We are governed by a Board, which is responsible to the Australian Government for the overall strategy, governance and performance of our organisation.

The Board26 comprises nine part-time, non-executive members including the Chairman, and a full-time Chief Executive. At June 2019, there were no vacancies on the Board. All non-executive members are appointed by the Governor-General. The Chief Executive is appointed by the CSIRO Board, in consultation with the Minister.

In 2018–19, our Board operated in part through three standing committees:

  • The Audit and Risk Committee, which assists the Board to fulfil its governance responsibilities in areas of financial management and performance reporting, risk oversight, internal controls and compliance with relevant laws and policies.
  • The People, Health and Safety Committee, which assists the Board to fulfil its governance responsibilities in relation to people, health and safety strategies, obligations, performance and culture.
  • The Science Excellence Committee, which assists the Board to fulfil its governance responsibilities with respect to science, capability and strategic plans to ensure the organisation continues to maintain its reputation for scientific excellence and capacity to respond to national challenges and opportunities.

On appointment, Board members receive a formal induction on the organisation and their duties. Members maintain their professional development and participate in visits to CSIRO sites as well as governance and business briefings. In the pursuit of their duties, Board members may seek independent professional advice and liaise with CSIRO senior management.

Under its Charter and Operating Guidelines, the CSIRO Board reviews its performance, composition and skill base at regular intervals to ensure it is operating efficiently, effectively and with regard for the principles of good corporate governance. A review of Board performance is usually conducted at least every 18 months, with the most recent being a self-assessment in February.

Details of remuneration and meeting attendance are shown in the financial statements (Part 5).

Board membership

Board qualifications and experience

Front: Ms Katheryn Fagg AO; Ms Shirley In’t Veld; Dr Peter Riddles. Middle: Dr Larry Marshall; Mr David Thodey AO; Mr Drew Clarke AO. Back: Mr David Knox; Prof Tanya Monro; Dr Michele Allan.

Mr David Thodey AO – Chairman: BA FAICD, Company Director (15 October 2015 to 14 October 2020)

Mr David Thodey AO is a business leader focused on innovation, technology and telecommunications, with more than 30 years’ experience.

Mr Thodey is a non-executive board director of Ramsay Health Care, a global hospital group; Tyro, Australia’s only independent EFTPOS banking institution; Vodafone Group Plc; and Xero, a cloud-based accounting software provider for small and medium businesses. Mr Thodey is currently leading the Independent Review of the Australian Public Service (APS). This review was commissioned by the Prime Minister to ensure that the APS is fit-for-purpose to serve Australian governments and the Australian people into the future. Mr Thodey also had a successful career as Chief Executive Officer of Telstra, Australia’s leading telecommunications and information services company and Chief Executive Officer of IBM Australia and New Zealand.

In 2017, Mr Thodey was made an Officer (AO) in the General Division of the Order of Australia.

Dr Larry Marshall – Chief Executive: BSc (Hons) PhD GAICD FTSE (1 January 2015 to 31 December 2016; 1 January 2017 to 30 June 2020)

Dr Larry Marshall is a scientist, technology innovator and business leader with more than 25 years’ experience in creating new value and impact with science. Dr Marshall has more than 100 peer reviewed publications and conference papers, holds 20 patents, has founded six successful companies in biotechnology, photonics, telecommunications and semiconductors in the United States, and has served on 20 boards of high-tech companies operating in the United States, Australia and China. Dr Marshall is a Male Champion of Change committed to tackling gender equality. He is a passionate supporter of Australian innovation, returning to Australia to lead CSIRO, which he believes is the essential catalyst to improve Australia’s innovation performance.

Ms Shirley In’t Veld – Deputy Chair: BCom LLB FAICD, Company Director (28 June 2012 to 27 June 2015; 28 June 2015 to 27 June 2020)

Ms Shirley In’t Veld brings tremendous skills and experience, as well as important Western Australian experience and connections, as CSIRO seeks to further enhance its relationships in Western Australia. She is on the boards of the National Broadband Network, Northern Star Resources and Australian Pipeline Limited, and is a member of the Takeovers panel and the COAG Energy Council Independent Energy Appointments Selection Panel.

