’s oldest continuing cultures, Aboriginal and Torres Strait Islander Peoples are Australia’s First Scientists, demonstrating enduring knowledge, innovation and stewardship that continue to shape what meaningful impact can look like. Today, we are honoured to work in partnership with Aboriginal and Torres Strait Islander Peoples towards a sustainable future for all. We pay our respects to Elders past and present and acknowledge all Traditional Owners across the many lands, seas and waterways across Australia in which we now operate. ‘Eternal Wisdom, Infinite Innovation’ artwork by Rachael Sarra, working with Gilimbaa. COVER: Deep roots in the land Solving the major challenges affecting Australia’s farming industries was one of the driving forces behind CSIRO’s formation. Our innovation has supported food and fibre security, productivity, biodiversity and land management while strengthening the Australian economy. Our work has contributed to the protection and sustainability of Australian crops including the breeding of rust-resistant crop varieties. By providing wheat breeders with genetic markers, we help the industry keep one step ahead of this costly disease that threatens global food security. We will continue to help grow a sustainable future for Australia’s agri‑food and fibre sectors. Contents 1 Opening statement.............................................................................................................................22 Purpose and strategy........................................................................................................................32.1 Strategic context......................................................................................................................................................32.2 Strategy on a page...................................................................................................................................................42.3 Our values and objectives.......................................................................................................................................62.4 Capabilities.............................................................................................................................................................132.5 Collaborations........................................................................................................................................................142.6 How we measure success......................................................................................................................................163 Our operating environment..........................................................................................................183.1 Trends influencing our strategy............................................................................................................................183.2 Risk oversight and management...........................................................................................................................214 Appendices..........................................................................................................................................244.1 CSIRO subsidiaries..................................................................................................................................................244.2 List of requirements index.....................................................................................................................................254.3 References...............................................................................................................................................................26 1 Opening statement On behalf of the CSIRO Board, the accountable authority for the organisation, we present the Corporate Plan 2026–27. The Corporate Plan 2026–27 covers the next 4 years, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). We operate in a rapidly changing world in which science will continue to make a pivotal contribution to national life. Despite the pace of change, the Science and Industry Research Act 1949 (SIR Act) remains as relevant as ever. The SIR Act entrusts CSIRO to conduct research and drive its application to assist Australian industry and the community to help achieve the nation’s priorities. As the accountable authority, the Board governs CSIRO to deliver on that purpose – sustainably and for the long term. This year’s Corporate Plan builds on changes to strengthen the foundations that will keep CSIRO sustainable, agile and responsive to emerging priorities and urgent needs. Our research is now deliberately focused on areas where CSIRO delivers science solutions at scale. Our priority areas include: • Accelerating a low-emission, reliable and affordable energy transition, including the transformation of critical minerals to clean and green critical materials. • Tackling the pressing problem of climate change, with greater emphasis on adaptation and resilience. • Applying advanced technologies (including Artificial Intelligence (AI), quantum, sensing, robotics and manufacturing) to unlock the next wave of innovation in core Australian industries. • Lifting the productivity and resilience of Australian farms by focusing on the deployment of technological solutions. • Mitigating and eradicating biosecurity threats to Australian industries, environment and communities. • Pursuing wonder and discovery – from Australia’s unique biodiversity to the origins of the universe. In delivering on this plan, we work in close partnership with our Minister, Senator the Hon Tim Ayres, and the Department of Industry, Science and Resources, while undertaking research with government at every level and with community and industry partners. The Ambitious Australia report by the independent panel for the Strategic Examination of Research and Development (SERD) presents a generational opportunity to reshape Australia’s national research and development ecosystem. CSIRO is ready to take a lead role in supporting the government’s response – bringing to bear our unique position at the intersection of research, government, industry and community. As we celebrate CSIRO’s centenary, our Board and leadership are clear-eyed about what the next decade demands: science that makes Australia productive, sustainable, healthy and secure. This plan sets out how we deliver it. Ms Ming Long AM Board Chair Dr Doug Hilton AO Chief Executive 2 Purpose and strategy We deliver the science Australians need for the nation they want – productive, sustainable, healthy and secure. CSIRO’s functions are grounded in its legislative responsibilities under the SIR Act. The Ministerial Statement of Expectations and CSIRO’s Statement of Intent translate these legislative responsibilities into strategic priorities, delivered in accordance with the PGPA Act. 2.1 Strategic context Science in a disrupted world Geopolitical uncertainty, economic volatility, supply chain disruptions and rising climate change impacts are reshaping Australia’s expectations of science. At the same time, rapid advances in areas such as AI, clean energy, quantum and biotechnology are transforming industries and redefining how nations respond to complex, interconnected challenges. These developments are occurring alongside declining trust in institutions and the rapid spread of misinformation, increasing the need for trusted, evidence‑based advice and decision-making. To respond to these trends, Australia needs to strengthen its sovereign capability, lift productivity and competitiveness, accelerate innovation and enhance long-term national resilience. Australia’s innovation system Australia has the foundations of a leading innovation system underpinned by strong public research institutions, universities and internationally recognised strengths in areas such as medical research, agriculture, renewable energy and quantum science. Momentum is also building to maximise the value of public investment in research across public research institutions, industry and government to foster new industries. Against this backdrop, the SERD panel’s Ambitious Australia report identifies the need for a clear national vision to unify Australia’s research, development and innovation system, including: • sustained support for foundational research • stronger backing for ambitious businesses • better industry pathways for researchers • alignment of migration and education systems • smarter use of procurement to drive innovation, reduced administrative burden • long-term commitment through competitive tax settings. These recommendations aim to strengthen system integration, prioritise areas of national advantage and enhance the effectiveness, efficiency and impact of public investment in research. Government policy settings, including the National Science and Research Priorities and Future Made in Australia, align with this agenda. CSIRO’s role CSIRO operates at the intersection of discovery, application and national capability. Guided by the SIR Act and the Minister’s Statement of Expectations, we strengthen Australia’s innovation system by aligning our research to national priorities, stewarding national research infrastructure and building partnerships across government, industry, community and the research sector. We translate research into practical, scalable solutions that create real‑world impact, while adapting and sustaining the long-term science that underpins sovereign capability. Where our capability is strongest, we lead system-wide efforts and provide trusted, independent scientific advice underpinned by robust governance and integrity. Governing for the long term Delivering on our role requires discipline and deliberate portfolio choices. Tighter fiscal settings, rising system-wide costs, fragmented ecosystems and ageing infrastructure demand a focus on science that delivers impact at scale. The CSIRO Board and leadership must make clear-eyed decisions about what research to prioritise, how to be sustainable and how to build capability for the future, to ensure CSIRO remains positioned to lead when the nation demands it. This requires maintaining an agile portfolio of research programs that evolve and connect into industry and the community. It also requires stronger coordination across the innovation ecosystem, underpinned by robust governance, safety and integrity standards to maintain CSIRO’s effectiveness, credibility and public trust. 