CSIRO Annual Report 2023–24

Australia’s National Science Agency

CSIRO acknowledges the Traditional Owners of 
the lands, seas and waters of the area that we live 
and work on across Australia. We acknowledge all 
Aboriginal and Torres Strait Islander Peoples and 
their continuing connection to their culture and pay 
our respects to Elders past and present. CSIRO is 
committed to reconciliation and recognises that 
Aboriginal and Torres Strait Islander Peoples have 
made and will continue to make extraordinary 
contributions to all aspects of Australian life 
including culture, economy and science.

Cover top: Wajarri Yamaji man and SKA-Low field technician Lockie Ronan 
holds one of the 131,072 antennas that will make up the SKA-Low telescope 
in Western Australia, under Wajarri Yamaji sky and stars.

Being built by the international SKA Observatory (SKAO), SKA-Low will look back 
in time to the Universe in its infancy, when the first stars and galaxies were born.

The first antenna for the telescope was installed in March 2024 at Inyarrimanha 
Ilgari Bundara, our Murchison Radio-astronomy Observatory. Read more about 
our involvement in this mega-science project on page 61. Credit: SKAO.

Cover bottom: Susan Merry, Our Home, 2023 (detail).

Our Home by Wajarri Yamaji artist Susan Merry was created during the SKAO Council’s 
first visit to Inyarrimanha Ilgari Bundara, our Murchison Radio-astronomy Observatory 
on Wajarri Country in Western Australia. Council members contributed to the artwork 
with handprints and detailing under Susan’s guidance. In Susan’s words, she shares the 
story of the painting: 

“Our home: years ago our old people used to walk everywhere hunting for food 
and water. Our home: we used to live on Boolardy and go and stay at the top shed. 
My uncle and brothers and other family members used to go mustering sheep 
for shearing. Today all you can see are the antennas large and small, with the 
wildflowers and hands representing that we all come as one on Land.”

We acknowledge the Wajarri Yamaji as Traditional Owners and Native Title Holders 
of the Inyarrimanha Ilgari Bundara, our Murchison Radio-astronomy Observatory site.



CSIRO Head Office

Clunies Ross Street, Acton ACT 2601
GPO Box 1700, Canberra ACT 2601 Australia

csiro.au | ABN 41 687 119 230

11 September 2024

The Hon Ed Husic MP

Minister for Industry and Science

Parliament House

Canberra ACT 2600

We have pleasure in submitting to you, for presentation to Parliament, the 76th Annual 
Report of the Commonwealth Scientific and Industrial Research Organisation (CSIRO) 
for the year ending 30 June 2024. This report has been prepared in accordance with 
the requirements of the Science and Industry Research Act 1949, section 46 of the 
Public Governance, Performance and Accountability Act 2013 and the Public Governance, 
Performance and Accountability Rule 2014.

The report was endorsed at the meeting of the CSIRO Board members on 29 August 2024.

Part 5 is a report on the operations of the Science and Industry Endowment Fund 
(the Fund), which was established under the Science and Industry Endowment Act 1926. 
It also includes a report by the Auditor-General on the accounts of the Fund.

Section 17BE(p) of the PGPA Rule requires CSIRO to report any significant activities 
and changes that affected the organisation or structure. During the reporting period, 
CSIRO welcomed new Chief Executive, Dr Doug Hilton, and commenced a focus on 
simplification and sustainability for increased impact. This includes early work to clarify our 
research portfolio, simplify our infrastructure management and restructure our Enterprise 
Services functions. As a result, we have made changes to our Executive Team structure 
during the reporting period, with further changes to follow to our organisational structure 
in the coming year. 

Importantly, we continued our core work of collaborating with partners to deliver science 
and solutions for the benefit of Australia. This ranges from agenda-setting research like 
our energy pricing GenCost report, delivered in partnership with the Australian Energy 
Market Operator (AEMO), through to research conducted at the vital national research 
infrastructure we manage for the nation, like biosecurity responses to avian influenza at 
the Australian Centre for Disease Preparedness (ACDP) in Geelong, Victoria. It also includes 
work that goes to the heart of the future of science in Australia – science that inspires 
hope and wonder. This ranges from partnering with schools and universities to strengthen 
the STEM pipeline at every stage of development through to global partnerships to look 
further and deeper into the mysteries of our oceans, environments and the universe.

We are very proud of CSIRO’s achievements this year and the enormous benefit 
we deliver to every Australian. 

Ms Kathryn Fagg AO
Chair, CSIRO Board

Dr Doug Hilton AO
Chief Executive, CSIRO

CSIRO Australia’s National Science Agency



Our annual report

Our annual report provides a summary of our activities and performance for the 
financial year ended 30 June 2024 against the planned objectives and outcomes in our 
Corporate Plan 2023–24 and Portfolio Budget Statements and aligned with the Minister’s 
Statement of Expectations and our Statement of Intent. It is prepared in accordance with 
the requirements of the Science and Industry Research Act 1949 (SIR Act), section 46 of 
the Public Governance, Performance and Accountability Act 2013 (PGPA Act) and the 
Public Governance, Performance and Accountability Rule 2014 (PGPA Rule).

In 2024, our annual report is accompanied by an additional CSIRO Highlights document, 
which further illustrates the activities and key achievements reported. Both documents 
together lead a suite of 2023–24 performance reporting across CSIRO (outlined below). 

Access the Annual Report 2023–24 along with the rest of the reporting suite being 
published throughout 2024 at: csiro.au/reportingsuite2024.

CSIRO Annual Report 2023–24

CSIRO Highlights 2023–24

CSIRO Sustainability Report 2023–24

CSIRO Indigenous Collaboration and 
Partnerships 2023–24

The Value of CSIRO 2024

CSIRO Science Health and 
Excellence 2023



About us

As Australia’s national science agency, 
CSIRO is solving the greatest challenges 
through innovative science and technology.

We are one of the largest and most multidisciplinary research 
organisations in the world, creating a better future for Australia.

Our purpose

Our purpose is to solve the greatest challenges through 
innovative science and technology. 

We are established by and operate under the provisions of 
the Science and Industry Research Act 1949 (SIR Act), which sets 
out our functions and powers. The governance, performance 
and accountability of our operations, including the use and 
management of public resources, are set out in the Public 
Governance Performance and Accountability Act 2013 (PGPA Act) 
and Rule 2014 (PGPA Rule). 

We are a corporate Commonwealth entity within the Industry, 
Science and Resources portfolio. We have a Board and Chief 
Executive and deliver value aligned to our Portfolio Budget 
Statement and our Minister’s Statement of Expectations. 

Our outcome

Our outcome, consistent with our legislation and stated in 
our Portfolio Budget Statement, is to produce innovative 
scientific and technology solutions to national challenges and 
opportunities to benefit industry, the environment and the 
community, through scientific research and capability 
development, services and advice.

We provide the essential scientific research and advice needed 
by a broad range of stakeholders, including conducting research 
pursuant to national priorities. We collaborate with innovators 
to convert discoveries and ideas into technologies, services and 
best practices that benefit the nation. Our impact extends beyond 
Australia; we are a regional leader in informing international 
policy and development for climate, biodiversity, sustainability 
and food security. 

We deliver around $13.3 billion1


 of benefit to the nation each year 
as a result of our science, securing our future national prosperity 
as well as environmental and social benefits.

Our vision

CSIRO. Creating a better future 
for Australia.

1 Source: The Value of CSIRO: The Broader Impact of CSIRO’s Portfolio of Activities, 2024 Update. RTI International.



Contents
Overview

2 What we achieved in 2023–24
3 How we deliver
4 Foreword by the Chair
5 Chief Executive’s report
6 Our Board
7 Our Executive Team
8 Our organisational structure
10 Where we work
12 Our strategy
14 Delivering on our purpose
15 Meeting expectations
16 Our scientific value chain
18 Our global reach
19 Our contribution to international targetsPart 1 21 Delivering on our strategy
23 Objective 1: Impact translation
39 Objective 2: Purpose‑driven science and technology
49 Objective 3: Engage and empower talent
59 Objective 4: World-class infrastructurePart 2 67 Annual performance statements
68 Introductory statement
70 Analysis of our performance
72 Our performance resultsPart 3 99 Our organisation
100 Operations
105 Governance and accountabilityPart 4 115 Financial statements
116 Independent Auditor’s report
118 Financial statementsPart 5 165 Science Industry Endowment Fund
166 Trustee’s report
169 Independent Auditor’s report for SIEF
171 SIEF financial statementsPart 6 183 Appendices and indexes
184 Data templates
198 Acronyms
200 Glossary
201 Index
213 Statement of Expectations index
214 Compliance index
217 Contact us

What we achieved in 2023–24

We engaged with over

3,000

domestic and international, 
industry and government 
entities, including 1,440 small to 
mediumsized enterprises (SMEs)


We engaged over 

100,000 primary, secondary 
and tertiary students and 
6,800 educators

with our education 
and outreach programs 

Aboriginal and 

1.8%2023

Torres Strait 

4 of our leading researchersjoined the official Australian 
Government delegation at the United 
Islander Peoples 
representation2.5%2024
Nations Framework Convention on 

RVInvestigator made its

Climate Change Conference of the 
Parties (COP28) in Dubai

100th voyage


496

We were awarded 

Best Employer Brand InitiativeCSIRO Early Research 
(SEEK Star Awards) and Diversity Career Postdoctoral 
Champion and Talent Insights and Engineering 
Pioneer (LinkedIn Talent Awards)Fellows joined 

us, growing the 
next generation of 
STEM professionals

Our highest IP revenue total 
in 9 years with a result of

Main Sequence invested in

8 new companies

$61 million

this year (totalling 63)

For more achievements like these see our accompanying Highlights 2023–24 
publication at: csiro.au/reportingsuite2024


How we deliver

Our objectives are our high-level key activities, reflecting our obligations under 
the Science and Industry Research Act (SIR Act) 1949, the Minister’s Statement of 
Expectations, and our response to the national and global innovation system. 

Our objectives explain how we will deliver on our purpose. They are 
underpinned by our values and have a clear set of priorities where we direct 
our focus and investments. They are outlined in our Corporate Plan 2023–24.

Objective 1

Impact translation

Advance Australia’s translation and commercialisation 
of science through collaborative networks.

Objective 2

Purpose-driven science and technology

Deliver impact at-scale aligned with the challenges we are solving 
and the portfolios of research directed to them. Invest in the right 
future science and technology to solve tomorrow’s challenges.

Objective 3

Engage and empower talent

Attract world-class talent and strengthen our nation’s science, technology, 
engineering and mathematics (STEM) pipeline. Build a culture that makes us an 
employer of choice and operate in an adaptable, resilient and responsive way.

Objective 4

World-class infrastructure

Share our world-class national labs and facilities 
with industry, universities and government.



Foreword by the Chair

The CSIRO Board is pleased to present this Annual 
Report, which celebrates the expertise, dedication 
and passion of the people and partners of CSIRO 
who have worked so hard to deliver outstanding 
national benefit over the past year. We also 
congratulate CSIRO’s Chief Executive Dr Doug Hilton 
on these strong results in his first year in the role. 

This year has seen significant change at Australia’s 
national science agency, including welcoming 
Dr Hilton, as well as a number of new Board 
members. We have also commenced work to make 
CSIRO simpler and more sustainable to increase 
its impact, including clarifying the broad span of 
our research portfolio, considering the dispersed 
footprint of our diverse infrastructure holistically, 
and commencing a reshaping of our non-science 
roles under our enterprise services reform. 

These initiatives build on a year of strong 
performance for CSIRO, as outlined in this Annual 
Report. The Board is especially pleased to see the 
continual growth of the independent estimate of 
the value of CSIRO’s science grow from $10.2 billion 
to $13.3 billion, and the increasing returns from 
our equity portfolio and our Intellectual Property 
(IP) exceeding targets to reinvest into our research. 
These results reflect CSIRO’s enduring commitment 
to science excellence and collaborative partnerships 
to shepherd breakthrough research into real-world 
solutions that make life better for every Australian. 

CSIRO has continued to work closely with partners 
across government, industry, research and the 
community to understand where its research 
can solve the greatest challenges for Australia. 
These partnerships are guided by the Australian 
Government’s Statement of Expectations for 
CSIRO, as well as responding to the government’s 
most pressing priorities, including giving effect to 
Australia’s obligations under the Paris Agreement 
and aligning with the National Science and Research 
Priorities. Collaboration is at the heart of our 
research – from the first stages of co-designing 
the questions we pose through to considering the 
needs of the people who will most benefit from 
our innovation. 

As Australia’s national science agency, we value the 
trust placed in us by the Australian people, which 
remains strong in this year’s Annual Report. In recent 
years, we have been especially focused on our role 
in reconciliation, outlined in our Reconciliation 
Action Plan and brought to life in our commitment 
to meaningful engagement and co-design with 
Aboriginal and Torres Strait Islanders, Australia’s 
first scientists. 

This year, the Board has been impressed with the 
leadership and values-led behaviour displayed by 
CSIRO’s people through a period of change and 
commend them for their unwavering focus on 
delivering national benefit through science and 
research. We hope Australia is as proud of their 
national science agency as we are.

Ms Kathryn Fagg AO

Chair, CSIRO Board



Chief Executive’s report

Science and CSIRO have never been more important 
to Australia as the profound challenges we are facing 
are becoming increasingly urgent and complex. 
As we confront these challenges, we must also look 
to seize the incredible opportunities they present. 
Over the last 12 months it has been a privilege 
for Kirsten Rose and I to lead this remarkable 
organisation and the talented and passionate people 
at the heart of it. We are delighted to present the 
2023–24 Annual Report. 

Over the past year, we have begun to reshape 
CSIRO to ensure we can more effectively solve the 
challenges that matter to Australia and Australians – 
transitioning our energy system and tackling 
climate change, more sustainably and productively 
generating the food the world needs, creating new 
manufacturing methods and building sovereign 
capability, supporting the health and wellbeing of all 
Australians, and better understanding the Universe, 
from deep space to the rich biodiversity of the lands 
and oceans. 

To maximise the impact of our research, we need to 
take the strong foundations of CSIRO and become 
simpler and more sustainable. We need to be able 
to shape our research portfolio in response to 
changing circumstances, to ensure our infrastructure 
is fit-for-purpose and that our enterprise service 
teams are effective and co-ordinated in their support 
of our science. We need to continue to effectively 
partner with industry, government, academia 
and communities to co-design and co-deliver 
solutions that are relevant, scalable and sustainable. 
These changes will allow our people to do their best 
work and ensure CSIRO and our collaborators can 
harness the power of science and technology to 
deliver benefit to the community for the years and 
decades ahead. 

I want to thank CSIRO’s people and our partners 
for the results reported here – we have so much 
about which to be proud. We are truly humbled to 
be leading this great organisation in its mission to 
create a better future for Australia, the region and 
our world. 

Dr Doug Hilton AO

Chief Executive | From September 2023

Ms Kirsten Rose

Acting Chief Executive | July to September 2023



Our Board

As at 30 June 2024

Ms Kathryn Fagg AO
Board Chair
Appointment: 
2 August 2018
to 13 October 2026

Ms Ming Long AM
Deputy Chair
Appointment:
1 May 2024
to 30 April 2028

Dr Doug Hilton AO
Chief Executive
Appointment: 
29 September 2023

Hon Ian Macfarlane
Member
Appointment: 
14 October 2021
to 13 October 2024

Prof Alex Brown
Member
Appointment: 
16 March 2023
to 15 March 2028

Prof Emma Johnston AO
Member
Appointment: 
22 August 2023
to 21 August 2027

Emeritus Prof Roy Green AM
Member
Appointment: 
7 December 2023
to 6 December 2028

Mr Terry Moran AC
Member
Appointment: 
24 April 2024
to 23 April 2027

Departed Board members active during the reporting period:

Mr David Knox Deputy Chair (non-executive) 5 May 2016 to 13 October 2025, resigned effective 14 September 2023

Prof Edwina Cornish AO Member (non-executive) 26 November 2015 to 25 November 2023

Dr Michele Allan Member (non-executive) 5 May 2016 to 4 May 2024

Prof Tanya Monro AC Member (non-executive) 25 February 2016 to 24 February 2024

Read more about the accountable authority members in Appendix B.



Our Executive Team

As at 30 June 2024

Dr Doug Hilton AO
Chief Executive

Ms Kirsten Rose
Deputy Chief Executive

Prof Bronwyn Fox
Chief Scientist

Mr Tom Munyard
Chief Operating Officer 

Dr Peter Mayfield
Environment, Energy 
and Resources

Prof Elanor Huntington
Digital, National Facilities 
and Collections 

Dr Michael Robertson
Future Industries (Acting)

Ms Marcia Gough
Chief People Officer

Departed Executive Team members active during the reporting period:

Mr Jonathan Law, Growth, departed April 2024



TONI MOATE

National Collections and 
Marine Infrastructure

JEN TAYLOR

(acting)

Agriculture and Food

DIETMAR TOURBIER

Energy

MARCUS ZIPPER

Manufacturing 

PETER MAYFIELD

Environment, Energy 
and Resources

MICHAEL ROBERTSON

(acting)

Future Industries

ELANOR HUNTINGTON
Digital, National 
Facilities and Collections

ROB HOUGH

Mineral Resources 

GAIL FULTON

Science Connect

DEBBIE EAGLES

Australian Animal 
Health Laboratory

JON WHITTLE

Data61

BRETT SUTTON

Health and Biosecurity

DOUGLAS BOCK

Space and Astronomy

BETH CRIBB
Chief of Staff

DOUG HILTON
Chief Executive

CSIRO BOARD

THE HON 

ED HUSIC MP
Minister

BRONWYN FOX

Chief Scientist

REBECCA OSTERGAARD

Chief Digital Officer

DANIEL METCALFE

Environment 

Our organisational structure

As at 30 June 2024



ACCOUNTABILITY AND GOVERNANCE

EXECUTIVE TEAM MEMBER 

RESEARCH UNIT LEADER

ENTERPRISE UNIT LEADER

SUBSIDIARIES OF CSIRO

INDEPENDENT TRUST


TOM MUNYARD

Operations

MARCIA GOUGH

People

LAURENCE STREET

Investment

JIM HENDERSON

Customer

PRERANA MEHTA

Strategic Partnerships

ALEX COOKE

Strategic Delivery

STEWART WALTERS

Finance

Legal

DAVE AGNEW

Business and 
Infrastructure Services


NATIONAL ICT 
AUSTRALIA

FUNDACION CSIRO 
CHILE RESEARCH

SCIENCE AND 
INDUSTRY 
ENDOWMENT FUND*


LYN MURPHY

Governance

CSIRO US

TANYA BOWES

Corporate Affairs

KIRSTEN ROSE

Deputy Chief Executive

INNOVATION FUND

AARON GONINON

 Health, Safety 
and Environment

BRENDAN DALTON

Information 
Management and 
Technology

*Read about our subsidiaries in Note 3.4 of the Financial statements in Part 4.

RAHUL SHAW

Strategy

JACK STEELE

Strategic Government 
Programs

JANE WARD

Science Impact 
and Policy



We have accredited science counsellors attached 
to the Australian embassies in Singapore, 
Vietnam, Indonesia and the US.

CSIRO people work at sites throughout Australia 
and overseas. 

Our global precincts bring together partners 
to support research and development of global 
standing and scale. Our national centres are 
research centres of national standing and scale.

We host Australia’s national research facilities and 
scientific collections that are available to Australian 
and international users. 

Our collaboration hubs are spaces dedicated 
to translating research outcomes to industry.

Our testing service centres provide testing 
and certification services for industry.

Global precincts

Canberra – National Agricultural and 
Environmental Sciences Precinct

Brisbane – Ecosciences Precinct

Perth – National Resource Sciences Precinct

Clayton – Australian Manufacturing 
and Materials Precinct

National centres

Sydney – Digital Services

Hobart – Marine and Atmospheric Sciences

Adelaide – Food, Health and Nutrition

Perth – Space Sciences

Townsville – Tropical Innovation

Newcastle – Energy Technology

 CSIRO site

 Global precinct

 National centre

 Collaboration hub

 Testing services

 National facility

 National collection

France

 Montpellier

Chile

 Santiago

Where we work

As at 30 June 2024, we operated 48 sites across Australia and 2 sites overseas. Our people also access 
desks or small areas of land for research purposes in 35 minor locations. We have one international 
office in Santiago, Chile, and one laboratory in Montpellier, France.



Our purpose is to solve the greatest challenges 
through innovative science and technology

The challenges we are solving

Health and 
wellbeing 

Enhance the health and wellbeing of all Australians.

Food security 
and quality

Grow the triple bottom line value of Australia’s 
agri-food and fibre industries. 

Secure Australia 
and region 

Safeguard Australia and our region from threats.

Resilient and valuable 
environments

Enhance the resilience and value of our natural 
and built environments.

Sustainable energy 
and resources

Lower emissions to net zero while sustaining 
Australia’s prosperity.

Future 
industries

Create Australia’s future sustainable jobs and industries.

Our values underpinning 
how we work

Making 
it real

People
first

Our strategy

As outlined in our Corporate Plan 2023–24 and Portfolio 
Budget Statement for 2023–24, our strategy directs how we 
will achieve our purpose and vision. It comprises the science 
challenges we set out to solve for the nation, the outcomes that 
guide our delivery, and the values that underpin how we work.



Trusted

Further 
together

Our objectives to deliver

Impact translation

Advance Australia’s translation 
and commercialisation of science 
through collaborative networks.

Purpose‑driven 
science 
and technology

Deliver impact at-scale aligned 
with the challenges we are solving 
and the portfolios of research 
directed to them. Invest in the right 
future science and technology 
to solve tomorrow’s challenges.

Engage and 
empower talent

Attract world-class talent and 
strengthen our nation’s STEM 
pipeline. Build a culture that 
makes us an employer of choice 
and operate in an adaptable, 
resilient and responsive way.

World-class 
infrastructure

Share our world-class national 
labs and facilities with industry, 
universities and government.

Our vision is 
to create a 
better future 
for Australia



Delivering on our purpose

Below is a snapshot of our 2023–24 performance. Six (6) (55 per cent) out of our 11 key performance 
indicators were achieved, with four (4) (36 per cent) partially achieved, and one (1) (9 per cent) not achieved. 
Our performance is provided in detail in Part 2: Annual Performance Statements on page 67. 

Our 2023–24 performance

OBJECTIVE

KEY PERFORMANCE INDICATOR

OUTCOME

PAGE

1. Impact translation

Demonstrated uptake and adoption with 
industry to support Australian innovation

 Achieved

72–73

Enhance innovation translation with Australian 
industry including SMEs and external partners

 Partially achieved

74–79

Do fewer, bigger things together

 Not achieved

80

2. Purpose-driven 
science and 
technology

Impact by alignment, design and scale 

 Achieved

81–82

Drive future science opportunities 

 Achieved

83

Be Australia’s trusted advisor

 Partially achieved

84–86

3. Engage and 
empower talent

Have a safe and inclusive workplace for all

 Partially achieved

87–89

Be a destination employer

 Achieved

90–91

4. World-class 
infrastructure

Have shared national labs 

 Partially achieved

92–94

Operational measures

Financial commitments 

 Achieved

95–96

Staff safety

 Achieved

97





For more detailed information on our key performance indicators and targets see our Annual Performance Statements 
on page 67.



Meeting expectations

The Minister for Industry and Science the Hon Ed Husic MP delivered a Statement 
of Expectations to our Board on 9 December 2022.

Through issuing a Statement of Expectations, Ministers are able to provide greater clarity 
about government policies and objectives relevant to a statutory authority, including 
the policies and priorities it is expected to observe in conducting its operations.

The following Objectives and pages highlight how we aligned our strategy and science to the 
Statement of Expectations.

Objective 1: Impact translation Page 23

Advancing 
national interests 

Deliver innovative scientific and technological solutions; taking Australian 
science to the world; maintaining an international presence; collaboration 
across government, university, industry and community.

Advancing government’s 
policy priorities

Advancing First Nations science; mission-directed research; delivering a 
future made in Australia through the National Reconstruction Fund.

Translation and 
commercialisation

Translating science and technology into products and services; supporting SMEs 
to commercialise and integrate research innovations; supporting government 
translation and commercialisation programs; building industry connections; 
supporting the health of Australians; managing research infrastructure.

Promoting STEM

Promoting careers and career paths for early career researchers, students, 
research and technical staff; communication of CSIRO science and research.

Department 

Working collaboratively with relevant government portfolios.





Objective 2: Purpose-driven science and technology Page 39

Advancing 
national interests

Deliver innovative scientific and technological solutions; taking Australian 
science to the world; maintaining an international presence; collaboration 
across government, university, industry and community.

Advancing government’s 
policy priorities

Advancing First Nations Science; mission-directed research; achieving Net 
Zero Emissions; becoming a Renewable Energy Superpower; delivering a 
future made in Australia through the National Reconstruction Fund.

Translation and 
commercialisation 

Translating science and technology into products and services; supporting 
SMEs to commercialise and integrate research innovations; supporting 
government translation and commercialisation programs; building industry 
connections; supporting the health of Australians; Managing research 
infrastructure and national facilities.

Department 

Working collaboratively with relevant government portfolios.





Objective 3: Engage and empower talent Page 49

Advancing government 
policy priorities

Advancing First Nations Science.

Organisational 
performance 

Legislative requirements; effective and efficient use of staff and resources; 
health and wellbeing of staff, pursuing and retaining talent.

Promoting STEM

Promoting careers and career paths for early career researchers, students, 
research and technical staff; communication of CSIRO science and research.





Objective 4: World-class infrastructure Page 59

Translation and 
commercialisation

Managing research infrastructure; building industry connections; 
supporting the health of Australians.







Figure: CSIRO level of investment by Types of Activity (Shift $ million)
2015: Experimental development 147; Applied 562; Strategic basic 208; Pure basic 30; Total 947
2024: Experimental development 278; Applied 847; Strategic basic 332; Pure basic 115; Total 1,572
Change +625 (66%)

Pure basicAppliedStrategic basicExperimental development+625 (66%)
,
Figure: Our research investment (proportion %, $ million spent) by socioeconomic objectives
Environmental management 12.8% ($202 m); Environmental policy, climate change and natural hazards 12.0% ($189 m); Energy 9.8% ($155 m); Information and communication services 9.0% ($142 m); Manufacturing 8.9% ($139 m); Plant production and plant primary products 6.6% ($104 m); Mineral resources (excluding energy resources) 6.1% ($96 m); Health 5.9% ($92 m); Animal production and animal primary products 5.4% ($84 m); Economic framework 2.2% ($34 m); Law, politics and community services 2.1% ($33 m); Defence 2.0% ($32 m); Culture and society 1.1% ($18 m); Indigenous 0.9% ($15 m); Other 1.2% ($18 m); Expanding knowledge (pure basic and strategic research) 13.9% ($218 m)
Environmental policy, climate change and natural hazardsRESEARCH INVESTMENT (%)
Environmental managementManufacturingEnergyInformation and communication servicesHealthPlant production and plant primary productsMineral resources (excluding energy resources)
Animal production and animal primary productsLaw, politics and community servicesEconomic frameworkDefenceCulture and societyIndigenousOtherExpanding knowledge (pure basic and strategic research)
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‡.ƒ% (…­ˆ‰ m)
‡.†% (…­‰€ m)
ƒ.‡% (…­Š‡ m)
‹.‹% (…­†‰ m)
‹.­% (…‡‹ m)
ˆ.‡% (…‡€ m)
ˆ.‰% (…ƒ‰ m)
€.€% (…Š‰ m)
€.­% (…ŠŠ m)
€.†% (…Š€ m)
­.­% (…­ƒ m)
†.‡% (…­ˆ m)
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­Š.‡% (…€­ƒ m)
Our scientific value chain

The figure below shows the proportion of our 
science using the 4 different research Types of 
Activity (TOA) from across the period 2015–24. 
The TOA allow research and development (R&D) to 
be categorised according to the type of research 
effort. It is a classification with 4 categories of 
research: pure basic; strategic basic; applied; 
and experimental development.

Socioeconomic outcomes allow R&D to be classified 
according to the intended purpose or adoption. 
The figure below shows the investment levels of our 
research portfolio towards Australia’s socioeconomic 
outcomes during the year. Our total R&D investment 
during the year was just over $1.57 billion.

CSIRO level of investment by Types of Activity (Shift $ million)

Types of Activity: Australian and New Zealand Standard Research Classification (ANZSRC), 2020, Australian Bureau 
of Statistics (abs.gov.au).

Our research investment (proportion %, $ million spent) by socioeconomic objectives

Other category includes construction, education and training, commercial services and tourism and transport. 
Research investment includes all business units and National Facilities excluding Science Connect. Expanding Knowledge 
category mostly includes the R&D that does not have an identifiable socioeconomic objective, which is usually the case for 
pure basic and strategic basic research types of activity classification.



Returning value to Australia 

In 2023–24, we continued tackling research problems aligned to the challenges we are solving for Australia. 
This work is ensuring our science and technology optimises the benefit from each investment made, 
as outlined in our 2023–24 Corporate Plan.

Health and 
wellbeing

Enhance the health and 
wellbeing of all Australians.

•Support healthier lives
•Infectious diseasesprevention and 
preparedness
•Digital transformationof healthcare
•Health technology solutions
Food security 
and quality

Grow the triple bottom line 
value of Australias agrifood 
and fibre industries.

•Profitable agriculturalproduction
•Improved crops and animals
•High value foods and feeds
•Sustainable and trusted 
value chains
Secure AustraliaandregionSafeguard Australia and 
our region from threats.
•Biosecurity•Defence and 
national security•Sovereign resilience•Stable and 
prosperousregion

Resilient and valuable 
environmentsEnhance the resilience and 
value of our natural and 
built environments.
•Resilience to climate risks•Healthy ecosystems•Resilient communitiesand built environments

Sustainable energyand resourcesLower emissions to net 
zero while sustainingAustralias prosperity.
•Electricity transition•Industry and transport 
decarbonisation•Sustainable prosperityfrom resources•Value-addedcriticalminerals

FutureindustriesCreate Australias 
future sustainable jobs 
and industries.
•Future high-tech industries•Transition to 
sustainableindustry•Strengthen theinnovationsystem


8.8:1 
8.8:1
return on 
investment

$13.3 billion

annual benefit to the nation2

The Value of CSIRO: The Broader Impact of CSIRO’s Portfolio of Activities, 2024 Update. RTI International.

Overview


Our global reach

United States of America 694

Under the Australia and USA leaders level 
Climate, Critical Minerals and Clean Energy 
Transformation Compact, we deliver against 
relevant national priorities including progressing 
programs of work with National Science Foundation, 
US Geological Survey and National Renewable 
Energy Laboratory.

India 97

Under the India Economic Strategy, we 
progress and develop the India Australia Critical 
Minerals Partnership; the India Australia Minerals 
Scholars Network (as part of the India Australia 
Minerals Partnerships in Green Steel and Critical 
Minerals); and the India Australia Rapid Innovation 
and Startup Expansion (RISE) Accelerator.

Southeast Asia 132

We have strategic partnership agreements in 
place with national science agencies in Singapore, 
Indonesia, Vietnam and Thailand, supporting the 
development and delivery of a broad platform 
of engagement spanning health and biosecurity, 
materials science, natural resource management, 
low emissions energy solutions, food security and 
responsible artificial intelligence (AI).

Japan 155

We are strengthening and building new 
partnerships in the areas of decarbonisation 
technologies, energy solutions, critical minerals 
processing, material sciences, machine learning and 
artificial intelligence (AI), digital networks and space 
with partners including: the Japan Organization for 
Metals and Energy Security (JOGMEC); the Research 
Institute of Innovative Technology for the Earth 
(RITE); Central Research Institute of Electric Power 
Industry (CRIEPI); National Institute of Advanced 
Industrial Science and Technology (AIST); Institute 
of Physical and Chemical Research (RIKEN); Japan 
Aerospace Exploration Agency (JAXA); universities; 
and industry.

Chile 56

We remain committed to continuing our 
collaboration with businesses, universities and 
government departments in Chile following the 
cessation of formal operations of Fundación CSIRO 
Chile Research on 30 June 2024.

United Kingdom 406

We have been working with United 
Kingdom partners – namely UK Research and 
Innovation (UKRI), UK Space Agency, Rothamsted 
and Alan Turing Institute – to increase bilateral 
collaboration on Earth observation (EO), quantum, 
artificial intelligence (AI), and renewable 
technologies. This includes supporting commitments 
to the joint statement of the United Kingdom and 
Australia on Cooperation in Quantum Technologies, 
and Australia and United Kingdom Critical Minerals 
Statement of Intent, both signed in late 2023. 
We are also partnering with UKRI through the 
Energy Systems Catapult to set up the National 
Energy Analysis Centre (NEAC) Living Lab, and 
recently announced a bi-lateral partnership with 
the Australian Space Agency and UK Space Agency. 
Funding will be provided under the UK-Australia 
Space Bridge to roll out Australia’s new AquaWatch 
water quality monitoring system to the UK.

Joint publications



Our contribution to 
international targets

Paris Agreement

Four of our leading researchers joined a 48-person 
official Australian Government delegation that 
attended the annual international United Nations 
Framework Convention on Climate Change 
Conference of the Parties (COP 28), in Dubai, 
United Arab Emirates in December. The delegation 
was among more than 100,000 people who 
gathered from across the globe to progress action 
on climate change. 

While not part of the official negotiations, 
our researchers were called on to provide advice 
to support the meeting’s negotiation process. 
Our people worked with, and supported delegates 
from, the Australian Department of Climate Change, 
Energy, the Environment and Water (DCCEEW), 
which manages Australia’s official participation 
at the meeting.

Our delegates represented Australia in discussions 
on energy transition, carbon dioxide removal, 
climate resilience and food system sustainability 
through more than 20 events, 12 meetings and 
8 speaking engagements. Our leadership in the 
international energy research community was 
demonstrated through our invited presence at 
events with the International Energy Agency’s global 
research network and Mission Innovation (MI), 
a global initiative of 23 countries and the European 
Commission to accelerate energy innovation 
toward net zero. 

Over 90 professionals working toward net zero 
gathered at Hobart in June for the CarbonLock 2024 
Conference to discuss the critical role of removals in 
processes or targets in reaching our net zero goal 
under the Paris Agreement. 

Without atmospheric carbon removals, reaching 
net zero will not be possible. Our CarbonLock 
Future Science Platform (FSP) is driving 
innovation and building Australia’s science and 
technology capacity in removals. The FSP goal is 
to permanently and responsibly remove carbon 
dioxide from the atmosphere at scale. These new 
technologies will be needed alongside existing 
solutions such as nature‑based afforestation and 
large‑scale decarbonisation.

Keynote speakers at the conference unpacked some 
early thinking around the large scale of removals 
that would be needed globally. It is estimated that 
6–8 gigatonnes of removals – and perhaps more – 
will be needed globally per year by 2050. What that 
means for Australia is 60 megatonnes of removals 
per year, equivalent to at least 10 Great Pyramids of 
Giza yearly.

To stay within the limit of 2 degrees global warming 
set out in the Paris Agreement, engineered 
removals (those being progressed through 
CarbonLock) would need to work to remove over 
a thousand times the amount of carbon currently 
sequestered by our natural land and ocean sinks. 

Our atmospheric carbon removal portfolio spans 
multiple domains of science and technology. 
CarbonLock encompasses research priorities as 
broad as direct air capture, enhanced mineralisation, 
ocean‑based carbon uptake and biomineralisation. 
Realising atmospheric carbon removal at scale in 
Australia by 2050 will require multi-disciplinary 
collaboration across the research sector to build 
a new industry. Doing so effectively could help 
realise the collective vision for functional, verifiable 
and permanent carbon removals on a large scale 
by 2040.



23 Objective 1: Impact translation

39 Objective 2: Purpose‑driven science and technology

49 Objective 3: Engage and empower talent

59 Objective 4: World-class infrastructure

Part 1 
Delivering on 
our strategy



Objective 1 
Impact translation

We are advancing Australia’s translation 
and commercialisation of science through 
collaborative networks. 

Accelerate commercialisation

Our approach to commercialisation is to find 
opportunities in the market, connect those 
opportunities with science and technology, 
and create commercialisation pathways to bring 
solutions to life.

Our commercialisation experts help researchers plan 
their science investments, so they create market 
impact and develop optimal commercialisation 
pathways, where our inventions, science capabilities 
and facilities have the most positive impact for 
Australia and the world. 