Dr Michele Allan – Member: BAppSc MMgtTec MCommLaw DBA FAICD, Company Director (5 May 2016 to 4 May 2019; 5 May 2019 to 4 May 2024)

Dr Michele Allan is a food industry and agribusiness specialist who has held senior executive and director positions in the food and education sectors and has an academic background in biomedical science, management and law. Dr Allan is the Chair of the boards of Meat and Livestock Australia, Charles Sturt University and Apple and Pear Australia, and Chair of the Defence Cooperative Research Centre for Trusted Autonomous Systems. Her board positions include Food and Agribusiness Growth Centre, Grain Growers Limited, Nuffield Australia, Wine Australia, MJCP Holdings Pty Ltd and Dairy Food Safety Victoria. Dr Allan has a Bachelor of Applied Science Major – Biomedical Science – Cytology from University Technology Sydney, Master of Management (Technology) from the University of Melbourne, Doctor of Business Administration from Royal Melbourne Institute of Technology and a Master of Commercial Law from Deakin University. She is also a Fellow of the Australian Institute of Company Directors.

Mr Drew Clarke AO – Member: PSM BAppSc (Surveying) MSc GAICD FTSE, Company Director (24 August 2017 to 23 August 2022)

Mr Drew Clarke AO has served for more than 20 years in senior roles in the Australian Public Service, including as secretary of the Department of Resources, Energy and Tourism, and secretary of the Department of Communications. His last executive role was as chief of staff in the Office of the Prime Minister. In 2009, Mr Clarke was awarded a Public Service Medal for his energy policy work, and in 2016 was appointed an Officer in the Order of Australia for distinguished service to public administration. He brings a valuable mix of skills to the CSIRO Board with his background in applied science, public policy and government administration. He has a Master of Science from The Ohio State University and is a Fellow of the Australian Academy of Technological Sciences and Engineering. Mr Clarke is Chairman of the Australian Energy Market Operator board and a Director on the NBNCobBoard. He has been an ex officio member of the Industry Research and Development board (as executive general manager of AusIndustry), chair of ANZLIC – the Spatial Information Council, chair of the COAG Energy Council Standing Committee of Officials, a director of the Cooperative Research Centre for Spatial Information and a member of the International Energy Agency governing board.

Prof Edwina Cornish AO – Member: BSc (Hons) PhD FTSE AICD (26 November 2015 to 25 November 2020)

Professor Edwina Cornish AO brings vast experience in the interface between government, research, science and the higher education sector, and is an experienced board member with strong business, industry and financial skills. Professor Cornish played a key role in building one of Australia’s first biotechnology companies, Florigene Limited, which developed and successfully commercialised the world’s first genetically modified flowers under her leadership. Professor Cornish is a Member of the Council of La Trobe University and was previously provost and senior vice-president of Monash University. In 2014, she was made an Officer of the Order of Australia, in part for her advances in biotechnology and horticultural genetic modification.

Ms Kathryn Fagg AO – Member: BE (Hons) Chem Eng and Mcom (Hons) FTSE GAICD, Company Director (2 August 2018 to 1 August 2023)

Ms Kathryn Fagg AO is an experienced senior executive and former engineer. A highly experienced board member and chair, Ms Fagg is the Chair of Boral and is on the boards of listed companies Incitec Pivot and Djerriwarrh Investments. She was a member of the Board of the Reserve Bank of Australia from 2013–18. In the not-for-profit sector, Ms Fagg is Chair of the Breast Cancer Network Australia, as well as being a board member of the Grattan Institute, the Myer Foundation and the Male Champions of Change. She is the immediate past president of Chief Executive Women, a former chairman of Parks Victoria and the Melbourne Recital Centre and a former board member of the Australia Centre for Innovation. Ms Fagg has held senior executive roles in logistics, manufacturing, resources, banking and professional services, including with Linfox, BlueScope Steel and the ANZ Banking Group. Her qualifications include a Bachelor of Engineering (Honours) from the University of Queensland and a Master of Commerce (Honours) from the University of New South Wales. In 2017 she was awarded the Ada Lovelace Medal for Outstanding Woman Engineer by the University of New South Wales. In June, Ms Fagg was made an Officer of the Order of Australia (AO).