2.2 Strategy on a page PURPOSE We deliver the science Australians need for the nation they want – productive, sustainable, healthy and secure. OBJECTIVES Drive science and technology for impact Conduct impact-driven science and research that addresses Australia’s challenges in 6 research areas. Steward research infrastructure Provide access to fit-for-purpose research infrastructure containing state‑of‑the-art facilities and equipment. Connect science and innovation to society Enhance the productivity and long-term competitiveness of Australia’s innovation system by bridging the gap between community, science and industry. Create an enduring and sustainable CSIRO Create a sustainable and adaptable organisation with a vibrant, diverse and safe culture that attracts and retains exceptional people. OUR VALUES UNDERPINNING HOW WE WORK People first Making it real Trusted Further together RESEARCH AREAS Energy and Minerals Accelerate a low-emission, reliable and affordable energy transition, including the transformation of critical minerals to clean and green critical materials. Food and Fibre Lift the productivity and resilience of Australian farms by focusing on the deployment of technological solutions. From Wonder to Discovery Pursue wonder and discovery – from Australia’s unique biodiversity to the origins of the universe. Nature Tackle the pressing problem of climate change, with emphasis on adaptation and resilience. One Health Mitigate and eradicate biosecurity threats to Australian industries, environment and communities. Tech Economy Apply advanced technologies (including AI, quantum, sensing, robotics and manufacturing) to unlock the next wave of innovation in core Australian industries. VISION Our science improves the life of every Australian. 2.3 Our values and objectives Our values infuse everything we do, guiding our behaviours and decision making. They articulate how we work every day to deliver our strategy. 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. 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, leveraging them to learn as we strive to be the force for positive change. Trusted: We are driven by purpose but remain objective. We fight misinformation with facts. We earn trust through everything we do. We trust each other and we hold each other accountable. Together, our actions drive Australia’s trust in CSIRO and science. Further together: We achieve more together than we ever could alone. We listen and collaborate in teams, across disciplines and across boundaries. We embrace ambiguity and persistence to generate unique solutions to complex problems. The 4 objectives at the heart of our strategy reflect CSIRO’s legislative mandate under the SIR Act and its obligations under the PGPA Act. Objective 1 aligns to our primary research function, Objectives 2 and 3 to our secondary functions, including managing Australia’s national research infrastructure and supporting innovation, translation and collaboration, and Objective 4 to effective governance and accountability. These objectives, underpinned by our values, are the key activities that will make our vision a reality: science that improves the life of every Australian. Objective 1: Drive science and technology for impact Objective 2: Steward research infrastructure Objective 3: Connect science and innovation to society Objective 4: Create an enduring and sustainable CSIRO Knowledge that shapes our understanding of the world As CSIRO celebrates its centenary, images from our archive highlight the people, places and science that have shaped our understanding of the world. Perched atop cliffs in remote northwest Tasmania, the Kennaook/Cape Grim Baseline Air Pollution Station has played a critical role in measuring the composition of the atmosphere since the 1970s. This includes greenhouse gases such as carbon dioxide and methane, reactive gases, aerosols and more than 80 polluting gases, including ozone-depleting substances such as chlorofluorocarbons. The station is managed by the Bureau of Meteorology, and our scientists collect air samples in tanks that are sent to and stored at a CSIRO lab in Melbourne, Victoria, where these important archived air samples have been housed since 1978. Station data informs Australia’s key climate change report card, The State of the Climate, which is due for release later this year. OBJECTIVE 1 Drive science and technology for impact Many of Australia’s biggest challenges are complex and long-term. Our expertise and cross-disciplinary research allow us to take a long view, developing solutions that are sustainable, scalable and future-focused. By partnering with community, industry, academia and government, we will deliver impact in research aligned to government priorities such as the National Science and Research Priorities, Future Made in Australia and net zero transformation. We will focus on areas where CSIRO is uniquely placed to deliver national advantage, with a greater emphasis on inventing and deploying technological solutions at scale to tackle national problems. We are nimble in responding to rapidly evolving and emerging challenges, such as biosecurity threats, and responsive to government priorities, including improving productivity and strengthening sovereign capability. At the same time, we remain committed to tackling transgenerational challenges like climate change. Across these areas we will prioritise applied research while maintaining a balanced portfolio that includes strategic and basic research to deliver solutions over multiple time horizons. Securing a sustainable Australia Energy is a key pillar of sustainability and supporting the nation’s transition to a lower-cost, cleaner future. We have been doing energy research and development for decades. In 1994, the division’s headquarters moved from Sydney to our purpose-built Energy Centre in Newcastle, which now hosts our solar field and energy research hub. Our Renewable Energy Integration Facility tests how experimental renewable energy scenarios perform in real-world electricity grids, supporting the research, development and evaluation of emerging energy technologies. In 2025, the facility underwent a major $3 million upgrade that more than doubled its power testing capacity, significantly expanding Australia’s ability to test, validate and commercialise technologies for a more sustainable, reliable and secure electricity system. What we will do In each research area, we have clearly defined programs of research that we conduct at scale, across disciplines and in collaboration with industry, academia, government and the community to deliver tangible impact and national advantage. Our research areas, and the programs within them (as at 30 June 2026), are summarised below. Energy and Minerals • Advanced mining technologies • Decarbonised industry and transport • Energy systems transition • Green metals production technologies • Minerals discovery and resource characterisation • Value-added critical minerals Food and Fibre • Advancing farm productivity • Agri-food systems • Redesigning genetics for agriculture • Unlocking aquaculture growth From Wonder to Discovery • Astronomy and space science • Biodiversity discovery and monitoring Nature • Climate, nature and community resilience • Decarbonisation pathways • Future water • Integrated ocean stewardship One Health • Agricultural and environmental biosecurity • Biotherapeutics • Digital transformation of health • Disease diagnostics and surveillance • Human and animal biosecurity • Indigenous science for one health Tech Economy* • Advanced manufacturing for minerals and energy • AI for discovery and decisions • Cybersecurity and digital resilience • Productive industries with human-robot teams • Quantum technologies • Waste technologies * The Tech Economy research area is undergoing a review in 2026, which may result in changes to the outlined programs. Outcome Deliver science and technology that addresses national challenges at scale to improve the productivity, sustainability and resilience of Australian industries and communities. OBJECTIVE 2 Steward research infrastructure High-quality science requires high-quality infrastructure. To tackle great national and global