We have prioritised growing research 
commercialisation performance in collaboration with 
the higher education sector and industry. We also 
continue to work closely with publicly-funded 
research organisations and relevant government 
departments to scale research commercialisation 
capability and performance through programs, 
partnerships and investment. These initiatives aim 
to enrich innovation, ensure effective translation of 
knowledge and foster industry collaboration, which 
is essential for driving impactful commercialisation 
outcomes and supporting Australia’s 
economic growth. 



CSIRO’s 
commercialisation 
process

Research conducted 
across CSIRO

Revenue reinvested in science and
future commercial development activities

Companies

Entrepreneurs

Investors

Universities

Government

CSIRO

Define commercialisation opportunity

(technology/product/service)

Develop optimum
commercialisation
pathways

Sell IP

License for royalties
and/or equity

Research for equity

Collaborative venture

Proto-business (Spin-in)

CSIRO Spin-out

Employee start-up

Special purpose vehicle

Post-deal management

Ideation and invention

Deliver impact for Australia

Figure 1.1: How we commercialise research

CSIRO commercialisation program

The focus of this key initiative is to increase the 
volume, velocity and value of science translation 
and commercialisation capacity and capability. 
This includes recruitment and deployment 
of Innovation Accelerator Funds and the 
Commercialisation Pathways.

In 2023–24, our commercialisation performance 
continued to deliver results despite the slow state 
of the global investment market. The number of 
active licences in our portfolio was 616, with 74 new 
licences executed. Our licensing revenues grew 
to $61 million, representing 22 per cent growth in 
underlying royalties from 2022–23, and our highest 
licensing revenue in 9 years. There were no sales of 
Intellectual Property (IP) in 2023–24.

We became a shareholder in one new spin-out, 
working with UK-based biotechnology company 
Oxitec to create Oxitec Australia. 

Oxitec Australia will develop a solution to tackle the 
invasive, disease-spreading Asian tiger mosquito, 
Aedes albopictus, which poses a threat to human 
health, food security and the environment in 
Australia and our neighbours. Oxitec Australia 
is currently in the process of raising capital to 
initiate operations.

Our direct investments in portfolio companies 
have continued to grow, with the current direct 
investment portfolio valued at $243.5 million 
(representing a 9.6 per cent increase from 
2022–23), or $250.8 million if NICTA holdings are 
included. No material share sales were realised 
in 2023–24.



 IMPACT CASE STUDY

Venom unlocks blood clotting advantage

The opportunity

Incomplete blood clotting and sample stability are 
common issues in laboratories undertaking analysis 
of blood collection samples. This is especially so for 
patients on anticoagulant therapy, or when serum 
tubes are centrifuged before clotting is completed. 
Several of the blood collection tubes currently 
available take considerable time to achieve desired 
clotting. The challenge was to develop a serum 
tube that rapidly produced high quality and stable 
serum from the majority of blood samples including 
anticoagulated bloods and, importantly, could be 
manufactured using standard industry packaging 
and tube manufacturing technology.

The solution

To overcome these challenges, Australian med‑tech 
start-up from the University of Queensland, Q-Sera, 
developed technology to use a protein found 
in snake venom, which can now be produced 
synthetically in a lab setting. ‘RAPClot’ is a fast-acting 
coagulant that can achieve a consistent and stable 
blood clot, rapidly, compared to existing agents. 

CSIRO collaborated with Q-Sera as part of the 
CSIRO Kick-Start initiative to leverage funding, 
expertise and to address the challenge of how to 
coat the inner surface of blood collection tubes 
with RAPClot at‑scale. 

Tubes with RAPClot led to firmer and more complete 
clots with higher quality serum, reducing re-clotting 
and improving accuracy. It can achieve a stable clot 
in under 5 minutes, even at higher concentrations 
of anti-coagulant – particularly beneficial for blood 
tests performed in emergency settings, where the 
coagulation status of a sample may not be known.

The impact

By engaging CSIRO and undertaking their research 
within Australia, Q-Sera accelerated the production 
of a commercially ready product within 18 months, 
resulting in an exclusive license of the technology 
with a major manufacturer for the Japanese market. 

Q-Sera forecasts indicate significant global market 
shares can be achieved of 10 per cent or more 
depending on pricing and market segmentation. 
With the addition of scientific benefits and royalty 
payments, a benefit cost ratio of around seven 
is estimated. 

This means that for every dollar of investment 
into the development of RAPClot, at least $7 in 
benefit is generated for the Australian community. 
This is in addition to the direct benefit of having he 
RAPClot rapid serum tubes in the Australian market 
benefiting patients and laboratories.

CSIRO scientist Paul Pasic in CSIRO’s Biomedical Materials Translational Facility, holding one of Q-Sera’s blood 
collection tubes.



Main Sequence – CSIRO’s 
Innovation Fund

Main Sequence, manager of the CSIRO Innovation 
Fund, invests in translating publicly-funded 
Australian research into global companies that 
create jobs and grow Australia’s economy. Main 
Sequence invests in spinouts, start‑ups and SMEs 
with strong links to Australian high‑value deep 
tech opportunities including from Australia’s 
Economic Accelerator.

Between 2017 and 2023, the Australian Government 
has invested $175 million with Main Sequence, 
contributing to their total $1 billion in funds under 
management. Since its inception in 2017, Main 
Sequence has invested in 63 companies, with 8 of 
these being new investments this financial year. 
These companies have created over 2,200 deep 
technology jobs since inception. At least 20 of these 
companies have ongoing relationships with CSIRO 
and 38 have more than 100 separate collaborations 
with 32 Australian universities. Main Sequence funds’ 
investments attract over $3.50 of co-investment for 
every dollar spent.

Commercialisation services for the 
national innovation system

We aim to boost and complement our 
commercialisation capability and services for the 
innovation system, including delivering industry 
programs such as iPhD, ON Prime and ON Accelerate, 
to uplift the technology readiness level and scale 
of research.

Industry PhD (iPhD)

The CSIRO Industry PhD (iPhD) Program assists 
PhD candidates to develop skills to work in and 
with industry and deepens collaboration between 
industry and the research sector. The program 
is part of an Australian Government initiative to 
better translate university research into commercial 
outcomes and provides domestic students with the 
opportunity to undertake a PhD identified and jointly 
supervised by an industry partner, an Australian 
university and CSIRO. 

Over the past 2 years, we have engaged 
extensively with Australian universities to 
support the implementation of the program. 
As of 30 June 2024, 56 CSIRO iPhD scholarships have 
been awarded and we expect to have 100 allocated 
across 30 universities by the end of 2024–25. 
We are currently supporting a cohort of 
43 (commenced) students, including our 6 pilot 
program students, and the second round has 
identified 50 projects with 46 industry partners 
(mainly small and medium businesses) and 
26 universities. 

ON Program

We continue to advance research translation skills 
for the nation through our ON Innovation Program. 
The program is part of a $37.4 million commitment 
over 4 years by the Australian Government’s 
University Research and Commercialisation Action 
Plan (URCAP). This year concludes its second year. 
ON aims to prepare and train Australian university 
researchers, publicly-funded research teams and 
industry to move research into the market through 
the commercialisation of products and services. 
Its flagship programs are:

• ON Prime: to undertake customer discovery 
and market validation. 
• ON Accelerate: to validate and develop 
high‑potential innovative ventures.


This year, the ON Program conducted 3 programs, 
delivering 2 rounds of ON Prime and one ON 
Accelerate. ON Prime 14 had 144 participants across 
48 teams and ON Prime 15 had 113 participants 
across 33 teams. ON Prime had representation 
from 28 organisations across universities, research 
institutes and CSIRO, including 2 dedicated cohorts 
supporting the iLAuNCH University Trailblazer for 
the University of Southern Queensland. 

We delivered our ON Accelerate 8 program with 
47 participants across 10 teams, with an additional 
53 participants across 10 teams participating in 
the ON Accelerate 8 selection Bootcamp. The ON 
Accelerate experience had representation from 
14 organisations across universities, research 
institutes and CSIRO. Of the 101 teams in these 
national programs, more than 83 per cent were 
from the research ecosystem with less than 
17 per cent CSIRO‑based. 

In addition to Prime and Accelerate, ON has delivered 
a further 16 programs to over 480 individual 
participants across 10 organisations, including 
CSIRO. ON has reached a further 1,600 attendees 
through 17 ‘innovation ecosystem capability uplift’ 
and engagement events held throughout the year. 
Combined, this is more than 2,400 people engaging 
with ON-delivered ‘capability uplift’ programs and 
ecosystem events throughout the year.



Through its team-based program, since 2015 the 
ON Program has helped more than 5,300 people 
from over 1,350 teams across 59 universities, 
publicly funded research agencies, medical 
research institutions and CSIRO. Post-program, 
ON participants have created 75 companies and over 
700 jobs, raising $364 million in investment capital 
and $326 million in commercialisation grant funding.

Teams participating in the ON Program have 
representation across all 7 of the National 
Reconstruction Fund’s priority areas. ON offerings 
continue to be refined and adapted to meet current 
market needs and the growing innovation capability 
maturity in the research sector.

Trailblazer Universities Program 

As part of the Australian Government’s Economic 
Accelerator initiative, we play an active role in the 
$242.7 million Trailblazer Universities Program, 
part of the University Research Commercialisation 
Action Plan. Through the program, the Australian 
Government is contributing $45 million towards 
investing in research infrastructure to foster greater 
engagement between universities and industry 
and expedite the commercialisation of university 
research.

The Trailblazer program was designed to propel 
specific technologies across the ‘valley of death’ 
that separates research from commercialisation, 
ultimately increasing their technology readiness 
level (TRL) and facilitating the scaling of research to 
a point where private sector investment becomes 
more attractive. Our role is to drive investment in, 
and use of, the world-class research infrastructure 
we manage, with the goal of developing technology 
for commercialisation.

During 2023–24, we progressed with establishing 
speciality equipment aligned with 6 trailblazer 
universities: Curtin University, Deakin University, 
University of Adelaide, University of Queensland, 
University of New South Wales, and the University 
of Southern Queensland. Four speciality pieces of 
equipment were made fully available during the 
year, and we progressed planning, procurement and 
commissioning of a further 12 pieces of equipment. 
The equipment acquired under the Trailblazer 
program will play a crucial role in supporting 
various sectors, including defence, space, recycling 
and clean energy, food and beverage, resources 
technology and critical minerals processing. 
All equipment is strategically located at sites that 
offer an established knowledge base, further 
facilitating impactful outcomes in collaboration with 
our industry partners.

Intellectual property (IP)

We are a key producer of high-utility Australian 
intellectual property (IP) and Australia’s second 
highest patent filer. We file across a broad range of 
domains, including biotechnology, food chemistry, 
polymers, materials and computer technology, and 
increasingly in the areas of machine learning and 
quantum technology. 

Our registered IP underpins the successful impact 
of many of our technologies, including by bringing 
in research projects, licensing and opening other 
commercialisation pathways. 

At June 30, we had 4,181 active patents, 470 active 
trademarks, 96 active registered designs and 
106 active Australian plant breeder’s rights. 
We filed 74 provisional patent applications directed 
to new inventions and 36 Patent Cooperation Treaty 
applications (see Table 1.1). There was an increase 
in new patent filings during the year, partly due to 
a number of our Future Science Platforms (FSPs) 
maturing. This is a good indicator of existing 
technologies making their way through the pipeline 
and it highlights our continued focus on having IP 
strategies that support our impact strategies.

National patent network

Our Patent Collaboration Network encompasses 
all patents that have been filed, accepted, certified 
or granted with IP Australia, between 2018–22 
(Table 1.2). Patent collaboration is an indicator 
of connection with other entities. It does not 
necessarily reflect the volume or strength of an 
institute’s patent portfolio. Patent data is measured 
by calendar year, in arrears. 

In 2023 we were ranked first by Degree Centrality 
(a measure of external connection), second by 
Betweenness Centrality (a measure of importance as 
a connector) and third by PageRank (a measure of 
overall importance in the network). 

These rankings reflect a slight decline from 2022 
when we were ranked first across all 3 metrics.



Global patent filings

Each year, the World Intellectual Property 
Organization (WIPO) publishes data on complete 
patents known as PCT filings. Table 1.3 shows 
published PCT filing counts from 2020–22 for top 
government research organisations (limiting the list 
to the top 30) and their corresponding rank. 

It should be noted that the numbers reported 
in Tables 1.2 and 1.3 differ as our data refers to 
applications filed during 2022 (Table 1.2) while 
WIPO reports on PCT applications published during 
2022 (Table 1.3). We are currently ranked joint 26th 
(with two other organisations) down from 19th 
last year. 

While this is a decline (of 7 places) filing counts tend 
to be volatile and annual changes in ranking of this 
magnitude are not unexpected.

Table 1.1: Intellectual Property 2023–24

IP CATEGORY

SUB CATEGORY

2020–21

2021–22

2022–23

2023–24

Patents

Provisional applications

53

48

54

74

Patent Cooperation Treaty (PCT) 
applications and direct filings

60

49

37

36

Patent families

658

647

681

693

Granted cases

2,199

2,499

2,511

2,278

Live cases

3,754 

4,035 

4,345 

4,181

Trademarks

Australian

266 

261 

276 

255

Overseas

46 

48 

54 

215

Plant Breeder’s Rights

Australian

65 

77 

89 

91

Overseas

22 

19 

18 

15

Registered designs

Australian

14 

15 

18 

25

Overseas

17 

15 

56 

71





Table 1.2: Australian Patent Collaboration Network Rankings 

INSTITUTION

WEIGHTED DEGREE 
CENTRALITY

WEIGHTED BETWEENNESS 
CENTRALITY

WEIGHTED 
PAGERANK

University of Melbourne

2

4

1

University of Sydney

2

5

2

CSIRO

1

2

3

Newsouth Innovations

4

3

4

Monash University

5

1

5

RMIT

9

8

7

QUT

18

12

9

University of Queensland

12

6

10

Griffith University

14

11

12

Florey Institute

25

16

16







Table 1.3: PCT Filing Count, and Rank of Top Government and Applied Research Organisations Globally

INSTITUTION

ORIGIN

2020

2021

2022

RANK

Shenzhen Institute of Advanced Technology

China

362

396

486

1

Fraunhofer

Germany

428

343

366

2

Commissariat a L'énergie Atomique et aux Énergies 
Alternatives (CEA)

France

208

182

209

3

Institut National de la Santé et de la Recherche 
Médicale (Inserm)

France

167

144

130

4

Centre National de la Recherche Scientifique (CNRS)

France

121

116

119

5

Korea Electronics Technology Institute

South Korea

83

74

103

6

US Department of Health and Human Services

USA

48

65

90

7

National Institute of Advanced Industrial Science 
and Technology

Japan

98

87

89

8

Agency for Science, Technology and Research (A*STAR)

Singapore

142

104

88

9

Max Planck Institutes

Germany

55

57

80

10

Korea Research Institute of Chemical Technology

South Korea

58

48

72

11

Consejo Superior de Investigaciones Científicas (CSIC)

Spain

66

72

71

12

Mayo Foundation

USA

73

60

67

13

Sloan-Kettering Institute for Cancer Research

USA

54

66

65

14

US Government as represented by the Department 
of Veterans Affairs

USA

15

32

65

14

Riken

Japan

39

49

63

16

Helmholtz

Germany

45

42

62

17

Council of Scientific and Industrial Research

India

46

35

59

18

VTT Technical Research Centre

Finland

57

52

55

19

Battelle Memorial Institute

USA

52

47

52

20

Institute of Microelectronics of the Chinese Academy 
of Sciences

China

33

42

51

21

German Centre for Air and Space Travel

Germany

26

34

46

22

City of Hope

USA

20

33

46

22

Netherlands Organisation for Applied Scientific 
Research (TNO)

Netherlands

76

78

45

24

Korea Research Institute of Bioscience and Biotechnology

South Korea

26

32

43

25

CSIRO

Australia

39

48

40

26

Scripps Research Institute

USA

39

40

40

26

Shanghai Institute of Materia Medica, Chinese Academy 
of Sciences

China

29

40

40

26

National Institute for Materials Science

Japan

39

43

39

29

National Research Council

Canada

28

37

39

29







Science excellence

Our science excellence must be strong enough to 
underpin the real-world solutions to the challenges 
we tackle. We benchmark results in each of our 
major fields of research (‘Units of Assessment’) 
against a list of similar organisations unique to each 
assessment. This ensures a fair comparison that 
recognises the different roles science excellence 
plays in different parts of the organisation 
and overcomes several limitations in standard 
citation metrics.

Science is considered of an adequate standard 
to deliver impact if it is ranked in the top 
3 quartiles of peers. We consistently rank in the 
top quartile of peers, representing excellent 
research. For more information please see our 
Science Health and Excellence report available 
at csiro.au/reportingsuite2024.

CSIRO Publishing

CSIRO Publishing is an editorially independent 
science publisher that connects researchers, 
society, government, industry, and citizens of 
all ages to science.

2023–24 has been a year of change for CSIRO 
Publishing with new Director Arend Kuster 
commencing in January. To grow our core author 
base and business beyond Australia, we are 
digitising our business workflows and modernising 
and increasing discoverability for our 28 journals, 
ensuring our content platform delivers beyond what 
is expected in the market.

In June 2024, CSIRO Publishing took on the 
publication of Cosmos science magazine and news 
service for the coming year, supported through 
funding from CSIRO as well as the Commonwealth 
and South Australian Governments. This was to 
ensure vital science information continues to 
be provided to the Australian community, while 
it works to explore long-term options for the 
publication’s sustainability.

We have continued to develop our roadmap towards 
open access with agreements now extending to 
the United States and United Kingdom. We are 
planning further collaboration with the National 
Science and Technology Library in China, where we 
are actively developing relationships to increase our 
publishing footprint. 

Our award-winning books program continues to 
grow with children’s books through to professional 
guides and academic texts. We released 27 book 
titles this year across a range of reading levels. 
Digital books comprised approximately 15 per cent 
of sales and we co-published several titles 
with international partners. Our Double Helix 
magazine continues to inspire a new generation of 
science‑curious kids with hands-on activities and 
STEM news. We publish 8 magazine issues per year 
on the latest science and provide additional content 
online via our e-newsletter, blog and social media. 
We are working to develop Double Helix towards 
a more digital future. 

CSIRO Publishing also provides training on effective 
written communication for our scientists, equipping 
them with the skills they need to communicate 
their research effectively and achieve the desired 
impact. In 2023–24, over 400 participants, including 
Masters and PhD students, early career researchers 
and engineering consultants, participated in our 
student‑centred active learning workshops tailored 
to the participants’ writing needs.



Exponential networks

Collaboration is crucial to our success. We harness the exponential 
power of our diverse, inclusive customer and partner network to 
amplify our impact and increase the benefit we deliver. 

Figure 1.2: How we collaborate

Collaboration 
is crucial to 
our success

Global

We collaborate with leading institutions, maintain an active 
international presence, particularly within the Pacific, and 
build collaborative relationships with other countries to 
progress solutions to shared regional challenges.

Government

We continue to be a key partner of 
government in providing scientific advice to 
assist with decision making and supporting 
the implementation of policies, programs 
and projects. We have formal advisory roles 
and provide targeted briefings and reports 
to government.

Industry

We support large corporates via 
dedicated innovation programs and 
partner SMEs with Australia’s best 
researchers and facilities to support 
and enable innovation through 
funding, expertise and resources. 

University

We have strong collaborative 
relationships with Australian 
universities to train and develop 
Australia’s research workforce.

Community

We work hard to earn and maintain the trust of the Australian 
community through our communication and outreach activities. 
This includes running programs with schools, inviting visitors 
into our centres, connecting the public through citizen science, 
and engaging across traditional and social media.



Strategic partnerships

We coordinate and lead cross-disciplinary, major 
domestic and global programs targeted at delivering 
organisational growth through addressing market 
pull at-scale opportunities and developing strategic 
customer/partner engagements.

Global collaboration

We work to solve the greatest challenges, both 
for Australia and the world. We do this through 
maintaining an active international presence and 
building collaborative relationships that generate 
positive impacts for today and tomorrow. This opens 
many opportunities and continues to build impactful 
pathways for greater translation and adoption of 
our solutions. 

Impacts for our region 

As science is called upon to provide solutions 
to our shared challenges, Australia’s research 
partnerships in the Indo-Pacific have become 
increasingly important to our bilateral and 
multilateral relationships in the region. 
These partnerships include:

DFAT-CSIRO Regional Health Partnership – Helping 
governments across Southeast Asia and the Pacific 
to prepare for, and respond to, infectious disease 
outbreaks. 

Partnerships for Infrastructure (P4I) – Assisting 
the ASEAN Centre for Energy (ACE) and ASEAN 
Renewable Energy Sub-Sector Network (RE-SSN) in 
its work developing a Renewable Energy Long-term 
Roadmap for the region. 

Indo-Pacific Biosecurity Research, Development 
& Extension (RD&E) Partnership – Co-designing a 
research alliance to boost capacity and capability 
towards stronger bio-protection in the region. 

CSIRO-A*STAR, Singapore Collaboration – 
Strengthening Singapore-Australia science, 
technology and innovation collaboration in fields 
of mutual interest relevant to the green economy via 
the Master Research Collaboration Agreement with 
Singapore’s national science agency A*STAR.

The Australia-Singapore Initiative on Low 
Emissions Technologies (ASLET) – partnering with 
Singapore’s Maritime and Ports Authority to deliver 
the $20 million ASLET initiative for the maritime 
and ports sector. 

Data4Development (D4D), Indonesia Partnership – 
Empowering high-performing data specialists from 
partner government agencies in Southeast Asia and 
the Pacific to use best practice technology to support 
economic growth and sustainable development. 

Aus4Innovation (A4I) Program, Vietnam – 
Supporting Vietnam to develop an innovation‑led 
economy through a 10-year, $33.5 million assistance 
program, sponsored by the Department of Foreign 
Affairs and Trade (DFAT), co-funded and managed 
by CSIRO and delivered in strategic partnership with 
Vietnam’s Ministry of Science and Technology. 

Indigenous Science, New Zealand – Building and 
strengthening connections between Māori scientists 
and Aboriginal and Torres Strait Islander scientists 
to enable sharing science journeys, experience and 
traditional knowledge across the 2 countries. 

Climate Change Resilience, Pacific Island countries 
– Leading integrated physical climate change hazard, 
vulnerability and risk assessments across 4 countries 
(Tuvalu, Nauru, Federated States of Micronesia, and 
Nuie) to serve as an evidence basis for informing 
each country’s national adaptation planning process. 

Food and Agriculture Resilience, Samoa – 
Partnering with Samoan Government, universities 
and industry to develop a digital tool to support 
decision-makers navigating the impacts of climate 
change on the agri-food system. 



Government collaboration

We continue to be a key partner of government in 
providing scientific advice to assist with decision 
making and supporting the implementation of 
policies, programs and projects.

We have formal advisory roles in a range of policy 
priority areas, including artificial intelligence (AI), 
biosecurity, quantum, sustainable aviation and 
robotics. We regularly provide targeted briefings 
and reports to address government requests, 
briefings on our research of interest to government, 
and submissions to government consultations. 
In 2023–24, we engaged with over 42 government 
consultation processes through a range of 
submissions, letters and briefings. These covered 
topics as wide-ranging as water reform, satellites, 
pandemic preparedness, responsible AI and digital 
research infrastructure. 

We also respond to requests by government to 
develop and apply decision-making tools such as 
models and data analytics to support policymakers 
directly, or to make them available to community 
sectors (such as farmers) as part of government 
programs. We can also be called upon to run 
programs on behalf of government, where programs 
require specialist expertise or connection such as 
the following:

• We will receive a further $1.9 million for 
Sparked, Australia’s national Fast Healthcare 
Interoperability Resources (FHIR) Accelerator 
Program, which helps accelerate information 
exchange across Australia’s healthcare system. 
It is being developed by our Australian e-Health 
Research Centre in close collaboration with the 
federal Department of Health and Aged Care. 
This funding is in addition to the $4.6 million 
received in last year’s budget.
• We are engaging with a range of departments 
and agencies to demonstrate an evidence base 
for the government’s net zero agenda.
• We are sharing our expert insights with the 
Department of Industry, Science and Resources 
(DISR) and the National Reconstruction Fund 
Corporation to support the implementation of 
the $15 billion National Reconstruction Fund.
• Our senior leaders are members of various 
ministerial and government advisory panels, 
including Chief Executive Dr Doug Hilton who is 
on the National Science and Technology Council. 
• Twenty-eight CSIRO researchers attended Science 
meets Parliament in March 2024, meeting with 
Parliamentarians and learning more about 
science informing policy.


Industry collaboration

Large corporations

We support large corporates via dedicated 
innovation programs to address industry or market 
challenges. These highly successful programs 
have led to solutions for our partners and to 
the establishment of CSIRO-backed IP-based 
start-up companies focused on market gaps and 
opportunities that extend beyond any one corporate 
player. We utilise several commercialisation 
pathways to translate our research into the market: 
our IP forms the basis of start-up companies, 
some of which have attracted large corporate 
investors; our IP has been licensed or sold to 
industry; and we provide research for equity that 
ultimately leads to being able to commercialise IP. 
Recent large corporate partnership examples include 
the following: 

• Our long-standing strategic partnership with 
Fortescue, focused on decarbonising hard‑to‑abate 
sectors in Australia and globally, has seen the 
speedy and successful development of several 
hydrogen technologies from very early to high 
TRLs, making them ready for real-world use.
• Our Earth Analytics and Science Innovation (EASI) 
platform has been licensed both in Australia 
and overseas in a wide range of applications. 
For example, licensed to a Fortune 500 company, 
the platform is being used in the US to transform 
and innovate forestry management and improve 
sustainable harvesting practices.


We are also collaborating with large organisations to 
combine our unique capabilities to solve challenges 
facing Australia. For example, our partnership with 
Google aims to preserve and restore Australia’s 
Giant Kelp Marine Forests in Tasmania (95 per cent 
has been decimated due to climate change and 
rising sea temperatures). Using Google AI, we are 
conducting genomic research to understand what 
makes some of the kelp heat resistant, aiming to 
provide critical data to scientists working to restore 
and grow the forest, catalyse and accelerate research 
and impact.

Small- to medium-sized enterprises

Our SME Connect program supports small- to 
medium-sized enterprises (SMEs) and start-ups, 
enabling innovation through collaboration, training, 
facilitation, funding, and access to alternative 
facilities. This year, SME Connect programs engaged 
with over 250 SMEs nationally, which injected more 
than $26 million into research and development.



In June 2024, the Queensland Government’s 
Department of Environment, Science and Innovation 
announced SME Connect as the delivery partner 
of a new $7 million program to boost research 
collaboration in Queensland. Set to start in late 2024 
(ending June 2027), the Regional University Industry 
Collaboration (RUIC) Program will connect regional 
universities with start-ups and SMEs in Queensland 
to drive local innovation and economic growth 
through dollar-matched funding, R&D training and 
networking events. 

This year, we committed an extra $20 million to 
SME Connect programs, including CSIRO Kick‑Start 
(Kick-Start), Innovate to Grow, and the SME Strategy 
(former SME Collaboration Initiative) until 2028. 
We also launched a new program – the India 
Australia Rapid Innovation and Startup Expansion 
(RISE) Accelerator – to help Australian companies 
commercialise technology into India and vice versa. 

The following programs were delivered by SME 
Connect in 2023–24:

• Kick-Start – helping eligible businesses access 
affordable, high-quality expertise through 
subsidised research. Eligibility was expanded 
to include businesses with a turnover of 
up to $10 million (previously $1.5 million), 
resulting in 47 Kick-Start projects approved with 
36 companies. Thirty-seven projects commenced 
to a total value of $3.2 million ($1.4 million in 
vouchers, $1.7 million in industry contribution and 
$100,000 in CSIRO research unit contribution). 
Eight per cent of projects were from 
Indigenous‑led companies, and over $1 million in 
investments were allocated to Kick‑Start alumni 
companies through the Indigenous Research 
Grant Program. In 2023–24 alone, alumni 
companies raised over $69 million in investments.
• The India Australia Rapid Innovation and 
Start‑up Expansion (RISE) Accelerator – 
purpose‑built to help Indian and Australian 
start-ups and SMEs fast-track their cross-border 
impact with mature, cutting-edge science-based 
technology. The program supports Australian 
start-ups and SMEs who are working on 
innovative environment and climate technologies 
and are considering expansion into India. 
The program also supports Indian start-ups and 
SMEs to expand into the Australian market. 
• Innovate to Grow – a 10-week experiential 
learning program to help SMEs understand the 
benefits of research and development, work 
on a real business challenge, and connect with 
suitable funding programs. The program ran 
8 programs for 170 SMEs in the health and 
medtech, agrifood, advanced manufacturing, 
ending plastic waste, critical minerals, and 
cyber security and digital technology sectors. 
Programs were supported by the Department of 
Industry, Science and Resources Cybersecurity 
Skills Partnership Innovation Fund, and the 
Western Australian Department of Primary 
Industries and Regional Development. 
Feedback on the program has been outstanding, 
with an average 8.5 (out of 10) ‘willingness to 
recommend’ score and up to 22 per cent of SMEs 
initiating research collaboration initiatives in the 
first year post‑program. 
• SME Strategy (formerly ‘SME Collaboration 
Initiative’) – aims to improve understanding of 
how we can lower the barriers for SMEs to pursue 
their research and development ambitions with 
improved and simplified access to innovation 
services and skills, training and funding. 
Highlights this year include research with the 
University of Queensland and Queensland 
University of Technology, expansion of the 
SME National Research Ecosystem Community 
of Practice (to 22 universities and research 
organisations) and establishment of a network 
of CSIRO SME Champions to drive greater 
engagement with SMEs across CSIRO.


Industry organisations engaged 
in education programs

We engage with STEM industry organisations to 
support, advocate and provide opportunities in 
education programs. We define ‘engaged’ as having 
a strategic, whole‑of‑organisation commitment to an 
education program. 



STEM Together – helps young people in Years 5 to 
10 and the adults who support them – build their 
confidence, capability and connection with STEM 
using evidence-backed, strength-based approaches 
and real-world learning opportunities. It prioritises 
opportunities for Aboriginal and/or Torres Strait 
Islander and female students, and students from 
regional or lower opportunity areas, strengthening 
relationships between community and industry, and 
reinforces STEM engagement. In 2023–24, STEM 
Together facilitated 198 instances of participation 
across 18 events and programs, including:

• twenty-five ‘Young Future Shapers’ and 5 ‘Adult 
Future Shapers’ who explored and extended 
their STEM skills and interests through tailored 
events and opportunities. Eighty-nine per cent 
of Young Future Shapers indicated increased 
interest in STEM and 100 per cent increased 
their interest in pursuing a STEM career. The 
second annual call for nominations attracted 
783 applications (combined Adult and Young 
Future Shaper programs). 
• one hundred and seventy-three educators who 
attended 13 STEM Together professional learning 
events, gaining strengths‑based approaches 
and tools for more inclusive, engaged STEM 
classrooms. Seventy‑six per cent of attendees 
reported an increased confidence in applying 
these strategies in class.


The Gupta Family Group (GFG) Foundation Student 
Programme – was delivered to Whyalla, Newcastle, 
Tahmoor and Georgetown in New South Wales 
and expanded to Brisbane Queensland. At the end 
of 2023, 141 Year 7–10 students graduated. Overall 
findings indicate a positive impact on student 
engagement and confidence, enterprise skills and 
awareness of local STEM industry, and an increased 
interest in learning about STEM and pursuing STEM 
careers. Students were supported throughout 
the program by 41 mentors from GFG Alliance 
businesses.

Generation STEM – hosted its annual 
‘WithSTEMYouCan’ careers expo in Western Sydney, 
with almost 100 industry professionals representing 
24 STEM industry partners showcasing STEM careers 
to an engaged audience of 320 high school students. 
The Educate to Innovate breakfast held in May aimed 
to equip businesses with the tools and knowledge 
needed to engage with junior talent in STEM fields. 
Attended by 50 industry and education professionals, 
the inaugural event focused on the opportunities for 
industry when engaging with secondary and tertiary 
education institutions and interns to inspire growing 
interest, build awareness of career opportunities in 
their sector, and access and cultivate junior talent.

Cooperative Research Centres (CRCs)

The Cooperative Research Centre (CRC) program 
supports collaborations between researchers, 
industry and the community to foster high-quality 
research and development. The program enables 
research teams to connect across institutions 
and industries to inform research priorities and 
implement research solutions to maximise impact. 
CRC grants provide successful applicants with access 
to grant funds for up to 10 years. 

Since the CRC program commenced in 1991, the 
Australian Government has funded 238 CRCs. As at 
June 2024, there were 26 CRCs currently active with 
CSIRO participating in 17 of these. We are the single 
biggest research organisation involved in CRCs and 
have contributed to more than 150 CRCs over time. 

CRC Projects (CRC-P) are smaller collaborations 
with timelines of up to 3 years and grants of 
up to $3 million. They develop important new 
technologies, products and services that deliver 
tangible outcomes. This year, our total cash and 
in-kind (for example, staff and use of assets) 
contribution to CRCs and CRC-Ps was $18.05 million.

Rural Research and Development 
Corporations (RDCs)

Australia’s Rural Research and Development 
Corporations (RDCs) help drive agricultural 
innovation. They assist the Australian government 
and primary producers to co-invest in R&D to benefit 
industry and regional communities. There are 
currently 15 RDCs.

This year, we engaged with 11 RDCs in new and 
ongoing commercial and R&D contracts to deliver 
enduring impact for Australian agriculture. This year 
we executed 47 new contracts with 11 RDCs worth 
$89 million in total, including key partnerships with 
the Grains RDC, Wine Australia, Meat and Livestock 
Australia, Horticulture Innovation Australia (Hort 
Innovation), Australian Meat Processor Corporation, 
Rural Industries RDC (AgriFutures) and Cotton RDC.



University collaboration 

Table 1.4 below shows our collaborative scientific 
publications with the 10 Australian universities who 
are our most frequent partners, overall and in our 
major fields of research.

Co-publications with most of these partners have 
decreased since the 2018–22 period, but this is 
due to an overall drop in CSIRO’s publication 
output. As a proportion of our publications, these 
collaborative links have remained as strong as before 
or have grown stronger.

In addition to these partners, we also have strong 
collaborative relationships with several Australian 
universities in specific fields, including:

• James Cook University in environment/ecology 
and plant and animal sciences
• LaTrobe in agricultural sciences
• RMIT in geosciences, chemistry and 
materials science
• Swinburne University and Western Sydney 
University in space science
• University of Technology, Sydney in 
computer sciences.


Table 1.4: University collaboration

UNIVERSITY

TOTAL NUMBER OF 
COLLABORATIVE 
PUBLICATIONS (2018–23)

AGRICULTURAL SCIENCES

ENVIRONMENT AND 
ECOLOGY

GEOSCIENCES

PLANT AND ANIMAL 
SCIENCES

SPACE SCIENCES

COMPUTER SCIENCES

MATERIAL SCIENCES

CHEMISTRY

TOTAL CO-SUPERVISED 
HIGHER DEGREE BY RESEARCH 
CANDIDATES IN 2023–24

University of Queensland

1,431

101

269

68

254

14

36

41

65

95

Australian National University

1,357

38

185

89

217

107

71

27

27

74

Monash University

1,349

8

81

105

17

32

72

231

194

77

University of Western Australia

1,347

74

204

182

176

333

10

13

21

31

University of New South Wales

1,310

22

132

156

64

33

163

76

62

70

University of Melbourne

1,261

99

149

120

125

41

28

58

56

51

University of Tasmania

1,128

71

286

195

301

74

14

1

8

47

University of Sydney

988

62

88

28

70

174

68

26

27

30

Curtin University

807

23

56

155

49

225

24

15

32

19

University of Adelaide

675

107

103

53

89

19

28

14

19

38







Community collaboration

As Australia’s national science agency, we take our 
social license to operate seriously. We carefully 
measure community trust using an externally 
administered Community and Business Sentiment 
Survey conducted by Roy Morgan, an independent 
Australian market research and public opinion 
statistics company. In 2023–24 the survey indicated 
that public awareness of CSIRO remains extremely 
high at 92 per cent and positive sentiment remained 
stable at 75 per cent. Further details about these 
results are discussed on page 84 in the Annual 
Performance Statements.

We also have a responsibility to understand public 
sentiment towards areas of scientific research and 
innovation to enable uptake of research solutions. 
Between August and September 2023, in partnership 
with the Department of Climate Change, Energy, 
the Environment and Water, we surveyed more 
than 6,700 people in all states and territories 
(metropolitan and regional) to understand the 
public’s attitude toward Australia’s transition to 
renewable energy. The results indicated that the 
public value affordability, energy self-reliance and 
emissions reduction as highest priorities. Such a 
representative survey provides crucial insight into 
the views and values of Australians on the issues 
we are working to address.