Mr David Knox – Member: BSc (Hons) Mech Eng MBA FIE Aust FTSE GAICD, Company Director (5 May 2016 to 4 May 2019; 5 May 2019 to 4 May 2024)

Mr David Knox is Managing Director and Chief Executive Officer of Australian Naval Infrastructure. He was previously chief executive officer and managing director of Santos Limited from 2008 to 2015 and managing director for BP Developments in Australasia from 2003 to 2007. He has worked for BP in the United Kingdom and Pakistan, and has held management and engineering positions at ARCO and Shell in the United States, the Netherlands, the United Kingdom and Norway. Mr Knox is originally from Edinburgh, Scotland, and has a Bachelor of Science (Honours) in Mechanical Engineering and a Master of Business Administration. He is a Fellow of the Australian Academy of Technology and Engineering, and the Insitution of Engineers Australia and a graduate of the Australian Institute of Company Directors. He is a Director of Migration Council Australia, Redflow and a member of the Royal Institution of Australia Council. Mr Knox also sits on the board of the Adelaide Festival and is Chair of i3 Energy and The Australian Centre for Social Innovation.

Prof Tanya Monro – Member: BSc (Hons) PhD FAA FTSE FOSA FAIP GAICD, Company Director (25 February 2016 to 24 February 2021)

Professor Tanya Monro is the Chief Defence Scientist, appointed in March 2019. She was previously deputy vice chancellor Research and Innovation and an Australian Research Council (ARC) Georgina Sweet Laureate Fellow at the University of South Australia.

Professor Monro was the inaugural director of the Institute for Photonics and Advanced Sensing from 2008 to 2014 and was also the inaugural director for the ARC Centre of Excellence for Nanoscale BioPhotonics at the University of Adelaide. Her research is in the field of photonics, with a focus on sensing, lasers and new classes of optical fibres.

Professor Monro obtained her PhD in physics in 1998 from The University of Sydney, for which she was awarded the Bragg Gold Medal for the best Physics PhD in Australia. In 2000, she received a Royal Society University Research Fellowship at the Optoelectronics Research Centre at the University of Southampton in the United Kingdom, and is also an inaugural Bragg Fellow of the Royal Institution of Australia.

Professor Monro is a Fellow of the Australian Academy of Science, the Australian Academy of Technological Sciences and Engineering, the Optical Society of America and the Australian Institute of Physics. She is a member of the South Australian Premier’s Economic Advisory Council and Science Patron of the National Youth Science Forum. Her awards include the Prime Minister’s Malcolm McIntosh Prize for Physical Scientist of the Year (2008), South Australian Scientist of the Year (2010), South Australia’s Australian of the Year (2011) and the Eureka Prize for Excellence in Interdisciplinary Scientific Research (2015).

Dr Peter Riddles – Member: BSc (Hons), PhD, Grad Dip Bus FAICD, Company Director (24 April 2014 to 23 April 2017; 24 April 17 to 23 April 2022)

Dr Peter Riddles began his career as a research scientist in molecular biology in the public sector, holding positions at the University of Queensland, Stanford University and the CSIRO. Since then, he has accumulated decades of experience in the life sciences industry in Australia and internationally, having provided leadership to diverse organisations, including biotechnology start-up companies, industry organisations and University Commercial Offices.

His current priorities include working with clinical entrepreneurs in enterprise creation and maintaining an interest in innovation policy and practice. In this regard he is a Fellow of the Royal Society for Arts (United Kingdom), a Member of Chatham House (United Kingdom), and a Fellow of the California Technology Council (United States). Other roles include member of the Science and Industry Endowment Fund (SIEF) Advisory Council in Australia, chairing its Experimental Development Program Review Panel, Director of The Hear and Say Centre for Deaf Children (Brisbane, Australia), Advisor to digital health start-up BetterBySport (Bern, Switzerland) and member of the Council of Reference to Academic Health Solutions (London, United Kingdom). He is Founder and Chair of the Steering Group of Commonwealth Health Innovation Services Alliance, Advisor to the Queensland Government regarding the next generation of Boggo Road Precinct and advisory board member of Circular Economy Laboratory.