challenges, researchers need access to fit-for-purpose research infrastructure, facilities and equipment. This infrastructure underpins discovery, enables collaboration across the national and global innovation systems and supports the translation of research. We serve a dual role in research infrastructure; we operate assets on behalf of the nation and we operate assets to enable our own research portfolio as the national science agency. What we will do As Australia’s national science agency, we host infrastructure across more than 40 sites – ranging from biosecurity facilities critical to Australia’s sovereign capability (such as the Australian Centre for Disease Preparedness) to unique contributions to international networks (such as the SKA Observatory, or SKAO). These infrastructure and facilities are critical for industry, universities and governments in strengthening Australia’s sovereign research capability. The scale and diversity of this portfolio presents both significant national value as well as an ongoing stewardship challenge to maintain, modernise and ensure the continued relevance of these assets. We are: • Ensuring our research infrastructure is alignedwith long‑term national priorities and our research portfolio ambitions so it remains relevant, responsive and reflective of system-wide needs. • Upgrading and managing landmark infrastructurethrough whole-of-life asset management and evidence‑based decision making to optimise performance, cost and utilisation over time and deliver safe, financially sustainable and future-ready assets. • Consolidating our footprint while simultaneously Outcome Safe, fit-for-purpose and sustainable infrastructure that enables our researchers and collaborators to deliver impact now and into the future. addressing long-term underinvestment in physical and digital infrastructure and facilities to ensure we have digitally enabled, innovative, safe and vibrant working environments for our people and collaborators. Eyes to the skies As we look back on a centenary of CSIRO, this image reminds us how looking to the skies has expanded our understanding of the universe. We pioneered the new field of radio astronomy in Australia, observing the Sun using new techniques and equipment at several sites in Sydney from 1944 (pictured is one of our antennas at Dover Heights in the 1950s). Early leaders in the field included our researchers Joseph Pawsey and Ruby Payne-Scott. This leadership led to the construction of internationally renowned facilities, including Murriyang, our Parkes radio telescope on Wiradjuri Country, which opened in 1961 and became an icon of Australian science. We continued to expand the nation’s radio astronomy capabilities with the development of the Australia Telescope National Facility. We are now playing a key role in helping build and operate the international SKA Observatory’s SKA-Low telescope on Wajarri Yamaji Country, strengthening our role as a global leader in radio astronomy and space science. OBJECTIVE 3 Connect science and innovation to society Science delivers the greatest national and societal value when it is applied to address the needs of industry, government and the community. This relies on a strong, connected, efficient and coordinated national innovation system, effective pathways from research to application, and public trust in science. As Australia’s national science agency, we play a key role in stewarding and strengthening the innovation system in the national interest. We connect science, capability and partners to support government priorities such as Future Made in Australia and the National Science and Research Priorities, inform evidence-based decision-making and contribute to Australia’s productivity, resilience and long-term prosperity. We also engage with communities to make science accessible and valued, and help build a diverse and capable STEM workforce for the future. What we will do To empower Australians through science and technology and strengthen system-level collaboration, we are: • Building outcome-oriented partnerships across the research, development and innovation system nationally and internationally to build and maintain trust and reputation, strengthen market access and amplify our impact. • Coordinating across the innovation system where our capability is strongest, and leading efforts to lift national innovation system performance. • Partnering with Aboriginal and Torres Strait Islander communities to co-develop Indigenous-led research agendas that elevate and embed Aboriginal and Torres Strait Islander knowledge systems, foster STEM education, Indigenous entrepreneurship and economic development, and respond to key challenges facing Indigenous communities. • Strengthening Australia’s workforce in emerging industries and ecosystems needed for the Future Made in Australia agenda by building national science and technology capabilities and a diverse STEM talent pipeline. • Enhancing trust in science by communicating research, maintaining rigorous and transparent research methods and standards, publishing independent knowledge and solutions and informing evidence-based policy for responsible innovation. Outcome Australian industries drive growth, productivity and resilience through the application of new science and technology. Australians trust and value science as essential to their prosperity and wellbeing. Science in partnership We’ve always believed we can go further together. That’s why our work is deeply connected across government, industry, universities, education and a community of engaged Australians, including citizen scientists. Shaping the future is also about who comes next. For more than 40 years, we have delivered a unique suite of Australian Curriculum-aligned STEM education programs, providing real-world learning opportunities, teacher professional development, mentoring, work experience and exciting career pathways. Guided by our experts, this year’s National Science Experiment, CSIRO Robot Responders, gave students the chance to explore how robots are designed and used in the real world. OBJECTIVE 4 Create an enduring and sustainable CSIRO Globally, national science agencies are operating in an increasingly complex and constrained environment, characterised by fiscal pressures, rising expectations for impact and intensifying global competition for talent. Agencies are also facing STEM workforce shortages, stronger requirements for data governance and cybersecurity, and an evolving policy and funding landscape amid declining institutional trust. In this context, CSIRO must continue to invest in people, capability, infrastructure and governance to strengthen organisational resilience, adaptability and its role as a trusted national science institution. What we will do We operate as a well-governed, financially sustainable Commonwealth science agency with strong accountability, transparent decision-making, and high standards of integrity and compliance, ensuring effective stewardship of public investment. We are: • Implementing a fit-for-purpose and efficient operating model with strong governance to maximise impact, while ensuring sustainable operations, long‑term viability and effectiveness. • Strengthening security and resilience by uplifting our cybersecurity, mitigating foreign interference risks and protecting our intellectual property. • Enhancing organisational design with clear accountabilities to support an agile and collaborative workforce delivering scientific impact. • Fostering a vibrant, safe and inclusive culture that positions CSIRO as an employer of choice, enabling creativity and high performance. Outcome CSIRO is a resilient, sustainable and adaptive organisation, with a culture that fuels creativity and builds trust. Securing our future As demand grows for the minerals needed for modern technologies and the energy transition, CSIRO researchers are helping secure Australia’s future resource opportunities through a deeper understanding of the geological systems that form them and developing tools to help industry find high‑quality deposits more efficiently and with less environmental disturbance. Here, researchers Dr Sandi Occhipinti (left) and Dr Alicia Verbeeten (right, from the Geological Survey of Western Australia) are inspecting drill cores at the Joe Lord Core Library in Kalgoorlie, Western Australia. 