CSIRO aims to lift scientific literacy in the Australian 
community. One of the ways we do this is through 
our communication channels. Our Everyday AI 
podcast continued to engage audiences with expert 
guests sharing their knowledge of AI in an accessible 
and digestible format.

We also continue to engage and educate Australians 
through traditional and social media. This year 
we reached a cumulative audience of 1.7 billion 
people through print, broadcast and online media. 
Our social media followers also continued to grow 
to 965,000 across a range of platforms. 

Another way we lift scientific literacy and 
engagement in the community is through our 
public-facing facilities and events. The CSIRO 
Discovery Centre in Canberra offers an interactive 
journey through Australian science history and 
showcases our innovative science and technology. 
In 2023–24, more than 400 schools, 25,500 students 
and 2,500 teachers participated in programs, 
mostly from New South Wales, Victoria and 
Queensland. In addition, around 1,500 community 
members visited the Centre. We are one of the 
founding partners of National Science Week, the 
nationwide initiative to increase awareness of 
and participation in science. Our 2023 campaign 
was its most successful on record. Approximately 
33,000 students and teachers engaged in a series of 
12 virtual and in-person events held across Australia. 
A comprehensive program of social media content 
reached an online audience of 1.4 million. 

We also work to engage the community in the 
practice of science. Through the Atlas of Living 
Australia (ALA), we enable members of the public 
to engage with real life citizen science. More than 
50 per cent of the ALA’s over 133 million+ species 
occurrence records are derived from citizen science. 
The ALA recently partnered with researchers 
and government on a myrtle rust citizen science 
campaign to increase the data on myrtle rust 
caused by the invasive pathogen Austropuccinia 
psidii. Citizen scientists play a crucial role in invasive 
species monitoring by reporting observations at 
a local level. These reports help to inform early 
detection and long-term management of biosecurity 
threats. The campaign increased the amount of 
data, from 500 records to over 7,000, and educated 
thousands about the spread and impact of this 
disease on Australia’s native flora. 



Aboriginal and Torres Strait Islander Peoples

We recognise Aboriginal and Torres Strait Islander 
Peoples as Australia’s First Scientists and we 
are committed to Indigenous engagement and 
collaboration in science to build stronger mutually 
beneficial relationships with Aboriginal and Torres 
Strait Islander Peoples. We aim to increase the 
participation of Aboriginal and Torres Strait Islander 
Peoples in our R&D agenda, and ensure our activities 
are effective in contributing to solving the challenges 
and meeting the aspirations of Aboriginal and Torres 
Strait Islander communities.

This year, we continued our investment in several 
programs and initiatives to acknowledge the 
extraordinary contributions Aboriginal and Torres 
Strait Islander Peoples have made, and continue to 
make, to our culture, economy and science.

Our Indigenous Research Grants (IRG) Program 
has continued to kickstart our science projects to 
support Indigenous-led science. The program fosters 
collaborative partnerships through multidisciplinary 
science priorities identified by Aboriginal and Torres 
Strait Islander communities and organisations. 
In 2023–24, we supported 9 applications in Round 2, 
and 10 applications in Round 3, bringing the total 
number of projects to 30. As a result of the program, 
we had 77 active Indigenous science projects in the 
2023–24 financial year.

We developed a new Indigenous Procurement 
Strategy and we continue to support opportunities 
towards the Australian Government’s Indigenous 
Procurement Policy, spending $19,018,645, 
this year with Aboriginal and Torres Strait 
Islander‑owned enterprises.

Our Reconciliation Action Plan (RAP) 2021–2023 
concluded this reporting period. Within it were 
17 core actions (across 90 deliverables) to build 
stronger relationships with Aboriginal and Torres 
Strait Islander Peoples through knowledge sharing, 
education, employment opportunities and mutually 
beneficial partnerships. At the end of our Innovate 
RAP, 71 per cent of those actions/deliverables were 
in progress and ongoing; 2 per cent required 
action and 26 per cent had been achieved. 
Our successful delivery on our Innovate RAP resulted 
in endorsement from Reconciliation Australia to 
transition to a Stretch RAP for 2024–27.

A Stretch RAP is the next progression in the RAP RISE 
framework – Reflect, Innovate, Stretch, Elevate – and 
is used to embed reconciliation activities within the 
workplace and expand on impact. Reconciliation 
Australia outlines 63 mandatory deliverables within 
a Stretch RAP. We will add to these 63 deliverables 
to reflect our core business and sphere of influence, 
building on the foundation of previous RAPs.

This year we developed Indigenous Cultural and 
Intellectual Property (ICIP) Principles for CSIRO to 
demonstrate our deep commitment to honouring 
and respecting the cultural heritage of Aboriginal 
and Torres Strait Islander Peoples. 

You can read more about the ICIP Principles and 
our collaboration with Aboriginal and Torres 
Strait Islander Peoples in the Highlights 2023–24 
document and our Indigenous Collaboration 
and Partnerships 2023–24 report available at: 
csiro.au/reportingsuite2024.

Delivery against the Statement of Expectations in Objective 1 

ADVANCING 
NATIONAL INTERESTS 

Deliver innovative scientific and technological solutions; taking 
Australian science to the world; maintaining an international presence; 
collaboration across government, university, industry and community.

ADVANCING GOVERNMENT’S 
POLICY PRIORITIES

Advancing First Nations science; mission-directed research; delivering 
a future made in Australia through the National Reconstruction Fund.

TRANSLATION AND 
COMMERCIALISATION

Translating science and technology into products and services; 
supporting SMEs to commercialise and integrate research innovations; 
supporting government translation and commercialisation programs; 
building industry connections; supporting the health of Australians; 
managing research infrastructure.

PROMOTING STEM

Promoting careers and career paths for early career researchers, 
students, research and technical staff; communication of CSIRO 
science and research.

DEPARTMENT 

Working collaboratively with relevant government portfolios.







Objective 2 
Purpose‑driven science 
and technology

We are delivering impact at-scale aligned with the 
challenges we are solving, and the portfolios of research 
directed to them. We are investing in the right future 
science and technology to solve tomorrow’s challenges.

Impact focused

We focus on the right problems and shape our 
research for maximum impact. We support 
government priorities including areas detailed in the 
National Reconstruction Fund, contributing expertise 
and innovation.

Six challenges for greater impact

We affirm and operationalise our future science 
capability to ensure we are responding to national 
priorities, informed by market insights and 
megatrends analysis, delivered through investments 
in one‑CSIRO priorities to achieve greater impact for 
the nation.

To understand the value of research, it is essential 
to track the process by which it translates into 
real‑world benefits – economic, environmental, 
social. When we conduct our research, we also 
provide robust evidence of the effects of that 
research on the economy, environment and society. 

Using case studies to measure impact is 
internationally recognised best practice. Every year, 
we commission 20 impact case studies to account 
for the resources entrusted to us and to demonstrate 
how we have applied our research to national 
challenges. They provide credible evidence of the 
effects of our research and innovation activities. 
Our case studies demonstrate the work we do 
across all science domains and the 6 interconnected 
and interdisciplinary challenges we seek to solve. 
Highlights from a number of these case studies are 
included in the following pages. 

Science solutions to solve challenges 

We operationalise our impact priorities (such as 
biosecurity preparedness and resilience, 
decarbonisation for industry, critical minerals, 
natural disaster and resilience, future manufacturing) 
in support of our 6 challenges.



 CHALLENGE: FOOD SECURITY AND QUALITY

Transforming the productivity of sandy landscapes 

The opportunity

Sandy soils are widespread across southern Australia 
and present challenges for crop productivity. 
Knowledge of the benefits of soil mitigation and 
amelioration techniques is necessary to provide 
informed guidance and increased certainty for grain 
growers to make decisions about whether, and how, 
to incorporate these techniques.

The solution 

The Sandy Soils project consortium between CSIRO, 
Grains Research and Development Corporation 
(GRDC), the University of South Australia, the 
South Australian Government, regional agricultural 
consultancies and grain growers improved 
on‑farm diagnosis and soil management to 
combat sandy soil constraints to crop productivity. 
Experiments assessed more than 200 soil treatment 
combinations. They included innovative engineering 
solutions with lower application risks and easy 
adaptation for commercial machinery. An interactive 
web application, Sandbox, was released that allows 
grain growers to evaluate amelioration options in 
the context of their soils and climate; to identify 
their soil constraints; to review experimental results; 
and to select and optimise machinery options for 
on-farm testing. 

The impact 

Adoption of evidence-based amelioration practices 
has increased crop productivity in sandy landscapes. 
(At the farm level, benefit cost ration of amelioration 
ranges from 1.2 to 2.5.) The research approach and 
amelioration trial designs of the Sandy Soils project 
have enhanced the knowledge base in the field. 
Survey results suggest rapid adoption of validated 
amelioration practices. Fifty-seven grain growers 
were surveyed. Nineteen per cent of participants 
used amelioration techniques solely, and 56 per cent 
used them in conjunction with soil amendments. 
Few participants (7 per cent) had not treated their 
land with any solutions but were on the verge of 
adoption. Communication with participants also 
suggests the research has contributed to increased 
acquisition of new amelioration machinery. A recent 
evaluation of the prospective benefits of Sandy 
Soils research estimates that for every dollar of 
investment, $18.90 of benefits could be generated 
for the broader community. 

Implementing paddock-scale deep tillage strip trials in the Victorian Mallee.



 CHALLENGE: HEALTH AND WELLBEING

A novel membrane technology for water purification

The opportunity

Demand for high-purity and ultrapure water 
has been growing steadily across the globe. 
However, low process efficiency and high operational 
costs, including frequent membrane replacement 
requirements, have been a constant challenge for 
the industry.

The solution

GraphAir is CSIRO’s patented form of graphene, 
developed to serve as a novel membrane technology 
for water purification. It offers a high-flux, 
long‑lasting solution capable of producing ultra-high 
purity water using membrane distillation (MD).

GraphAir’s initial proof-of-concept data demonstrates 
that it can generate Types 1 and 2 Pure laboratory 
water in one to two steps, eliminating the need 
for a complex multi-step process. Unlike regular 
water filters, GraphAir can filter out extremely toxic 
chemical compounds while allowing only pure water 
through. GraphAir has been shown to last at least 
6 times as long as conventional MD membranes due 
to its inherent anti-fouling properties. It is estimated 
to produce commercially relevant volumes of 
ultrapure water at an absorbed cost of $0.13 per litre 
compared to $0.37 per litre for existing technologies. 
GraphAir has been able to produce pure water from 
complex mixtures economically, where most existing 
technologies fail or are exorbitantly expensive. 
The purification process is thermally driven, instead 
of the usual pressure-driven mechanism found in 
the commonly used reverse osmosis. The technology 
also offers the potential of utilising solar and/or 
waste heat sources to further reduce operation costs.

The impact

While GraphAir’s real-world applications are still 
being explored, its potential for positive economic, 
social and environmental impact is promising. 
It is expected to enhance the health and wellbeing 
of rural communities (for example, from the 
improved water provision in remote and arid 
areas imparted by technology), grow innovation 
and human capital, and develop a higher-skilled 
workforce. Technology deployment is also 
expected to reduce the environmental footprint 
of damaging wastewaters.

A Cost Benefit Analysis (CBA) was conducted and 
based on conservative assumptions, the CBA 
estimates a Benefit Cost Ratio (BCR) of 1.5 and a 
Net Present Value (NPV) of $7.8 million during the 
assessment period of 10 years (2028–37).

Investment by the Science and Industry Endowment 
Fund (SIEF) is expected to deliver a BCR of 2.4 and an 
NPV of $3.3 million. Overall investment in research 
is estimated to be approximately $15 million. 
The initiative is expected to deliver other economic 
benefits in the form of new jobs, new markets and 
supply chains, and provide improved support to 
industry (for example hydrogen industry).

Dr James Cooper, CSIRO Research Scientist, with a GraphAir 
film synthesised using the scaled chemical vapour 
deposition (CVD) production process.



 CHALLENGE: SECURE AUSTRALIA AND REGION

Improving Australia’s preparedness and resilience 
to emergency animal disease outbreak 

The opportunity 

Foot-and-Mouth Disease (FMD) is a high-priority 
disease of significant socio-economic threat to 
Australia’s livestock industries. An estimate in 2022 
indicated a large outbreak of FMD could result 
in potential direct economic impact of around 
$80 billion. Despite being FMD-free since 1872, 
concern remains about the possible increased 
risk to Australia and scrutiny persists around 
our preparedness. 

The solution

The FMD Ready project (2016–22) aimed to 
enhance Australia’s FMD readiness and expedite 
trade resumption in the event of an outbreak. 
By preparing for FMD, Australia would effectively 
prepare for other animal disease outbreaks as well. 
The project applied a transdisciplinary approach, 
emphasising integrated biosecurity through R&D 
in diagnostic assays, vaccine efficacy, big data 
analytics, disease pathway and economic analysis, 
as well as risk profiling and farmer engagement. 
The multifaceted nature of the project resulted in 
4 separate sub-projects designed to examine ways 
Australia can prevent, control and manage an animal 
disease outbreak. 

This project was supported by Meat and Livestock 
Australia (MLA), Australian FMD-susceptible 
livestock (cattle, sheep, goats and pigs) industries, 
Charles Sturt University, the Bureau of Meteorology, 
Animal Health Australia and CSIRO.

The impact

FMD Ready has provided response mechanisms 
for management to limit the extent of outbreaks 
that may occur. The transdisciplinary nature 
demonstrated that collaboration between 
different research disciplines, combined with 
direct interaction, can deliver solutions to complex 
problems that may not be possible with less 
diverse research teams. Project outcomes include 
improved vaccines and diagnostic tests, insights 
on risks emanating from FMD endemic regions, 
implementation of producer-led surveillance 
systems, development of decision support tools 
and systems, utilisation of large datasets for 
better disease modelling, improved capacity for 
appropriate resource allocation during an outbreak, 
and advancements in integrated outbreak detection 
and response systems.

Our involvement in FMD Ready is valued at 
$53.54 million over 10 years (NPV), with a BCR of 
2.48. This reflects the high value to Australia and, 
because of the research, limits trade restrictions to 
affected areas only.

Left: Vaccine bank and diagnostics – Standard Method (all RNA sequenced) 10.96% of total reads mapped to virus. 
Right: Enrichment Method (specifically targets viral RNA) 99.34% of total reads mapped to the virus.



 CHALLENGE: FUTURE INDUSTRIES

Advancing Earth observation research

The opportunity 

Australia has more than 160 national, state and 
territory government programs dependent on 
Earth observation (EO) data spanning meteorology, 
climate, agriculture, natural resources, infrastructure 
and defence. EO is a critical tool for research and 
decision making across multiple fields.

The solution

Our Earth Analytics Science and Innovation (EASI) 
platform uses state-of-the-art cloud computing 
resources to produce EO products at high speed with 
resolution and scope at orders of magnitude higher 
than what is producible using standard desktop 
programs. We developed the EASI platform to 
maximise use of national and international satellite 
data. EASI is infrastructure built on our collaboration 
with Geoscience Australia and Digital Earth Australia 
in developing the Open Data Cube (ODC). EASI builds 
upon the ODC while incorporating other recent 
capability developments in EO data distribution. It is 
a flexible tool for many types of high-quality science 
that use large datasets. 

The impact 

Independent interviews were conducted with 
18 high-intensity EASI users within CSIRO, 
encompassing a wide array of scientific areas. 
Users noted benefits including time and cost savings 
on pre-processed and centralised data, computing 
processing speed, dynamic and high‑quality products 
enabled by the platform and collaborative benefits.

EASI staff were also praised for being responsive 
to user requests and fostering a supportive user 
community. EASI increases the feasible scale of 
analysis to include time series and continent-wide 
geospatial assessments, which enhances the type 
and quality of products that our scientists can offer. 
Users suggested that improved support for the 
platform may be needed to protect the consistent 
value that users generate from it.

The EASI platform provides the cloud-based computing infrastructure to query this type of imagery across large areas 
and over time. This image is rendered as a false-colour composite, which uses the infrared wavelength of the satellite to 
highlight photosynthetically active vegetation (shown as red in this image). It helps map different ecosystems, monitor 
habitat condition for biodiversity conservation, and understand the influence of land management on the spread 
of brushfire.



 CHALLENGE: SUSTAINABLE ENERGY AND RESOURCES 

Ikon-ic partnership digs up a Rok-ing result 

The opportunity

Decision making across geological research and 
resource exploration can be hampered when access 
to earlier research on an area is hard to access. 
Bringing data together from multiple analyses 
of an area can improve the predictive power of 
models used to make these decisions, but there 
are challenges to doing this.

The solution

We developed the Rock Physics Machine Learning 
(RPML) tool, an algorithm designed to optimise 
subsurface model selection. It has direct applications 
for energy companies. RPML incorporates decades 
of rock physics and petrophysical knowledge into 
AI and machine learning (ML) methods, avoiding 
excessive dependence on a specific training 
dataset and enhancing the robustness of the 
model’s solutions.

We further developed the tool in partnership with 
Ikon Science, which provides the RokDoc platform 
for modelling and data quality control to allow 
improved quantitative prediction of the subsurface. 
As a result, CSIRO and Ikon commercialised the RPML 
tool by releasing an updated version of Deep QI, the 
machine learning feature of RokDoc, which trains 
data analysis of rock properties.

The impact

An independent prospective assessment found that 
RPML, via its integration in Ikon Science’s RokDoc 
and Deep QI software, will generate revenue for 
CSIRO, increase natural gas well productivity and 
increase discovered energy reserves for Australia, 
providing environmental benefits from reduced 
diesel usage on drilling rigs. Over 10 years, RPML 
is projected to provide between $4.97 million and 
$29.33 million in net present benefits, across various 
levels of technology adoption. This corresponds to 
a BCR between 11.4 and 66.9 over 10 years, meaning 
that for every dollar invested, RPML may create up 
to $67 in value for Australians.

Rock Physics Machine Learning Toolkit uses estimated physical rock properties to define the probability of sedimentary 
facies at particular depths.



 CHALLENGE: RESILIENT AND VALUABLE ENVIRONMENTS

A fast, cheap and precise way to collect eDNA

The opportunity

Environmental DNA (eDNA) is a game-changing 
technology that promises to provide faster, 
cheaper and more accurate ways to measure our 
environment at scale. eDNA is genetic material 
shed by organisms into the environment including 
soil, water and air. This material can be collected 
and analysed to identify the presence of specific 
organisms or to describe biological communities 
composed of hundreds or thousands of species. 
The popularity of eDNA technology has surged 
in recent years for biodiversity monitoring, pest 
detection and ecological research because it 
overcomes many challenges associated with 
traditional surveys.3




Conventional eDNA technology involves active 
filtering of water samples through membranes to 
collect eDNA. It requires specialised equipment, 
often requiring access to power, and is time and 
labour-intensive. This can limit the number of 
samples that can be collected, restricts where 
samples can be collected from, and can put 
it out of reach of groups without access to 
specialised equipment, like citizen scientists 
or Indigenous rangers.

The solution

CSIRO scientists have invented a new way of 
collecting eDNA called ‘passive eDNA sampling’, 
which involves directly submerging materials 
in water rather than filtering the water through 
membranes. Comparative analysis showed that 
passive eDNA can survey fish biodiversity just as well 
as conventional approaches yet requires a fraction 
of the effort and resources. 

The impact

Passive triple bottom line impacts of passive eDNA 
sampling are multifaceted, with the potential to 
significantly transform conservation, monitoring 
and management practices. Interviews with the 
R&D team and industry experts indicate that passive 
eDNA sampling, alongside active eDNA sampling, 
is rapidly becoming integral to biodiversity and 
biosecurity efforts, with promising applications in 
pathogen and aquatic health monitoring. 

The simplicity and cost-effectiveness of passive 
eDNA are central to its appeal, making it 
particularly well‑suited for continuous ecosystem 
monitoring. This approach has the potential 
to enhance scientific research and hypothesis 
testing by providing broader biodiversity insights. 
The technique is expected to boost productivity 
and efficiency by streamlining data collection, 
reducing training requirements, lowering barriers 
for use by non‑experts and citizen scientists, and 
facilitating easier deployment in remote locations, 
effectively addressing the limitations of traditional 
eDNA methods. Passive eDNA is likely to become 
an integral part of the toolkit supporting the next 
generation of environmental management.

CSIRO researchers invented a novel low-tech way to collect 
eDNA, making it easier to measure fish species and ocean 
biodiversity. This photo shows an experiment to test 
the capacity of different materials to capture eDNA at 
Ashmore Reef off north Western Australia.

3 https://pubmed.ncbi.nlm.nih.gov/33976849/



Missions program

This year we developed and launched new 
mission‑directed initiatives, and extended the 
scale of existing missions in partnership with 
innovation system stakeholders. We continually 
assess the impact of launched missions to address 
national priorities.

Building on our work to solve our greatest 
challenges, our mission-oriented innovation is 
focused on complex problems that demand broader 
sociotechnical responses and capability. We leverage 
capacity across the innovation system by convening, 
partnering and integrating with others to achieve 
holistic solutions. 

Since announcing our missions program in 2020, 
we have launched 9 missions with our partners 
and collaborators, each with an ambitious target to 
deliver by the end of this decade. In 2023–24, we 
launched one new mission, Catalysing Australia’s 
Biosecurity (CAB). The mission aims to improve 
long‑term national biosecurity outcomes by 
delivering innovative technologies, digital systems 
and capabilities that transform performance by 2030.

Future science 
and technology

We seek to invest in the right revolutionary 
science and technology to accelerate scientific 
breakthroughs and solve tomorrow’s challenges. 

Refinement and ongoing delivery of 
our future science and technology

We pursue discovery of opportunities spanning 
science disciplines. We build and leverage these 
through a globally interconnected capability 
development program.

This year we updated our future science and 
technology approach to identify the 2040 
science that will ensure we remain future-ready. 
This approach is a key input into future research 
strategies and investment, scientific infrastructure 
needs and capability development. It provides 
guidance for how our future science makes an 
impact through interdisciplinary and convergence 
of our science, including collaborating with 
the best across the science system to unlock 
multiple possibilities.

During 2023, we engaged in a 12-month internal 
and external consultation process. We developed 
a longlist of science and technology ideas through 
a desktop review, analysis and consultation across 
the organisation. We formed science domain 
working groups to craft more detail, involving 
numerous scientists from across the organisation, 
then validated our shortlist with 33 external thought 
leaders and put it to the full organisation. We then 
validated with more than 750 staff through focus 
group sessions, and more than 560 through surveys. 
Over 700 also actively provided feedback through 
internal social media platform conversations. 
Some of the areas of research discussed included 
Advanced Biological Platforms; advanced materials 
and manufacturing; climate understanding 
and engineering; digital, AI/ML, modelling and 
simulation; energy and net-zero; engineering 
biology; Indigenous science; multi‑omics; quantum; 
robotics and sensing; social science and responsible 
innovation; and space research and technology.

Future Science Platforms

One of the ways we have invested in disruptive, 
cutting-edge and transformative research is through 
our Future Science Platforms (FSPs). FSPs aim to 
identify science breakthroughs that provide the 
potential to reinvent and create new industries 
for Australia. 

As each FSP reaches the end of its planned funding 
period, the best technologies and capabilities 
transition into other parts of CSIRO, move to a new 
phase of development, or are adopted by research 
or industry partners. To date, we have invested more 
than $630 million in 20 FSPs, and this year annual 
investment in FSPs exceeded $110 million.



 IMPACT CASE STUDY 

Supporting mineral exploration through improved 
model inference

The opportunity 

As industry increasingly integrates new technologies 
and approaches into its functions, the role of 
geoscientists is rapidly evolving, introducing a 
need for new skill sets, such as data analytics and 
quantitative modelling, to optimise exploration and 
mining activities. Proficiency in statistical methods, 
data visualisation and data manipulation enable 
geoscientists to interpret and analyse large datasets 
derived from drilling, sampling and other data 
collection activities. 

The solution 

InLab is a partnership between the Australian 
National University and CSIRO to create a platform 
for sharing data, models and tools that can be 
applied to diverse geoscience inference problems. 
InLab was conceptualised to support the evolving 
fields of geosciences and data sciences as geologists 
leverage new analytical tools to support mineral 
exploration through improved inference models. 
It is designed to advance tools for the extraction 
of natural resources in more economical and 
environmentally safe ways.

Accessible through InLab are the Common 
Framework for Inference (CoFI) and the 
Earth Science Problems for the Evaluation of 
Strategies, Solvers and Optimizers (Espresso). 
CoFI provides an open‑source platform for the 
development, application and testing of inference 
algorithms. Espresso provides a library of datasets/
problems for use with the algorithms and tools 
available in CoFI. Together, CoFI and Espresso 
provide a suite of tools developed for geoscientists 
with specific questions that can be addressed by 
inference models but who have minimal experience 
with quantitative geosciences, and data analysts with 
strong modelling skills but minimal experience with 
geoscience questions.

The impact 

An independent evaluation found that the InLab 
team and the current projects of CoFI and Espresso 
have shown economic and social impact and the 
potential for environmental impact as the tools 
are adopted by industry. Technology development 
and adoption has a long time horizon for impact 
and measuring the economic, environmental and 
social impacts for the Australian people requires 
patience and ongoing measurement. Early indicators 
of impact, specifically the work being funded 
by industry and other (non-CSIRO) government 
agencies on applied problems, is an early indication 
of the potential for significant economic impact. 
The InLab team has advanced the scientific 
knowledge base through the dissemination of tools 
and findings. Continued support for the platform has 
the potential to have significant impact over the next 
decade or more.

CoFI – linking geoscience inference problems with tools for their solution.



Science digital 
transformation

We empower our researchers through leading-edge 
technologies and skills to optimise and revolutionise 
the process of science and deliver greater value from 
digital innovation.

Accelerate and scale digital 
transformation of the 
scientific process

We continue to implement the CSIRO digital science 
program and digitally enabled business platform 
models, growing our reputation as a digital disruptor 
of science. 

Our Managed Data Ecosystem (MDE) program 
provides the people, technology and supporting 
structures to improve how we create, collect, share 
and work with data, analytics and models. The MDE 
is connecting current and new platforms in seamless 
ways and improving interoperability to speed up 
how we digitally deliver to our customers, enhancing 
our services to progress research faster.

Our Cloud Right project has enabled a standardised 
approach to using cloud services in our research 
projects. EasiHub, for example, is a high-performance 
data analytics platform that uses cloud computing 
to enable researchers to process and integrate data 
on large scales and at high speed. This enables our 
customers to provide insights and analytics atop 
their data while they retain complete control. 

Our AI4Missions program aims to advance the 
science and impact of artificial intelligence (AI) to 
achieve our mission objectives; establish a pool of 
world-class AI talent within CSIRO to respond to 
emerging AI opportunities; and leverage Australia’s 
significant AI expertise across industries and 
universities. A key highlight from the program 
this year has been setting up a pipeline to 
generate new antibiotics and antiviral drugs using 
generative AI in a project led by our manufacturing 
team. The technology is being refined with new 
generations of AI-generated compounds. A national 
event is being organised with the National AI Centre 
to foster Australian collaboration for AI-based 
drug discovery.

Delivery against the Statement of Expectations in Objective 2

ADVANCING NATIONAL 
INTERESTS

Deliver innovative scientific and technological solutions; taking 
Australian science to the world; maintaining an international presence; 
collaboration across government, university, industry and community.

ADVANCING GOVERNMENT’S 
POLICY PRIORITIES

Advancing First Nations Science; mission-directed research; achieving Net 
Zero Emissions; becoming a Renewable Energy Superpower; delivering a 
future made in Australia through the National Reconstruction Fund.

TRANSLATION AND 
COMMERCIALISATION 

Translating science and technology into products and services; 
supporting SMEs to commercialise and integrate research innovations; 
supporting government translation and commercialisation programs; 
building industry connections; supporting the health of Australians; 
managing research infrastructure and national facilities.

DEPARTMENT 

Working collaboratively with relevant government portfolios.







Objective 3 
Engage and empower talent

We are attracting world-class talent and strengthening 
our nation’s STEM pipeline. We are building a culture 
that makes us an employer of choice and operating 
in an adaptable, resilient and responsive way. 

Our people are our most important asset and critical to our success. At 30 June 2024, we employed 
6,618 people (full time equivalent of 6,234.13) comprising 4,631 ongoing staff and 1,987 non-ongoing staff 
(including casual employees). This is an increase of 4.78 per cent (302 people) from the previous year. 

5 people overseas

1,159

980

1,101

1,718

416

347

649

31

Where our 
people are 
based*

We’re from

130+ 
countries

~28%

from non-English 
speaking backgrounds

Age

17–80+ 
years

Organisational culture survey

65% response rate

HS-Me Day 
onsite attendance

3,000

Sydney Gay and 
Lesbian Mardi Gras

80 marchers

Aboriginal and Torres 
Strait Islander Peoples 
representation

1.8% (2023)

2.5% (2024)

134,543 hours

of learning and development

*Excludes casual employees



Preferred place to work

We aim to be an employer of choice by driving 
a culture that enables our people from diverse 
backgrounds and perspectives to do their best.

CSIRO Culture Program including 
Diversity and Inclusion

Our people engagement prioritises diversity and 
inclusion, leadership capability and development 
initiatives, including embedding our values as the 
foundation for how we work together at CSIRO.

We remain committed to nurturing a culture that 
promotes a safe and inclusive workplace, where 
our outstanding talent can deliver their best for 
Australia. This year saw significant change across 
CSIRO with a new Enterprise Agreement and shifts 
in our Board and senior leadership team. We also 
introduced a focus on simplifying our operations 
and enhancing sustainability for greater impact. 

Culture

We measured our culture using the same culture 
assessment we deployed in 2022. The 2024 Culture 
Survey, conducted in May, saw participation from 
4,629 of our people, representing 65 per cent of 
eligible staff and affiliates. 

The survey results highlighted the following 
key strengths:

• a strong sense of community, teamwork, 
and mutual care, including taking personal 
responsibility for each other’s safety
• improvements in holding each other accountable 
for behaviours that don’t reflect our CSIRO values
• a commitment to learning through our work 
and from our customers.


Areas identified for improvement include:

• providing clarity on our long-term vision, 
direction, and how we will track our progress 
• supporting our people’s growth and 
career progression
• effectiveness of behaviours, systems, 
and processes in:
– cross-organisation collaboration
– change management and new ways 
of working
– empowering decision making.





A safe and inclusive workplace 

We are committed to ensuring the wellbeing of all 
our people – so everyone goes home safely, every 
day. Health, safety and environment (HSE) is a shared 
responsibility, requiring the active commitment 
and participation of all our people, our leaders 
and our partners. 

In 2023, we were awarded a Leadership Excellence 
Award by WorkSafe Tasmania for our wellbeing hub 
of videos, workshops, exercises and educational 
resources, developed to assist people manage 
their mental, physical, nutritional and spiritual 
wellbeing while working on our research vessel 
(RV) Investigator. Such resources are invaluable 
given that voyages can have staff at sea for up to 
60 days in an isolated environment with limited 
communication with family and friends. 

Our sixth annual HS-Me Day, held in October, 
brought the organisation together in a fun 
and interactive way to celebrate and prioritise 
workplace health, safety and the environment. 
Activities across all sites celebrated the central 
theme ‘Show Up for HSE, for yourself and for 
others’, while organisation‑wide webinars supported 
connectivity through promoting wellbeing, 
exploring neurodiversity, addressing climate grief 
and adaptation, safe battery recycling and waste 
management awareness. There were high rates of 
engagement throughout the day. Over 3,000 people 
attended sites, our internal webpage received 
over 3,000 page views and our internal social 
media forums saw community growth of over 
1,020 active people.

Hazard reports and proactive conversations 
have increased over 2023–24, reaching 4,242. 
Doubling the annual target of 2,000, reflecting 
a greater embedding of proactive safety and 
environmental culture. Our Total Recordable Injury 
Frequency Rate (TRIFR) of 2.2 fell below the target 
of 2.5, reflecting a lower rate of incidents and lost 
time from work. All our HSE metrics have performed 
favourably against organisation-wide targets. 

The final year of our 2020–24 HSE Plan focused on 
the continued development of organisation‑wide 
approaches to HSE risk management to support 
safe science. A highlight was the development of 
the foundational Psychosocial Safety framework 
with reporting mechanisms, toolkits and 
resources designed to help us identify, report, 
manage and prevent injury due to psychosocial 
risk. We conducted a review of organisational 
contractor and biorisk management approaches, 
guiding updates to procedures and resources. 



We developed an integrated digital platform 
for managing fieldwork activities to further 
support safe work practices, and we continued 
our implementation of the foundational HSE 
management digital solution. Our focus for 
the future will be on simplified, consistent and 
embedded application across the organisation.

Inclusion and diversity

Our Diversity, Inclusion and Belonging (DIB) Strategy 
2023–26 aims to drive systemic change in the DIB 
landscape, where everyone contributes to creating 
a more welcoming, authentic and connected culture, 
with psychological safety as a cornerstone of 
inclusion. In the first year of implementation, we have 
achieved notable systemic changes that will contribute 
to long-term sustainable outcomes for CSIRO.

• Governance: The new DIB governance structure 
significantly impacts decision-making and project 
integration, ensuring that those with lived 
experience are recognised for their contributions 
to advancing our DIB maturity.
• Engagement and communication: 
Our engagement and communication activities 
have been well received and supported by 
our organisation, with further opportunities 
for connection and online resources planned 
for 2024–25.
• Leadership: Our Executive Team (ET) and senior 
leaders are actively involved in key aspects of the 
work and will continue to participate through our 
governance to set the strategic direction.


We met all of our external inclusion and diversity 
benchmarking commitments. Below are several 
enterprise-level action items that we have 
successfully implemented at a program level: 

• Creating inclusive leadership Annual Performance 
Agreement (APA) criteria.
• Incorporating an inclusion question in 
exit interviews.
• Optional inclusion of individual’s pronouns on 
the MS Suite and Teams.
• Developing a feedback form for all DIB 
e-learning modules.
• Centralising ‘Speak Up’ workshops and delivering 
across CSIRO.
• Creating psychologically safe environments.
• Introducing Enterprise Agreement procedures 
addressing DIB challenges, like changes to parental 
leave, cultural leave, a community language 
allowance, uncapped domestic family violence and 
abuse leave, and public holiday substitution.


Our gender pay gap for the 2023 reporting period 
(calculated by the Workplace Gender Equity Agency 
(WGEA) and based on 2022 data) was 14 per cent, 
as it was the previous year. This is based on 
average male remuneration compared to average 
female remuneration.

We had 80 CSIRO people march in our fifth 
appearance at the Sydney Gay and Lesbian 
Mardi Gras this year. Our research vessel 
(RV) Investigator was lit up in rainbow colours 
ahead of the parade to celebrate our LGBTQIA+ staff 
and our commitment to acceptance, diversity and 
equality. We also participated at the Midsumma 
Festival (LGBTQIA+ cultural festival) in Melbourne, 
celebrating our people and the diverse roles they 
play at CSIRO. 

We are very proud to have been recognised for the 
following in 2023–24: 

• Awarded the foundation component for the 
Australian Workplace Equality Index (AWEI), 
achieving Bronze status and subsequently Gold 
employer status with our ‘advanced’ application. 
• Submitted our 2023 update for the Women in 
STEM Decadal Plan to the Australian Academy of 
Science as part of our champion responsibilities. 
• Submitted 2 Science in Australia Gender Equity 
(SAGE) Cygnets for formal assessment and 
awarded a Cygnet for both ‘Inclusive Practices’ 
and ‘Recruitment of Women into Research Roles’. 
• LinkedIn Talent Awards 2022: Winner in Diversity 
Champion and Talent Insights Pioneer categories.
• Communication & Public Relations Australia 
Golden Targets 2023: Silver award – Digital, 
Social and/or Content Campaign.
• SEEK STAR Awards 2024: Winner of Best Employer 
Brand Initiative.
• GradConnection 2024: Ranked 24th in the Top 
100 Grad Employers list and runner-up in the 
Most Popular Government and Defence Employer 
Award category.
• Prosple 2024: Ranked 63rd in Top 100 graduate 
employer list and #1 graduate employer in R&D 
and manufacturing category.




Aboriginal and Torres Strait 
Islander Employment

We aim to be an employer of choice for Aboriginal 
and Torres Strait Islander Peoples by delivering 
respectful, adaptive, innovative and courageous 
strategies that build sustainable employment 
opportunities for and with Aboriginal and Torres 
Strait Islander Peoples. Aboriginal and Torres Strait 
Islander representation continues to grow across 
CSIRO, increasing from 1.8 per cent in 2023 to 
2.5 per cent in 2024.