CSIRO Executive Management

The Chief Executive is accountable for managing the affairs of the organisation in accordance with our strategy, plans and policies approved by the Board as well as the Board Directions to the Chief Executive.

L–R: Dr Cathy Foley; Mr Nigel Warren; Dr Anita Hill; Dr David Williams; Dr Larry Marshall; Dr Peter Mayfield; Ms Ilona Charles; Mr Adrian Turner; Ms Judi Zielke.  ©John Nguyen Photography 2016

Our Chief Executive is supported by our Executive Team (ET). As a team and through their individual roles, the members lead, direct, coordinate and control our operations and performance. The Data61 Chief Executive Officer continued as a member of the ET to build on our unique digital plus industry expertise. This year, and in accordance with the Executive Team Charter, the ET was responsible for development of the Corporate Plan 2019–20 and Budget.

The ET is assisted by the Major Transactions Committee as a standing committee, providing governance oversight on our involvement in major transactions, and related matters and investments. During 2018–19, this committee held 25 meetings, including five out-of-session meetings. Our CSIRO Leadership Team of senior managers provides a forum for sharing and discussing issues relating to CSIRO’s management and future strategy.

Remuneration of key management personnel, executives and other highly paid staff

In accordance with the Public Governance, Performance and Accountability Rule 201427 (PGPA Rule), remuneration details are provided to meet enhanced disclosure requirements. Remuneration of key management personnel and senior executives is reported in detail in note 3.2 of the Financial statements on page 131 and in Table 4.1 of this section for other highly paid staff. Annual reportable remuneration includes base salary, benefits and allowances, bonuses, superannuation, termination benefits, long service leave and other short-term and long-term benefits. The remuneration reported has been calculated on an accrual basis and is not representative of actual remuneration paid in 2018–19.

Remuneration policy, strategy and governance

Our remuneration policy considers applicable remuneration provisions within both the CSIRO Enterprise Agreement 2017–2020 and the CSIRO Canberra Deep Space Communication Complex (CDSCC) Enterprise Agreement 2018–2021. Clause 11 and 12 of the CSIRO Enterprise Agreement 2017–2020 provides for market-related remuneration and individual flexibility arrangements. The remuneration policy also considers the Workplace Bargaining Policy 2018 as provided by the Australian Public Service Commission. Key management personnel, executives and other highly paid staff are remunerated in accordance with their contracts of employment and relevant governing provisions.

The Chief Executive is a position within the Commonwealth Principal Executive Officer structure. The Remuneration Tribunal sets the Total Remuneration reference rate and the maximum achievable performance payment.

Remuneration for members of the CSIRO Board is established by Determination of the Remuneration Tribunal for Part Time Office Holders. Determinations of the Remuneration Tribunal are established in accordance with the Remuneration Tribunal Act 1973.

The Remuneration Committee

The CSIRO Board People, Health and Safety Committee assists the Board to fulfil its governance responsibilities in relation to organisational development, people-related activities and health and safety. In relation to remuneration and performance, this committee:

  • makes recommendations to the Board on the remuneration and performance of the Chief Executive, including possible key result areas and performance targets
  • reviews the decisions of the Chief Executive in respect of the remuneration and performance assessment of Executive Team members, and ratifies these recommendations if thought appropriate
  • exercises oversight of the executive remuneration policy of the organisation, including the senior executive banding structure (focus on positions, not individuals) and with references to the market
  • specifically oversees negotiations with the Chief Executive or nominee regarding terms and conditions of appointment.