2.4 Capabilities We continue to invest in the capabilities needed to achieve our objectives and deliver the science Australians need for the nation they want – productive, sustainable, healthy and secure. Over the next four years, we will further strengthen these capabilities in response to evolving national priorities and emerging opportunities. Our research ranges from early-stage discovery to applied innovation that meets today’s industry needs. Our programs bring together scientists, engineers and technologists from across disciplines to solve complex problems. Alongside our science, we continue to invest in the skills needed to turn research into real-world impact – including commercialisation, intellectual property management, ethics and integrity, communication and business development – to support industry partnerships that drive productivity, growth and resilience. We will continue to: • Invest in transgenerational research programs at scale that address long-term challenges. • Collaborate with the national innovation system to coordinate and sustain efforts across research domains and bring together a broad range of capabilities to deliver impact. • Deliver boundary-pushing future science and technology initiatives that expand our understanding of the universe, environment and society and inspire innovation to solve seemingly impossible problems. • Leverage the power of data and digital technologies to lift the organisation’s digital maturity and increase scientific productivity, while upholding trust, transparency and the highest ethical standards. • Deliver on our Stretch Reconciliation Action Plan commitments, including co-designing and integrating Indigenous Knowledge systems into research and operations through stronger partnerships with Aboriginal and Torres Strait Islander peoples, to ensure scientific knowledge sharing, education, employment and opportunities that deliver a positive impact for all Australians. • Upgrade our research infrastructure to strengthen Australia’s sovereign research capability and CSIRO’s position as a leader and a global partner of choice. • Deliver greater connectivity across the national ecosystem through a fit-for-purpose national footprint of facilities, collections and sites. • Strengthen our innovation culture by empowering our people to explore bold ideas, collaborate across disciplines, take calculated risks and translate cutting‑edge science into real-world impacts. • Build strong commercialisation pathways and partnerships across the ecosystem to help turn big ideas into real-world solutions, leveraging translation hubs, Innovation Fund trading as Main Sequence and programs such as the ON accelerator to provide the funding, skills, networks and support needed to boost technology readiness levels and reach new markets. • Adapt organisational governance around portfolio, risk, operations and research ethics management to ensure CSIRO is agile and adaptive, achieving its scientific and commercial outcomes with integrity and in an accountable way. • Develop CSIRO’s and Australia’s capability and talent pipeline through a focus on early-career research and a suite of programs such as the Young Indigenous Women’s STEM Academy and Generation STEM. • Create a differentiated workplace that values diversity and encourages intersectional approaches and perspectives for creative problem solving. 2.5 Collaborations To address increasingly complex challenges and seize new opportunities, we need to continue to strengthen collaboration across the innovation system. We partner with organisations that share our goal to deliver benefit to the nation. Our collaborations range from one-to-one partnerships to larger national efforts with ambitious goals. Leveraging our unique position, we partner across the system to advance the translation of research and commercialisation. We work with organisations in scaling scientific capability, de-risking emerging technologies to build industry confidence, and fostering a culture of collaboration and meaningful impact. We also contribute to government efforts to facilitate innovation system reform as outlined in the Ambitious Australia report. Diversity of our collaborators Research We partner with global and domestic research institutions through co-location, co-publication and collaboration to boost innovation and ensure the best available research is used to solve challenges that deliver outcomes for Australia and the world. This includes: • publicly funded research agencies • national and international universities • research development corporations • cooperative research centres. Strengthening food security through smarter irrigation tools Water scarcity and inefficient irrigation practices limit food security and livelihoods for small‑holder farmers in many water-stressed regions. The Virtual Irrigation Academy (VIA), developed by CSIRO in partnership with the Australian Centre for International Agricultural Research, combines farmer‑friendly soil moisture and nutrient monitoring tools with a digital learning platform to support better irrigation decisions. CSIRO has also worked with government agencies, research institutions and production partners across Africa to help deploy, adapt and scale the approach in local contexts. VIA has been implemented across irrigation schemes in countries including Malawi and Tanzania, improving water efficiency, yields and farm profitability while reducing labour demands and conflict over water. In doing so, VIA is strengthening climate resilience, supporting more secure food systems and advancing Australia’s international development priorities. Government We share our research activities and provide scientific information and advice to inform policy development and program implementation. This includes all levels of government: • local councils • state/territory • federal • international. Safeguarding the Great Barrier Reef through science and partnerships The Great Barrier Reef is under increasing pressure from climate change, declining water quality, coastal development and ecological threats, placing its environmental, cultural and economic values at risk. As Australia’s national science agency, CSIRO works with Traditional Owners, governments, research organisations and delivery partners to provide the science, tools and partnerships needed to support reef protection, restoration and adaptation. Through capabilities such as eReefs and AquaWatch, and research spanning water quality, restoration, monitoring and crown‑of‑thorns starfish control, CSIRO is helping translate science into practical decision support for reef managers and communities. Since 2011, CSIRO has delivered 261 Reef‑related projects, strengthened the science‑policy interface and supported more coordinated, evidence-based action under the Reef 2050 Long‑Term Sustainability Plan. This work is helping protect the Reef’s resilience and sustain the communities and industries that depend on it. Industry We partner with industry on research that delivers impact and creates economic value for the nation. This includes: • large corporations • small- to medium-sized enterprises • accelerator and innovation funds • startups. Accelerating Australia’s transition to low-emissions metals through innovation and collaboration In partnership with the Heavy Industry Low-carbon Transition Cooperative Research Centre, CSIRO is leading the Australian Government-funded $10 million Green Metals Innovation Network (GMIN) to accelerate Australia’s transition to low-emissions metals production. Bringing together research organisations, industry and government in a coordinated ‘Team Australia’ approach, GMIN supports the development and growth of green iron, steel, alumina and aluminium – sectors that currently export nearly $150 billion annually and employ around 200,000 people across Australia. A key initiative under the Future Made in Australia agenda, the Network aims to reduce deployment risk, strengthen national capability and support workforce development pathways to help position Australia as a global leader in green metals. Community 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 STEM skills. This includes: • outreach programs • STEM education • Indigenous science and engagement. Building STEM capability through education and partnerships Aboriginal and Torres Strait Islander peoples are Australia’s first scientists, engineers, mathematicians and technologists, with knowledge systems that have sustained communities and Country for more than 60,000 years. Managed by CSIRO and funded by the National Indigenous Australians Agency, the award‑winning Young Indigenous Women’s STEM Academy helps increase the participation of Indigenous women in Australia’s STEM industries. Delivered in partnership with CareerTrackers, the Academy provides mentoring, cultural immersion, networking, work placements and paid internships to support participants from secondary school through university and into graduate employment, while strengthening Indigenous STEM capability and leadership for the future. Australia’s first scientists Aboriginal and Torres Strait Islander Peoples hold knowledge systems developed over more than 60,000 years on Country, grounded in observation, stewardship and adaptation across diverse and often extreme landscapes. There has been a significant shift in how Indigenous Knowledge is recognised in scientific endeavours. Once largely absent from our early research, we now recognise and value the important contributions Indigenous science brings across the spectrum. Our dedicated programs support education to create career pathways and opportunities for the next generation of Aboriginal and Torres Strait Islander STEM professionals. This image was taken at the Young Indigenous Women’s STEM Academy’s Queensland STEM Camp. 2.6 How we measure success In line with our Portfolio Budget Statement 2026–27, we deliver scientific and technology solutions to national challenges and seek opportunities to benefit industry, the environment and the community. We review and monitor our performance in line with the requirements of the Commonwealth Performance Framework to strengthen transparency and accountability for the use of public resources. This year’s updates to our Key Performance Indicators (KPIs) align with our mandate under the SIR Act, Statement of