Our Indigenous Employment Strategy 2022–2024 
demonstrates that our commitment to Aboriginal 
and Torres Strait Islander employment goes beyond 
numbers. It involves nurturing lasting connections 
with Indigenous peoples and communities at every 
level of our organisation and within our workforce. 

This year, we focused on delivering systemic changes 
for Aboriginal and Torres Strait Islander Peoples 
through the new Enterprise Agreement, including:

• cultural, ceremonial, and NAIDOC leave
• community language allowance
• definition of ‘family’ to include Aboriginal 
and Torres Strait Islander Peoples’ 
kinship relationships
• an ability to substitute a designated Public 
Holiday such as 26 January
• flexible working arrangements requests to 
consider connection to Country and cultural 
obligations for Aboriginal and Torres Strait 
Islander Peoples.


As part of our strategy we have continued to 
support the pipeline of Aboriginal and Torres Strait 
Islander STEM students through a new partnership 
with the National Indigenous Space Academy. 
We have established a CSIRO Indigenous scholarship 
program which will support up to 5 Indigenous 
university students to intern at NASA’s Jet Propulsion 
Laboratory (JPL) in the US. 

In 2023–24, the program welcomed a second cohort 
of 20 Indigenous graduates across the 3 streams, 
bringing the total number to 33. This includes 
2 graduates who transitioned from the development 
program in cohort one to the fellowship program 
to undertake PhDs or MPhil. Across the 2 cohorts, 
6 graduates have commenced or completed their 
honours degrees, and a further 12 have commenced 
a PhD or MPhil as part of the program.

Our Indigenous Graduate Program was established 
to deliver against national priorities that support 
the Indigenous science and technology sector 
by building Aboriginal and Torres Strait Islander 
graduates’ capabilities and developing the pipeline 
of future innovation system leaders. The program 
offers 3 streams of engagement:

• Enterprise Services encourages graduates 
to work and become leaders in enterprise 
services or professional fields including but not 
limited to finance, human resources, law and 
information technology (IT).
• Research Development encourages graduates to 
understand research work and potential career 
trajectories in their chosen field while providing 
the opportunity to pursue an honours degree as 
part of their program.
• Research Fellowship empowers graduates to 
become independent researchers and pursue 
postgraduate research qualifications as part 
of their degree. 


World-class talent 

We pursue the best global science and technology 
talent to strengthen Australia’s STEM pipeline.

Attract and develop outstanding talent

To become an employer of choice, we are building 
on our capability and talent pipeline for the 
Australian innovation system through programs 
such as Research+, CSIRO Early Research Career 
(CERC) Fellows, and the ‘Impossible Without 
You’ recruitment campaign. We aim to create a 
differentiated workplace that enables our people 
to perform at their best and develop their careers.

Our Research+ internal grants enable strategic 
investments in our science and engineering 
excellence and reinforce a culture of impact and 
innovation. The grants grow and develop talent, 
from postgraduate students to early- to mid-career 
researchers, building STEM pipelines and career 
pathways. Other programs facilitate opportunities 
to explore cutting-edge science and engineering 
challenges by supporting vibrant discussions on 
emerging global topics across scientific, academic 
and business communities. The portfolio is overseen 
by the CSIRO Science Council, with outcomes and 
impact reported in the annual CSIRO Science Health 
and Excellence report, which can be found in our 
reporting suite: csiro.au/reportingsuite2024.



Competitive rounds for each program are held each 
year. In 2023–24 there were:

• 34 PhD top-ups
• 24 CSIRO Early Research Career (CERC) Fellowships
• 5 Julius Career Awards
• 5 cutting-edge symposia. 


In addition to the 9 CSIRO Science Leaders engaged 
by us at the beginning of 2023–24, one new Science 
Leader commenced in the period, with a further 
2 Science Leaders aligned to priority research areas 
approved to commence/be recruited in 2024–25.

The portfolio and programs undergo continuous 
review to ensure they remain relevant to our needs 
and that changes in the internal and external 
ecosystem are considered.

Our CSIRO Early Research Career (CERC) 
Postdoctoral and Engineering Fellowship program 
provides a differentiated learning, development 
and training program to develop future leaders of 
the innovation system. These Fellowships enhance 
the research and leadership capability of PhD and 
Engineering masters graduates to equip them for 
a career in research or beyond. 

Figure 1.3 shows the number of CERC Fellows at 
30 June each year. As a result of the ‘Impossible 
Without You’ recruitment campaign, which was 
targeted at attracting early-to-mid-career research 
talent within Australia, the CERC Fellow numbers 
have increased to a new high of 496 positions 
(10 per cent increase from 2022–23). This pipeline 
of early career talent is exposed to, and promotes, 
our science and engineering capabilities. It also 
provides valued succession planning, as well as 
highly skilled and independent researchers for the 
wider innovation system. As Fellows have concluded 
their terms and new Fellows have been appointed 
during the year, a total of 577 different Fellows in 
total have been employed throughout the year. 
On 30 June, we also had 10 Affiliate Postdoctoral 
Fellows engaged with us.

The Impossible Without You program has 
followed the successful recruitment campaign 
in the previous year with supporting services for 
early-mid career researchers. We have continued 
to provide the enhanced orientation program for 
new starters, in boundary spanning cohorts, to 
accelerate their adaptation to working at CSIRO 
and catalyse multidisciplinary collaboration. 
We have also facilitated learning and development 
opportunities, including in-person impact 
communication workshops delivered by our 
ON Program. 

Our inaugural Enterprise Services Graduate 
Program commenced 5 February 2024, with 
33 graduates. The 18-month structured development 
program that invests in entry level talent for all 
Enterprise Unit functions and provides us with 
a sustainable pipeline of next generation talent. 
The graduates undertake three 6-month rotations 
supported by a buddy, mentor and rotation leaders.

Leadership

Our Leading@CSIRO Framework has established 
clear behavioural expectations and developmental 
guidance for our leaders. The framework underpins 
our leadership development programs, which aim 
to cultivate capabilities and behaviours, and a safe, 
inclusive and collaborative culture.

Our frontline leadership program, Leading@CSIRO 
micro-labs, has been refined to align more closely 
with the 6 capabilities in the Framework, offering 
leaders face-to-face opportunities to build cross-unit 
relationships. The Leading for Impact program, now 
underway, is being delivered to 2 cross-unit cohorts 
of Group Leaders to build their capability to lead 
other leaders. It includes topics such as emotional 
intelligence, change and transition, coaching and 
cultivating performance, and adaptive leadership. 
Work is currently underway to develop a program to 
support our Research Directors (and equivalent roles) 
in building enterprise leadership capability.

Figure 1.3: CERC Fellows historical trend 2020–24



Elevate is our targeted talent development 
experience for high-potential senior leaders. 
In its third year, Elevate is focused on accelerating 
readiness for critical enterprise leadership roles, that 
is, Executive Director and Unit Director roles. A key 
program focus is on building greater individual and 
collective leadership impact and amplifying this 
impact across the organisation. Spanning 9 months, 
Elevate is a transformative, best-in-class senior 
leadership development experience, anchored in 
the real opportunities and challenges of enterprise 
leadership. Elevate 2024 is underway with 17 senior 
leaders from across CSIRO, supported by strong 
Board and ET sponsorship and engagement and 
a vibrant program alumni network. 

Learning 

The Learning Academy embodies our innovative 
spirit by transforming our approach to learning and 
professional development. It provides our people 
with the resources they require to build their skills 
and perform at their best. 

This year, our staff engaged in 134,543 hours 
of learning and development in our Learning 
Management System. Of that time, 21,159 hours 
were dedicated to mandatory compliance 
training, achieving a 90 per cent compliance rate. 
This mandatory training was primarily assigned 
to our 1,050 new starters, ensuring they are 
equipped with essential knowledge and skills from 
the moment they join CSIRO. Our commitment 
to structured and impactful learning was further 
demonstrated by 5,481 of our people completing 
an annual performance agreement (APA) in the 
last performance cycle.

Our training has been nationally recognised by 
receiving 2 LearnX Platinum Awards for our Privacy 
2022 eLearning Module and the EASIhub onboarding 
module. These awards validate our approach to 
creating valuable and effective learning experiences.

Building STEM pipeline

We are growing Australia’s future STEM capability 
through our education and outreach programs. 
In 2023–24, we engaged over 100,000 primary, 
secondary and tertiary students and 
6,800 educators nationally across our 18 innovative, 
curriculum‑aligned, culturally-responsive and 
evidence-based education and outreach programs. 
This year we have actively collaborated across 
CSIRO to develop:

• educational content that showcases our research, 
skills and facilities to young people
• connections with our scientists via participation 
in outreach opportunities with teachers, 
students and community groups.


We have also continued to build an extensive 
network with over 200 STEM organisations and 
community partners that provide opportunities 
for collaboration and contribution beyond CSIRO. 

STEM Professionals in Schools brings real-world 
STEM into Australian classrooms through bespoke 
industry-education partnerships. Supported by the 
Australian Government Department of Education, 
the program supported 831 partnerships in 
664 schools in 2023–24. It connected 1,131 teachers 
and 953 STEM professionals from more than 
320 organisations across Australia. Over 43 per cent 
of partnered STEM professionals were women, 
providing visibility of positive female role models 
in STEM, and 27 per cent of partnerships were in 
regional and remote areas. 

Generation STEM is a 10-year initiative funded 
by a $25 million endowment from the NSW State 
Government to SIEF. It attracts, supports and 
retains NSW students in STEM in further education 
and employment. The initiative facilitates the 
following programs: 

• STEM Community Partnerships Program 
(STEM CPP) provided opportunities for 
4,136 industry-student interactions across 
over 100 activities and events, including work 
experience, site visits, careers events and 
showcases. In 2024, a total of 115 schools and 
4,051 students had participated in the first half 
of the year. 




• Deadly in Generation STEM engaged 88 students 
and 56 teachers from 24 schools and 25 STEM 
professionals in teacher professional learning and 
student activities to increase the participation of 
NSW Aboriginal and Torres Strait Islander students 
in STEM through Culture and on Country activities. 
In 2023, Deadly in Generation STEM delivered 
its first Student STEM Camp engaging 17 local 
Aboriginal students and 5 student ambassadors 
from the previous year’s immersion days.
• Generation STEM Links supported by the NSW 
Government through SIEF, places undergraduate 
and VET students in paid industry-based 
placements across New South Wales. In 2023–24, 
the program facilitated 64 placements in 
STEM businesses. Over 79 per cent of students 
have been offered ongoing employment 
within the host organisation after completion. 
With over 92 per cent of students being from 
underrepresented groups, Generation STEM Links 
increases access for underrepresented students 
to engage in paid STEM internships.
• Evidence X aims to bridge the evidence gap 
within the STEM ecosystem by providing 
current, accessible and practical information 
for the design, implementation and evaluation 
of STEM programs. A collaboration process 
was undertaken in 2023–24 to co-design the 
Evidence X ‘solution’.


The Young Indigenous Women’s STEM Academy 
celebrated having 600 young women participating 
in the Academy. Funded by the National Indigenous 
Australians Agency, and delivered in partnership with 
CareerTrackers, in 2023–24 the Academy enabled 
the following: 

• A delegation of young women attended the 
Voices Shaping the Future – Wiyi Yani U Thangani 
Workshops to contribute to the creation of the 
First Nations Gender Equality Institute.
• Several young women hosted a yarning circle for 
the United States Special Envoy for Global Youth 
Affairs Abby Finkenauer.


The first 2 cohorts of young women (recruited in Year 8)
have completed Year 12, achieving a 96 per cent 
retention rate, compared to the national retention 
rate for Indigenous female students of 63 per cent 
(Australian Institute of Health and Welfare, 2023). 
Twenty-seven young women have graduated from 
university and are undertaking higher education studies 
or working in their chosen STEM field. Two of these 
young women have joined our Graduate Program.

In 2023–24, the Virtual Work Experience Program 
included 3 streams: CSIRO, Defence Industry and 
Generation STEM. Overall, 152 students from 
110 schools participated across 27 STEM projects 
that covered areas such as scientific computing 
and coding, mathematical modelling, genetics, 
geoscience, publishing, marine research, 
data librarianship, medicinal chemistry/drug 
development, analytical chemistry and synthetic 
organic chemistry.

The Digital Careers initiative funded by the DISR 
from 2021–23 closed in early 2024, having engaged 
171,145 students, 8,274 educators, 2,642 schools 
and 159 industry professionals. The program has 
successfully promoted student interest in digital 
careers, and the development of foundational 
skills required for an ever-changing digital 
world, and teachers to deliver the Australian 
Curriculum: Technologies. 

The Creativity in Research, Engineering, Science 
and Technology (CREST) program builds teacher 
capacity to facilitate open STEM inquiries. This year, 
CREST engaged 263 schools and 2,170 students 
completed investigations in science, technology, 
and engineering projects. 

Living STEM (presented in partnership with 
Chevron Australia) supports teachers and schools 
to embed Indigenous STEM knowledge through 
inquiry‑based learning and has increased Indigenous 
and non‑Indigenous students’ participation and 
performance in STEM. In 2023, the program engaged 
with 10 schools in Karratha, Western Australia with 
over 80 guests gathering in Karratha in November to 
showcase and celebrate their Living STEM journey. 
In 2024, it expanded to 22 schools in 3 clusters across 
the Pilbara. In addition to workshops, class visits and 
online supported activities, the program actively 
supports schools to reach out and engage with local 
community groups. 



 IMPACT CASE STUDY

Resources and programs drawing talent into CSIRO

The opportunity

For over 40 years, CSIRO has been developing 
and delivering high-quality science, technology, 
engineering and mathematics (STEM) education 
resources and programs for Australian teachers, 
students and communities. To ensure the 
effectiveness and impact of these programs 
continuous rigorous measurement is essential. 

The solution

A survey was sent out to 425 CSIRO Early 
Research Career (CERC) Postdoc or Affiliate 
Postdoc researchers working at CSIRO in 2023. 
Fifty‑eight CERCs completed the survey, resulting in a 
response rate of approximately 13 per cent. While the 
sample size was modest, the survey results presented 
some suggestive findings.

The impact

Results highlighted the correlation between student 
attitudes towards STEM and their confidence in 
their abilities and desire to pursue a STEM career. 
In addition, education and outreach programs 
that focus on STEM educators and community 
outreach may be effective given the reported 
influence of family members and educators on 
survey respondents’ desire to pursue STEM careers. 
The survey results provide evidence suggesting that 
our resources and programs draw talent into CSIRO. 
Twenty-nine per cent of CERC respondents reported 
having used or participated in one of our school 
resources or programs compared to the estimated 
reach of those programs to the general Australian 
population (averaging at 150,000 students per year 
out of 7.8 million youth aged 5 through 19 living 
throughout Australia4


). Anecdotally, participants 
reported their desire to pursue a STEM career at 
CSIRO was influenced by the Virtual Work Experience 
Program, Generation STEM initiative, receiving 
PhD support, and having mentors. Double Helix 
magazine, by CSIRO Publishing, was noted as the 
best known and most positively influential CSIRO 
school resource or program asked about.

Participants in the Young Indigenous Women’s STEM Academy at Curtin University in Western Australia.

4 Australian Bureau of Statistics, “Regional population by age and sex, 2022,” 2023.



Tertiary students 

We collaborate with universities, industry and other 
stakeholders to provide postgraduate studentships, 
undergraduate traineeships and vacation 
studentships to strengthen Australia’s STEM pipeline. 

Our tertiary student programs provide students 
with the opportunity to work on research projects 
that provide meaningful learning and development 
opportunities and supports the increasing demand 
for STEM capability within Australia. With an 
emphasis on providing increased collaboration 
with industry, our programs provide a pathway for 
students looking for careers outside of academia. 
In 2023–24, we supported 1,507 undergraduate 
and postgraduate students through our programs. 
Table 1.5 demonstrates student engagement over 
the past 5 years. The number of students fluctuates 
within a year and across years, as students start 
and finish programs at different times of the year. 
Our student numbers have increased slightly, with a 
particular increase with postgraduate studentships 
that we sponsored and supervised. This increase 
can be attributed in part to the success of the Next 
Generation scholarship program and Industry PhD 
Program (see page 26).

Table 1.6 provides a breakdown of the number of 
students that we supervised, or both supervised and 
sponsored. These numbers represent a point in time 
as at 30 June 2024, as distinct from the total number 
of students over the course of the whole year.

Table 1.5: Our students over the past 5 years

TYPE OF ENGAGEMENT

2019–20

2020–21

2021–22

2022–23 

2023–24

Undergraduate students 

5001

4082

3713

3944

4325

Postgraduate students

1,380

1,094

1,022

1,011

1,075

Total

1,880

1,502

1,393

1,405

1,507





1: includes 165 vacation students. 2: includes 201 vacation students. 3: includes 194 vacation students. 
4: includes 203 vacation students. 5: includes 207 vacation students.

Table 1.6: Our supervised and sponsored students at 30 June each year

 

2020

2021

2022

2023

2024

Sponsored and supervised postgraduates

PhD

471

435

412

429

451

Masters

8

17

18

17

13

Subtotal

479

452

430

446

464

Supervised postgraduates (not sponsored)

 

 

 

 

PhD

311

243

210

203

203

Masters

76

65

51

71

39

Subtotal

387

308

261

274

242

Subtotal postgraduates

866

760

691

720

706

Undergraduates

 

 

 

 

 

Industrial trainees

44

52

38

46

44

Honours students

41

39

20

39

41

Subtotal

85

91

58

85

85

Total tertiary students

951

851

749

805

791







Our Undergraduate Research Opportunities 
Program (UROP) facilitates paid placements for 
undergraduate students at biomedical research 
organisations in Victoria. The program aims to 
build and strengthen the nation’s STEM pipeline by 
training the next generation of biomedical scientists 
and bridging the skills gap between university 
education and a career in scientific research. 

Over 530 students applied for a placement in 
2023–24 and 20 students were placed into various 
Victorian biomedical research teams at the Australian 
Regenerative Medicine Institute, CSL, Murdoch 
Children’s Research Institute, Peter MacCallum 
Cancer Centre, RMIT, St Vincent’s Institute of Medical 
Research, WEHI and CSIRO. 

Greater adaptiveness

We operate with adaptability, resilience and 
responsiveness with a focus on enhancing 
the experience of our people and working 
seamlessly across the organisation to drive a more 
digitally mature, networked, sustainable, and 
impactful CSIRO.

Adapt CSIRO’s Ways of Working

We have adapted and improved our ways of 
working with the aim of aligning our impact 
focus, streamlining processes, creating a culture of 
empowerment, and enabling greater collaboration, 
supported by digital systems and insights.

This year we shifted the focus of our ‘Ways of 
Working’ program to two areas: 

1. The Enterprise Services (ES) Reform, which 
targets changes in the way work is carried out 
across our Enterprise Services functions.
2. A series of business projects designed to simplify 
or improve how work is achieved in our People 
function. This includes onboarding, global 
mobility, individual performance technology 
improvements (APA system) and people services 
(process automation).


Delivery against Statement of Expectations in Objective 3

ADVANCING GOVERNMENT 
POLICY PRIORITIES

Advancing First Nations Science

ORGANISATIONAL 
PERFORMANCE 

Legislative requirements; effective and efficient use of staff and resources; 
health and wellbeing of staff; pursuing and retaining talent.

PROMOTING STEM

Promoting careers and career paths for early career researchers, 
students, research and technical staff; communication of CSIRO science 
and research.







Objective 4 
World-class infrastructure

We are sharing our world-class national 
labs and facilities with industry, 
universities and government. 

Shared national labs 

We open and share our world‑class infrastructure 
with industry, universities and governments to 
strengthen Australia’s sovereign research capability.

Innovation hubs, ecosystems 
and precincts

We implement strategically directed innovation hubs 
such as the National AI Centre, providing global level 
capability and infrastructure to support the nation’s 
researchers and development of our industries in a 
sustainable manner.

Our innovation hubs help Australian research and 
industry collaborate and connect better. We have 
several precincts that create a mutually supportive 
culture utilising shared resources and infrastructure 
for R&D.

We regularly evaluate the collaborative use of these 
facilities. In 2023–24, we assessed the operative 
frameworks, business and partnership models for 
the Hydrogen Technology Demonstration Facility, 
the Indo-Pacific Plastics Innovation Network 
and the Australia e-Health Research Centre. 
The assessment and evaluations outlined key aspects 
of the current operative frameworks for those 
facilities/programs and supported the identification 
of gaps or potential opportunities to evolve 
current approaches.

Established in 2021 following the launch of 
our Hydrogen Industry Mission, our Hydrogen 
Technology Demonstration Facility (HTDF) is 
situated within our site at Clayton, Victoria. 
It boasts 66 square metres of internal floor space 
and a total volume of 627 cubic metres, with a ceiling 
height of 13 metres. The facility consists of several 
purpose-built 6 by 4 metre demonstration bays, 
featuring multiple fit‑for‑purpose research projects 
such as the cryogenics facility, high temperature 
hydrogen electrolyser facility and chemical hydrogen 
production facility. There is also a hydrogen 
vehicle refueller located externally to the HTDF in 
Clayton, Victoria.

The HTDF was established to serve as a hub 
for producing and developing industrial 
technology and technological solutions and 
validating hydrogen value chain projects. 



The HTDF stands as one of the 4 main pillars of our 
hydrogen industry program, equipping researchers, 
engineers, SMEs, universities and investors with 
extensive knowledge in hydrogen research, such 
as hydrogen generation, separation, purification, 
storage and transport.

Functioning as an Innovation Hub, the HTDF 
fosters crucial collaboration within our hydrogen 
industry program ecosystem. Currently, the focus 
lies on project partnership with interested parties 
in the hydrogen development phase through our 
program. Additionally, it provides dedicated support 
for projects led by other teams within CSIRO and 
hydrogen start-ups. 

Exceeding expectations, the facility has secured 
$2.3 million in funding for the Hydrogen 
Refueller and has established networks with over 
15 stakeholders for various hydrogen projects.

With the support of our hydrogen industry program, 
the HTDF aims to support business in the renewable 
energy ecosystem by accelerating the development 
and demonstration of their technology. The vision is 
to create a thriving hydrogen ecosystem co-located 
at the HTDF, facilitated by partnership services and 
property leasing to like-minded companies.

The Indo-Pacific Plastics Innovation Network (IPPIN) 
is a collaborative regional network designed to 
bridge the gap between research, entrepreneurship 
and investment to redefine the plastic lifecycle and 
create a circular economy. Launched in 2021 after 
the successful establishment of an innovation hub 
to address marine plastics, IPPIN hosts chapters in 
Indonesia, Thailand and Vietnam, with emerging 
chapters in Laos and Cambodia. Led by CSIRO, the 
IPPIN incentivises the acceleration of deep-tech 
research and the development of new pathways 
for research impact for both countries.

A co-design process considering strategic 
partnerships and regional sensitivities was 
undertaken in 2022. This was followed the same year 
by the launch of a pilot program in Vietnam via the 
Aus4Innovation program co-funded and managed 
by us, alongside a broader Mekong sub-regional 
co‑design process supported by DFAT. In 2023, 
full Hub programs were in operation in Indonesia, 
Vietnam and Thailand. 

The IPPIN’s establishment supports the design and 
scale-up of disruptive technologies to shift the dial 
on plastic waste across the Indo-Pacific region. 
It aims to support the identification of deep-tech 
innovation opportunities that can tackle plastic 
waste; enable the translation of real-world solutions; 
boost innovation capabilities; enhance stakeholder 
collaboration; leverage existing (and attract new) 
investments; and support our Ending Plastic Waste 
Mission vision to reduce 80 per cent of plastic waste 
entering the Australian environment by 2030.

Signs of impact are already showing with significant 
investment in start-ups and SMEs ($150,000 average 
and $1.5 million total investment pool from those 
start-ups); investment into Hubs ($11 billion across 
3 internationally) and considerable engagement 
(1,350 people involved in over 18 workshops in 
5 different languages). Longer-term outcomes will 
seek to achieve more significant impact. By 2032, 
the IPPIN would like to achieve impact such as 
the use of evidence-based decision making as 
standard; a measurable reduction in plastic waste 
entering the environment through substitution 
and material recovery; and the development of an 
industry‑based pipeline of critical skills and expertise 
for R&D‑based innovation.

The Australian e-Health Research Centre (AEHRC) 
is a national digital health research program 
established in 2003, with the QLD Department of 
State Development, to develop and apply digital 
health solutions to the challenges of creating a 
robust health IT infrastructure. 

The initial vision of the AEHRC was to develop and 
deploy leading-edge digital innovations in the 
healthcare domain to improve service delivery, support 
clinical research, generate commercialisation revenue 
and expand on digital health expertise in Australia. 
The original strategy aimed to increase science 
outcomes and be recognised in the top 3 e-Health 
research centres globally. Increasing impact through 
proprietary technology adoption, developing new 
areas of impact, increasing commercial outcomes and 
continuing to grow the centre across Australia round 
out the 5 goals to support delivery of that vision. 
Such impact is being realised with an average of 
$5 million annual revenue; the publication of 93 journal 
articles in 2021–22; more than 120 IP registrations 
valued at $2 million of revenue; and receipt of 
numerous awards by the centre and its researchers.

The Centre has the expertise to capture, 
treat and analyse medical data; genomic 
and imaging technologies to extract and 
interpret information from captured images 
and genomic sequences; new technology to 
support clinical and healthcare interventions; 
and simulation and program technology 
for clinical staff training and accreditation. 



To ensure its research focus and connections to 
the ecosystem remain current, the centre conducts 
extensive outreach, engaging stakeholders at events 
such as the Australian e-Health Colloquium and 
Connectathons (co‑design workshops), maintaining 
a media presence, and exploiting the benefits of 
physical proximity (co-location in health precincts). 

The current focus of the AEHRC is to maximise access 
to technology, noting that the COVID-19 pandemic 
has changed the priorities of healthcare dramatically. 
Looking to the future, the centre will need to 
capitalise on its unique position at the nexus of 
digital technology use across healthcare and clinical 
research. Challenges unique to Australia such as 
Aboriginal and Torres Strait Islander health outcomes 
and our ageing population are acknowledged and 
built into the centre’s new strategy. Areas of impact 
going forward include transforming healthcare and 
healthcare delivery with data, AI and virtual care; 
improving health system efficiency and readiness 
with digital health; and expediting the transition to 
precision health. 

The goal by 2027 is that the AEHRC will have 
delivered technologies that are enabling the 
digital transformation of healthcare and the use of 
precision health in delivering healthcare in Australia 
and around the world. 

From July 2024, the National AI Centre (NAIC) will 
reside within the Department of Industry, Science 
and Resources (DISR) and no longer within CSIRO.

The National AI Centre (NAIC) was led by us on 
behalf of the Australian Government to further 
develop Australia’s AI and digital ecosystem.

To support scaling AI literacy and responsible AI 
across Australia, NAIC launched Australia’s inaugural 
AI Month in November/December 2023, with over 
70 events delivered nationwide. 

AI Month also saw the delivery of the second 
AI Leadership Summit for 2023, the delivery of 
an AI Industry Day, the launch of the second AI 
Ecosystem Report for 2023, and the establishment 
of 2 responsible AI mega-projects that gathers 
Australia’s AI ecosystem expertise to develop 
template approaches to AI strategy, governance, 
and responsible AI implementation. 

In partnership with the Institute for Applied 
Technology–Digital, NAIC launched a ‘Million 
Microskills’ promotion, allowing a million 
free enrolments in an introductory AI course. 
Over 10,000 Microskills were completed in 
the 2 weeks following launch.

Landmark infrastructure upgrades

The Australian Centre for Disease Preparedness 
(ACDP) Part-Life Refit project aims to refurbish the 
existing ACDP facility and infrastructure services to 
ensure CSIRO can continue to prevent and respond 
to exotic and emerging animal and zoonotic 
diseases in Australia well into the future. Due to the 
complex and unique design criteria and regulatory 
requirements of the facility, along with an increase 
in the cost of goods and services in Australia, the 
project’s scope and budget have been reviewed.

Construction of the new National Research 
Collections Australia building in Canberra is nearing 
completion, allowing our wildlife, insect and wet 
collections, most of NRCA’s digital equipment and 
staff to be relocated and operational by early 2025. 
Our digitisation process has significantly progressed 
this year with all Australian National Herbarium 
(ANH) specimens now imaged for access through 
the Data Access Portal (late 2024). Migration of 
databased insect collections was completed in 
January. This will be followed by the ANH’s larger 
data sets in mid-2024.

In 2024, the Pawsey Supercomputing Research 
Centre completed its commissioning of Setonix, 
a state-of-the-art HPE Cray EX supercomputer 
housed at Pawsey Centre. The system is built on 
the same architecture used in alternative exascale 
supercomputer projects, including Frontier at Oak 
Ridge National Laboratory and LUMI at CSC Finland. 
Setonix is the most powerful research computer in 
the southern hemisphere and the world’s fourth 
greenest supercomputer as ranked in the TOP500 
and Green500 lists.

The SKA Project

We continue to manage the site of the international 
SKA Observatory’s SKA-Low telescope, Inyarrimanha 
Ilgari Bundara, our Murchison Radio-astronomy 
Observatory, on Wajarri Yamaji Country in 
Western Australia. 

The SKA Observatory (SKAO) is partnering with us to 
build and operate the SKA-Low telescope, currently 
under construction alongside the existing observatory 
facilities. The SKA-Low team, 80 per cent of which 
are CSIRO employees, has grown substantially with 
almost 75 staff from both organisations now working 
across Perth, Geraldton and Murchison.

We also contribute to the global SKA design 
and construction effort through multiple SKA 
construction contracts alongside industry and 
research organisation partners. 



This year there has been substantial progress on 
the SKA-Low telescope, including clearing land, 
trenching, laying power and fibre, and installing 
the first of the telescope’s 131,072 antennas. 
Temporary accommodation for construction team 
members was replaced by a 176‑bed purpose-built 
camp. The camp village was gifted a traditional 
Wajarri name, Nyingari Ngurra, which means 
‘home of the zebra finch’. 

Significant national infrastructure

Australian Centre for Disease Preparedness 

The Australian Centre for Disease Preparedness 
(ACDP) is a high-containment facility designed to 
allow scientific research into the most dangerous 
infectious agents in the world. ACDP research helps 
protect Australia’s multi-billion dollar livestock and 
aquaculture industries, and the general public, 
from emerging infectious disease threats.

In 2023–24, ACDP research provided valuable insights 
to veterinarian authorities and the Australian poultry 
industry following an unprecedented multi-strain 
(H7N3, H7N9 and H7N8) outbreak of the highly 
pathogenic H7 avian influenza in Victoria, New 
South Wales and the ACT. Three separate outbreaks 
at once was unprecedented in Australia, and raised 
concern for biosecurity containment measures in 
place. Scientists at ACDP ran more than 2,700 tests 
on samples from all locations, analysing the genome 
sequence of each sample. By comparing genetic 
code, they could see the strains were not closely 
related to each other, but were more closely related 
to low pathogenic strains in Australian wild birds. 
Thus each outbreak was likely to have spilled over 
from wild birds separately.

ACDP has also joined forces with US biotech firm 
MBF Therapeutics to evaluate their novel DNA 
vaccine candidate for African swine fever. ACDP is 
one of the few labs in the world that can safely work 
with the virus. Our expertise in the field of African 
swine fever, combined with MBF Therapeutics’ 
innovative T-Max Precision vaccine platform, provides 
an opportunity to work towards a truly safe and 
effective African swine fever vaccine.

This year, ACDP continued to maintain 
compliance with the applicable Australian 
legislation and regulations, and international 
Organization for Standardisation accreditations 
following 4 external re-assessment audits 
late 2023 against the requirements of 
ISO9001, ISO14001, ISO17025 and ISO17043. 
Auditors remain confident in the facility’s quality 
and environmental management 
processes and confirmed ACDP’s continued 
accreditation/certification in all areas. 
They commended ACDP’s integration of the 
2 management systems (ISO 9001) and (ISO 14001) 
into a single overarching framework that assures 
continued delivery of trusted science in a compliant, 
efficient, and environmentally responsible manner, 
as well as ACDP’s commitment to continually 
improving the framework to ensure optimal 
efficiency and effectiveness. 

Australia Telescope National Facility

Australia Telescope National Facility (ATNF) develops 
state-of-the-art radio astronomy instrumentation and 
operates world-class telescopes for use by Australian 
and international astronomers based on scientific merit 
without charge to the end user. A total of 248 refereed 
papers using observations from ATNF or co-authored 
by ATNF staff were published in 2023. ATNF facilities 
also support commercial space tracking activities.

Observing time on the Murriyang telescope at 
Parkes Observatory is allocated competitively by 
scientific merit through the ATNF Time Assignment 
Committee, which meets twice per year. A majority 
of Committee members are Australian researchers 
external to CSIRO. A total of 108 proposals 
for observing time were received in 2023–24. 
Australian astronomers were awarded 49 per cent of 
the available time and overseas‑based astronomers 
51 per cent in the year ending March 2024. The large 
64-metre-diameter dish and sensitive instruments on 
Murriyang played a vital role in tracking the Intuitive 
Machines-1 mission, the first US vehicle to softly land 
on the Moon since 1972. 

Observing time on the Australia Telescope Compact 
Array (ATCA) is also allocated competitively by 
scientific merit, through the ATNF Time Assignment 
Committee. A total of 104 proposals for observing 
time were received in the year ending March 2024. 
Australian astronomers were awarded 42 per cent 
of the available time at the ATCA and overseas-based 
astronomers 58 per cent. 

The great majority (95 per cent) of observing 
time on the Australian SKA Pathfinder (ASKAP) is 
allocated to the major all-sky surveys for which it 
was constructed. Nine large survey teams comprising 
around 800 astronomers from 206 institutions 
in Australia and overseas applied for time in 
2021. Allocation of time is made according to 
the recommendations of an international review 
panel convened in 2022 to assess these proposals. 



ATNF additionally started accepting Guest Science 
Proposals (GSPs) during 2023–24, comprising the 
remaining 5 per cent of observing time. In the first 
such proposal round, ATNF received 7 proposals from 
31 Australian and 5 overseas‑based researchers.

Earth Observation

We are globally recognised for our capabilities in 
Earth Observation (EO) data analytics and applications 
development. Our EO infrastructure and facilities
supporting this capability include the NovaSAR-1 
satellite national facility, unique southern hemisphere 
satellite calibration and validation facilities, and the 
alternative EASI data analytics platform. In 2023–24, 
the NovaSAR-1 satellite national facility provided 
access to more than 3,500 satellite images for almost 
600 users from 49 countries and commenced 14 new 
imaging projects. NovaSAR-1 provides novel S-band 
SAR (Synthetic Aperture Radar) images to complement 
other satellite image data used in research and 
decision making, and in 2023–24 all NovaSAR-1 archive 
data covering Australia has been processed and 
made available as ‘Analysis Ready Data’ (ARD) to the 
international CEOS-ARD standard, a form which allows 
immediate analysis with a minimum of additional user 
effort and interoperability both through time and with 
other datasets. Images from NovaSAR-1 have been 
used for applications linked to climate, environment 
and disaster management, and in 2023–24 NovaSAR-1 
imagery was acquired to monitor 8 separate 
instances of bushfires, storms/floods and landslides 
across Australia.

The Earth Analytics and Science Innovation 
(EASI) platform provides access to thousands of 
satellite products comprised of millions of satellite 
images from decades of global Earth observation. 
EASI delivers science outcomes with national 
scale impact for the Australian Government 
through projects such as the National Bushfire 
Intelligence Capability and the Habitat Condition 
Assessment System. See Impact Case Study 
on page 43.

National Collections and Marine Infrastructure

In 2023–24, the Marine National Facility (MNF) met 
the objectives of 8 research voyages for 4 research 
organisations. One of these voyages marked a 
significant milestone for RV Investigator – setting sail 
for the 100th time.

Another voyage highlight was the International 
Nutrient Inter-Comparison Voyage (INIV) 
to the Southern Ocean on RV Investigator 
to assess the variability in global ocean nutrient 
measurements. Over 14 leading international 
agencies from 12 countries participated. 
The voyage has enabled global ocean nutrient datasets 
to now be used in tandem and has progressed 
best‑practice approaches in nutrient measurements at 
sea. The voyage was endorsed and supported by the 
United Nations Decade of Ocean Science.