Remuneration Framework

The Chief Executive evaluates and determines the appropriate level of pay for executive positions based on our executive remuneration policy. Our Remuneration Framework consists of both fixed and variable components. Base salary is determined based on a range of factors, including work value assessments, individual performance, competence and skill, internal relativities and external market rates. The annual variable ‘at-risk’ component of remuneration is based on the achievement of pre-determined key result areas.

Annual remuneration review

We review remuneration levels for executives annually. The Chief Executive and Board People, Health and Safety Committee review any increases and performance payment structure for the next financial year.

The remuneration review process considers:

  • market practice
  • individual performance
  • organisation performance and affordability
  • current remuneration competitiveness vs desired remuneration level.

Market-related remuneration arrangements may increase because of contract provisions aligned with Enterprise Agreement salary increases or by market-related adjustments, which are determined annually by the CSIRO Board People Health and Safety Committee.

The Board People Health & Safety Committee makes recommendations to the Board on the remuneration and performance of the Chief Executive, including possible key result areas and performance targets. The CSIRO Board determines the remuneration of the Chief Executive and any applicable performance payment within the range set by the Remuneration Tribunal following the Tribunal’s annual determination of the reference rate.

Table 4.1: Remuneration of other highly paid staff for 2018–19

  Short-term benefits Post-employment Benefits Other long-term
benefits
Termination benefits Total remuneration
Remuner-ation band Number of highly paidstaff Average base salary ($) Average bonuses ($) Average other benefits and allowances ($) Average superannuation contributions* ($) Average long service leave ($) Average other long-term benefits ($) Average termination benefits ($) Average total remuneration ($)
$220,001 – $245,000 116 176,543 1,735 4,787 30,003 17,294 392 944 231,698
$245,001 – $270,000 58 184,792 4,681 9,680 31,640 17,193 914 7,342 256,242
$270,001 – $295,000 35 207,051 6,203 10,931 33,822 20,753 948 - 279,708
$295,001 –$320,000 15 224,555 7,468 15,134 35,065 23,205 643 - 306,070
$320,001 – $345,000 4 237,878 12,000 26,853 39,394 12,428 5,053 - 333,606
$345,001 – $370,000 5 293,384 8,858 6,926 29,531 19,580 –3,206 - 355,073
$370,001 – $395,000 2 299,220 8,000 8,657 31,654 18,460 7,004 - 372,995
$395,001 – $420,000 2 276,590 16,000 17,314 51,295 40,454 - - 401,653
$445,001 – $470,000 2 290,676 32,000 8,657 43,084 69,033 4,482 - 447,932
  • Base salary includes annual leave accrued in the period.
  • Bonus amounts represent estimated amounts based on the contract amount allowable. Actual bonuses are decided by the Board following the end of financial year.

Disclosure of interests and related entity transactions

Board members and the Chief Executive declare material interests in accordance with the SIR Act and PGPA Act. The Board Governance document contains processes for managing conflicts of interest, including a requirement that members absent themselves from discussions and voting where a member has declared a material personal interest, or where a potential or actual conflict of interest or duty arises.

In 2018–19, the Board considered the following transaction where a Board member was also a director on the entity involved in the transaction:

Board 212 Item 4.4, Science and Industry Endowment Fund – 10-year condition of CSIRO Gift – Dr Peter Riddles is on the SIEF Advisory Council and did not participate in the decision.

There have been 172 transactions involving entities related to CSIRO above $10,000, which came to a total combined value of $21.8 million.

Risk management

The identification and management of risk is central to delivering our purpose and objectives and – in turn – maximising the impact of our science and benefit to Australia. This includes understanding scientific, financial, commercial and legal, health, safety and security, environmental and reputational risks.

By actively identifying and managing strategic, operational and external risks, we aim to increase our effectiveness as an organisation and provide greater certainty and confidence for the Government, staff members, collaborators, partners and other stakeholders in the community about our operations. Our Risk Framework, methodology and approach is grounded in and aligned with both the international standard AS/NZS ISO 31000 Risk Management Principles and Guidelines and Commonwealth Risk Management Policy.

The CSIRO Board is also active in supporting our efforts to identify and manage our risks though three Board standing committees:

  • People, Health and Safety Committee
  • Audit and Risk Committee
  • Science Excellence Committee.