Expectations and CSIRO’s Statement of Intent, creating a clear line of sight from ministerial expectations to organisational commitments, delivery and performance. The refreshed framework prioritises enterprise‑level outcomes over program outputs, ensuring appropriate representation across our functions and research portfolio while maintaining continuity with existing measures. It balances inputs, delivery, adoption and real‑world impact to better demonstrate how our research, partnerships and enabling capabilities contribute to national priorities and sector‑level outcomes. KEY PERFORMANCE INDICATORS (KPIs) METRICS Value creation and trust Economic, societal, and environmental benefits, including public trust Business trust in CSIRO (percentage) Community trust in CSIRO (percentage) Triple-bottom-line impact of CSIRO’s research (number) Total annual Intellectual Property revenue ($) Research excellence and collaboration Quality, utilisation and translation of research At-scale utilisation (number) Active revenue-bearing licences and assignments (number) Research infrastructure utilisation rate (percentage) Safe, inclusive and sustainable CSIRO Foundations to drive culture, safety and inclusivity and sustainability Reduce property footprint (square metre) from gross floor area of 654,199.14m2 Staff engagement (percentage favourable) Staff safety: Total Recordable Injury Frequency Rate (number) Staff safety: Hazard to Incident Ratio Report (number) Aboriginal and Torres Strait Islander employment level (percentage) Gender balance in leadership (percentage) Objective 1: Drive science and technology for impact Objective 2: Steward research infrastructure Objective 3: Connect science and innovation to society Objective 4: Create an enduring and sustainable CSIRO See page 26 for more on our performance measurement methodologies and updates to our performance framework. 3 Our operating environment The external insights and risk management framework that influence our strategy. 3.1 Trends influencing our strategy As Australia’s national science agency, we are uniquely placed to draw on our scientific expertise to identify key external trends that shape our operating environment and inform our strategy. We draw on contemporary sources, including industry roadmaps, global outlooks, innovation and risk reports and publications from Australian institutions and government departments. This ensures our view is current, spans domestic and global contexts and reflects long-term structural shifts and emerging disruptions. CSIRO is responding to these trends through its research portfolio and organisational priorities, as described in our 4 objectives. Trends include: TREND CSIRO RESPONSE Intensifying climate change impact Extreme weather events have been identified as the most significant decadal risk for the world.1 Ongoing climate change is intensifying weather patterns and climate variability, placing increasing pressure on the health and wellbeing of Australian communities, accelerating biodiversity loss and heightening risk to infrastructure.2 In 2025, the total global economic losses from natural disasters reached US$260 billion and the insured losses reached US$127 billion, 27% above the long-term average, highlighting how the concentration and severity of extreme events continue to drive significant economic and societal impacts.3 We are strengthening Australia’s resilience to accelerating climate change and environmental instability by delivering deployable science at scale. We integrate actionable climate intelligence, ocean and terrestrial biodiversity science, and advanced technologies to support adaptation, regenerate and sustain ecosystems, protect communities and enhance our critical sovereign capabilities. Accelerating energy transition The direct combustion of fuels for energy is projected to remain one of Australia’s highest-emitting sectors by 2030.4 The transition to cleaner energy systems is being accelerated by the need to address climate change and strengthen energy security, alongside ageing and energy-intensive infrastructure, evolving consumer expectations, and growing investor and global market demand for lower-emissions products and supply chains. At the same time, this transition will require expanded production of critical minerals, modernised energy networks and more resilient energy supply chains.5,6,7 We are supporting Australia’s industrial transformation by enabling a reliable, affordable and cleaner energy system for the future. Working with industry, government and research partners, we develop and scale low-emissions technologies, deliver sustainable decarbonisation pathways and de-risk investment through demonstration. We also strengthen sovereign capability in critical minerals and resilient energy supply chains to support future industries, energy security and Australia’s long-term competitiveness. Australia’s plateauing competitive edge Compared to other advanced economies, Australia ranks low in economic complexity due to its narrow, commodity-heavy export base.8 Australian industry also shows a low propensity for new‑to‑market innovations, with only 46% of Australian businesses being innovation‑active in 2023 and only 2% introducing new-to-the-world innovations.9 These conditions make Australia vulnerable to global shocks. We are leveraging technology to create sustainable jobs and industries. We bridge the gap between emerging technologies – such as AI, robotics, quantum and high‑tech manufacturing – and industry and societal needs to lift productivity, enable new industries and boost Australia’s global competitiveness. Rising biosecurity risk Pandemic and biosecurity threats are increasing in frequency and severity, driven by climate change, urbanisation and global mobility. The World Health Organization estimates that around 60% of emerging infectious diseases are zoonotic, with frequent and severe outbreaks occurring globally. A shift towards ‘One Health’ approaches that understand and use the interconnection between human, animal and environmental health, combined with rapid technological advances, is needed to strengthen how we prepare, predict and respond to outbreaks.10 We are strengthening prevention and biosecurity system resilience by integrating knowledge and response across human, animal and environmental health. We focus on advancing surveillance and modelling approaches and translating research into scalable solutions. We leverage our unique infrastructure assets such as Australian Centre for Disease Preparedness and apply biotechnology, genetic engineering, integrated data analytics and AI to better predict, detect and mitigate the threat of high‑consequence infectious and emerging diseases. Healthy lives, backed by science Protecting Australia from infectious disease requires world-leading facilities as well as world‑leading science. In a nod to our centenary, this image captures the Australian Centre for Disease Preparedness (ACDP) under construction. Now operating for over 40 years, ACDP is one of only a few high-containment facilities in Australia and was designed to safely allow research into dangerous diseases. Research into Hendra virus (pictured) and much of our infectious disease research takes place at the facility, helping prepare for and protect against potentially devastating disease impacts to our communities and economy. Looking ahead, ACDP will undergo a major refurbishment, with works commencing in 2026, helping ensure it remains fit-for-purpose for many years to come. TREND CSIRO RESPONSE Growing food insecurity The global population is projected to reach approximately 9.7 billion by 2050,11 creating a projected 56% gap between current food production levels and future demand.12 Australia aims to exceed A$100 billion in farm gate output by 2030,13 but climate change is constraining production and current practices are reaching limits under increasing land and water pressures.14 This highlights the urgent need for innovative, sustainable approaches to ensure long-term viability, particularly in vulnerable regions. We are leveraging advanced science, deploying digital systems and Indigenous Knowledge to ensure our agriculture industries in crop and animal production support resilient and regionally appropriate agriculture that lifts productivity, safeguards land and water, uses inputs effectively and sustains food and fibre for long‑term national benefit. Geopolitical volatility An unpredictable global security environment, combined with economic volatility, cost-of-living crises and growing social inequity are placing increasing pressure on economies.15 Retreat from long-held national and international conventions across trade, diplomacy and governance structures16 is reshaping global innovation systems in complex ways, leading to fragmentation, reduced collaboration and rising risks of espionage and foreign interference.17 We are maintaining our scientific leadership role in the Indo-Pacific region by advancing research that supports Australia’s safety and prosperity. We nurture and grow trusted partnerships with national and international peers, aligning with national priorities, regional stability and our security posture. Underinvestment in research and development (R&D) In 2023–24, Australia’s gross expenditure on R&D (GERD) was 1.7% of GDP – significantly below the