RV Investigator also undertook the longest science 
voyage conducted by a CSIRO research vessel to date, 
resulting in one of the most comprehensive datasets 
ever collected in the Southern Ocean. We partnered 
with the Australian Antarctic Program Partnership to 
travel south from Hobart, west along the Antarctic 
ice edge, then north to Fremantle, over 60 days and 
12,000 kilometres. At the pre‑planned sampling 
stations, RV Investigator collected 100 vertical 
profiles of ocean properties by lowering and raising 
equipment that travelled about 700,000 metres 
through the water, at one metre a second.

The MNF’s Engineering and Technology (E&T) 
Program has enabled our multidisciplinary marine 
research through development of key science and 
observation systems and digital products and tools 
for the Australian marine research community and 
commercial partners. A major focus this year was 
on the extension of work for the Integrated Marine 
Observing System (IMOS), which provides sustained 
marine observation data for Australia to scientists, 
students, industries and other stakeholders for 
their use in research and operational activities. 
This national infrastructure has been extended 
until 2028, with all major programs continuing, 
extending collaboration with the Australian Institute 
of Marine Science, Curtin University and other 
partners. The E&T also undertook 2 projects with 
the Australian Antarctic Division this year for their 
Research and Supply Vessel (RSV) Nuyina.

This year, the Atlas of Living Australia (ALA) and 
National Research Collections Australia welcomed 
the international biodiversity data community to 
Australia by hosting the Biodiversity Information 
Standards (TDWG) annual conference in Hobart 
and the 30th meeting of the Global Biodiversity 
Information Facility (GBIF) Governing Board in 
Canberra. We have a long history of association 
with both organisations, having been involved 
with TDWG and GBIF since they were established 
in 1985 and 2001 respectively. This year, the ALA 
released the Australian Reference Genome Atlas 
and the Australian Virtual Seedbank platform. 
It also refreshed the ALA’s taxonomic backbone 
in consultation with the Australian Biological 
Resources Study and the Australian Plant Census. 
A second round of the ALA’s Australian Biodiversity 
Data Mobilisation Program funded 6 new projects 
to support our sector to provide open biodiversity 
data to the ALA.



 IMPACT CASE STUDY

Supporting Australia’s fire safety ecosystem

The opportunity

Australia has experienced a rapid increase in tunnel 
infrastructure for transportation since the Sydney 
Harbour Tunnel opened in 1992. Fire safety is a 
fundamental consideration for tunnel infrastructure. 
Fire incidents in tunnels are a major risk because of 
their potential severity, danger to human life and 
impact on structural integrity. Testing for fire safety 
is therefore crucial to ensure confidence in our 
tunnel infrastructure. 

The solution

Our Infrastructure Technologies program offers a 
suite of services in fire safety testing, certification 
and consulting for tunnel projects, including for 
tunnel liners, ventilation systems, fire detection and 
alarm systems, fire suppression systems, emergency 
lighting and signage systems, rolling stock and 
communication systems. Infratech’s Laboratories in 
North Ryde, NSW and Clayton, VIC, have facilities, 
equipment, and capabilities to conduct testing and 
consulting services to assess fire safety for tunnel 
infrastructure components. In this way, we help to 
ensure that tunnels are resilient in response to fire 
incidents, thereby limiting damage and repair costs, 
and ensuring public safety for tunnel passengers 
and the surrounding public. Infrastructure 
Technologies also supports the development of fire 
safety test methods and standards through broad 
representations with Australian and international 
standard-setting organisations.

The impact

A recent independent evaluation found that the 
work by Infrastructure Technologies provides 
confidence to authorities and the public that 
Australia’s tunnel infrastructure is safe to use. 
Stakeholders are provided with increased confidence 
in mitigating project risks associated with public 
safety, project longevity and resilience to extreme 
events. The contribution by Infrastructure 
Technologies towards industry standards and testing 
procedures creates a more efficient planning and 
construction process for contractors and state 
authorities. Infrastructure Technologies also serves 
as an industry leader for fire safety, ensuring that 
Australia retains national institutional knowledge 
about fire safety testing, design and engineering.

The evaluation found that Infrastructure 
Technologies fire safety, testing and certification 
services have resulted in a Benefit-Cost Ratio of 
9.7 for the period 2015 to 2023. This means that for 
every $1 invested in the services provided, there 
are economic, environmental and social benefits of 
$9.70. Future projections indicate that the benefits 
from Infrastructure Technologies could be larger 
as the economic value of planned tunnel projects 
continues to grow.

CSIRO fire safety engineering team conducts AS 4391 Hot Smoke Tests as part of commissioning requirements for major 
road and rail tunnel infrastructure across Australia.



National Research Collections Australia (NRCA) is 
home to 15 million research specimens, supporting 
the discovery and characterisation of Australia’s 
unique biodiversity. This year, the Australian National 
Wildlife Collection (ANWC), supported by our CSIRO 
researchers, invented a technique that surveys 
historical gene expression via chromatin architecture 
profiling. This has transformed ANWC’s wet 
collection into a comprehensive and global record 
of environmental impact on gene expression and 
phenotype. This new data stream provides essential 
context for estimating the resilience of contemporary 
populations to future environmental threats and 
may reveal the full repertoire of rapid evolutionary 
responses to challenges, such as climate change and 
new and emerging pests and pathogens.

Pawsey Supercomputing Research Centre

In 2023–24, the Pawsey Supercomputing Research 
Centre continued its program to develop a national 
test bed to advance quantum computing, receiving 
a $5 million grant from the Australian Government’s 
National Collaborative Research Infrastructure 
Strategy (NCRIS) program. The 2-year pilot program 
allows Pawsey to extend its national supercomputing 
and quantum computing innovation hub. It has 
also enabled the installation of Australia’s first 
NVIDIA CUDA Quantum platform accelerated by 
NVIDIA Grace HopperSuperchips. The platform 
is an open‑source hybrid quantum computing 
service which features powerful simulation tools 
and capabilities to program hybrid CPU, GPU and 
QPU systems and additional tools for accelerating 
quantum computing workflows.

Research infrastructure

We develop collaborative research infrastructure 
integrated with digital technologies that optimise 
our safety, efficiency and scientific excellence.

Labs of the Future 

We continue to build our Labs of the Future, 
transforming how we do research by integrating 
automation, robotics and sensors into our lab 
environment, as well as Machine Learning and AI, 
digital twins and cloud labs into our research process.

In early 2024, we launched a second round of 
small-scale infrastructure projects nominated by 
our scientists and engineers seeking to digitise and 
modernise their research processes in the lab and 
in the field. The learnings from these innovative 
approaches, alongside initiatives from our Digital 
Support for Labs program, are helping to define the 
requirements for modern research infrastructure 
and practices that inform our Labs of the 
Future roadmap.

The Digital Support for Labs (DSL) program 
is discovering, testing and delivering smart 
approaches, infrastructure and technologies to our 
national labs by adopting digital technologies such 
as automation and remote access.

DSL is supporting our labs to adopt digital solutions. 
We integrate lab equipment with IT systems in a way 
that is cyber safe and compliant with international 
and regulatory agency requirements. We work 
to unlock the potential of the Internet of Things 
(IoT), robotics, augmented reality, and AI-assisted 
approaches to the scientific discovery and analysis 
that occurs in our lab facilities.

The solutions delivered by DSL are standardised 
across CSIRO labs to make it easier for researchers, 
instruments and data to move between labs 
facilitating collaboration. The program is delivering 
an enterprise Laboratory Information Management 
System (LIMS) for the whole of CSIRO to address 
the data management challenge. LIMS will help 
with lab accreditation and compliance, automate 
the collection of test data and make reporting 
easier. It will address and put in place controls to 
ensure the integrity and quality of data produced 
through our labs and facilities, while providing 
a sound base to build digital innovations in lab 
operations. During 2023–24, we have prototyped a 
solution to 3 of our labs, also implementing LIMS as 
the foundation for all our environmental sciences 
laboratories. We will adapt and take on lessons 
learnt from this as the rollout continues to the 
hundreds of labs and facilities that we will operate 
in the year ahead.

Delivery against Statement of Expectations in Objective 4

TRANSLATION AND 
COMMERCIALISATION

Managing research infrastructure; building industry connections; 
supporting the health of Australians.







68 Introductory statement

70 Analysis of our performance

72 Our performance results

Part 2 
Annual 
performance 
statements



Introductory statement

The CSIRO Board, as the accountable authority of CSIRO, presents the 
2023–24 annual performance statements as required under s39 (1) (b) of 
the Public Governance, Performance and Accountability Act 2013 (PGPA Act). 
These annual performance statements are based on properly maintained 
records and accurately present our performance in achieving our purpose 
for the year ended 30 June 2024 in accordance with s39 (2) of the PGPA Act.

Ms Kathryn Fagg AO

Chair, CSIRO Board

29 August 2024

Our performance framework

CSIRO operates within the enhanced Commonwealth 
Performance Framework in accordance with the PGPA Act.

The PGPA Act requires each 
Commonwealth agency to 
produce a Corporate Plan at 
the beginning of the reporting 
cycle that sets out its purpose, 
strategies for achieving its 
purpose and how success will 
be measured. Our Corporate 
Plan 2023–24 is available at:
csiro.au/corporate-plan.

Resources are provided to us 
through the Government budget 
process as documented in the 
Portfolio Budget Statements 
(PBS) for the Industry, Science 
and Resources Portfolio. 
The PBS states the outcome for 
CSIRO and includes high-level 
performance. The latest PBS 
for the Industry, Science and 
Resources Portfolio is available 
at: industry.gov.au/corporate-
governance/budget-statements.

At the conclusion of the 
reporting cycle, agencies are 
required to produce an annual 
performance statement and 
assess the extent they have 
succeeded in achieving their 
purpose. We measured our 
performance using 11 key 
performance indicators, with 
24 associated metrics, as stated 
in our Corporate Plan 2023–24 
(pages 22–25). 

The following section reports 
our results for 2023–24 
against our purpose and 
performance criteria.



Our methods, data sampling 
and targets

Methodologies

1. Quantitative counts.
2. Survey method is used to consistently measure 
and rigorously validate how we are performing 
over time. All survey findings are conducted, 
analysed and reported by independent providers 
to adhere to National Ethics Standards, avoid 
bias, and ensure credible performance reporting 
in accordance with the PGPA Rule.
3. Impact assessments and evaluations are 
conducted by third-party providers on CSIRO’s 
procurement panel or undertaken internally 
and validated by external experts to ensure 
evaluation processes and analyses are rigorous 
and the findings are defensible. CSIRO’s 
evaluation guide, which is publicly available, 
is the reference document for all impact 
assessments. CSIRO impact assessments are 
published on csiro.au by default, unless the 
report is commercial-in-confidence or policy 
sensitive, for example, where publication may 
prejudice a commercialisation process, where 
a government announcement is due related 
to the evaluation subject matter, or where an 
external partner has agreed to the evaluation 
for internal purposes only, or similar. In such 
cases the options are to delay publication for 
a time or publish a high-level summary only or 
both. As part of the recent review of CSIRO’s 
Performance Framework, an international 
analysis of performance reporting approaches 
of peer research organisations was conducted, 
which highlighted that in-depth, rigorous, and 
validated case studies are a universally accepted 
way of demonstrating research organisations 
are delivering against their intended purposes. 
Therefore, we adopt a similar approach to align 
with this international standard and carry a 
global reputation of having a leading edge in 
the field.


Weightings

All metrics are equally weighted.

Data sources

Internal systems with access to SAP, Opportunity 
to Delivery (O2D), Human Resources, Health and 
safety, Financial, IP, contract and engagement 
platforms. External surveys, impact assessment and 
evaluation data are sourced by third-party providers 
or requested from CSIRO systems.

Sampling

Impact assessments and evaluations are planned 
ahead of commencement of program level 
investment to prevent the potential for bias. 
Preselection ensures research is adequately 
evaluated regardless of investment results. 
Additional methodological considerations for 
the selection of evaluations include: 

Representativeness: Programs are selected to 
reflect the breadth of activities undertaken by 
CSIRO and the type of research. This ensures a 
more comprehensive picture is available of the 
performance of our organisation (across provision 
of national facilities and infrastructure, education 
services, research, and different impact pathways, 
that is, commercial, policy, capability building 
and learning). 

Significance (strategic importance): Programs 
of work that are strategically significant to the 
organisation and/or represent large investments 
(for example, large government initiatives, Missions, 
FSPs) all undergo impact assessments or evaluations 
at program close. 

Evaluation readiness: The availability and 
accessibility of evidence for analysis to substantiate 
impact realised or expected in future, including 
the willingness of CSIRO partners/customers to 
participate in the evaluation determines if an 
assessment is shortlisted to proceed to evaluation.

Target setting

All targets are endorsed by the CSIRO Board, with 
oversight by the Board Audit and Risk Committee 
(BARC), which assists CSIRO and its Board in the 
areas of financial management, risk management, 
internal control and compliance. Targets are set 
to drive growth, establish new baselines in which 
forward goals can be agreed, or to maintain high 
performance. (BARC Charter: csiro.au/BARC.)



Analysis of our performance

55%

key performance 
indicators achieved

79%

individual 
metrics achieved

TOP PERFORMERS

ADOPTION AND UPTAKE 

Achieved our highest result 
in 9 years for IP revenue

$61 million

Equity holdings 
grew $21 million to

$243.5 million

INDUSTRY COLLABORATION 

1,801

SME engagements

301 over target (1,500)

204

organisations engaged 
in education programs

122 over target (82)

STAFF SAFETY 

4,242

hazards and 
proactive reports

2,242 over target (2,000)

1.2

Total Reportable 
Injury Frequency Rate

1.3 under target (<2.5)

When assessing the overall performance of a KPI, 
those with single metrics are rated either ‘achieved’ 
or ‘not achieved’ in relation to meeting the target. 
For KPIs with multiple metrics, they are rated either 
‘achieved’, ‘partially achieved’ or ‘not achieved’ 
regarding the collective effort in meeting each 
individual target. 

Integrated performance reporting

This year we implemented an integrated performance 
framework and reporting cycle. This internal 
quarterly assessment process was initiated to provide 
better oversight to leadership of the strategic health 
of our organisation. The framework integrates 
several data sources to measure and track the 
progress of our Corporate Plan 2023–24 objectives. 
By implementing a more regular reporting cadence 
we have been able to course correct better where 
necessary and apply additional resources in the case 
of delayed performance.

Context of results

In 2023–24, overall, 6 (55 per cent) out of 11 KPIs were 
achieved, with 4 (36 per cent) partially achieved, and 
1 (9 per cent) not achieved. 

At the detailed metric level, we met or exceeded 
19 (79 per cent) of the 24 metrics (including the 
2 operational metrics), with 5 (21 per cent) metrics 
partially or not meeting set targets. 

See the following pages for results and mitigation 
strategies for the metrics not meeting targets 
this financial year. 

These results indicate we have been largely 
successful in delivering against our objectives and 
strategic priorities for the year, demonstrating a solid 
capacity to deliver against our purpose.



Metrics partially or not achieved

Metrics that have partially or not met set targets are outlined below.

KPI

METRIC

2022–23 
TARGET

2022–23 
RESULT

2023–24 
TARGET

2023–24 
RESULT

Objective 1. Deliver impact through innovation

Enhance 
innovation 
translation

Commenced, cohort growth and 
graduating iPhDs

20

13

30

23

Mitigation: To avoid the issues experienced this year with delays occurring between 
the awarding of scholarships and the commencement of studies we will be reporting 
to our funder (the Department of Education) the cumulative number of scholarships 
awarded rather than the number of students commenced. Aligning our Corporate Plan 
metrics to this methodology is also under consideration.

Fewer, 
bigger things

Cross-organisation engagement 

20

22

20

19

Mitigation: While this metric still has some use as a measurement of internal 
collaboration, more suitable methods are under consideration, and it will not be 
carried into the next Corporate Plan.

Objective 2. Purpose-driven science and technology

Be Australia’s 
trusted advisor

Positive business sentiment 

75

80

80

76

Mitigation: To achieve record results again, we will need to consider similar activities to 
those engaged in 2022–23. Prioritisation of communication and pipeline development 
programs will be reviewed as part of our 2024–25 Communication Strategy.

Objective 3. Engage and empower talent

Have a safe 
and inclusive 
workplace 

Staff sentiment – culture

37th

43rd

46th

37th

Mitigation: In response to the 2024 Culture Survey, it is expected that a CSIRO‑level 
action plan (which addresses improvements in communicating our strategic direction 
and in ways of working through implementation of Enterprise Services Reform) will 
contribute to an uplift in our future results. Additionally, unit-level actions plans are 
expected to address local issues and are important to ensure ownership of our culture.

Objective 4. World-class infrastructure

Shared 
national labs

Infrastructure usage rates

ATNF 70%

Paw. 90%

ATNF 65%

Paw. 56%

ATNF 70%

Paw. 90%

ATNF 67%

Paw. 55%

Mitigation: Pawsey has developed a plan to address issues on a long-term 
basis, including: 

• major upgrades to the Setonix Management System (implemented Q3/24) 
• tighter constraints on use of the scratch storage system (implemented Q2/24) 
• coordination between Pawsey and astronomy users (ASKAP and MWA) to improve 
the efficiency of application software, particularly in respect of data transport 
bandwidth (i/o) (ongoing) 
• the establishment of a Pawsey User Committee.


Some of the above actions have been implemented late in 2023–24 and improvements 
in utilisation are already being observed with 81% utilisation of Setonix CPU’s and 63% 
utilisation of Setonix GPU’s for Q2/24. 

ATNF and Pawsey are working together at managerial and technical levels to 
address the HPC issues impacting ASKAP, the refurbishment program at Parkes will 
be completed in this financial year – both should address performance in the next 
reporting period. A new data acquisition system at the ATCA is due for installation in 
early 2025 to replace an ailing system.







Our performance results

Objective 1: Impact translation

KPI: Demonstrated uptake and adoption with industry to support Australian innovation

Metric: Total annual Intellectual Property (IP) revenue

2023–24 target

2023–24 result

Outcome

≥$40 million

$61 million

 Achieved

IP revenue performed steadily throughout the financial year with 43% of the target being realised in the 
first quarter and the total value reaching $61 million. This is an increase of $2 million on last year’s result 
($59 million) and our highest IP revenue total in 9 years. 

The outcome is also derived primarily from Licence/Royalties, as opposed to the sale of IP. Therefore, the 
increase is theoretically $11 million on last year’s total, as sales comprised $9 million of last year’s total. 
Cotton royalties have increased by $5.8 million and overall growth is due to several new technologies 
experiencing commercial success and technologies that have shown increasing sales over recent years 
continuing that trend. 

The number of new, non-revenue bearing licences has fluctuated over recent years, while the number of 
new revenue bearing licences has risen slightly over each of the past 4 years.

Trend data

2022–23 result

2021–22 result

2020–21 result

$59 million

$35 million

$38.9 million

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

≥$42 million

≥$42 million

≥$42 million

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative

Quantitative count – $ million

SAP – Internal system

Quality assurance

Monitoring

Chief Financial Officer

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Demonstrated uptake and adoption with industry to support Australian innovation

Metric: Value of CSIRO’s equity holdings

2023–24 target

2023–24 result

Outcome

$200 million

$243.5 million

 Achieved

Our commercialisation and technology translation continues to play a leading role in the Australian 
innovation ecosystem with the value of our direct equity portfolio growing to $243.5 million in 2023–24. 
This is an increase of $21.5 million on last year’s portfolio value. 

Success has been driven by performance of listed investments, such as Chrysos Corp which saw significant 
increases in value due to increased PhotonAssay contracts and deployments. Shares were trading at or 
above $6 per share early in the reporting period, resulting in a $18 million valuation increase. Unlisted 
PaidRight Holdings Pty Ltd completed a $1.7 million fundraising round, generating over $1.2 million 
positive revaluation to the investment.

Trend data

2022–23 result

2021–22 result

2020–21 result

$221.96 million

$160 million

$124 million

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

 ≥$200 million

 ≥$220 million

 ≥$220 million

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative

Quantitative count – $ million

SAP – Internal system

Quality assurance

Monitoring

Chief Financial Officer

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Enhance innovation translation with Australian industry including SMEs and external partners

Metric: Normalised citation index at science field level

2023–24 target

2023–24 result

Outcome

>75% of RISE units of assessment in top 2 
rank quartiles, with not less than 50% in 
the rank 1 (top) quartile, calculated on a 
volume‑weighted basis

79% in top 2 quartiles 

61% in 1st quartile

 Achieved

We benchmark results in each of our major fields against a list of similar organisations unique to each 
assessment. This ensures a fair comparison that recognises the different roles science excellence plays 
in different parts of the organisation and overcomes several limitations in standard citation metrics. 
Our system, Reporting and Improving Science Excellence (RISE), considers our science to be excellent 
if we are ranked in the top quartile of peers, and strong to adequate if we are ranked in the 2nd or 
3rd quartiles. 

In 11 assessments, we were ranked in the top quartile of peers, representing excellent research. 
These units covered 61% of the publications that were included in the evaluation. In a further 
6 assessments, we were ranked in the 2nd quartile of peers, covering 18% of the CSIRO publications that 
were included in the evaluation. In 4 assessments, we were ranked in the 3rd quartile (8% of publications). 
In only 3 assessments, we were ranked in the bottom quartile. This represented 13% of the CSIRO 
publications included in the evaluation.

Science is considered of an adequate standard to deliver impact if it is ranked in the top three quartiles of 
peers. However, our KPI this year is more ambitious: three-quarters of Units of Assessment should be in 
the top 2 quartiles, on a volume-weighted basis, with no less than 50% in the top quartile. CSIRO met this 
threshold with 79% in Q1-Q2 and 61% in Q1.

Trend data

2022–23 result

2021–22 result

2020–21 result

87% in top 3 quartiles (20 out of 23 units)

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

Each year – 75% top 2 ranks, no less 50% top rank

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # of 
academic publication citations

Bibliometrics

Quality assurance

Monitoring

Director, Science Impact and Policy

Quarterly reported to CSIRO Executive throughout FY as 
part of Quarterly Integrated Reporting Framework/Process.







KPI: Enhance innovation translation with Australian industry including SMEs and external partners

Metric: Participation in ON program to accelerate research

2023–24 target

2023–24 result

Outcome

100

101

 Achieved

We continue to build research translation skills for the nation through our ON Innovation Program. 
In 2023–24 the ON Program met its target of 100 teams (with a result of 101) participating via ON 
Prime 14 and ON Prime 15 and ON Accelerate 8. Of those 101 teams more than 83% were from the 
research ecosystem.

The Program also reached a milestone of over 5,300 participants through the program since its inception 
in 2015, this year contributing a total of 830 participants to this figure across all ON capability programs. 

The ON Innovation Program has reached a further 1,600 attendees through Innovation Ecosystem uplift 
and engagement events held throughout the year, and collaboration continues with the Department of 
Education and Australia’s Economic Accelerator, and the Department of Industry, Science and Resources’ 
Industry Growth Program and Commercialisation Capability Hub to integrate ON offerings.

Trend data

2022–23 result

2021–22 result

2020–21 result

96

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

100

100

N/A

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # of participants 
attending ON Accelerate, ON Prime 
and Bootcamps

O2D – Internal system

Quality assurance

Monitoring

Director, Strategic Delivery

Quarterly reported to CSIRO Executive throughout FY 2023–24 as 
part of Quarterly Integrated Reporting Framework/Process.







KPI: Enhance innovation translation with Australian industry including SMEs and external partners

Metric: Commenced, cohort growth and graduating iPhDs

2023–24 target

2023–24 result

Outcome

30 commenced

23 commenced 

 Not achieved

The number of iPhDs commenced (23) fell short of the target of 30. There has been less demand from 
domestic PhD applicants across the system and the execution of some contracts for projects have taken 
longer than expected due to the significant increase in the number of universities engaged. We also 
experienced some delay in identified students commencing their studies. 

The program has seen increased aggregate demand year on year, and we expect this to continue 
in FY 2024–25. This growth reflects our investment in outreach and university engagement. The 
number of scholarships awarded was in line with the target. However, in the current competitive 
environment, extended student enrolment timelines resulted in a lower number of students commencing 
during FY 2023–24. 

Mitigation to improve performance

To avoid the issues experienced this year with delays occurring between the awarding of scholarships and 
the commencement of studies we will be reporting to our funder (the Department of Education) with the 
cumulative number of scholarships awarded rather than the number of students commenced. Aligning 
our Corporate Plan metrics to this methodology is also under consideration. 

Trend data

2022–23 result

2021–22 result

2020–21 result

13

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

75 cumulative iPhD cohort

100 cumulative iPhD cohort

120 cumulative iPhD 
cohort, 10 graduating

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # of 
student contracts

SAP – Internal system

Quality assurance

Monitoring

Director, Science Impact and Policy

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Enhance innovation translation with Australian industry including SMEs and external partners

Metric: Externally validated evaluations of Indigenous science and engagement programs 

2023–24 target

2023–24 result

Outcome

2 evaluations and lessons learnt

2 evaluations and lessons learnt

 Achieved

Evaluation 1: CSIRO Indigenous Research Grants Program 

The independent evaluation for the CSIRO Indigenous Research Grants Program (‘Program’) was 
conducted by Yulang Indigenous Evaluation for the second year in a row. The evaluation found it was 
a carefully structured and thoughtfully applied program that aligns in important ways with aspects of 
Aboriginal and Torres Strait Islander cultures including protocols and rights. The Program was also found 
to align with the priority reforms of the National Agreement on Closing the Gap – (1) formal partnerships 
and shared decision-making, (3) transforming government organisations and (4) shared access to data 
and information at a regional level. The Program showcases best practice for a grants program where 
Aboriginal and Torres Strait Islander Peoples are involved as research participants or business partners. 
Overall, the evaluation found the Program is having a broad impact for CSIRO while supporting ways 
of doing science that are appropriate for Aboriginal and Torres Strait Islander Peoples both within and 
outside of CSIRO.

Evaluation 2: CSIRO’s Programs and Processes in relation to the National Agreement on Closing the 
Gap 2020

This external review was undertaken to expand upon our self-assessment findings 
(see: csiro.au/reportingsuite2024) regarding our contribution against the National Agreement on 
Closing the Gap. The review found, at an organisational level, our efforts were assisting the nation 
towards meeting Closing the Gap targets on an informal basis, which sets the foundations for our 
efforts to be formalised in a deliberate strategy. It was noted that key documents such as our Portfolio 
Budget Statement; our Strategy: Corporate Plan 2022–23; Reconciliation Action Plan; Science Health 
and Excellence Report; Sustainability Report 2023, and Annual Report 2022–23 made no reference 
to the National Agreement on Closing the Gap. The review provides a list of policy and operational 
recommendations we can implement that will improve alignment with the National Agreement on 
Closing the Gap which includes addressing institutional racism. Indigenous science research projects, 
on-Country programs, and actions and their deliverables undertaken under both the Indigenous 
Science and Engagement Program and the RAP are, in their different ways, helping the nation to meet 
various of the socio-economic targets identified in the National Agreement in education and training, 
employment, connections to land and sea, Country, maintenance of cultural practices and languages, 
and digital inclusion. CSIRO’s Indigenous Science and Engagement Program was found to embody our 
commitment to Australia’s Indigenous peoples, with a broader articulation of that commitment found in 
the organisation’s third RAP.

Trend data

2022–23 result

2021–22 result

2020–21 result

2

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

2 evaluations and lessons learnt

3 evaluations and lessons learnt

Maintain or increase 
(year on year)

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative and qualitative 

Externally validated evaluations – 
systematic assessment that 
critically examines programs

Internal program data 
and interviews.

Quality assurance

Monitoring

Program Director, Indigenous Science 
and Engagement

Quarterly reported to CSIRO Executive throughout FY 2023–24 
as part of Quarterly Integrated Reporting Framework/Process.







KPI: Enhance innovation translation with Australian industry including SMEs and external partners

Metric: Number SME engagements

2023–24 target

2023–24 result

Outcome

1,500

1,801

 Achieved

In FY 2023–24, CSIRO delivered 1,801 SME engagements across all states and territories. 
Twenty‑nine per cent of these engagements were for provision of research and development services, 
demonstrating the strong demand for our expertise and research capability by small and medium 
enterprises. Thirty-six per cent reflect participation in our programs and initiatives designed to uplift 
SME innovation capability or facilitate SME innovative products into the market – for example Innovate to 
Grow, Generation STEM Links, RISE, iPhD, ON programs, Lindfield Collaboration Hub and Science Connect 
Infrastructure Technologies testing services.

Twenty-four per cent of those 1,801 SMEs engaged with us on multiple occasions, for example 
pursuing both research and development services, in addition to participating in a program or 
initiative. This repeated engagement reflects positively on both SMEs’ interest in collaborating with us, 
and our capacity to foster deeper, multi-pronged relationships.

Note: there was a change in the definition of ‘engagement’ for the 2023–24 reporting period, 
which explains the difference in 2022–23 and 2023–24 results.

Trend data

2022–23 result

2021–22 result

2020–21 result

342

351

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

+10%

+20%

+30%

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # of SMEs involved 
in Innovation Connect programs

SAP – Internal system

Quality assurance

Monitoring

Director, SME Connect

Quarterly reported to CSIRO Executive throughout FY 2023–24 as 
part of Quarterly Integrated Reporting Framework/Process.







KPI: Enhance innovation translation with Australian industry including SMEs and external partners

Metric: Number industry organisations engaged in education programs 

2023–24 target

2023–24 result

Outcome

82 organisations

204

 Achieved

We continuously engage with STEM industry organisations to support, advocate and provide 
opportunities in education programs. ‘Engaged’ is defined as having a strategic, whole-of-organisation 
commitment with an education program. 

This metric steadily progressed through the year with 83% of the target achieved by the end of the 
first quarter. By the end of June, we had engaged with 204 unique organisations engaged in education 
programs, in a number of capacities including as funders, sources of STEM professionals, host 
organisations, collaborators, supporters, or contractors.

The organisations ranged from private/not-for-profits, government agencies, universities and 
philanthropic organisations. The various programs attracting such engagement include STEM 
Professionals in Schools, Young Indigenous Women's STEM Academy, CyberTaipan, STEM Together, 
Living STEM, GFG Foundation Student Programme, Virtual Work Experience and Undergraduate Research 
Opportunities Program. 

Trend data

2022–23 result

2021–22 result

2020–21 result

82

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

N/A

N/A

N/A

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # of 
organisations working with 
CSIRO Education and Outreach 
programs

O2D – Internal system

Quality assurance

Monitoring

Program Director, Education and Outreach 

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Do fewer, bigger things

Metric: Cross organisation engagement 

2023–24 target

2023–24 result

Outcome

>20%

19%

 Not achieved

Cross-organisation engagement measures how we share our talent to enable a multi-disciplinary 
approach to solving complex problems. In 2023–24 we failed to meet the target of 20%, coming in just 
under at 19%.

There has been a decline in the number of external projects from 2021–22 (2,130) to 2023–24 (1,835) – 
representing a decrease of 14% (FY 2022–24). This reduction flows through to a reduced need for 
exchanging internal talent. The consolidation of some of our research units also reduces the opportunity 
for cross organisation engagement. Some of the crucial skills and expertise previously accessible only via 
deployment are now present in the broader units. 

Mitigation to improve performance

While this metric still has some use as a measurement of internal collaboration, more suitable methods 
are under consideration, and it will not be carried into the next Corporate Plan.

Trend data

2022–23 result

2021–22 result

2020–21 result

30%

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

N/A

N/A

N/A

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – research 
staff allocations

SAP – Internal system

Quality assurance

Monitoring

Chief Financial Officer

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







Objective 2: Purpose-driven science and technology

KPI: Impact by alignment, design and scale

Metric: Return on Investment (as per Portfolio Budget Statement) 

2023–24 target

2023–24 result

Outcome

20 impact case studies and at least $1.5b 
worth Net Present Value (NPV) p.a.

20 impact case studies

8.8:1 BCR 

$13.26 billion net present value

 Achieved

Each year CSIRO commissions impact case studies to demonstrate the value of our research activities 
and national facilities, collections and services programs. During 2023–24, we completed the targeted 
20 impact case studies, that aim to cover the breadth of the organisation’s investment portfolio. 

Additionally, every 2 years the Value of CSIRO Report is commissioned to estimate the overall value 
that we deliver to the nation. The assessment largely draws on the findings of 190 impact case studies. 
This year’s report estimates an 8.8:1 return on investment (ROI), indicating that for every $1 invested in 
CSIRO, at least $8.80 in value is returned to the Australian people. The current portfolio benefit-cost ratio 
(BCR) of 8.8 is higher than the 8.4 reported in the 2022 Value of CSIRO Report.

Trend data

2022–23 result

2021–22 result

2020–21 result

20 impact case studies and $10.2 billion 
worth NPV p.a.

20 impact case studies and 
$10.2 billion worth NPV p.a.

20 impact case studies 
and $10.1 billion worth 
NPV p.a.

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

Both years – 20 impact case studies and at least $1.5 billion worth NPV p.a.

20 impact case studies 
and at least $2 billion 
worth NPV p.a.

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative and qualitative

Mixed methodology – 
externally conducted and 
validated impact case studies

SAP, O2D and 
external interviews

Quality assurance

Monitoring

Director, Strategy

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Impact by alignment, design and scale

Metric: Joint investment with external partners in missions-directed research

2023–24 target

2023–24 result

Outcome

$180 million

$201 million

 Achieved

As forecast by our quarterly performance reporting process, the portfolio has exceeded the $180 million 
target. As it has matured, the proportion of the portfolio’s external revenue acquired from activities 
directly catalysed by the missions has increased to 32% or $36.8 million (up from 26.4% in FY 2023). 
A 'mission originated' project had an average value of $326,000 for FY 2024 compared with aligned 
activity, with an average value of $296,000.

Significant contributors to the overachievement against the target include Smart Energy and Critical 
Infrastructure, as well as the Towards Net Zero and Hydrogen Industry missions.

Trend data

2022–23 result

2021–22 result

2020–21 result

$178.4 million

$97.5 million

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

$230 million

Both years – maintain or increase

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – $ million

SAP – Internal system

Quality assurance

Monitoring

Director, Strategic Delivery

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Drive future science opportunities 

Metric: IP from Future Science Platforms

2023–24 target

2023–24 result

Outcome

>422 registerable and non-registerable IP

525

 Achieved

We have seen an increase of 124 Future Science Platform (FSP) Intellectual Property (IP) listings since the 
last reporting period. Newer FSPs have moved from the development or ramp-up stages to peak activity 
and ramp down – it is during these stages that IP is identified, created and registered. 

The substantial increase in reported IP from FSPs from 31 December 2022 to 31 December 2023 (401 to 525) 
is comprised of a 9% increase in registered IP and 34% growth in the non-registerable categories of IP 
(predominantly in know-how, datasets and proprietary). We expect to see some tapering of IP output in 
later out-years as no new FSPs have commenced since July 2022. 

Trend data

2022–23 result

2021–22 result

2020–21 result

401

268

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

>444 registrable and non-registerable IP

>467 registrable and 
non‑registerable IP

>491 registrable and 
non-registerable IP

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – patents, 
source code/algorithms/ software 
and other IP such as know-how

Internal IP 
registration system

Quality assurance

Monitoring

Director, Science Impact and Policy

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Be Australia’s trusted advisor

Metric: Positive public sentiment of CSIRO

2023–24 target

2023–24 result

Outcome

74%

75%

 Achieved

Our Community Sentiment Survey results showed positive sentiment in the community remains high and 
stable at 75%. In addition, our trust rating remains consistently high, with a total trust score combining 
both ‘moderately and extremely trustworthy’ of 85%. This remains despite a broader environment of 
neutral/declining trust in government, media and industry (Edelman Trust Barometer, 2024).

Learnings from the survey suggest audiences continue to be receptive to CSIRO communications across 
a range of platforms, including traditional and social media. Our owned channels continue to grow, 
with a 10% growth in followers and 38% growth in engagements over the past 12 months. Our focus 
on highlighting our independence, scientific endeavours and solutions from science is resonating with 
audiences and is a driver of trust. 

Note: an error was identified in last year’s survey results after publication. The correct result was 75% and 
a correction has been made in Appendix H.

Trend data

2022–23 result

2021–22 result

2020–21 result

75%

75%

65%

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

75%

75%

76%

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Qualitative and Quantitative

Externally conducted 
online survey

Representative sample 
of the Australian 
general population

Quality assurance

Monitoring

Director, Corporate Affairs

N/A – annual metric







KPI: Be Australia’s trusted advisor

Metric: Positive business sentiment of CSIRO

2023–24 target

2023–24 result

Outcome

80%

76%

 Not achieved

After record Business Sentiment Survey results in 2023, this year’s survey indicated positive business 
sentiment remains however the result failed to meet the target of 80%, coming in slightly below 76%. 