Our Risk Framework is applied to capture and report risks at the Enterprise, Business Unit and activity levels. In 2017, we recognised that while this framework has supported the organisation well, we must continually evolve and improve our approach to strengthen the development of a strong risk culture that supports taking risks mindfully to deliver innovation for Australia. We have therefore begun and are continuing a program of improvement to increase our risk maturity through:

  • Risk Culture: Consistent with the development of a positive culture to deliver innovation, we are developing a culture towards the identification and management of risk that supports the posture that you can take risk where this is done mindfully, within organisational tolerances and is managed effectively.
  • Integration: Risk is aligned with key processes to enable decision-making. We continue to strengthen that alignment through increasing risk capability applied to each element of our Strategic Planning and Execution Framework.
  • Risk Capability: While risk planning and management has been very visible at Board, Executive and senior leader levels and in our Enterprise Support Services, cascading it to Business Units and projects has been inconsistent. This is being addressed through an enhanced focus on risk reporting at the enterprise level, supported by regular update and review of risk registers across all Business Units and Enterprise Support areas.
  • Resilience: Our ability to respond to significant issues and events has been strengthened through the review and update of the Situation Management Framework in 2016. We continue to enhance our design and application of our Situation Management Framework in responding to external risks and events. This includes running scenario-based exercises at all levels.

Our Organisational Risk Profile articulates how we manage our key risks at an enterprise level. The profile is developed in a consultative and considered manner involving extensive engagement with organisational leaders across the Executive and all Business Units and Functions. It conducts an internal and external environmental scan that considers external, strategic and internally generated risks with the potential to impact the achievement of our objectives. Consistent with our objective to increase risk maturity, in coming years we will continue to deepen the level of engagement and analysis that supports the development of the profile.

The Organisational Risk Profile was reported to the Board Audit and Risk Committee and Board at their respective meetings in November. Key risk activities and changes to the Organisational Risk Profile are reported to the Board Audit and Risk Committee throughout the year.

General insurance, including General Liability and Professional Indemnity Insurance, is provided through Comcover. Our workers’ compensation liability is covered through a Comcare premium.

Advisory mechanisms

Our Advisory Committees provide advice on our longer-term strategic direction and research and development priorities, and on how we can meet the research, technical and business needs of customers and communities. The committees meet at least twice a year, or more regularly if required. The advice provided by these committees relates to the effectiveness of our businesses to achieve their goals. The committees comprise representatives from industry, government, non-government organisations and other stakeholders.

Policies, principles and procedures

Our Policy Framework comprises policies, principles and procedures. The policies, approved by our Board, reflect our commitment in relation to:

  • people
  • science and delivery
  • governance
  • risk
  • health, safety and environmental sustainability
  • freedom to conduct CSIRO research and technology transfer
  • child safety
  • finance.

The CSIRO Policy Reform Project supports the continual streamlining of our policies, principles and procedures, and is intended to lead to improved transparency, accountability, efficiency and effectiveness in the daily work of all staff.

Ethics and CSIRO Code of Conduct

The CSIRO Code of Conduct sets out the standard of behaviour expected of staff and others working in the organisation. All staff members and staff members of CSIRO affiliates are required to undertake training in the code as part of their induction and every two years.

Ethical conduct is a priority and we have procedures for Ethical Conduct in Human Research and Animal Welfare regarding the care and use of animals in scientific research. Our practices comply with national codes and relevant state and national legislative requirements. We operate two human research ethics committees to cover our social and interdisciplinary science, and health and medical-related research. These committees review about 240 new projects each year and provide ongoing monitoring and support for more than 400 active projects at any given time. The committees provide independent, expert advice regarding appropriate engagement of people and communities in research and the use of human data. They issues such as privacy, informed consent and the risks and benefits flowing from research are effectively managed.