OECD average of 2.7%.18,19 This gap has widened over more than a decade, as Australia’s GERD-to-GDP ratio has steadily declined, largely due to falling investment (as a percentage of GDP) from both the business sector and government.20 Notably, R&D’s gradual downward trend correlates with Australia’s weakening productivity performance during this period.20,21 We will maximise value within our available resources by simplifying and sustaining our research portfolio and operations to deliver on our aspirations outlined in the CSIRO Book. Through disciplined financial planning, we will address the long-term underinvestment in physical and digital infrastructure and facilities, progress property consolidation towards a leaner national footprint, invest in technology and drive greater operational efficiency. Fragmentation within the national innovation system Research funding in Australia is highly dispersed, with an estimated government funding of A$14 billion in 2024–25 allocated across 13 government portfolios and over 150 programs within them.21,22 Fragmented research capabilities, coupled with an opaque supply and demand for innovation, further limit industry-research collaboration in Australia.23 There has been an uptick in Australia’s Global Innovation Index ranking, moving up one place to 22nd in 2025. However, Australia remains relatively inefficient in translating innovation investment into outputs,24,25 hindering progress in lifting economic complexity and addressing weak productivity growth.8,26 We will improve Australia’s performance and strengthen the system across all stages of the innovation cycle through partnerships, advancing the translation of research and commercialisation, and coordinating across the system where appropriate. By collaborating closely with industry and government, we are scaling scientific capability, de-risking emerging technologies to build industry confidence and fostering a culture of collaboration and meaningful impact. We are also actively contributing to government efforts to facilitate innovation system reform as outlined in the Ambitious Australia report. Navigating the technology frontier Emerging technologies – including generative AI, quantum computing, synthetic biology and advanced autonomous systems – are advancing at a rapid pace, creating both significant opportunities and challenges.27 These technologies are reshaping global value chains, influencing economic competitiveness and raising questions around ethics, security28 and governance. Harnessing, adapting and managing these technologies will be a defining factor in national resilience, productivity and global positioning. We are advancing research in transformative science and foundational technologies that will underpin Australia’s future prosperity. This includes establishing a new Technology research unit to coordinate cross-cutting capabilities, prioritise opportunities and strengthen pathways from ideation to translation. This will happen alongside a deep review of the Tech Economy research area to ensure CSIRO operates effectively at the interface of emerging technologies, industry needs and societal benefit. At an enterprise level, we are also investing in capability and supporting our people to take advantage of transformative technologies, such as AI, to improve the way they work. 3.2 Risk oversight and management CSIRO’s Risk Management Framework (2025–27) provides a consistent, organisation-wide approach to identifying, assessing and responding to risk. This framework considers the Commonwealth Risk Management Policy and supports the achievement of our purpose, including safeguarding our reputation and trust as the national science agency. Our approach to risk is guided by clearly identified enterprise risks, Board-approved risk appetite statements and risk tolerance levels. These settings inform effective risk management and decision making and ensure that risks and opportunities are actively considered in planning and delivery. We have established governance and reporting mechanisms to support effective communication, escalation and oversight of risks across the organisation to ensure they remain within our risk appetite. At a high level, risk is overseen by the CSIRO Board and its committees, supported by our leadership. Following the 2025 review of our Risk Management Framework, we are focused on strengthening risk maturity by embedding robust and consistent practices and fostering a culture of risk‑informed decision making across CSIRO. Harnessing and shaping new technologies As digital technologies reshape modern life, understanding and managing increasingly complex systems is more important than ever. Our experts are at the forefront of advances in digital technologies, robotics and AI. Another centenary image from our archives, the CSIR Mk1, later known as CSIRAC, was the first computer in Australia to run a test program on 14 November 1949. Led by Trevor Pearcey and his team, the project laid the foundations for Australia’s early computing capability. CSIRAC continued to provide computing services until 1964 and is now on display at Scienceworks in Victoria. Our work in computers and digital technology continues today with the recent launch of Vetra at our Pullenvale site. It delivers high-performance AI computing in a smaller modular and sustainable footprint, located where real-world testing and research happen. By processing data on site rather than in distant cloud systems, the Vetra AI Edge infrastructure enables faster, safer learning for robotics and other AI-powered technologies. It has been designed to reduce environmental impact by using carbon dioxide-based cooling systems, reducing reliance on traditional water-intensive methods. 3.2.1 Key risks and mitigation strategies CSIRO operates in a complex and rapidly evolving environment. We have identified 12 key enterprise risks that may impact our ability to achieve our purpose and deliver outcomes for the nation. These risks are all actively monitored, recognising some are prone to rapid changes, and are supported by defined mitigation strategies and effective management. RISK CATEGORIES AND KEY RISKS RISK MANAGEMENT AND MITIGATION STRATEGIES Innovation Alignment to national challenges Failure to anticipate global and national challenges affecting Australia and prioritise our science and investments accordingly. We anticipate future challenges and inform national priorities by: • horizon scanning and scenario planning for emerging trends in scientific advances and technology, and engaging with the industry, government, research and innovation systems to define, understand and influence key national challenges and priorities for Australia • managing our portfolio, ensuring we continue to focus our research on future science and technology aligned to key areas of government and national priorities. Science and technology Inability to adapt to emerging technologies that support leading-edge research and innovation. We adapt in a fast-paced world of emerging technologies by: • articulating a clear strategic direction for our research portfolio, including the programs of research, impact priorities, infrastructure and capabilities • adapting, managing and regularly reviewing our research portfolio to prioritise investments in transformative, cross-cutting future science, technology and infrastructure, enabled by an integrated digital ecosystem to deliver impact at scale • monitoring technology trends and fostering a culture of responsible innovation and investment in research leadership to identify and champion emerging technologies. Role within the national innovation system Inability to maintain relevance and impact in an evolving national innovation system. We have a unique role in solving the nation’s greatest challenges and ensure we are contributing to national priorities by: • acting as a national system orchestrator in the areas where we hold strong capability, by bringing together government, industry and research partners to shape national priorities, align capabilities and coordinate responses to emerging challenges, ensuring continued leadership and relevance within the innovation system • working with government to inform policy and structural reform of the national innovation system, positioning CSIRO as a trusted advisor and central contributor to system evolution • continuously adapting partnership, capability and engagement models to remain responsive to national needs, reinforcing impact-focused participation within Australia’s innovation ecosystem. Critical scale Inability to achieve critical scale in research capability and programs required to deliver impactful outcomes. We continue to optimise our research portfolio for maximum impact and innovation by: • regularly reviewing and prioritising our research portfolio to realign our capabilities and achieve better resource allocation • funding at scale transgenerational end-to-end programs at critical mass that deliver on our ambitions. Integrity Social licence to operate Failure to uphold integrity and transparency in research and communication risks eroding CSIRO’s standing as a trusted advisor, especially amid rising AI-driven misinformation and the politicisation of science. We maintain our role as a trusted advisor and strong advocate for the power of science in Australia by: • building