The significant increase seen across most metrics in 2022–23 has stabilised. Without an equivalent level 
of business-to-business engagement and recruitment campaigns such as Impossible Without You in 
2022–23 which targeted STEM professionals, results such as those achieved in 2022–23 will be challenging 
to achieve. 

Mitigation to improve performance

To achieve record results again, we will need to consider similar activities to those engaged in 2022–23. 
Prioritisation of communication and pipeline development programs will be reviewed as part of our 
2024–25 Communication Strategy.

Trend data

2022–23 result

2021–22 result

2020–21 result

80%

73%

79%

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

81%

81%

82%

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Qualitative and Quantitative

Externally conducted 
online survey

Representative sample 
of the Australian 
general population

Quality assurance

Monitoring

Director, Corporate Affairs

N/A – annual metric







KPI: Be Australia’s trusted advisor

Metric: Customer satisfaction measure through Net Promoter Score

2023–24 target

2023–24 result

Outcome

>+46

+54

 Achieved

This year, our Net Promoter Score is +54 which exceeds the target of +46. It should be noted, however, 
that the sample size is insufficient, and the result therefore has little application. There has been general 
hesitation across the customer community to respond to surveys and this has significantly impacted both 
the NPS and response rates in recent years. Consideration is underway regarding the use and value of 
customer survey information. Following the results of this year’s customer survey the team continues to 
look at options for a more consolidated and best practice focused approach to how CSIRO engages with 
its customers. To test survey options for future years, the team is looking to trial several new approaches 
(phone surveys, engaging internal key contacts etc) to previously unresponsive customers.

Trend data

2022–23 result

2021–22 result

2020–21 result

+49

+47

+51

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

>+48

>+50

>+52

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Qualitative and Quantitative

Externally conducted 
online survey

Sample of 
CSIRO customers

Quality assurance

Monitoring

Director, Strategic Delivery

N/A – annual metric 







Objective 3: Engage and empower talent

KPI: Have a safe and inclusive workplace for all

Metric: Hazards and proactive Health, Safety and Environmental (HSE) reporting

2023–24 target

2023–24 result

Outcome

2,000

4,242

 Achieved

Hazards and proactive reports exceeded the target this year by more than double the intended 
result, following steady performance throughout the year (as measured by our quarterly 
performance reporting). 

Such a result reflects a greater embedding of proactive safety and environmental culture in the way we 
work and engage with our colleagues. To further demonstrate, one of the final activities in our 2020–24 
HSE Plan focused on the development of a foundational Psychosocial Safety framework with reporting 
mechanisms, toolkits and resources designed to help our organisation identify, report, manage and 
prevent injury due to psychosocial risk. 

Trend data

2022–23 result

2021–22 result

2020–21 result

4,314

3,164

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

3,000

4,000

5,000

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # of reported 
hazards and safety contacts

DoneSafe (Health and 
Safety) system

Quality assurance

Monitoring

Director, Health, Safety and Environment

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Have a safe and inclusive workplace for all

Metric: Diversity in leadership, defined by proportion of female leaders

2023–24 target

2023–24 result

Outcome

43%

43%

 Achieved

This year, we achieved the target of 43% proportion of female leaders. We continue our significant 
focus on gender equity through accreditation and external benchmarking activities such as SAGE, 
WGEA, Champions of Change and the Women in STEM Decadal Plan. Under our Diversity, Inclusion and 
Belonging (DIB) Strategy 2023–26 we are aiming to drive systemic change in the DIB landscape, creating 
a welcoming and connected culture, with psychological safety as a cornerstone of inclusion. In the first 
year of implementation, we have achieved notable systemic changes via the establishment of a DIB 
governance structure, including a Gender Equity Action Plan working group, which is responsible for 
driving our gender equity work. 

Trend data

2022–23 result

2021–22 result

2020–21 result

42.9%

41.1%

37.6%

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

44%

45%

46%

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – # females 
in CSOF 6 and above roles

SAP – Internal system

Quality assurance

Monitoring

Director, Life

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Have a safe and inclusive workplace for all

Metric: Staff sentiment toward CSIRO culture

2023–24 target

2023–24 result

Outcome

46th percentile

37th percentile 

 Not achieved

This year we ran our full Culture Survey with overall results (37th percentile) falling short of the target 
(46th percentile). 

There are several factors that may have impacted this year’s results including changes to leadership and a 
new organisational focus. There are also strengths to take away, such as our strong sense of community, 
teamwork, and mutual care; our commitment to personal responsibility, and each other’s safety; respect 
for our values, and our dedication to continued learning through our work. Many teams have focused 
on values as part of their culture action plans and DIB action plans, focusing on creating environments 
where people feel safe to speak up about behaviour. Senior leaders discussing values in all-staff forums 
continue to bring visibility to the importance of our CSIRO Values‑based behaviour.

It should also be noted that compared to the first full culture survey in 2021–22 where we scored 
in the 34th percentile, our results this year have improved by 3 percentile points (37th percentile). 
This like‑for‑like comparison provides a more holistic assessment of our culture compared to the 
Culture Pulse held in 2023.

Mitigation to improve performance

In response to the 2024 Culture Survey, it is expected that an organisation wide action plan (which 
addresses improvements in communicating our strategic direction and in ways of working through 
implementation of Enterprise Services Reform) will contribute to an uplift in our future results. 
Additionally, unit-level actions plans are expected to address local issues and are important to ensure 
ownership of our culture.

Trend data

2022–23 result

2021–22 result

2020–21 result

42nd percentile

34th percentile

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

49th percentile

52nd percentile

55th percentile

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative and qualitative

Mixed methodology – Externally 
conducted online survey

CSIRO staff population

Quality assurance

Monitoring

Director, Life

N/A – annual metric 







KPI: Be a destination employer

Metric: Impossible Without You campaign

2023–24 target

2023–24 result

Outcome

95% recruits complete first year of term

95%

 Achieved

Our successful recruitment campaign, Impossible Without You (IWY), continues to position CSIRO as 
a destination employer. Quarterly monitoring of this metric identified that the target was successfully 
achieved in March, with 149 recruits completing the first year of their terms. Success is attributed to 
line managers, mentors and other research leaders supporting the recruits in their roles. The “Possible 
Experience” delivery, including the orientation program and face-to-face impact and communication, 
has helped new starters adapt to the organisation and create connections with their cohort peers 
and colleagues.

Note: this metric was changed in the 2023–24 Corporate Plan from appointment of recruits to retention 
of recruits. 

Trend data

2022–23 result

2021–22 result

2020–21 result

51%/48%/0% Men/Women/Neutral

6% Aboriginal and Torres Strait Islander

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

90% recruits complete second year of term

80% recruits complete third 
year of term

N/A

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – % of 
recruits complete first year

SAP – Internal system

Quality assurance

Monitoring

Chief Scientist

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Be a destination employer

Metric: CSIRO Early Research Career Fellow retention rate 

2023–24 target

2023–24 result

Outcome

≥42%

43%

 Achieved

We contribute to Australia’s STEM capability through the facilitation of many programs, one of which 
is our CSIRO Early Research Career (CERC) Fellow program. Our CERC program provides differentiated 
learning, development and training to develop future leaders of the innovation system. These Fellowships 
enhance the research and leadership capability of PhD and Engineering master graduates to equip them 
for a career in research or beyond. 

Our goal is to retain a portion of these researchers to feed into discipline areas that align with our 
strategic direction, as well as provide the innovation system with highly skilled talent. Our target of 42% 
was exceeded this year (43%) enabling the broader innovation system access to the remaining 57% of 
the cohort. 

Trend data

2022–23 result

2021–22 result

2020–21 result

68%

46%

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

N/A

N/A

N/A

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative count – % of Fellows 
retained post contract end

SAP – Internal system

Quality assurance

Monitoring

Director, Launch and Careers and Director, 
Science Impact and Policy

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







Objective 4: World-class infrastructure

KPI: Have shared national labs

Metric: Externally validated evaluations of collaborative use of CSIRO’s facility/hub/precinct/collections

2023–24 target

2023–24 result

Outcome

Min 2 evaluations and lessons learnt

3 evaluations and lessons 
learnt

 Achieved

This year’s externally conducted assessments included the Hydrogen Technology Demonstration Facility 
(HTDF); the Indo-Pacific Plastics Innovation Network (IPPIN); and the Australian eHealth Research 
Centre (AEHRC). The methodology included desktop review of parameters such as financial model, 
partnership model, operational framework, services, stakeholder mapping, followed by site visits 
and workshops and a series of singular interviews with respective stakeholders. The reports outlined 
key aspects of the current operative frameworks for those facilities/programs and supported the 
identification of gaps or potential opportunities to evolve current approaches.

Summary of assessment findings

Functioning as an Innovation Hub, the HTDF fosters crucial collaboration within the Hydrogen Industry 
mission ecosystem. Currently, the focus lies on project partnership with interested parties in the 
hydrogen development phase through the Missions program. Additionally, the HTDF provides dedicated 
support for projects led by other CSIRO teams and hydrogen start-ups. Exceeding expectations, the 
facility has secured $2.3 million in funding for the Hydrogen Refueller and has established networks 
with over 15 stakeholders for various hydrogen projects.

Signs of impact are already showing for the IPPIN with significant investment in startups and SMEs 
($150,000 average and $1.5 million total investment pool from those start-ups); investment into 
hubs ($11 billion across 3 internationally) and considerable engagement (1,350 people involved, 
more than 18 workshops in 5 different languages). Longer-term outcomes will seek to achieve more 
significant impact.

Impact is being realised for the AEHRC with an average of $5 million annual revenue; the publication of 
93 journal articles in 21–22; registration of more than 120 IP $2 million (revenue); and receipt of numerous 
awards by the centre and its researchers. 

See pages 59–61, Part 1, Objective 4 for further detail on the outcomes of the evaluations.

Trend data

2022–23 result

2021–22 result

2020–21 result

2 evaluations 

N/A

N/A

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

Min 2 eval./lessons learnt

Min 2 eval./lessons learnt

Min 3 eval./lessons 
learnt

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative and qualitative

Mixed methodology – 
externally conducted and 
validated evaluations

Internal program data, 
surveys and external 
interviews

Quality assurance

Monitoring

Executive Director, Digital, National Facilities 
and Collections

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.







KPI: Have shared national labs

Metric: Infrastructure usage rates (as per Portfolio Budget Statements)

Australia Telescope National Facility (ATNF), Pawsey Supercomputing Centre (Pawsey), 
National Research Collections Australia (NRCA) and Marine National Facility (MNF)

2023–24 target

2023–24 result

Outcome

ATNF – Min 70% successful observations 

Pawsey – Min 90% core hours

NRCA – Min 70% outward loans /5yrs

MNF – Min 90% successful research days

ATNF – 67% 

Pawsey – 55%

NRCA – 70% 

MNF – 100%

 Partially achieved

The Australia Telescope National Facility target aggregates the performance of 3 telescopes. In 2023–24, 
the result was 67% successful observations, not achieving its target. ASKAP was impacted by Pawsey 
performance issues that directly paused ASKAP operations and precluded some planned projects from 
commencing. Major mechanical refurbishments at Murriyang, Parkes radio telescope meant that reduced 
telescope access was available in 2023–24. Despite reduced availability for astronomy, the science impact 
of our newest telescope, ASKAP, continues to increase and Parkes radio telescope science, in Murriyang, 
is stable.

Over the past 2 years there has been a significant capital refresh at Pawsey with the replacement of the 
Magnus and Galaxy supercomputers with a single supercomputer Setonix, procured from Hewlett Packard 
Enterprise (HPE). Commissioning of Setonix and uplift of existing Pawsey users to Setonix have negatively 
impacted availability and utilisation of supercomputing resources. For the 2023–24 period additional 
issues were encountered including a failure of the building cooling system necessitating an Emergency 
Power Off (EPO) of all Pawsey Compute and Storage infrastructure resulting in a 12‑day outage. 

National Collections met the target of 70% over 5 years due to manageable enquiry rates, an effective 
Collection Management System (CMS data system) and responsive staff, despite the outward loans 
process requiring significant time investment and some requests not complying with international 
conventions and legislation. NRCA achievement of the target is significant, given that the 2 collections 
closed for relocation activities were omitted from statistics this quarter.

The Marine National Facility also exceeded targets with full utilisation for the 2023–24 period, with 
the objective of 298 scheduled research days met. MNF research days recognises the percentage of the 
planned schedule that was successfully delivered, meeting the stated voyage objectives. 

Mitigation to improve performance

Pawsey has developed a plan to address issues on a long-term basis, including: 

• major upgrades to the Setonix Management System (implemented Q3/24) 
• tighter constraints on use of the scratch storage system (implemented Q2/24) 
• coordination between Pawsey and astronomy users (ASKAP and Murchison Widefield Array (MWA)) 
to improve the efficiency of application software, particularly in respect of data transport bandwidth 
(i/o) (ongoing) 
• the establishment of a Pawsey User Committee.


Some of the above actions have been implemented late in 2023–24 and improvements in utilisation 
are already being observed with 81% utilisation of Setonix CPU’s and 63% utilisation of Setonix GPU’s 
for Q2/24. 

ATNF and Pawsey are working together at managerial and technical levels to address the HPC issues 
impacting ASKAP. The refurbishment program at Parkes will be completed this financial year. Both ATNF 
and Pawsey should address performance in the next reporting period. A new data acquisition system at 
the ATCA is due for installation in early 2025 to replace an ailing system. 







KPI: Have shared national labs

Metric: Infrastructure usage rates (as per Portfolio Budget Statements)

Australia Telescope National Facility (ATNF), Pawsey Supercomputing Centre (Pawsey), 
National Research Collections Australia (NRCA) and Marine National Facility (MNF)

Trend data

2022–23 result

2021–22 result

2020–21 result

ATNF – 65% 

Pawsey – 56% 

NRCA – 70% / 5 yrs

MNF – 98% 

ATNF – 68% 

Pawsey – 94.4% 

NRCA – 70% / 5 yrs

MNF – 80% 

ATNF – 76%

Pawsey 98.4% 

NRCA – 70% / 5 yrs

MNF – 98%

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

Maintain (year on year)

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Percentage time

Facility records

Quality assurance

Monitoring

Director, Digital, National Facilities 
and Collections

Quarterly reported to CSIRO Executive throughout 
FY 2023–24 as part of Quarterly Integrated Reporting 
Framework/Process.





Continued from page 93



Operational measures

KPI: Financial commitments

Metric: Meet approved net cash operating surplus/deficit ($’000 as per Portfolio Budget Statement)

2023–24 target (‘000)

2023–24 result (‘000)

Outcome

-$32,270

$194,278

 Achieved

In 2023–24, we had an approved operating budget net cash operating deficit of $32.27 million, as per the 
Portfolio Budget Statements, which was achieved.

CSIRO delivered a net cash operating surplus of $194.278 million. 

The variance was driven principally by non-BAU items which were not budgeted:

1. An increase in reserves of $181.792 million due to a revaluation of land and buildings.

2. An asset donation to Pawsey of $25.729 million.

3. Unrealised equity investment gains of $16.4 million which fluctuated during the year.

Forward year targets (align with Corporate Plan 2024–25)

2024–25 (‘000)

2025–26 (‘000)

2026–27 (‘000)

 $214,110

-$60,370

-$52,832

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Surplus/deficit attributable to the Aust Govt 

+ other comprehensive income

+ depreciation/amortisation expenses for 
ROU assets

– Lease principal repayments

= Net cash operating surplus (deficit)

SAP – Internal system

Quality assurance

Monitoring

Chief Financial Officer

Quarterly reported to CSIRO Executive throughout FY 2023–24 as part 
of Quarterly Integrated Reporting Framework/Process.







Table 2.1 below summarises our revenue from partnerships, 
business and commercialisation activities. In 2023–24, we had 
total expenses of $1,707.6 million, externally generated revenue 
(from partnerships, business, and commercialisation activities) of 
$713 million and Government appropriations of $1,009.2 million. 

Table 2.1: Financial performance by revenue source $ million

REVENUE SOURCE

2019–20

2020–21

2021–22

2022–23

2023–24

Australian private sector

86.4

88.7

83.9

88.4

76.2

Australian governments

208.8

213.4

269.4

243.4

295.0

Rural industry research and development 
(R&D) corporations

38.2

35.6

30.3

32.1

42.0

Cooperative Research Centres

9.5

9.6

9.4

9.1

8.3

Overseas entities and international

98.6

75.3

73.2

84.5

96.8

Work in progress/deferred revenue

- 9.2

- 26.7

- 40.5

1.1

- 24.2

Total co-investment, consulting and services

432.2

395.9

425.6

458.5

494.2

Intellectual property (IP)—royalty and 
licence revenues

28.6

38.9

49.7

49.7

60.6

Total research and services revenue

460.8

434.8

475.3

508.2

554.8

Other external revenue

40.6

26.0

25.9

63.3

101.7

Gain/(loss) on sale of assets

1.6

2.6

0.6

9.2

-

Other fair value gains and reversals

40.8

36.2

55.5

85.0

56.5

Total external revenue

543.8

499.6

557.3

665.8

713.0

Revenue from government

837.9

960.5

949.0

991.1

1,009.2

Total revenue

1,381.6

1,460.1

1,506.3

1,656.9

1,722.3

Less expenses

1,388.6

1,383.2

1,387.4

1,639.2

1,707.6

Operating result

- 7.0

76.9

118.9

17.7

14.7







Figure 2.1: Historical TRIFR targets and results 2020–24
2019–20 Actual 5.6; 2020–21 Target 5.7 Actual 3.8; 2021–22 Target 3.9 Actual 3.2; 2022–23 Target 3.0 Actual 2.7; 2023-24 Actual 2.2 Target 2.5
–..
TargetActual TRIFR
–.–..–..–..
KPI: Staff safety

Metric: Total reportable injury frequency rate

2023–24 target

2023–24 result

Outcome

2.5 incidents

2.2

 Achieved

The Total Recordable Incident Frequency Rate (TRIFR) has come in well under the organisational target 
of 2.5. The reduction, particularly in lost time injuries, is attributed to an ongoing focus on continuous 
improvement of safe systems of work (HSE Management System), early intervention and proactive injury 
management strategies. The commitment of our people, strengthened and celebrated at events such as 
our annual HS-Me day (which saw over 3,000 staff members attend sites and participate in HSE activities 
and training), is also crucial to embedding a culture of awareness, proactivity and prioritising workplace 
health and safety. 

Forward year targets (align with Corporate Plan 2024–25)

2024–25

2025–26

2026–27

2.3 incidents

2.1 incidents

1.9 incidents

Type of data (S16EA(d))

Methodology

Data source (S16EA(b))

Quantitative 

Quantitative Rate, number 
injuries/hours worked x 1 million

DoneSafe (Health and 
Safety) system

Quality assurance

Monitoring

Director, Health, Safety 
and Environment

Quarterly reported to CSIRO Executive throughout FY 2023–24 as part 
of Quarterly Integrated Reporting Framework/Process.





Figure 2.1 shows the total reportable injury frequency 
rate from 2019–20 to present. Over the time period 
we have consistently reduced reportable injury 
numbers, demonstrating organisational maturity 
in health and safety.

Figure 2.1: Historical TRIFR targets and results 2020–24



100 Operations

105 Governance and accountability

Part 3 
Our organisation



Operations

Security

We take security seriously, and in an increasingly 
volatile global security environment, we are focusing 
on lifting our protections to match, to continue 
to keep our people, information and assets safe. 
Our reputation as Australia’s trusted national science 
agency depends on our ability to assure stakeholders 
that we are a safe partner and custodian. 

In 2023–24, we continued to work closely with 
Government on national security related legislation 
and policy development to ensure that the research 
sector’s needs are reflected, and working to see how 
our expertise can contribute to better policy. 

We improved our security governance mechanisms 
with a focus on providing assurance to Government. 
The uplift delivered a new Security Committee 
model with a closer focus on guiding security 
operations and driving a stronger security 
culture, as well as continuing to implement the 
recommendations of our Security Governance 
Review run in 2022. As recommended in the review, 
this year we put significant effort into improving 
staff security education and training for staff to 
ensure consistency across our organisation in 
the management of complex security issues and 
meeting legislative obligations. We delivered a 
substantial program to raise awareness of Defence 
Export Control requirements, providing guidance 
to areas carrying higher export control risk, and 
briefings on upcoming changes to defence trade 
controls legislation. 

We continued to refine and increased delivery of our 
tailored education offerings, including training on:

• foreign interference 
• preparing for complex situations 
• pre-travel briefings 
• protective briefings for projects with higher 
security risk. 


We delivered a refreshed version of our nationally 
and internationally recognised tool for managing the 
risk of foreign interference, incorporating feedback 
from researchers, the wider research sector and 
government. Following introduction of the new 
tool and the accompanying change management 
and education program, we are seeing a threefold 
increase in foreign interference risk assessments. 
Feedback from counterparts around the sector 
in Australia and internationally continues to 
confirm that our process is best practice and a rare 
example of process maturity in a developing policy 
space. We undertook an audit into our Australian 
Government Security Clearance posture, identifying 
scenarios where roles have become more sensitive, 
requiring more of our people to apply for security 
clearances. Our cohort of security cleared staff 
is increasing year on year, with approximately 
1,400 people having a security clearance of 
some degree. 

Cyber security

Our Cyber Security Uplift Program (CSUP) will 
future‑proof our delivery of secure information 
technology services, safeguarding our core 
enterprise information and communication 
technology (ICT) services and systems, and the data 
they contain from unauthorised access, harm or 
misuse. While the responsible use of ICT resources 
and cyber security is everyone’s responsibility, 
our Information Management and Technology 
(IMT) team are our trusted strategic advisor on 
cyber security matters, ensuring our people, data 
and science are protected. In 2023–24, the Cyber 
Operations team managed 17,835 detections, 
investigating 175 incidents including inappropriate 
use of ICT, copyright infringement, malware activity 
and external cyber breaches of third-party suppliers.

Our CSUP is set to uplift the security posture for our 
core ICT services and deliver a culture of cyber risk 
management and awareness. Commencing in 2021, 
over a 3-year period, our CSUP has aligned practices 
with industry baselines and standards including the 
Australian Cyber Security Centre’s Information Security 
Manual and Essential Eight (E8) strategies. The target 
of CSUP is to align IMT with Maturity Level 1. 

Our CSUP was reviewed by the Australian 
Cyber Security Centre (ACSC) in June 2024. 
Findings commended the capability and capacity of 
CSUP to achieve E8 maturity and confirmed that with 
recommended changes to scope, such an aspiration 
was achievable. 



Consultancy services

We engage consultants where specialist expertise 
or independent research, review or assessment 
is required. Consultants are typically engaged to 
investigate or diagnose a defined issue or problem; 
carry out defined reviews or evaluations; or provide 
independent advice, information, or creative 
solutions to assist in our decision making. 

Before engaging consultants, we consider the 
skills and resources required for the task, the skills 
available internally and the cost effectiveness 
of engaging external expertise. The decision to 
engage a consultant adheres to the Commonwealth 
Procurement Rules, CSIRO procurement procedures, 
the Public Governance, Performance and 
Accountability Act 2013, and the CSIRO Delegations 
and Authority Schedules. Our policy on selection 
and engagement of consultants is based on the 
principles of:

• value for money
• open and effective competition
• ethics and fair dealing
• accountability and reporting
• national competitiveness and industry 
development
• support for other Australian Government policies.


We utilise the Department of Finance Procurement 
Publishing and Reporting Obligations (RMG 423) to 
determine consultants.

A consultancy is defined as the engagement of 
temporary services that meet the following criteria:

• involves the development of an intellectual 
output that assists with decision making
• the intellectual output represents the 
independent view of the service provider. 


Tables 3.1, 3.2 and 3.3 summarise the consultancies 
let and the annual spend, the reason for the 
consultancy and the procurement method. 
All values include goods and services tax.

Table 3.1: Annual spend on consultancies

YEAR

SPENT ($)

LET ($) 
(EST. WHOLE OF LIFE)

2017–18

1,648,413

1,625,864

2018–19

1,553,566

1,700,668

2019–20

1,690,411

1,856,563

2020–21

1,068,235

1,419,019

2021–22

583,023

1,225,936

2022–23

199,484

429,736

2023–24

1,283,526

1,778,794





Table 3.2: Summary by reason code for 2023–24

CATEGORY CODE

REASON FOR CONSULTANCY

NUMBER OF 
CONSULTANCIES

VALUE ($) 
ACTUAL SPEND

IS

Need of independent study/evaluation

12

1,134,146

PA

Professional assistance to manage and 
facilitate change and its consequence

1

11,880

SS

Specialist skills not otherwise available

3

137,500

Total

 

16

1,283,526







Table 3.3: Summary by procurement method code for 2023–24

CATEGORY CODE

PROCUREMENT METHOD

NUMBER OF 
CONSULTANCIES

VALUE ($) 
ACTUAL SPEND

OT

Tenders sought from the market

1

82,500

PM

An existing panel member

5

831,679

ST

Tenders sought from suppliers who have 
prequalified through some form of previous 
competitive process.

 

 

RQ

Purchasing was undertaken in accordance with 
Division 1 of the CPRs and procurement did not 
require application of Division 2 of the CPRs

6

150,832

EX

Exemption applied that saw CSIRO undertake 
the procurement as a Limited Tender as 
defined in Division 2 of the CPRs

4

218,515

Total

 

16

1,283,526





Sustainability 

We continue to work towards our sustainability 
and net zero emissions targets set out in our 
Sustainability Strategy 2020–2030. Our Sustainability 
Report 2023–24 explains our approach to 
sustainability and contains detailed reporting 
against our Sustainability Strategy, including net 
zero targets and other key sustainability initiatives 
related to our material sustainability topics
(see: csiro.au/reportingsuite2024).

Environmental reporting

Section 516A of the Environmental Protection and 
Biodiversity Conservation Act 1999 (Cth) (EPBC Act) 
requires that we report annually on how we accord 
with and contribute to ecologically sustainable 
development (ESD) including our environmental 
performance – covering the impact our activities 
have on the natural environment, how these are 
mitigated and how they will be further managed. 
These are covered in our Sustainability Report, but 
a snapshot of some key metrics is provided below.

Waste and water

A key pillar of our Sustainability Strategy relates 
to sustainable and efficient resource use, with an 
initial focus on improving our waste and water 
management practices. Our water consumption 
is measured in the following way:

• for sites owned and managed by us, 
water authority account invoice data
• for sites we lease, water authority account 
invoice data and meter reading data provided by 
landlords, combined with our own calculation of 
water consumption based on the percentage of 
net lettable area that we occupy.


Ten per cent of expected water data was unavailable 
at the time of reporting. The missing consumption 
data has been estimated and included in Table 3.4.

For 2023–24 our estimated total water consumption 
is 335 megalitres. An anomaly in the data for one 
of our sites, has produced significant increase 
in consumption. This is likely due to data not 
captured in previous reporting years and is currently 
under investigation. 

Table 3.4: Our 2018–24 water use

RESOURCE AND OPERATIONAL METRICS

2018–19

2019–20

2020–21

2021–22

2022–23

2023–24

Mains water usage (megalitres)

320

345

277

230

282

335







Our waste generation and resource recovery data is 
provided by our national waste contractor and covers 
our owned and managed sites, and some waste 
streams at sites we lease. The resource recovery rate 
below is based on all waste stream services provided 
by our contractor including solid waste, commercial 
liquid waste streams (such as grease traps) and a 
majority of hazardous waste streams.

The resource recovery rate in Table 3.5 differs from 
our solid waste diversion from landill target, which 
is covered in detail in our Sustainability Report. 

APS Net Zero 2030 emissions reporting

As a corporate Commonwealth entity we are 
required to report on our operational greenhouse 
gas emissions under the APS Net Zero 2030 policy. 

The Greenhouse Gas Emissions Inventory presents 
greenhouse gas emissions over the 2023–24 period. 
Results are presented based on carbon dioxide 
equivalent (CO2-e) emissions. Greenhouse gas 
emissions have been calculated in line with the APS 
Net Zero Emissions Reporting Framework, consistent 
with the Whole-of-Australian Government approach 
as part of the APS Net Zero 2030 policy. Not all data 
sources were available at the time of reporting and 
amendments to data may be required in future 
reports. Our APS Net Zero 2030 emissions data is 
provided in Appendix G.

Table 3.5: Our waste generation and resource recovery 2018–24

RESOURCE AND OPERATIONAL METRICS

2018–19

2019–20

2020–21

2021–22

2022–23

2023–24

Waste generation (tonnes)

2,370

2,085

1,721

1,384

1,594

1,473

Resource recovery rate (%)

49

38

36

39

40

38







Property

Our 2019–29 Property Strategy provides investment 
and divestment principles to ensure our property 
portfolio provides fit-for-purpose infrastructure 
that is efficient, affordable and sustainable. 
As the strategy passed its halfway mark, a midlife 
review was undertaken to ensure that it is still fit 
for purpose. 

Progress against the 2019–29 Property Strategy this 
year included the following: 

• Our Atherton, Qld and Parkville, Vic sites were 
divested, reducing our property footprint of 
over 9,000 m2 and operating costs by almost 
$0.4 million, annually. 
• Activity Based Working (ABW) across key sites 
continues. ABW helps us better utilise our 
office footprint and respond to the needs of 
our people as they continue to use hybrid 
working arrangements. 
• Master planning of our Clayton, Vic site was 
completed and has identified opportunities 
for future investment and consolidation. 
The master plan will help drive our Clayton 
site’s development for decades to come. 
• Stage 1 of the consolidation of our Perth, 
WA sites has been completed, in line with our 
sustainability goals to provide more efficient 
and fit-for-purpose facilities. 
• Our new National Collections Building (NCB) at 
our Black Mountain site in Canberra, ACT was 
completed. The building will consolidate and 
house the Australian National Wildlife Collection, 
the Australian National Insect Collection, the 
Ethanol Collection, and the Dadswell Wood 
Collection. The facility, including cryogenics and 
molecular and digitisation labs, is supported by 
National Collaborative Research Infrastructure 
Strategy (NCRIS) funding. 
• Divestment planning for several of our other 
sites, including Ginninderra, ACT and Belmont, 
VIC continue to progress.
• Planning for a consolidated, more sustainable 
footprint in Sydney, NSW continues. 
• Work continues to ensure our offices remain 
vibrant, safe and sustainable as ways of working 
have evolved and the mix of onsite and remote 
working arrangements have become the 
accepted norm. 


A key consideration for us in making long-term 
property decisions is whether a solution delivers 
value for money and longer-term benefits to 
the organisation.

Managing our heritage

We acknowledge our responsibility to conserve the 
Commonwealth and National heritage values of the 
places we own or control. We manage these values 
under the Environment Protection and Biodiversity 
Conservation Act 1999. Our Heritage Strategy 
for CSIRO Land and Buildings 2016–26 outlines 
our objectives and responsibilities and has been 
endorsed by the Australian Heritage Commission. 

This year we completed Heritage Management Plans 
for the National heritage listed Parkes site in New 
South Wales; the Commonwealth heritage listed 
Black Mountain site in Australian Capital Territory; 
and the State heritage listed Inyarrimanha Ilgari 
Bundara, the CSIRO Murchison Radio-astronomy 
Observatory site in Western Australia. 

We have also commenced the process for 
dual Indigenous naming of several rural sites, 
demonstrating our commitment to recognising and 
celebrating Indigenous heritage and contributions. 
The naming process will be finalised later in 2024.



Governance and accountability

None of the extraordinary science and technology 
solutions we develop could be achieved without 
strong corporate governance and ethical operations. 
Best practice is something we strive for in all our 
functions. Our reputation as a trusted partner and 
valued employer is paramount. 

Our functions, established through the provisions 
of the Science and Industry Research Act 1949 
(SIR Act), are to carry out scientific research to:

• assist Australian industry and to further the 
interests of the Australian community
• contribute to national and international 
objectives and responsibilities of 
the Commonwealth
• encourage or facilitate the application and 
use of the results of our scientific research.


Our secondary functions include international 
scientific liaison, training of research workers, 
publishing research results, making available 
scientific facilities, technology transfer of 
other research, providing scientific services, 
and disseminating information about science 
and technology.

We are a corporate Commonwealth Entity under the 
Public Governance, Performance and Accountability 
Act 2013 (PGPA Act), which sets out requirements for 
how we manage and account for our use of public 
resources and report on our performance.

We also provide administrative support services to 
the Trustee of the Science and Industry Endowment 
Fund (SIEF) consistent with the Science and Industry 
Endowment Act 1926. SIEF has its own governance 
structure. Read more about SIEF in Part 5.

There were no government policy orders received 
during 2023–24.

Our Minister

As at 30 June 2024, our responsible Minister was the 
Hon Ed Husic MP, Minister for Industry and Science. 

Under the SIR Act, the Minister has power to expand 
the purposes for which we carry out scientific 
research and to provide to the CSIRO Board, in 
writing, directions and guidelines with respect to 
the performance of the functions, or the exercise 
of the powers, of the CSIRO (SIR Act, section 13(1)).

Our responsible Minister and the Minister for 
Finance may also provide the CSIRO Board with 
directions with respect to the performance of 
the functions, or the exercise of the powers, of 
the Board or the organisation. On 16 April 2024, 
Minister Husic issued directions to the CSIRO Board 
relating to strengthening its structural governance 
arrangements (see Appendix C).

Statement of Expectations

On 14 July 2023, CSIRO Board Chair, Kathryn Fagg AO, 
provided a Statement of Intent to Minister Husic 
in response to the Statement of Expectations he 
issued to CSIRO in the previous financial year, 
on 9 December 2022. For detail on how we have 
delivered on these priorities, see page 15.

These documents are available at:
csiro.au/statement-of-intent
csiro.au/statement-of-expectations

Our Board

The CSIRO Board is responsible under the SIR Act 
and the PGPA Act for the overall strategy, governance 
and performance of our organisation. Section 12 
of the SIR Act sets out the functions of the Board. 
The Board Charter and other details are available 
on our website at csiro.au/minister-board. 

The Board comprises 7 part-time, non-executive 
members, including the Chair, and a full-time Chief 
Executive. At 30 June 2024, there are 2 vacancies 
on the Board. All non-executive Board members 
are appointed by the Governor-General. The Chief 
Executive is appointed by the CSIRO Board, in 
consultation with the Minister pursuant to s10B 
of the SIR Act.



In 2023–24, our Board operated in part through 
3 standing committees:

• The Audit and Risk Committee assists the 
Board in fulfilling its corporate governance 
responsibilities regarding financial reporting, 
audit and risk oversight, reporting obligations, 
and internal controls and compliance with 
relevant laws and policies. All members of 
the Audit and Risk Committee are not CSIRO 
employees (per s.17 PGPA Rule). The functions of 
the Audit and Risk Committee are set out in the 
Committee’s charter and members are selected 
based on their expertise and ability to discharge 
the Committee’s functions in line with the charter 
(see Appendix E and csiro.au/BARC.
• The People and Safety Committee assists the 
Board to meet its governance responsibilities 
relating to people, health and safety strategies, 
obligations, performance and culture.
• The Science Excellence Committee assists the 
Board to fulfil its governance responsibilities 
regarding science, capability and strategic 
plans to ensure we maintain our reputation for 
scientific excellence and capacity to respond 
to national challenges and opportunities. 
The Science Excellence Committee held its 
final meeting in April 2024 and its remit will be 
absorbed into the normal proceedings of Board 
meetings, reflecting the Board’s ongoing desire to 
focus on science excellence at the highest level. 


Board members are appointed for their expertise 
and provide an extensive range of skills, knowledge 
and experience to assist us delivering against 
our objectives and achieving science impact for 
Australia. On appointment, Board members are 
formally inducted in the organisation’s functions, 
operations and activities and in their duties and 
responsibilities as members of the Board of a 
corporate Commonwealth entity. Board members 
are provided with a comprehensive set of documents 
(legislation, Corporate Plan, Risk Management 
Framework, and key plans and policies).

Members maintain their professional development 
and participate in site visits and governance and 
business briefings, and they engage with staff 
and external stakeholders. Members may seek 
independent professional advice and liaise with our 
senior management in keeping with their duties, 
responsibilities and obligations as Board members.

Under its Charter and Operating Guidelines, 
the CSIRO Board examines its performance, 
composition and skill base regularly to ensure it is 
operating efficiently and effectively and following 
the principles of good corporate governance. 
Board performance was reviewed by self-assessment 
in March 2024.