We operate five Animal Ethics Committees that review our use of animals in research. This covers a range of fields including wildlife conservation, farm animal production, nutrition, disease control and prevention, and human health. These committees review about 137 new projects each year. They also play an active role in monitoring the care and wellbeing of animals during any research and ensure we comply with all regulatory requirements. Ongoing support and monitoring is provided for more than 240 projects at any given time.

We provide targeted training programs on human and animal research ethics to staff and ethics committee members each year to ensure capability levels for responsible research practice are supported and maintained. We also provide online resources to support best practice.

In mid-2018, a revised version of the Australian Code for the Responsible Conduct of Research (2018) was released by the National Health and Medical Research Council. This document provides a national framework for responsible research conduct and sets out principles and responsibilities for researchers and institutions when conducting research in Australia or under the auspices of Australian institutions. Following this release, we began a project to assess the alignment of the organisation’s policies, procedures and practices to the new guidelines with a view to formally adopting the revised code as part of the organisation’s governance framework for research integrity. As a result, updates have been made to some areas of our policy to ensure compliance with the revised standards and further support best practice. In the coming financial year, we will implement additional initiatives such as establishing a network of research integrity advisers within the organisation.

Internal controls

We comply with section 10 of the Public Governance, Performance and Accountability Rule 2014 (PGPA Rule), which requires us to establish and maintain an effective fraud control framework. Our Fraud and Corruption Control Plan comprises strategies to prevent, detect, respond and report fraud and corruption affecting CSIRO, and is complemented by our policy and procedures, system and internal controls, financial management, assurance and accountability activities, and an Enterprise Risk Framework. We adhere to the Commonwealth Fraud Control Framework 2017’s Fraud Rule, and in line with fraud control best practice, endeavour to apply the Fraud Policy and Fraud Guidance. We are committed to nurturing an anti-fraud culture, which is predicated on predicting, pre-empting and preventing fraud and misconduct affecting our organisation.

We identify the Protective Security Policy Framework as a better practice guide and use elements from this framework as well as the Information Security Manual to inform our security frameworks. We continually review the organisation’s risk appetite. We implement agreed management actions on protective security and will continue to do so through an endorsed Enterprise Security Program.

We continue to embed Cyber and ICT Security to support our strategy to demonstrate to our customers that we are a trusted advisor.

Security and fraud control

As a Corporate Commonwealth entity under the Public Governance, Performance and Accountability Act 2013 (PGPA Act), we are required to comply with section 10 of the Public Governance, Performance and Accountability Rule 2014 (Fraud/PGPA Rule). The Fraud Rule sets out the Australian Government’s expectations in relation to fraud prevention, detection and response and sets a standard for the effective management of organisational fraud risks and fraud incidents. Our Fraud and Corruption Control Framework is accompanied by our Enterprise Risk Framework, policy and procedures, system, financial and internal controls, and other assurance and accountability practices, procedures and activities.

Reviews by outside bodies

The Senate Standing Committees on Economics examines the operations of CSIRO following the Federal Budget, the tabling of our annual report and the introduction to Parliament of the additional Appropriation Bills. This year, our senior executives appeared before the Committee during the Senate Estimates process on two occasions and responded to all questions on notice.

Judicial decisions

During 2018–19, there were no judicial decisions or decisions of administrative tribunals that have had, or may have, a significant effect on the operations of CSIRO.

Enterprise agreements

Enterprise agreements set the terms and conditions of employment for our staff. Two enterprise agreements are in operation: the CSIRO Enterprise Agreement 2017–20 and the CSIRO Canberra Deep Space Communication Complex (CDSCC) Enterprise Agreement 2018–21.

The CSIRO Enterprise Agreement 2017–20 came in to operation on 14 August 2017. It reaches its nominal expiry date on 14 November 2020.

The CSIRO CDSCC Enterprise Agreement 2018–21 came into operation on 21 February 2019. It reaches its nominal expiry date on 20 February 2022.

  1. [26] The Board Charter and other details are at: https://www.csiro.au/en/About/Leadership-governance/Minister-and-Board.
  2. [27] Incorporating the Public Governance, Performance and Accountability Amendment (Reporting Executive Remuneration) Rules 2019.

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