trust through legislative compliance and governance mechanisms, including security and research integrity • enhancing science communication capability to respond to emerging risks • effectively communicating the impact of our science, including the limitations and the challenges of conducting research. RISK CATEGORIES AND KEY RISKS RISK MANAGEMENT AND MITIGATION STRATEGIES Collaboration System-level coalitions Failure to enable and catalyse system‑level coalitions, engage and manage relationships to address large‑scale, important, national challenges. Collaboration is vital to address national challenges and deliver maximum impact, which is why we prioritise: • integrated ways of working across our portfolio to tackle increasingly interconnected challenges • developing skills and engagement models that facilitate system-level partnerships at scale for improved customer and stakeholder engagement and delivery of value • fostering relationships with international partners and managing global partnerships and programs. Research infrastructure Failure to play an effective and sustainable role in the provision of national research infrastructure to drive greater connectivity across the ecosystem. We promote connectivity across the innovation ecosystem to meet national needs by: • continuously reviewing our infrastructure portfolio to assess strategic alignment, impact delivery, operating model and financial sustainability • partnering with government, universities, research institutions and industry to ensure we maximise the sustainable use of national research facilities and collections by Australian and international researchers • developing a roadmap for our research infrastructure that is sustainable, aligned to our research portfolio and focused on enhancing collaboration, innovation and knowledge exchange across the ecosystem. Sustainability Organisational safety and resilience Failing to maintain a safe, secure and resilient operating environment that protects our people, research and assets into the future. We leverage our governance oversight model to maintain a safe and resilient operating environment by: • enhancing our health and safety maturity and supporting processes, systems and frameworks • applying security strategies based on the Protective Security Policy Framework to protect us against a range of risks, including foreign interference and espionage • investing in cybersecurity measures focused on preventing cybersecurity incidents and regularly testing and updating the resilience plans of our business continuity, physical and personnel security environments. Comprehensive portfolio agility Failure to adequately adapt CSIRO’s research portfolio (including infrastructure and capabilities) to respond to changing external factors. We maintain a clear view of our current portfolio through regular monitoring and evaluation processes coupled with robust risk identification and mitigation measures such as: • strengthening our future-focused thinking by cultivating a culture of strategic foresight through systematic horizon scanning for emerging trends and potential challenges • designing our research programs and organisational structures to be adaptable and responsive to change, including fostering a culture of collaboration and knowledge sharing that encourages our researchers to think creatively and explore new approaches • phasing of portfolio adjustments by balancing long-term commitments with the need to adapt. Financially sustainable operating model Failure to achieve a financially sustainable operating model. This includes maintaining sustainable operations, sites and infrastructure. We regularly review our financial forecasts, investment priorities, operations and role in the national innovation system by: • working closely with government to assess areas of scientific focus, corporate services, large-scale capital and operating costs • engaging closely with industry nationally and globally to generate external revenue to complement government appropriation • progressing a whole-of-portfolio approach that links research priorities with infrastructure, investment and co-funding decisions, while addressing underinvestment in physical and digital assets to support long-term sustainability • advancing property consolidation towards a leaner national footprint, optimising utilisation of sites and facilities to improve efficiency, support safe work sites and reduce operating costs • maintaining oversight of associated risks through our governance committee structure. People Right culture Inability to identify, lead and embrace the cultural changes required to successfully achieve ongoing relevance and impact. We promote an adaptive, inclusive and resilient culture that is better equipped to thrive in an ever‑evolving environment by: • fostering a positive culture of continuous learning, openness and transparency • providing training, and support services and resources to assist staff during times of change • building trust and focusing on psychological safety • fostering a culture where it is safe to speak up. People and performance Inability to maintain the right mix of contemporary talent in strategically important areas to deliver impact at scale. We work to attract and retain the best talent and ensure our people are at the heart of what we do by: • partnering with universities to attract early-career researchers and scientists • developing learning programs for our people to continuously update their skills and capabilities • leveraging flexible work arrangements to attract a wider range of talent • encouraging a culture of innovation and creativity to attract and retain high‑performing individuals. 4 Appendices 4.1 CSIRO subsidiaries NAME OF ENTITY JURISDICTION OF OPERATION EQUITY HOLDING GOALS/FUNCTION CONTRIBUTION TO CSIRO’S PURPOSE Innovation Fund trading as Main Sequence 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, the CSIRO Innovation Co-investment Fund, the Main Sequence Core Fund 3, the Main Sequence Parallel Fund, the Main Sequence Opportunity Fund 3, the Main Sequence NGS Co-investment Fund and Main Sequence Atmosphere Fund. Through the CSIRO Fund of Funds and the CSIRO Innovation Holding Trust, CSIRO is an investor in the CSIRO Innovation Fund 1, LP, the CSIRO Innovation Follow‑on Fund 1, the Main Sequence Core Fund 3, the Main Sequence Parallel Fund, the Main Sequence Opportunity Fund and the Main Sequence Atmosphere Fund. 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 2000 deep technology jobs and build 85 deep technology companies. CSIRO USA LLC Delaware, USA 100% sole membership company An active non-profit entity established to expand and strengthen research partnerships with US stakeholders. Significant engagement, relationship management and research partnership development with US stakeholders across government, academia and industry. Science and Industry Endowment Fund Australia 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. 4.2 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 Statement of preparation 2 The reporting period for which the plan is prepared 2 The reporting periods covered by the plan 2 Purpose 4 Operating context 18–23 Environment 18–20 Cooperation and collaboration 14–15 Risk oversight and management 21–23 Subsidiaries 24 Capability 13 Performance 16–17 Key activities 8–12 4.3 References 1. World Economic Forum, ‘The global risks report 2026’, 2026. 2. CSIRO and Bureau of Meteorology, ‘State of the Climate 2024’, 2024. 3. Aon, ‘2026 climate and catastrophe insight’, 2026. 4. Australian Government, Department of Climate Change, Energy, the Environment and Water, ‘Australian emissions projections’, 2023. 5. International Energy Agency, ‘Australia 2023 – energy policy review’, 2023. 6. International Energy Agency, ‘The role of critical minerals in clean energy transitions’, 2021. 7. CSIRO, ‘Renewable energy storage roadmap’, 2023. 8. Harvard Growth Lab, ‘The atlas of economic complexity – Australia’, 2025 (accessed 19 April 2026). 9. ABS (Australian Bureau of Statistics), ‘Innovation in Australian business (2022–23)’, as referenced in Ambitious Australia [see source 21]. 10. World Health Organization, ‘One Health factsheet’, 8 May 2026 (accessed online 22 May 2026). 11. United Nations, ‘World population prospects 2024’, 2024. 12. World Resources Institute, ‘How to sustainably feed 10 billion people by 2050’, 2018. 13. National Farmers’ Federation, ‘2030 Roadmap’, 2021. 14. Department of Agriculture, Fisheries and Forestry, ‘Snapshot of Australian agriculture 2025’, 2025. 15. World Economic Forum, ‘The global risks report 2025’, 2025. 16. Prime Minister of Canada (Carney M), ‘Principled and pragmatic: Canada’s path’, Address to the World Economic Forum Annual Meeting, Davos, 20 January 2026. 17. Australian Security Intelligence Organisation, ‘Director‑General’s annual threat assessment 2025’, 2025. 18. Australian Bureau of Statistics, ‘Research and experimental development, businesses, Australia, 2023–24 financial year’, August 2025 release, ABS, Canberra. 19. Australian Academy of Science, ‘National productivity won’t be boosted with flatlining business investment in R&D’, August 2025, Canberra. 20. Australian Government, Department of Industry, Science and Resources, ‘Strategic examination of R&D discussion paper’, 2025. 