The Board holds 6 scheduled meetings and a 
strategy session each year, with additional meetings 
held as required. In 2023–24, 6 Board meetings 
were held. Members of the Executive Team are 
subject matter experts, attending Board meetings 
as required to report on matters related to their 
areas of responsibility and expertise. The Secretary 
of Department of Industry, Science, and Resources 
(DISR) attends scheduled Board meetings at 
the Chair’s invitation as an observer. Details of 
remuneration are reported in Note 3.3 of the 
financial statements in Part 4, and details of meeting 
attendance can be found in Appendix F.

Our Executive Team

The Chief Executive is accountable for managing the 
organisation’s affairs according to our strategy, plans 
and policies approved by the Board and the Board 
Directions to the Chief Executive (s.10A (3) SIR Act).

The Executive Team (ET) supports our Chief Executive 
(see page 7). As a team and through their individual 
roles, ET members lead, direct, coordinate and 
control our operations and performance in line with 
the Executive Team Terms of Reference, available at: 
csiro.au/executive-team-tor. 

ET’s responsibilities include development of the 
Corporate Plan, financial plan and annual budgets, 
annual audit and risk plans, annual science and 
operational plans, and our organisational risk 
profile. Newly appointed ET members undergo a 
formal induction process to ensure they are aware 
of their responsibilities.



Our ET is assisted by the following: 

• Major Transactions Committee (MTC) – 
responsible for managing our involvement in 
major transactions (as prescribed by the level of 
risk, type of transaction or value of transaction 
(over $5 million)) and related matters and 
investment, to ensure the soundness, strategic 
alignment and potential risk of such transactions. 
MTC reviews proposed transactions and advises 
the ET on matters related to proper and efficient 
performance of business development, Intellectual 
Property management and technology transfer 
activities. During 2023–24, the MTC met 22 times.
• CSIRO Security Committee – responsible for 
ensuring the effectiveness of our security 
strategies, programs and measures to protect 
our people, information and assets. The Security 
Committee held 3 meetings in 2023–24, driving 
17 high level actions to improve CSIRO’s security 
posture over the financial year.
• Sustainability Steering Committee (SSC) – 
oversees our strategy’s effectiveness to manage 
social and environmental risks, including 
management and governance processes. 
The SSC met twice to discuss progressing the 
Sustainability Strategy, climate disclosures and 
net zero targets.
• CSIRO Leadership Team (CLT) – made up of our 
research unit directors, enterprise unit directors 
and science directors and provides a forum for 
sharing and discussing issues relating to our 
management and future strategy. The CLT met 
40 times in 2023–24.
• Research Unit Leaders Forum (RULF) – made 
up of our Research Unit Directors. This group 
provides leadership for our research capability, 
the impact we deliver from science, and the 
financial performance of our research portfolio. 
The RULF meets monthly to discuss organisational 
matters, strategic activity and alignment, such as 
the evolution of Challenge strategies and shaping 
the Research Portfolio priority. The RULF also 
organises the Research Leaders Forum, an annual 
gathering of over 100 research leaders from 
across the organisation.
• Science Council – made up of our Science 
Directors. This group provides strategic advice 
and guidance to support the quality, relevance 
and impact of CSIRO research. The council met 
9 times this year, reviewing progress of our Future 
Science Platforms and discussing issues relating 
to research excellence and integrity, capability 
development, and national science policy.


Governance

In 2023–24, a series of reforms were initiated to 
ensure our system of governance is contemporary 
and fit for purpose. These reforms demonstrate 
our commitment to achieving our objectives 
in accordance with legislative requirements 
and government, ministerial and community 
expectations. The reforms included:

• initiating an independent review to:
– consider the effectiveness and completeness 
of our current system of governance
– make any necessary recommendations 
for actions to ensure our operations are 
consistent with our obligations
– identify opportunities to introduce better 
practice arrangements over time 



• issuing Accountable Authority Instructions to 
guide how we meet our legislative obligations
• improving our management of risk
• confirming our system of internal control 
and prioritising our policy framework.


Child Safe Office

We are committed to building and maintaining 
a culture of child safety to lower the risk of harm 
to children involved in our events and activities. 
Our Child Safe Office is the central point of contact 
for expert knowledge and advice for all our child 
safeguarding matters. Key initiatives include:

• improving our systems and processes to increase 
compliance with child safeguarding requirements 
and implementing evidence-based education and 
training for our people and third-party providers 
• establishing a Child Safe Allies Network in 2023 
to raise awareness of, and compliance with, our 
child safety obligations and promote a child safe 
culture throughout CSIRO
• developing internal and external networks to 
share information and further improve our 
practices and procedures.




Risk management

The CSIRO Board and Executive promote a positive 
and sensible approach to risk management and 
continuous improvement of risk practice across 
CSIRO. This is in line with section 16 of the PGPA Act 
and the Commonwealth Risk Management Policy.

In 2023–24, we continued to manage existing 
risks and our continuous engagement with risk 
(and the changing risk landscape) contributed 
to the identification of new risks. The following 
activities have contributed to our steady progress 
in improving risk maturity and culture:

• Uplifting risk reporting and information through 
regular engagements with the business and use 
of consistent and simplified tools.
• Integrating risk management into 
governance procedures and performance 
management processes.
• Uplifting staff capability through implementation 
of our risk management framework, ongoing 
learning and development and senior leaders 
championing risk within their areas of operation.
• Targeting awareness including presentations 
at leader team meetings and workshops with 
business areas.


Our risk management approach is set out in 
CSIRO’s Accountable Authority Instruction for Risk 
Management and the Risk Management Framework, 
which includes the desired risk appetite and 
tolerance limits and governance arrangements. 
Under this framework, we foster a positive risk 
culture by ensuring our enterprise risk management 
arrangements are well embedded and understood 
across our organisation.

Into 2024–25, we will continue to enhance our risk 
capability and culture through a comprehensive 
work program, focusing on governance, policy, 
guidance and direct support for our areas and 
risk owners.

Our insurance arrangements with Comcover include 
cover for Directors and Officers Liability, General 
Liability and Professional Indemnity along with 
other normally insurable risks. The annual premium 
attributed to Directors’ and Officers’ insurance for 
2023–24 was $461,493. Our workers’ compensation 
liability is covered through Comcare for which an 
annual premium is also paid. 

There were no instances in 2023–24 that CSIRO 
sought approval from Comcover for an indemnity 
outside of the Australian Government policy on 
issuing and managing indemnities.

Internal controls 

Compliance

Our compliance approach underpins our Risk 
Management Framework and Internal Control 
Framework and meets our responsibilities defined in 
the SIR Act and PGPA Act. Improving our compliance 
maturity is a multi-year commitment as we embed 
how we manage compliance risks, improve 
compliance awareness, develop and optimise 
internal controls, and automate processes. 

The Board issued several artefacts that confirm and 
communicate our duties and compliance obligations, 
including the Accountable Authority Instructions and 
policies, Delegations and Authorities Framework, 
and Code of Conduct. 

Our CSIRO Code of Conduct aligns with our values 
and sets out the standard of behaviour expected of 
our people and others working in our organisation. 
It is the subject of mandatory training for all our staff 
and affiliates. 

We have also improved the awareness of these 
obligations by establishing a contemporary register 
of legislative and regulatory obligations relevant to 
our programs, projects and operations to inform 
compliance and assurance activities.

In addition to the compliance reporting provided 
to the BARC, an annual compliance due diligence 
exercise was conducted to provide assurance to the 
Board of our compliance with the PGPA Act and 
Accountable Authority Instructions. The outcome 
of this process supports the Board to: 

• determine our compliance with finance law and 
whether significant non-compliance has occurred
• monitor management of key compliance risks
• provide assurance on the effectiveness of our 
system of internal control.


Ethics and research integrity

The responsible conduct of our research is vital 
to maintaining our trusted status. Our Science 
and Delivery Policy and Code of Conduct enshrine 
our adoption of the National Health and Medical 
Research Council’s Australian Code for the Responsible 
Conduct of Research (2018). Our CSIRO Code of 
Conduct aligns with our values and sets out the 
standard of behaviour expected of our people and 
others working in the organisation. It is the subject 
of mandatory training for all our staff and affiliates. 



We have procedures for Ethical Conduct in Human 
Research and Animal Welfare ensuring compliance 
with national codes and legislative requirements. 
We operate several committees to provide 
independent, expert advice on the appropriate 
engagement of people and communities in social 
and interdisciplinary science, health and medical 
related research, and the use of human data; and the 
care and wellbeing of animals used during research 
and compliance with regulatory requirements. 
In 2023–24, our 2 Human Research Ethics 
Committees reviewed 334 new projects and provided 
ongoing monitoring and support for over 845 active 
projects. Our 4 Animal Ethics Committees reviewed 
87 new projects and provided ongoing support 
and monitoring for more than 188 projects.

We proactively monitor organisational alignment 
with research integrity standards and provide 
mandatory training for research staff, committee 
members and senior leaders in research integrity. 
We also provide training on specific research 
conduct issues, access to a network of Research 
Integrity Advisors, online resources, and individual 
advice to support best practice. 

Non-compliance

Pursuant to section 19 (1) (e) of the PGPA Act, 
we reported zero instances of significant 
non‑compliance with finance law in 2023–24.

Fraud control

As a corporate Commonwealth entity, we comply 
with section 10 of the PGPA Rule (the Fraud Rule) 
by establishing and maintaining an effective fraud 
control framework. During 2023–24, the Fraud 
and Corruption Risk Control Plan (2023–25) was 
implemented to meet our obligations under the 
Fraud Rule, the Commonwealth Fraud Control 
Framework and the National Anti‑Corruption 
Commission Act 2022. The plan is aligned and 
integrated with our Risk Management Framework 
and Internal Controls Framework and provides 
a robust system of fraud and corruption risk 
control underpinned by prevention, detection 
and response strategies. 

We take a systematic approach to how we identify 
and assess fraud and corruption risks at operational 
and enterprise levels. We strengthened how we 
report on these risks and the effectiveness of our 
control environment to the BARC. We recently 
updated our mandatory fraud awareness education 
training module to reflect legislative and policy 
changes and to improve awareness of fraud and 
corruption risks across the organisation. Our Fraud 
Control Team continues to engage with Australian 
Government departments and agencies in relation 
to fraud and corruption control best practice.

Modern Slavery Statement 

Prior to December 2024, we will be submitting our 
fourth Modern Slavery Statement to the Australian 
Border Force Register to meet our reporting 
obligations under the Modern Slavery Act 2018 (Cth). 
The statement reports on the risks of modern slavery 
in our operations and supply chains and identifies 
actions to manage, lessen and remove those risks 
where possible. It will be available on our website: 
csiro.au/slavery.

Disclosure of interests and related 
entity transactions

Board members and the Chief Executive declare 
material interests as required under the SIR and 
PGPA Acts. The Board Governance document 
has processes for managing conflicts of interest, 
including a requirement that members remove 
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. 

There was one (1) instance in the reporting 
period where a Board member declared an 
interest in an item for consideration. The Board 
member was not provided access to the relevant 
paper and excused herself from participating 
in discussions and the decision process. 



We comply with the Commonwealth Procurement 
Rules. Our system of delegated powers and 
authorisations for all procurement transactions 
ensures thorough consideration of all transactions. 
In accordance with the CSIRO Delegations, as the 
accountable authority the CSIRO Board approves 
transactions (commercial, property and procurement) 
when the overall value (total of all contributions 
from all parties) is above $20 million, or when 
transactions that have high risks, are sensitive in 
nature and/or are long-term strategic commitments 
by the organisation. Transactions below $20 million 
and greater than $5 million are approved by the 
Chief Executive after the MTC has reviewed the 
transactions against our policies and recommended 
them for Board or Chief Executive approval. All 
transactions under $5 million are approved by the 
suitable delegate in accordance with our procedures 
and delegations and authority schedules as well as 
government regulations.

During the reporting period, there were 
61 transactions involving entities related to us above 
$10,000, which came to a total combined value of 
$70.7 million. Twenty-one (21) transactions were 
paid to subsidiaries to the value of $51.5 million, 
and 40 transactions were received from subsidiaries 
to the value of $19.2 million.

Administrative law

During 2023–24, there were no judicial decisions 
or decisions of administrative tribunals that have 
had, or may have had, a significant effect on 
our operations. 

Freedom of information

The Freedom of Information Act 1982 (FOI Act) 
provides members of the public with a general right 
to obtain access to documents held by Australian 
Government agencies, including us. The general 
right of access to documents is limited by exceptions, 
including to protect essential public interests and 
the privacy or business affairs of those who give 
information to the agency.

General information about our FOI procedures, 
including how to make an FOI request, is available 
on our website: csiro.au/FOI-2023-24. 

Part V of the FOI Act provides a right to request that 
we to amend a document to which lawful access 
has been granted, where the applicant claims that 
information in the document: 

• contains their personal information 
• is incomplete, incorrect, out of date or misleading
• has been used, is being used or is available 
for use by the agency or Minister for an 
administrative purpose. 


In the reporting year to 30 June 2024, we 
received 66 requests for documents or requests 
from other agencies to consider the release of 
documents relating to CSIRO under the FOI Act. 
During 2023–24, we received no requests for 
amendment of personal information under 
the FOI Act.

Information Publication Scheme

We are required to publish information under 
the Information Publication Scheme, which 
promotes open and transparent communication of 
government information. We provide a plan showing 
what information we publish in keeping with the 
Information Publication Scheme requirements on 
our website: csiro.au/FOI-2023-24.

Members of the public may access scientific and 
technical publications from CSIRO Publishing and 
the ePublish Repository. Research data we use 
is routinely published on the CSIRO Data Access 
Portal: data.csiro.au. 

Archives, privacy and administrative decisions

Our archives collection includes material from the 
Council for Science and Industrial Research, our 
predecessor, dating from 1926. In accordance with 
the Archives Act 1983 (Cth) (Archives Act), certain 
CSIRO records are held by the National Archives of 
Australia. Disposal arrangements for records follow 
the Archives Act, and access to records over 20 years 
old is provided in accordance with that Act. 

We are bound by the Australian Privacy Principles 
under the Privacy Act 1988 (Cth) (the Privacy Act) 
and have measures in place to manage compliance 
including our Privacy Management Plan and Data 
Breach Response Plan.

During 2023–24, we had no Notifiable Data 
Breaches (NDB) under the Notifiable Data 
Breaches Scheme. 



On 8 May 2023, HWL Ebsworth (HWLE), one of 
CSIRO’s contracted legal services providers, reported 
a data breach to the Office of the Australian 
Information Commissioner (OAIC) under the 
NDB Scheme. HWLE advised CSIRO that certain 
documents relating to a limited number of CSIRO 
matters were included in the breach suffered by 
HWLE. While some personal information was 
contained in these documents, the majority of 
such information was of a business nature. Where 
information of a more personal or sensitive nature 
was identified, CSIRO has notified the affected 
individuals directly and provided support and access 
to services to help them protect their personal 
information. HWLE took the coordinating role 
in reporting this matter to OAIC on behalf of its 
affected client agencies. CSIRO’s own systems were 
not compromised as a result of the HWLE incident.

The Administrative Decisions (Judicial Review) Act 
1977 (Cth) (ADJR Act) enables a person aggrieved by 
certain classes of administrative decisions made by 
Australian Government agencies, including CSIRO, 
to obtain reasons for or to challenge those decisions. 

During 2023–24, we received no challenges or 
requests for statements of reasons under the 
ADJR Act. 

Public Interest Disclosure 

We have implemented internal procedures to comply 
with the Public Interest Disclosure Act 2013 (Cth) 
(PID Act) through a Public Interest Disclosure Scheme 
(the PID Scheme). These procedures and the PID 
Scheme are in the process of being reviewed and 
updated to comply with the recent amendments 
to the PID Act. 

The PID Scheme promotes integrity and 
accountability by encouraging the disclosure 
of information about suspected wrongdoing, 
protecting people who make disclosures and 
ensuring that we take appropriate action. 
We contributed to the Commonwealth 
Ombudsman’s Annual Report on public interest 
disclosures (or PIDs), as required by section 76(3) 
of the PID Act. 

In 2023–24, we received, or were allocated by 
the Ombudsman, 3 PIDs pursuant to section 26 
of the PID Act.

National Anti-Corruption Commission

On 1 July 2023, the National Anti-Corruption 
Commission commenced. Certain circumstances 
where a PID officer receives an internal disclosure 
under the PID Act, may trigger a referral obligation 
under the National Anti‑Corruption Commission 
Act 2022 (Cth). 

No National Anti-Corruption Commission referrals 
were made by CSIRO during 2023–24.

Policy Framework

Our Policy Framework provides a Board-approved 
system to ensure we have relevant and effective 
policies and procedures to meet legislative 
requirements and organisational obligations. 
The Policy Framework, comprising of policies, 
procedures and supporting documentation, 
confirms Board expectations, our responsibilities 
and commitments, performance and 
compliance requirements. 

A range of initiatives to improve our policy 
governance commenced in 2023–24, with the Board 
confirming its expectations and instructions to 
the organisation by issuing Accountable Authority 
Instructions and a revised Policy Framework. 
Improvements to the processes and systems that 
underpin the Policy Framework are ongoing. 
Our policies are mandatory, principle-based 
statements that define our intent. They are available 
at csiro.au/en/about/policies.

• research and technology 
• science and delivery 
• ethical human research
• governance
• finance 
• child safety 
• shareholding 
• privacy. 




Remuneration

Enterprise agreements set the terms and conditions 
of employment for our employees. Two enterprise 
agreements are in operation: the CSIRO Enterprise 
Agreement 2023–2026 and the CSIRO Canberra Deep 
Space Communication Complex (CDSCC) Enterprise 
Agreement 2018–2021.

The CSIRO Enterprise Agreement 2023–2026 
came into operation on 1 April 2024 and reaches 
its nominal expiry date on 17 November 2026. 
The CDSCC Enterprise Agreement 2018–2021 
started operation on 21 February 2019 and reached 
its nominal expiry date on 20 February 2022. 
Determinations under our enabling legislation 
have been used to provide pay increases since the 
nominal expiry date, with the latest effective from 
21 February 2024. Bargaining for a replacement 
CDSCC Enterprise Agreement is planned for the 
second half of 2024.

Remuneration Framework 

The Chief Executive evaluates and determines the 
appropriate level of pay for executive positions 
in line with our executive remuneration strategy. 
The base salary is a fixed component based on a 
range of factors, including work value assessments, 
individual performance, competence and skill, 
internal relativities, and external market rates. 

Annual remuneration review

Remuneration levels for executives are reviewed 
annually by the Chief Executive and the Board People 
and Safety Committee (BPSC), which assesses any 
increases for the next financial year. The annual 
remuneration review for 2023–24 considered:

• market competitiveness 
• individual performance 
• the Public Sector Workplace Relations Policy 2023.


Market-related remuneration package arrangements 
may increase because of contract provisions aligned 
with Enterprise Agreement salary increases or by 
market-related adjustments, which are determined 
annually by the BPSC. 

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

Remuneration strategy and governance

Our remuneration strategy considers applicable 
remuneration provisions within the CSIRO Enterprise 
Agreement 2023–2026. Clauses 11 and 12 of the 
CSIRO Enterprise Agreement 2023–2026 provides 
for market-related remuneration and individual 
flexibility arrangements. The remuneration strategy 
also considered the Government’s Public Sector 
Workplace Relations Policy 2023.

Key management personnel, executives and other 
highly paid staff are remunerated in accordance 
with their contracts of employment and relevant 
governing provisions. Our remuneration strategy 
has also considered the APSC Performance Bonus 
Guidance, including the removal of performance 
bonuses in line with the Principles within 
the Guidance. 

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 and allowances payable to members 
of the CSIRO Board are determined by the Australian 
Government Remuneration Tribunal for Part Time 
Office Holders. Determinations of the Remuneration 
Tribunal are established under the Remuneration 
Tribunal Act 1973. 



The BPSC assists the Board to fulfil its governance 
responsibilities for 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 Chief Executive’s decisions regarding 
the remuneration and performance assessment 
of Executive Team members, and ratifies these 
recommendations as appropriate 
• exercises oversight of our executive remuneration 
strategy, including the senior executive 
remuneration 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 of key management personnel, 
executives, and other highly paid staff

Remuneration details are provided as required 
under the Public Governance, Performance 
and Accountability Rule 2014 (PGPA Rule). 
Remuneration of key management personnel, 
senior executives and other highly paid staff 
is reported in detail in note 3.2 of the financial 
statements in Part 5. Annual reportable remuneration 
includes base salary, benefits and allowances, 
performance payments, 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 does not 
equal actual remuneration paid in 2023–24.

Service charter 

Our service charter describes the standards of 
service that we aim to deliver to our customers and 
our commitment to ensuring these standards are 
maintained. In summary: 

• we believe our customers and partners are 
essential to our success
• we maintain relevance in our work through input 
from the public, government, industry and the 
research community
• we communicate with our customers in a 
courteous, helpful and professional manner:
– we respect customer confidentiality
– we evaluate our services to ensure 
continuous improvement of our 
service delivery.





Our complete service charter is available on our 
website: csiro.au/work-with-us/working-with-csiro/
service-charter.

We welcome feedback on our performance. 
Contact CSIRO Enquiries: 

Private Bag 10 

Clayton South Vic 3169 

1300 363 400 

csiro.au/contact



116 Independent Auditor’s report

118 Financial statements

Part 4 
Financial statements



Independent Auditor’s report for CSIRO 
GPO Box 707, Canberra ACT 2601 
38 Sydney Avenue, Forrest ACT 2603 
Phone (02) 6203 7300 
INDEPENDENT AUDITOR’S REPORT 
To the Minister for Industry and Science 
Opinion 
In my opinion, the financial statements of the Commonwealth Scientific and Industrial Research Organisation 
(the Entity) and the Consolidated Entity (the Entity and its subsidiaries) for the year ended 30 June 2024: 
(a) comply with Australian Accounting Standards – Simplified Disclosures and the Public Governance, 
Performance and Accountability (Financial Reporting) Rule 2015; and 
(b) present fairly the financial positions of the Entity and the Consolidated Entity as at 30 June 2024 and their 
financial performance and cash flows for the year then ended. 
The financial statements of the Entity and the Consolidated Entity, which I have audited, comprise the following 
as at 30 June 2024 and for the year then ended: 
• Statement by the Chair of the Board, Chief Executive and Chief Finance Officer; 
• Statements of Comprehensive Income; 
• Statements of Financial Position; 
• Statement of Changes in Equity - Consolidated; 
• Statement of Changes in Equity - CSIRO; 
• Cash Flow Statements; and 
• Notes to and forming part of the financial statements comprising material accounting policy information and 
other explanatory information. 
Basis for opinion 
I conducted my audit in accordance with the Australian National Audit Office Auditing Standards, which 
incorporate the Australian Auditing Standards. My responsibilities under those standards are further described 
in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent 
of the Entity and the Consolidated Entity in accordance with the relevant ethical requirements for financial 
statement audits conducted by the Auditor-General and their delegates. These include the relevant 
independence requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of 
Ethics for Professional Accountants (including Independence Standards) (the Code) to the extent that they are 
not in conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance 
with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis 
for my opinion. 
The Board’s responsibility for the financial statements 
As the Accountable Authority of the Entity, the Board is responsible under the Public Governance, Performance 
and Accountability Act 2013 (the Act) for the preparation and fair presentation of annual financial statements 
that comply with Australian Accounting Standards – Simplified Disclosures and the rules made under the Act. 
The Board is also responsible for such internal control as the Board determines is necessary to enable the 
preparation of financial statements that are free from material misstatement, whether due to fraud or error. 
In preparing the financial statements, the Board is responsible for assessing the ability of the Entity and the 
Consolidated Entity to continue as a going concern, taking into account whether the entities’ operations will 
cease as a result of an administrative restructure or for any other reason. The Board is also responsible for 
disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless 
the assessment indicates that it is not appropriate. 

Independent Auditor’s report for CSIRO 
Auditor’s responsibilities for the audit of the financial statements 
My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from 
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. 
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance 
with the Australian National Audit Office Auditing Standards will always detect a material misstatement when it 
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the 
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis 
of the financial statements. 
As part of an audit in accordance with the Australian National Audit Office Auditing Standards, I exercise 
professional judgement and maintain professional scepticism throughout the audit. I also: 
• identify and assess the risks of material misstatement of the financial statements, whether due to fraud or 
error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is 
sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material 
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, 
forgery, intentional omissions, misrepresentations, or the override of internal control; 
• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are 
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of 
the Entity and the Consolidated Entity’s internal control; 
• evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates 
and related disclosures made by the Accountable Authority; 
• conclude on the appropriateness of the Accountable Authority’s use of the going concern basis of accounting 
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or 
conditions that may cast significant doubt on the Entity or the Consolidated Entity’s ability to continue as a 
going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s 
report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify 
my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. 
However, future events or conditions may cause the Entity or the Consolidated Entity’s to cease to continue 
as a going concern; 
• evaluate the overall presentation, structure and content of the financial statements, including the 
disclosures, and whether the financial statements represent the underlying transactions and events in a 
manner that achieves fair presentation; and 
• obtain sufficient appropriate audit evidence regarding the financial information of the entities or business 
activities within the Consolidated Entity to express an opinion on the financial report. I am responsible for 
the direction, supervision and performance of the Consolidated Entity audit. I remain solely responsible for 
my audit opinion. 
I communicate with the Accountable Authority regarding, among other matters, the planned scope and timing 
of the audit and significant audit findings, including any significant deficiencies in internal control that I identify 
during my audit. 
Australian National Audit Office 
Jeffrey Hobson 
Executive Director 
Delegate of the Auditor-General 
Canberra 
2 September 2024 

166 Trustee’s report

169 Independent Auditor’s report for SIEF

171 SIEF financial statements

Part 5 
Science Industry 
Endowment Fund



Trustee’s report

I’m delighted to have recently become Trustee of the 
Science and Industry Endowment Fund (SIEF) and 
see first-hand the extraordinary research in which it 
invests. I’m especially glad to see the rejuvenation 
of the Fund through a Gift from CSIRO, enabled 
by the fast Wireless Local Area Network (WLAN) 
patent litigation in 2009. I am excited by the science 
the Fund is supporting and the national benefit it 
is delivering. 

I am in the rare position of being Trustee of the SIEF 
and a past recipient of SIEF funding, having been 
involved in the Stem Cells Biology Research Project 
from 2011 to 2016 when I was at the Walter and Eliza 
Hall Institute of Medical Research. In collaboration 
with CSIRO and CSL, we worked together on 
2 projects to develop more effective strategies 
for creating blood platelets in a clinical setting to 
support medical treatments. The projects combined 
cutting-edge research with well-established routes 
to clinical and commercial translation, but were only 
possible because of the unique role SIEF plays in our 
research ecosystem. 

Over the last year, SIEF has funded programs for 
research into areas as diverse as renewable energy, 
research infrastructure, and scholarships that create 
and sustain young researchers. This is research that 
assists Australian industry, furthers the interests 
of the Australian community, or contributes to 
the achievement of Australia’s national objectives. 
Collaboration across organisations is also vital to 
the success of SIEF-funded projects. I am pleased to 
share some of this year’s highlights from the Fund.

Research infrastructure

Facilities and equipment are critical for research 
institutions to deliver national benefit and SIEF 
has been funding this critical component of the 
innovation system through its Medium Equipment 
Program (MEP) since 2017. MEP has funded 
$33 million for equipment and refurbishment of 
facilities to the value of up to $4 million per asset. 
This year, SIEF has allocated $6.5 million towards 
building the nation’s capability in biomedical 
manufacturing, and agriculture and food. 

The National Vaccine and Therapeutics Laboratory 
will comprises multiple facilities enabling the 
process development, manufacture and quality 
control of investigational materials for evaluation in 
human and veterinary preclinical and clinical studies. 
The facility will address an unmet need in the 
Australian medical research industry of a nationally 
available capability for development of biological 
formulations that are stable for vaccine antigens and 
biologicals in their final product presentation. 

Aquaculture, agriculture and the environment 
will benefit from a next-generation infrared mass 
spectrophotometer for the analysis of carbon, 
nitrogen, and sulphur isotopes in bulky samples 
with low signal-to-noise ratios. The new instrument 
will strengthen CSIRO’s capability to analyse organic 
materials and will be central to existing national 
collaborative projects. 

The impact of SIEF’s focus on research infrastructure 
has been demonstrated by investment in the 
FloWorks laboratory, through the MEP, in 2017. 
This investment de-risked the development of 
Australian-manufactured products by providing a 
scale-up platform accessible by SMEs and larger 
chemical manufacturers. FloWorks also enabled 
the chemical industry to adopt more efficient 
and cost‑effective processing methods important 
to making Australia’s chemical industry globally 
competitive. SIEF has commissioned an independent 
analysis on the impact of the FloWorks’ laboratory, 
the results of which can be found on page 168 of this 
Annual Report. 



Collaboration

Australian research can have deep and significant 
impact when researchers and institutions collaborate 
with each other and their international peers. 
Since 2009, SIEF has championed collaboration 
across its portfolio of programs. The SIEF National 
Collaborative Missions Program established in 
2023 continues this focus providing funding for 
Australian and international research institutions to 
jointly address the challenges posed by a changing 
climate and work towards achieving net-zero 
emissions. This includes supporting the Electric 
Power Innovation for a Carbon-free Society (EPICS) 
and the global Hydrogen Production Technologies 
(HyPT) Centres as part of the US National Science 
Foundation Global Centers in Climate Change and 
Clean Energy. The EPICS Centre aims to guarantee 
stable and secure system operation amidst high 
penetration of variable energy sources. The HyPT 
Centre will advance technology commercialisation 
for hydrogen production.

Participating Australian organisations include 
CSIRO, University of Melbourne, Monash University, 
University of Adelaide, Flinders University and 
Curtin University.

Renewable energy technologies

SIEF is supporting the development of novel low 
and zero emissions technologies that will contribute 
to Australia’s transition to net zero. Through the 
Experimental Development Program (EDP), 
SIEF has funded a project to advance perovskite 
solar cell technology and build a prototype to 
generate hydrogen from steam as a byproduct 
of steel making. A recently approved EDP project 
will develop a prototype adapted diesel engine 
at commercial scale (named BioDICE), using fuel 
produced from biomass. Using a low-temperature 
carbonisation process to convert the biomass 
to fuel, 40 per cent thermal efficiency can be 
achieved, which is double that of traditional steam 
or gasification‑based cycles of similar capacity. 
Using readily available biomass sources such as 
invasive woody weeds, it is envisaged that the 
technology could potentially generate 50 per cent 
of Australia’s current electricity demand as 
dispatchable power, which will contribute to 
Australia’s commitment to a reduction in greenhouse 
gas emissions and provide opportunities for 
regional development.

Supporting students

The NSW Generation STEM Program continues 
to develop a pipeline for STEM-ready school and 
university graduates through its 3 programs. 
The Community Partnerships Program has 
extended its presence in regional NSW to include 
Albury, Dubbo and the Queanbeyan-Yass area. 
Eighty‑five schools participated in the program in 
the 2023 calendar year. Deadly in Generation STEM 
continues to engage students in the Moree and 
Illawarra-Shoalhaven regions. Eighty‑eight students 
participated in the program and a STEM‑experience 
on-Country camp was offered for Illawarra 
Aboriginal students, providing education about 
science, their own Indigenous identities and careers 
for their future. Generation STEM Links experienced 
a significant increase in participation by industries, 
providing university students more opportunities 
to gain hands-on experience in a STEM industry. 
Regional businesses have shown strong interest 
with almost 60 per cent of new placement requests 
coming from outside of Sydney, which has led to 
a greater diversity of STEM sectors participating 
in the program. The program has helped regional 
businesses find and retain local students, which also 
contributes to regional development. 

My role as Trustee is greatly assisted by the Fund’s 
Advisory Councils and other experts who have 
generously supported the Fund by providing 
guidance and insight on a pro bono basis. 
Their contributions have ensured investments 
are directed to where the greatest difference can 
be made.

Dr Doug Hilton AO

Trustee, SIEF



 CASE STUDY

FloWorks

Background

FloWorks, a state-of-the-art technology transfer 
facility, has been advancing flow chemistry 
technologies since its launch in October 2019. 
Supported by diverse funding streams from both 
government and industry, including the SIEF 
Medium Equipment Program (MEP), FloWorks has 
developed specialised technologies in continuous 
flow chemistry such as controlled polymerisation 
and catalysis. The facility offers services such as 
designing flow chemistry processes, installing and 
commissioning systems, training, and equipment 
testing (research.csiro.au/floworks). 

Industry challenge

Traditional batch methods in chemical and 
pharmaceutical production face limitations like 
low efficiency, lack of scalability, high costs, and 
inconsistent product quality. The absence of 
dedicated infrastructure has been a major barrier, 
leading to logistical challenges, low efficiency, and 
productivity issues, thus hindering Australia’s growth 
in flow chemistry research and development.

CSIRO’s response

To address these challenges, CSIRO established 
FloWorks, a state-of-the-art centre for industrial flow 
chemistry research, with a $4.5 million investment, 
supported significantly by SIEF with additional funds 
for equipment. Launched in October 2019 in Clayton, 
Victoria, this 400 m2 facility centralises infrastructure, 
enhancing efficiency and accessibility for 
researchers. FloWorks aims to revolutionise chemical 
manufacturing with cleaner, more sustainable, and 
efficient processes and advance automation through 
smart monitoring and online analysis.

Prospective impacts

FloWorks has significantly enhanced Australia’s 
flow chemistry capabilities, driving research and 
innovation, commercial success, environmental 
sustainability, and social wellbeing, creating benefit 
for the nation. The facility’s advanced infrastructure 
has enabled high-quality research and international 
collaborations with partners like the University of 
Melbourne, Research Institute Juelich, Germany and 
Imperial College London. Commercially, FloWorks 
has facilitated the development of new products 
and markets through partnerships with industry 
leaders such as Boron Molecular and Precision 
Catalysts, leading to innovations like the MS3 varnish 
and commercial RAFT agents, thus boosting 
economic growth. Environmentally, projects like 
the Movable Hydrogen Generator, in collaboration 
with Advanced Carbon Engineering, have potential 
to support critical national agenda to achieve net 
zero emissions by 2050. Socially, FloWorks has 
advanced public health and safety through safer 
manufacturing processes and provided extensive 
training, enhancing the workforce’s technical skills 
and supporting energy security with innovative 
hydrogen solutions.

SIEF’s role

SIEF’s MEP grant has been instrumental in 
advancing the FloWorks initiative by providing 
essential financial support for the purchase of 
critical equipment that enabled the development 
and success of high-impact projects. This support 
has enhanced R&D capabilities in areas such 
as Catalytic Static Mixer (CSM) technology, 
Metal‑Organic Frameworks (MOFs), and Flow 
Chemistry Polymerisation. Additionally, the 
SIEF‑MEP facilitated strategic planning and 
resource management within FloWorks, helping 
to outline an ideal future equipment portfolio and 
attract further funding. Overall, SIEF has been a 
crucial enabler for both large-scale and smaller 
projects, significantly impacting FloWorks’ strategic 
research capabilities and its ability to capitalise on 
emerging opportunities.

The FloWorks facility operates a unique suite of 
hydrogen reactors and large walk-in rooms for pilot 
and demonstrator scale testing.