21. Australian Government, Department of Industry, Science and Resources, ‘Ambitious Australia, Strategic Examination of R&D final report’, 2026. 22. Senator the Hon Tim Ayers, ‘Smarter, stronger, safer – and more resilient: a future made in Australia backed by research and development’, National Press Club, Canberra, 25 March 2026. 23. Australian Government, Industry Innovation and Science Australia, ‘Barriers to collaboration and commercialisation’, 2023. 24. World Intellectual Property Organization, ‘Global innovation index 2025’, 2025. 25. World Intellectual Property Organization, ‘Global innovation index 2024’, 2024. 26. Australian Government, Productivity Commission, ‘Annual productivity bulletin 2024’, 2024. 27. NATO, ‘Science & technology trends 2025–2045’, Office of the NATO Chief Scientist, 9 April 2025. 28. Stanford University, Institute for Human-Centered Artificial Intelligence (HAI), ‘Artificial intelligence index report 2026’, 2026. Endnotes CSIRO Performance Framework CSIRO applies a robust, enterprise-wide performance framework to assess progress against the Corporate Plan and fulfil its obligations under the PGPA Act and Rule. As a large and complex research organisation operating across science, innovation, infrastructure and national priorities, CSIRO uses a mixed-methods approach to performance measurement. This approach recognises that the impact of research, collaboration, capability building and infrastructure utilisation cannot be captured through a single methodology or metric alone. All KPIs and metrics are weighted equally in the framework. 1. Performance measurement methodologies CSIRO draws on a range of complementary methodologies to ensure performance assessment is rigorous, credible and fit for purpose. Surveys: Survey methodologies are used to consistently measure stakeholder perceptions, engagement and organisational performance over time. To ensure objectivity and methodological integrity, surveys are conducted, analysed and reported by independent providers in accordance with National Ethics Standards. The use of external providers supports credible, unbiased and defensible reporting consistent with PGPA requirements. Quantitative measures: CSIRO also uses quantitative counting methodologies for selected operational and enterprise metrics where standardised measurement is appropriate. CSIRO uses a combination of internal and external data sources – including SAP, Opportunity to Delivery (O2D), Human Resources, health and safety, financial, intellectual property, contract, and engagement platforms – to provide data and insights to support performance measurement. Examples of 2 quantitative measures include: • At-scale utilisation: In line with Objective 1, Drive science and technology for impact, CSIRO is introducing an At‑scale utilisation metric against the Research Excellence and Collaboration KPI. At-scale utilisation means a CSIRO research product is taken up, used or embedded widely and repeatedly – for example, at a societal, geographical, industry or a field of research scale. In 2026–27, the organisation will establish a baseline for this metric. • Infrastructure utilisation: In line with commitments outlined in CSIRO’s Statement of Intent, CSIRO has introduced an index to provide an enterprise-wide measure of research infrastructure utilisation. The index uses a weighted average of utilisation rates across major national research facilities, with weightings based on CSIRO’s level of control or ownership. In 2026–27, the index includes Pawsey, the Marine National Facility (MNF), the Australia Telescope National Facility (ATNF) and National Research Collections Australia (NRCA) with scope for expansion in future years. Impact evaluation: Evaluating the impact of research requires methodologies capable of capturing diverse economic, social, environmental and scientific outcomes. CSIRO therefore applies a range of quantitative and qualitative evaluation approaches depending on the nature of the impact being assessed. Impact assessments may be conducted by independent third-party providers from CSIRO’s procurement panel or undertaken internally and subsequently validated by external experts. This ensures evaluation methods and findings are rigorous, transparent and defensible. Quantitative approaches may include economic analysis and statistical modelling, where impacts can be measured in monetary or measurable terms. Qualitative approaches are used where impacts are broader or longer term, particularly in areas involving social, policy or community outcomes. To ensure consistency across evaluations, all impact assessments are guided by the CSIRO Impact Evaluation Guide, which establishes a common framework for assessing impact and return on investment across the organisation. Targets: All performance targets are endorsed by the CSIRO Board, with oversight provided by the Board Audit and Risk Committee (BARC), which supports the Board in ensuring the appropriateness and integrity of CSIRO’s performance measurement and reporting framework. Targets are designed to drive high performance while recognising the operational context and maturity of individual measures. In some cases, maintaining stable targets may be appropriate where performance is already strong, where further growth opportunities are constrained or where stability itself is a strategic objective. All targets are reviewed annually to ensure they remain relevant, meaningful and fit for purpose. 2. Updates in the Corporate Plan 2026–27 The 2026–27 performance framework has been refined to strengthen strategic alignment, improve clarity and better reflect how CSIRO delivers impact against its legislated functions and strategic priorities. The updates are aligned with CSIRO’s mandate under the SIR Act, the Government’s Statement of Expectations and CSIRO’s Statement of Intent. They are also intended to ensure the framework remains meaningful, streamlined and compliant with PGPA performance reporting requirements. Key changes from the 2025–26 Corporate Plan include: • Consolidation of multiple research output metrics – including patents co-invented with industry, patent citation impact, policy impact and academic impact – into a single measure focused on the utilisation of CSIRO research through the number of at-scale deployments. This reflects a deliberate shift from measuring research outputs towards measuring real-world adoption and application. • Consolidation of 4 separate infrastructure utilisation measures (Pawsey, MNF, ATNF and NRCA) into a single enterprise-level Research Infrastructure Utilisation Index to provide a more integrated view of national research infrastructure performance. • Strengthening of safety performance reporting through the introduction of the Hazards to Incidents Ratio Report (HIRR) alongside the Total Recordable Injury Frequency Rate (TRIFR). This provides a more balanced approach by incorporating both lead and lag indicators of safety performance. • Introduction of a property footprint reduction metric to measure delivery against commitments in CSIRO’s property strategy through reductions in total floor area (m²). • Transition of selected operational and management metrics from Corporate Plan reporting to internal performance management processes. These include sentiment survey results, active at-scale engagements towards a shared goal and new SME engagements. The changes made to the performance framework in the Corporate Plan 2026–27 are strongly aligned with the commitments made in CSIRO’s Portfolio Budget Statements (PBS) finalised in May 2026. As flagged in PBS: • The research infrastructure utilisation metric was assessed and changes have been made by taking the existing targets of the 4 separate infrastructure metrics (Pawsey, MNF, ATNF and NRCA) and combining them to create a single enterprise- level Research Infrastructure Utilisation Index. • ‘Options’ are taken out of the ‘Active revenue-bearing licences, options & assignments’ metric title, as exercised options are captured in revenue-bearing licences and unexercised options are difficult to measure. Responsible use of artificial intelligence Artificial intelligence tools were used in a limited capacity to assist with minor editorial tasks, such as improving language and formatting. Our people developed, reviewed and approved all substantive content in this Corporate Plan and CSIRO remains responsible for its accuracy and integrity. CSIRO is Australia’s national science agency, delivering solutions for a productive, sustainable and secure future. CSIRO. Improving the life of every Australian. Contact us 1300 363 400 csiro.au/contact csiro.au From iconic inventions to quiet contributions and emerging discoveries, we have delivered a century of enduring impact for Australia – and we’re ready to tackle what comes next. CSIRO’s people and research have reshaped how we live, work and prosper. Our legacy is measured not only in our discoveries, but in the healthier lives lived, the resilient systems built, the reduced risks of harm to people and planet and in the success of industries that did not exist before science made them possible. A century on, the vision remains clear: our science improves the life of every Australian. As we look to the next 100 years, our commitment is as strong as ever to take on the big challenges facing the world in service of Australia, and beyond.