Independent Auditor’s report for SIEF 
GPO Box 707, Canberra AC 2601 
38 Sydney Avenue, Forrest ACT 2603 
Phone (02) 6203 7300 
INDEPENDENT AUDITOR’S REPORT 
To the Minister for Industry and Science 
Opinion 
In my opinion, the financial statements of the Science and Industry Endowment Fund (the Entity) for the year 
ended 30 June 2024 present fairly, in all material respects, the financial position of the Entity as at 30 June 2024 
and its financial performance and cash flows for the year then ended in accordance with Australian Accounting 
Standards – Simplified Disclosures. 
The financial statements of the Entity, which I have audited, comprise the following as at 30 June 2024 and for 
the year then ended: 
• Statement by the Trustee and Chief Financial Officer; 
• Statement of Comprehensive Income; 
• Statement of Financial Position; 
• Statement of Changes in Equity; 
• Cash Flow Statement; and 
• Notes to and forming part of the financial statements, comprising material accounting policy information 
and other explanatory information. 
Basis for opinion 
I conducted my audit in accordance with the Australian National Audit Office Auditing Standards, which 
incorporate the Australian Auditing Standards. My responsibilities under those standards are further described 
in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent 
of the Entity in accordance with the relevant ethical requirements for financial statement audits conducted by 
the Auditor-General and their delegates. These include the relevant independence requirements of the 
Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants 
(including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-
General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the 
audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. 
Trustee’s responsibility for the financial statements 
The Chief Executive of the Commonwealth Scientific and Industrial Research Organisation (the Trustee) is 
responsible for the preparation and fair presentation of financial statements that comply with Australian 
Accounting Standards – Simplified Disclosures. The Trustee is also responsible for such internal control as they 
determine is necessary to enable the preparation of the financial statements that are free from material 
misstatement, whether due to fraud or error. 
In preparing the financial statements, the Trustee is responsible for assessing the ability of the Entity to continue 
as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis 
of accounting unless the Trustee either intend to liquidate the Entity or to cease operations, or have no realistic 
alternative but to do so. 
Auditor’s responsibilities for the audit of the financial statements 
My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from 
material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. 
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance 
with the Australian National Audit Office Auditing Standards will always detect a material misstatement when it 

Independent Auditor’s report for SIEF 
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the 
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis 
of the financial statements. 
As part of an audit in accordance with the Australian National Audit Office Auditing Standards, I exercise 
professional judgement and maintain professional scepticism throughout the audit. I also: 
• identify and assess the risks of material misstatement of the financial statements, whether due to fraud or 
error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is 
sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material 
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, 
forgery, intentional omissions, misrepresentations, or the override of internal control; 
• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are 
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of 
the entity’s internal control; 
• evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates 
and related disclosures made by the Trustee; 
• conclude on the appropriateness of the Trustee’s use of the going concern basis of accounting and, based on 
the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may 
cast significant doubt on the entity’s ability to continue as a going concern. If I conclude that a material 
uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the 
financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based 
on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions 
may cause the entity to cease to continue as a going concern; and 
• evaluate the overall presentation, structure and content of the financial statements, including the 
disclosures, and whether the financial statements represent the underlying transactions and events in a 
manner that achieves fair presentation. 
I communicate with those charged with governance regarding, among other matters, the planned scope and 
timing of the audit and significant audit findings, including any significant deficiencies in internal control that I 
identify during my audit. 
Australian National Audit Office 
Jeffrey Hobson 
Executive Director 
Delegate of the Auditor-General 
Canberra 
21 August 2024 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement by the Trustee and Chief Financial Officer 
for the period ended 30 June 2024 
STATEMENT BY THE TRUSTEE AND CHIEF FINANCIAL OFFICER OF COMMONWEALTH SCIENTIFIC AND INDUSTRIAL RESEARCH 
ORGANISATION (CSIRO) AS SERVICE PROVIDER TO THE SCIENCE AND INDUSTRY ENDOWMENT FUND 
The attached financial report for the year ended 30 June 2024 has been prepared based on properly maintained financial records 
and in accordance with Australian Accounting Standards simplified disclosure requirements and the requirements of the Science 
and Industry Endowment Act 1926, and present fairly the financial position of the Science and Industry Endowment Fund as at 
30 June 2024 and its performance and cashflows for the year then ended. 
In our opinion, at the date of this statement, there are reasonable grounds to believe that the Science and Industry Endowment 
Fund will be able to pay its debts as and when they become due and payable. 
Signed in accordance with a resolution of the Trustee. 
Dr Doug Hilton AO Stewart Walters 
Trustee of the Science and Industry Endowment Fund Chief Financial Officer of CSIRO as service provider to the Science and 
Industry Endowment fund 
20 August 2024 20 August 2024 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Comprehensive Income 
for the period ended 30 June 2024 
Notes 2024 2023 
Expenses 
Scientific research grants 1.1A 12,352,674 11,057,587 
Service fee under services agreement with CSIRO 1.1B 531,000 516,130 
Audit fees 1.1C 19,000 18,870 
Other fees 1.1D 1 10,071 
Total expenses 12,902,675 11,602,658 
Revenue 
Interest revenue 1.2A 5,814,909 3,153,988 
Gifts 1.2B 8,000,000 39,000,000 
Total revenue 13,814,909 42,153,988 
Net (loss)/surplus for the period 912,234 30,551,330 
Other comprehensive income - - 
Total comprehensive income 912,234 30,551,330 
The above statement should be read in conjunction with the accompanying notes. 
SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Changes in Equity 
for the period ended 30 June 2024 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2023 120,133,062 200,000 120,333,062 
Net surplus 912,234 - 912,234 
Closing balance 30 June 2024 121,045,296 200,000 121,245,296 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2022 89,581,732 200,000 89,781,732 
Net surplus 30,551,330 - 30,551,330 
Closing balance 30 June 2023 120,133,062 200,000 120,333,062 
The above statement should be read in conjunction with the accompanying notes. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Financial Position 
as at 30 June 2024 
Notes 2024 2023 
ASSETS 
Current 
Cash and cash equivalents 2.1A 119,500,327 118,457,950 
Trade and other receivables 2.1B 1,744,969 1,875,112 
Total assets 121,245,296 120,333,062 
LIABILITIES 
Current 
Suppliers payable - - 
Total Liabilities - - 
Net assets 121,245,296 120,333,062 
EQUITY 
Contributed equity 200,000 200,000 
Retained earnings 121,045,296 120,133,062 
Total equity 121,245,296 120,333,062 
The above statement should be read in conjunction with the accompanying notes. 
SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Changes in Equity 
for the period ended 30 June 2024 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2023 120,133,062 200,000 120,333,062 
Net surplus 912,234 - 912,234 
Closing balance 30 June 2024 121,045,296 200,000 121,245,296 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2022 89,581,732 200,000 89,781,732 
Net surplus 30,551,330 - 30,551,330 
Closing balance 30 June 2023 120,133,062 200,000 120,333,062 
The above statement should be read in conjunction with the accompanying notes. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Changes in Equity 
for the period ended 30 June 2024 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2023 120,133,062 200,000 120,333,062 
Net surplus 912,234 - 912,234 
Closing balance 30 June 2024 121,045,296 200,000 121,245,296 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2022 89,581,732 200,000 89,781,732 
Net surplus 30,551,330 - 30,551,330 
Closing balance 30 June 2023 120,133,062 200,000 120,333,062 
The above statement should be read in conjunction with the accompanying notes. 
SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Changes in Equity 
for the period ended 30 June 2024 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2023 120,133,062 200,000 120,333,062 
Net surplus 912,234 - 912,234 
Closing balance 30 June 2024 121,045,296 200,000 121,245,296 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2022 89,581,732 200,000 89,781,732 
Net surplus 30,551,330 - 30,551,330 
Closing balance 30 June 2023 120,133,062 200,000 120,333,062 
The above statement should be read in conjunction with the accompanying notes. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
Cash Flow Statement 
for the period ended 30 June 2024 
Notes 2024 2023 
Operating activities 
Cash received 
CSIRO gift 8,000,000 39,000,000 
Interest received 5,483,477 2,104,819 
GST credits received 1,751,842 742,938 
Total cash received 15,235,319 41,847,757 
Cash used 
Payments to grantees 13,587,941 12,163,346 
Other payments 605,001 599,571 
Total cash used 14,192,942 12,762,917 
Net cash flows from operating activities 1,042,377 29,084,840 
Net increase in cash held 1,042,377 29,084,840 
Cash and cash equivalents at the beginning of the reporting period 118,457,950 89,373,110 
Cash and cash equivalents at the end of the reporting period 119,500,327 118,457,950 
The above statement should be read in conjunction with the accompanying notes. 
SCIENCE AND INDUSTRY ENDOWMENT FUND 
Statement of Changes in Equity 
for the period ended 30 June 2024 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2023 120,133,062 200,000 120,333,062 
Net surplus 912,234 - 912,234 
Closing balance 30 June 2024 121,045,296 200,000 121,245,296 
Retained Earnings Contributed Equity Total Equity 
Opening balance 1 July 2022 89,581,732 200,000 89,781,732 
Net surplus 30,551,330 - 30,551,330 
Closing balance 30 June 2023 120,133,062 200,000 120,333,062 
The above statement should be read in conjunction with the accompanying notes. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 
for the period ended 30 June 2024 
Overview 
The Science and Industry Endowment Fund (referred to as the Fund) was established under the Science and Industry 
Endowment Act 1926 with the Trustee of the Fund being the Commonwealth Scientific and Industrial Research 
Organisation’s (CSIRO) Chief Executive and is a not-for-profit entity. An appropriation of 100,000 pounds was received at the 
time the Fund was established. The principal activity of the Fund is to provide assistance to persons engaged in scientific 
research and in the training of students in scientific research. Dr Doug Hilton AO was appointed CSIRO Chief Executive (and 
SIEF Trustee) from 29 September 2023. For the period 1 July 2023 to 29 September 2023, Kirsten Rose was the acting CSIRO 
Chief Executive (and SIEF Trustee). 
In October 2009 the Minister for Innovation, Industry, Science and Research announced a gift of $150 million to be donated 
by CSIRO to the Fund. The gift is intended to be used for scientific research for the purposes of assisting Australian industry 
and furthering the interests of the Australian community or contributing to the achievement of Australian national 
objectives. The gift was made subject to the terms of a Deed of Gift between the Trustee and CSIRO dated 15 October 2009. 
Between financial years 2017/18 and 2022/23 CSIRO made further gifts totalling $90 million to the Fund, with an additional 
$8 million in financial year 2023/24. These gifts were also made subject to the terms of the Deed of Gift between the Trustee 
and CSIRO dated 15 October 2009. 
In June 2017, the NSW Government acting through the NSW Department of Industry provided a $25 million endowment to 
the Fund to create the NSW Generation STEM Program. The program will be delivered over a 10-year period and will 
implement activities including research, to increase the supply of Science, Technology, Engineering and Mathematics (STEM) 
skilled labour to meet the current and future needs of New South Wales. The total cash payments made by the Fund in 
financial year 2023/24 under the NSW Endowment were $1,530,000 (GST exclusive). 
In November and December 2018, National ICT Australia Limited (NICTA), a controlled entity of CSIRO, provided two gifts to 
the Fund in the total amount of $20 million to fund the Future National ICT Industry Platform Program. A further $5 million 
was provided to the Fund by NICTA in December 2019. The program is to support research activities and projects at a scale 
that address challenges in the field of Information and Communications Technology (ICT) and it is intended that the 
outcomes from the Program will benefit Australia by helping create new Australian technology-based industries and/or 
applied technology platforms that can reach a global scale. The total payments made by the Fund in financial year 2023/24 
under the Future National ICT Industry Platform Program were $125,000 (GST exclusive). 
In one financial year a maximum amount of $25 million exclusive of Goods and Services Tax (GST) can be disbursed from the 
Fund for the CSIRO GIFT Programs, NSW Generation STEM Program and the Future National ICT Industry Platform Program 
(under the Deeds of Gift/Endowment). The total payments made by the Fund under these gifts and programs in financial 
year 2023/24 were $12,884,675 (GST exclusive). This includes Scientific research grant payments, service, audit and other 
fees. 
Basis of Preparation of the Financial Statements 
The financial statements for the Fund are general purpose financial statements and are required by Section 10 of the Science 
and Industry Endowment Act 1926. The financial statements have been prepared in accordance with the Australian 
Accounting Standards and Interpretations, including AASB 1060 General Purpose Financial Statements – Simplified 
Disclosures for For-Profit and Not-for Profit Entities issued by the Australian Accounting Standards Board (AASB) that apply 
for the reporting period. 
The financial statements have been prepared on an accrual basis and are in accordance with the historical cost convention. 
No allowance is made for the effect of changing prices on the results or the financial position. The financial statements are 
presented in Australian dollars and values are rounded to the nearest dollar unless otherwise specified. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 
for the period ended 30 June 2024 
Key Judgements and Estimates 
The accounting policies are set out below. Within the current financial year, there were no significant judgements or 
estimates used in the preparation of the financial statements. 
Adoption of new and future Australian Accounting Standards 
All new, revised and amending standards and/or interpretations that were issued prior to the signing of these statements 
and applicable to the current reporting period were adopted by the Fund and did not have a material effect on the financial 
statements. The Fund has not early adopted any standards, interpretations or amendments that have been issued and are 
not yet effective. 
Taxation 
The Fund is exempt from all forms of taxation except Goods and Services Tax (‘GST’). 
Events after the Reporting Period 
At the time of signing of the financial statements, the Trustee is not aware of any other significant events occurring after the 
reporting date that could impact on the financial report. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 
for the period ended 30 June 2024 
1.1 Expenses 
2024 2023 
1.1A: Scientific research grants 
Research Infrastructure Program 9,458,000 5,622,000 
Promotion of Science Program - Scholarships and Fellowships 100,000 100,000 
Experimental Development Program 1,376,674 1,960,587 
NSW Endowment Grant 1,400,000 3,375,000 
Education and Outreach Program 18,000 - 
Total scientific research grants 12,352,674 11,057,587 
Accounting Policy 
The Fund awards grants to support approved eligible applications and activities in instalments, subject to the completion by 
Grant Recipients of funding milestones which are verified through provision of satisfactory Progress Reports to the Fund 
Manager. All costs associated with providing scientific research grants are expensed at acceptance of relevant Progress 
Reports. 
2024 2023 
1.1B: Service fee under services agreement with CSIRO 
Service fee 531,000 516,130 
Total service fee 531,000 516,130 
Accounting Policy 
Services fees under services agreement with CSIRO are expensed as incurred. 
2024 2023 
1.1C: Audit fees 
Audit fees 19,000 18,870 
Total audit fees 19,000 18,870 
Accounting Policy 
Audit fees are recognised when they have been incurred (irrespective of having been invoiced). Outside of audit services, no 
other services have been provided by the auditors. 
2024 2023 
1.1D: Other fees 
Bank fees 1 71 
Professional fees - 10,000 
Total other fees 1 10,071 
Accounting Policy 
All other fees include operational expenses and are expensed as incurred. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 
for the period ended 30 June 2024 
1.2 Income and Gains 
2024 2023 
1.2A: Interest revenue 
Bank account interest 645,402 266,712 
Term deposits interest 5,169,507 2,887,276 
Total interest revenue 5,814,909 3,153,988 
Accounting Policy 
Interest revenue is recognised using the effective interest method as set out in AASB 9 Financial Instruments. 
2024 2023 
1.2B: Gifts 
CSIRO gift 8,000,000 39,000,000 
Total gifts 8,000,000 39,000,000 
Accounting Policy 
Gifts are recognised as income when the entity gains control of the funds, where the consideration to acquire an asset is 
significantly less than fair value. Gifts, bequests or donations receivable are recognised at their nominal amounts as a 
financial asset under AASB 9 Financial Instruments as highlighted in paragraph 8 of AASB 1058 Income of Not-for-Profit 
Entities. The additional $8 million gift received from CSIRO in 2023/24 is to be used to further Fund objectives. 
2.1 Assets 
2024 2023 
2.1A: Cash and cash equivalents 
Cash at bank 16,700,327 45,867,950 
Term deposits 102,800,000 72,590,000 
Total Cash and cash equivalents 119,500,327 118,457,950 
Accounting Policy 
Cash and cash equivalents include cash on hand and demand deposits in bank accounts with an original maturity of 12 
months or less that are readily convertible to known amounts of cash and subject to insignificant risk of change in value. 
Cash is recognised at its nominal amount. 
2024 2023 
2.1B: Trade and other receivables 
Interest receivable 1,581,469 1,250,037 
GST receivable 163,500 625,075 
Total receivables 1,744,969 1,875,112 
Less impairment loss allowance - - 
Total Trade and other receivables 1,744,969 1,875,112 
Accounting Policy 
Trade and other receivables are financial assets held for collecting the contractual cash flows of the asset, where the cash 
flows are solely payments of principal and interest that are not provided at below-market interest rates. They are 
subsequently measured at amortised cost using the effective interest method adjusted for any loss allowance. Refer to 
accounting policies of financial assets in Note 4.1 Financial Instruments - Initial recognition and subsequent measurement. 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 
for the period ended 30 June 2024 
3.1 Financial Instruments 
2024 2023 
3.1A: Categories of financial instruments 
Financial assets 
Financial assets measured at amortised cost 
Cash and cash equivalents 119,500,327 118,457,950 
Trade and other receivables 1,744,969 1,875,112 
Total financial assets measured at amortised cost 121,245,296 120,333,062 
Total financial assets 121,245,296 120,333,062 
Financial Liabilities 
Financial liabilities measured at amortised cost 
Suppliers payable - - 
Total financial liabilities measured at amortised cost - - 
Total financial liabilities - - 
2024 2023 
3.1B: Net gains or losses on financial assets 
Financial assets measured at amortised cost 
Bank interest 5,814,909 3,153,988 
Net gain from financial assets at amortised cost 5,814,909 3,153,988 
Accounting Policy 
Financial Assets 
The Fund classifies its financial assets under AASB 9 Financial Instruments as financial assets measured at amortised cost. 
The classification depends on both the entity’s business model for managing the financial assets and contractual cash flow 
characteristics at the time of initial recognition. Financial assets are recognised when the entity becomes a party to the 
contract and, as a consequence, has a legal right to receive or a legal obligation to pay cash and derecognised when the 
contractual rights to the cash flows from the financial asset expire or are transferred upon trade date. 
Financial Assets at Amortised Cost 
Financial assets included in this category need to meet two criteria: 
1. the financial asset is held in order to collect the contractual cash flows; and 
2. the cash flows are solely payments of principal and interest (SPPI) on the principal outstanding amount. 
Amortised cost is determined using the effective interest method. 
Effective Interest Method 
Income is recognised on an effective interest rate basis for financial assets that are recognised at amortised cost. 
Financial liabilities 
Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities. 
Financial liabilities are recognised and derecognised upon ‘trade date’. 
Financial Liabilities at Amortised Cost 
Financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs. These liabilities are 
subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an 
effective interest basis. Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent 
that the goods or services have been received (and irrespective of having been invoiced). 

 SCIENCE AND INDUSTRY ENDOWMENT FUND 
NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 
for the period ended 30 June 2024 
4.1 Related Parties 
Accounting Policy 
The Fund is a wholly controlled subsidiary of CSIRO. The Trustee is the Chief Executive of CSIRO who is remunerated through 
CSIRO and not paid an additional salary for his role as Trustee of the Fund. There were no transactions during the reporting 
period between the Trustee and the Fund. Related parties to this entity other than the Trustee are other Australian 
Government entities. 
In considering relationships with related entities and transactions entered into during the reporting period by the Fund, it 
has been determined that there are no related party transactions required to be separately disclosed when taking into 
account the details provided within other notes to these financial statements. Grant funds are administered and applied in 
accordance with Program Funding Agreements. Awarded grants are assessed against a set of established criteria prior to 
approval. All eligible applications are assessed equally. 

184 Data templates

198 Acronyms

200 Glossary

201 Index

213 Statement of Expectations index

214 Compliance index

217 Contact us

Part 6 
Appendices 
and indexes



Data templates

Appendix A: Management of human resources

All ongoing employees current report period (2023–24)

MAN/MALE

WOMAN/FEMALE

NON-BINARY







FULL 
TIME

PART 
TIME

TOTAL

FULL 
TIME

PART 
TIME

TOTAL

FULL 
TIME

PART 
TIME

TOTAL













NSW

388

11

399

218

56

274

–

–

0















Qld

406

14

420

294

62

356

–

–

0















SA

101

7

108

108

33

141

–

–

0















Tas

210

9

219

101

16

117

–

–

0















Vic

713

21

734

434

94

528

–

–

0















WA

282

4

286

130

42

172

–

–

0















ACT

447

15

462

301

83

384

–

–

0















NT

8

1

9

7

3

10

–

–

0















External 
territories

–

–

0

–

0

–

–

0















Overseas

–

–

0

1

–

1

–

–

0















Total

2,555

82

2,637

1,594

389

1,983

0

0

0



















All non-ongoing employees* current report period (2023–24)

MAN/MALE

WOMAN/FEMALE

NON-BINARY







FULL 
TIME

PART 
TIME

TOTAL

FULL 
TIME

PART 
TIME

TOTAL

FULL 
TIME

PART 
TIME

TOTAL













NSW

149

7

156

127

17

144

–

–

0















Qld

169

6

175

180

24

204

–

–

0















SA

38

2

40

47

10

57

–

–

0















Tas

42

-

42

28

6

34

–

–

0















Vic

228

13

241

183

26

209

–

–

0















WA

102

3

105

68

14

82

–

–

0















ACT

116

9

125

108

12

120

–

–

0















NT

3

–

3

7

2

9

–

–

0















External 
territories

–

–

0

–

–

0

–

–

0















Overseas

1

–

1

3

–

3

–

–

0













Total

848

40

888

751

111

862

0

0

0



















*Excludes casuals (HC = 212)



All ongoing employees* previous report period (2022–23)

MAN/MALE 

WOMAN/FEMALE 

NON–BINARY







FULL 
TIME

PART 
TIME

TOTAL 

FULL 
TIME

PART 
TIME

TOTAL 

FULL 
TIME

PART 
TIME

TOTAL 













NSW

376

8

384

195

67

262

–

–

0















Qld

388

13

401

272

62

334

–

–

0















SA

100

8

108

101

35

136

–

–

0















Tas

213

9

222

101

13

114

–

–

0















Vic

683

23

706

418

97

515

–

–

0















WA

270

5

275

117

37

154

–

–

0















ACT

442

13

455

293

88

381

–

–

0















NT

7

1

8

3

3

6

–

–

0















External 
territories

–

–

0

–

–

0

–

–

0















Overseas

–

–

0

1

–

1

–

–

0















Total 

2,479

80

2,559

1,501

402

1,903

0

0

0



















*Excludes casuals (HC = 196).

All non–ongoing employees previous report period (2022–23)

MAN/MALE 

WOMAN/FEMALE 

NON–BINARY







FULL 
TIME

PART 
TIME

TOTAL 

FULL 
TIME

PART 
TIME

TOTAL 

FULL 
TIME

PART 
TIME

TOTAL 













NSW

133

7

140

119

22

141

–

–

0















Qld

152

10

162

164

36

200

–

–

0















SA

42

–

42

34

10

44

–

–

0















Tas

33

1

34

39

4

43

–

–

0















Vic

212

10

222

166

23

189

–

–

0















WA

81

1

82

63

14

77

–

–

0















ACT

109

8

117

108

15

123

–

–

0















NT

3

–

3

7

1

8

–

–

0















External 
territories

–

–

0

–

–

0

–

–

0















Overseas

1

–

1

3

–

3

–

–

0















Total 

766

37

803

703

125

828

0

0

0





















Employee numbers by functional area – over 5 years

FUNCTIONAL AREA

2019–20

%F 2019–20

2020–21

%F 2020–21

2021–22

%F 2021–22

RESEARCH

Research scientists/engineers

1,485

28.22

1,424

28.58

1,514

31.11

Research project staff

1,521

40.7

1,504

42.35

1,625

41.91

Research management

250

24.4

252

28.97

257

31.52

Research consulting

60

28.33

57

21.05

68

33.82

NON-RESEARCH

Senior specialists

13

46.15

11

54.55

10

60

Technical services

683

15.96

665

16.54

707

17.96

Communication and 
information services

230

80

206

81.07

256

84.77

General services

8

37.5

8

62.5

15

60

Administrative services

930

74.84

946

73.89

1,071

73.86

General management

139

51.8

148

50.68

149

52.35

Total headcount

5,319

41.1

5,221

41.97

5,672

43.79

FTE

5,065.27

4,948.96

5,291.24





FUNCTIONAL AREA

2022–23

%F 2022–23

2023–24

%F 2023–24

RESEARCH

Research scientists/engineers

1,816

33.59

1,919

34.03

Research project staff

1,667

43.61

1,734

42.79

Research management

278

34.53

301

36.54

Research consulting

74

32.43

77

31.17

NON-RESEARCH

Senior specialists

11

54.55

11

54.55

Technical services

752

18.35

810

19.63

Communication and 
information services

317

80.44

293

78.16

General services

14

57.14

17

58.82

Administrative services

1,230

72.28

1,307

71.23

General management

157

52.87

149

53.69

Total headcount

6,316

44.9

6,618

44.48

FTE

5,938.65

6,234.13





F = female.



Appendix B: Accountable authority

Details of the accountable authority during the current report period (2023–24)

ACCOUNTABLE AUTHORITY

NAME, QUALIFICATIONS 
AND EXPERIENCE

POSITION TITLE/ 
POSITION HELD

EXECUTIVE/
NON-EXECUTIVE

PERIOD AS THE ACCOUNTABLE AUTHORITY 
OR MEMBER WITHIN THE REPORTING PERIOD

COMMENCEMENT 
DATE

CESSATION 
DATE

NO. MEETINGS 
ATTENDED

Ms Kathryn Fagg AO

Chair (non-ex)

1 July 2023

30 Jun 2024

6

BE (Hons) Chem Eng and MCom (Hons) FTSE GAIC | Ms Fagg is an experienced director, senior executive 
and former engineer. She is a highly experienced board member and chair, non-executive Director of the 
National Australia Bank Ltd, Djerriwarrh Investments Ltd and Medibank, and the Chair of Breast Cancer 
Network Australia. The inaugural Chair of Watertrust Australia Ltd, she is also a Board Member of the 
Grattan Institute, The Myer Foundation, and the Champions of Change Coalition. She was also formerly 
a Reserve Bank Board Member and former President of Chief Executive Women.

Ms Ming Long AM

Deputy Chair 
(non‑ex)

27 June 2024

30 Jun 2024

0

BEc LLB MBA FCA GAICD | Ms Long has significant experience as a non-executive director and is 
currently on the Board of Telstra, IFM Investors, QBE Insurance (Auspac) and the Committee for Economic 
Development of Australia. Ms Long is a Fellow of Chartered Accountants Australia and New Zealand, 
a Graduate of the Australian Institute of Company Directors and a member of Chief Executive Women. 
She was formerly Chair of Diversity Council Australia and AMP Capital Funds Management Limited.

Dr Doug Hilton AO

Chief Executive

29 Sep 2023

30 Jun 2024

5

PhD FAA FTSE FAHMS | Dr Hilton is a molecular and cellular biologist, and former Director of the 
Walter and Eliza Hall Institute of Medical Research (WEHI). At WEHI, his medical research focused on 
understanding how blood cells communicate, using this knowledge to improve disease treatments. He is 
a Fellow of the Australian Academy of Science, Australian Academy of Technology and Engineering and 
the Australian Academy of Health and Medical Sciences. Dr Hilton is also a Board Member of Australians 
Investing in Women.

Hon Ian Macfarlane

Member (non-ex)

1 July 2023

30 Jun 2024

6

FAICD | Mr Macfarlane is the former Chief Executive of the Queensland Resources Council and a 
non‑executive director of Woodside Petroleum. He holds board positions at Toowoomba and Surat 
Basin Enterprise and Sovereign Manufacturing Automation for Composites Cooperative Research Centre. 
Mr Macfarlane has had a long career in the public service and was elected to Federal Parliament in 1998. 
He became Australia’s longest serving Federal Resources and Energy Minister and Federal Industry and 
Innovation Minister before retiring from parliament in May 2016.

Prof Alex Brown

Member (non-ex)

1 July 2023

30 Jun 2024

6

BMed MPH PhD FRACP (Hons) FCSANZ FAAHMS | Professor Brown is an internationally recognised 
clinician and researcher who has worked in Aboriginal and Torres Strait Islander health for his entire 
career. He is the Professor of Indigenous Genomics at the Telethon Kids Institute and the Australian 
National University. A proud member of the Yuin nation, Professor Brown is the first Indigenous scientist 
appointed to the CSIRO Board, bringing a wealth of experience in understanding and overcoming health 
inequalities and bridging connections across science ecosystems.







ACCOUNTABLE AUTHORITY

NAME, QUALIFICATIONS 
AND EXPERIENCE

POSITION TITLE/ 
POSITION HELD

EXECUTIVE/
NON-EXECUTIVE

PERIOD AS THE ACCOUNTABLE AUTHORITY 
OR MEMBER WITHIN THE REPORTING PERIOD

COMMENCEMENT 
DATE

CESSATION 
DATE

NO. MEETINGS 
ATTENDED

Prof Emma Johnston AO

Member (non-ex)

11 Sep 2023

30 Jun 2024

5

FAA FTSE | Professor Johnston is an authority in marine science and conservation, and an influential 
figure in the Australian higher education and research sector. She is currently Deputy Vice‑Chancellor, 
Research at Sydney University and was previously Dean of Science and Pro‑Vice‑Chancellor of Research 
at the University of New South Wales, and President of Science and Technology Australia. Professor 
Johnston is a Director on the Board of the Great Barrier Reef Marine Park Authority, a governor of 
the Ian Potter Foundation, and an elected fellow of the Australian Academy of Science, the Australian 
Academy of Technology and Engineering, and the Royal Society of New South Wales.

Emeritus Prof Roy Green AM

Member (non-ex)

7 Dec 2023

30 Jun 2024

3

LLB BA PhD | Emeritus Professor Green was previously a Research Fellow at the University of Cambridge, 
Dean of UTS Business School, Macquarie Graduate School of Management and Dean and Vice-President 
for Research at the National University of Ireland, Galway. Professor Green has consulted and published 
widely in the areas of innovation policy and management and is on the Board of SmartSat Cooperative 
Research Centre (CRC) and the Australian Design Council. He is also Chair of the Advanced Robotics for 
Manufacturing Hub, the Port of Newcastle and a member of the Charles Sturt University Council.

Mr Terry Moran AC

Member (non-ex)

27 June 2024

30 Jun 2024

0

BA (Hons) DLitt | Mr Moran was formerly Secretary of the Department of Prime Minister and Cabinet, 
and the Department of Premier and Cabinet (Vic). He is former CEO of the Office of the State Training 
Board (Vic) and the Australian National Training Authority (QLD) and was Queensland’s Director-General 
of Education. Since retirement he has been Chair of the Barangaroo Delivery Authority, the Cranlana 
Foundation, the Melbourne Theatre Company, and the Centre for Policy Development. He has also been 
Director and Deputy President of the Walter and Eliza Hall Institute of Medical Research, Director of the 
Menzies Foundation, and National President of the Institute of Public Administration Australia.

Dr Michele Allan

Member (non-ex)

1 July 2023

4 May 2024

4

BAppSc MMgtTec MCommLaw DBA FAICD | Dr Allan is an experienced company director and board chair 
with significant skills and competencies in the university, private and public sectors and expertise in food 
and advanced manufacturing. She is the Chancellor of Charles Sturt University and Chair of the boards of 
Wine Australia, Food and Agribusiness Growth Centre and Defence CRC for Trusted Autonomous Systems.

Prof Edwina Cornish

Member (non-ex)

1 July 2023

25 Nov 2023

1

BSc (Hons) PhD FTSE AICD | Professor Cornish is an experienced director with significant scientific and 
academic leadership and international business development expertise. She played a key role in building 
one of Australia’s first biotechnology companies. She is a member of the Council of La Trobe University, 
a Director of Uniquest Pty Ltd, Ambassador of the Australian Sleep Foundation, and was previously 
Provost and Senior Vice-President of Monash University.

Ms Tanya Monro

Member (non-ex)

1 July 2023

24 Feb 2024

4

BSc (Hons) PhD FAA FTSE FOSA FAIP GAICD | Professor Monro is the Chief Defence Scientist. Her 
experience at senior levels in industry and educational institutions includes research in photonics 
focusing on sensing, lasers and new classes of optical fibres. She is Science Patron of the National Youth 
Science Forum and a member of the South Australian Premier’s Economic Advisory Council.

Mr David Knox

Member (non-ex)

1 July 2023

14 Sep 2023

1

BSc (Hons) Mech Eng MBA FIE Aust FTSE GAICD | Mr Knox is an experienced company director and 
executive with a background in oil and gas. His other positions include Chair of Snowy Hydro and Chair 
of The Australian Centre for Social Innovation and Micro X; a Director of Migration Council Australia, the 
Adelaide Festival Board and Redflow; and a member of the Royal Institution of Australia Council.







Appendix C: Minister’s Direction

Minister Direction

Appendix D: Audit Committee

CSIRO Board Audit and Risk Committee

NAME, QUALIFICATIONS 
AND EXPERIENCE 
(FORMAL/INFORMAL 
AS RELEVANT)

NO. 
MEETINGS 
ATTENDED

TOTAL NO. 
MEETINGS 
HELD

TOTAL ANNUAL 
REMUNERATION 
(GST INC.)

ADDITIONAL 
INFORMATION (INC. 
ROLE ON COMMITTEE)

Dr Michele Allan

5

5

$15,168

Board term ended 
04.05.24

BAppSc MMgtTec MCommLaw DBA FAICD | Experienced director and senior executive in private, public 
and tertiary sector. Extensive experience in risk, governance and financial management.

Prof Edwina Cornish AO

4 

5

$3,739

Board term ended 
25.11.23

BSc (Hons) PhD FTSE AICD | Experienced director with significant scientific and academic leadership and 
international business development expertise. 

Hon Ian Macfarlane 

1

5

$4,953

Appointed to BARC 
26.11.23

FAICD | Former Chief Executive and a non-executive director with extensive experience in the 
public service.

Emeritus Prof Roy Green

1

5

$2,811

Appointed to BARC 
23.02.24

LLB BA PhD | Emeritus Professor and board member and chair of several boards and forums. 
Extensive consulting experience and published widely in innovation policy and management.

Ms Ming Long

0

5

$0

Appointed to BARC 
27.06.24

BEc LLB MBA FCA GAICD | Experienced non-executive director and holder of several board positions. 
Fellow of Chartered Accountants Australia & New Zealand. 

Mr Geoff Knuckey 
(External Member)

5 

5

$11,550

Appointed interim Chair 
09.04.24

BEc LLB MBA FCA GAICD | Experienced chair and non-executive director with skills in financial reporting 
and analysis, risk management, corporate governance and internal audit. 

Mr Matt Cahill 
(External Member)

4 

5

$12,457.50

FCPA GAICD | Experienced chair and non-executive director with experience in operational, program, 
regulatory, policy, corporate and assurance roles and deep audit experience, having overseen ANAO’s 
performance audit program. 





*Details of remuneration as a CSIRO Board member are at 3.3 of the financial statements.



Appendix E: Audit Committee Charter

PGPA Rule Section 17BE (taa)(i) – Audit committee charter

DIRECT ELECTRONIC ADDRESS OF THE CHARTER DETERMINING THE FUNCTIONS 
OF THE AUDIT COMMITTEE

URL

Board Audit and Risk Committee Charter: csiro.au/BARC







Appendix F: Meetings of the Board and Board Sub-committees

During the financial year 2023–24, there were 6 Board meetings, 5 Board Audit and Risk Committee meetings, 
4 Board People and Safety Committee meetings and 3 Board Science Excellence Committee meetings held. 
The number of meetings attended by each of the Board members was as follows:

MEMBER NAME

CSIRO BOARD 

CSIRO BOARD AUDIT 
AND RISK COMMITTEE 

 

NO. ELIGIBLE 

NO. ATTENDED 

NO. ELIGIBLE 

NO. ATTENDED 

Ms Kathryn Fagg AO 

6

6

0

2

Ms Ming Long AM

 0

1

0

0

Mr David Knox 

1

1

0

0

Dr Michele Allan 

5

4

5

5

Dr Doug Hilton AO

 5

5

1

1

Prof Edwina Cornish AO 

 2

1

4

4

Hon Ian Macfarlane 

6

6

1

2

Prof Tanya Monro AC 

 4

4

0

0

Prof Alex Brown 

6

6

0

0

Mr Terry Moran AC

 0

 0

 0

 0

Emeritus Prof Roy Green AM

3

3

0

0





MEMBER NAME

CSIRO BOARD PEOPLE 
AND SAFETY COMMITTEE

CSIRO BOARD SCIENCE 
EXCELLENCE COMMITTEE 

 

NO. ELIGIBLE 

NO. ATTENDED 

NO. ELIGIBLE 

NO. ATTENDED 

Ms Kathryn Fagg AO 

4

6

1

2

Ms Ming Long AM

0

1

0

0

Mr David Knox 

0

0

1

1

Dr Michele Allan 

3

3

3

3

Dr Doug Hilton AO

0

2

0

2

Prof Edwina Cornish AO 

1

1

2

2

Hon Ian Macfarlane 

4

4

3

3

Prof Tanya Monro AC 

2

0

2

1

Prof Alex Brown 

0

0

3

3

Mr Terry Moran AC

 0

 0

 0

 0

Emeritus Prof Roy Green AM

0

0

1

1







Appendix G: APS Net Zero 2030 emissions reporting

APS Net Zero 2030 is the Government’s policy for the Australian Public Service (APS) to reduce its greenhouse 
gas emissions to net zero by 2030, and transparently report on its emissions. As part of the Net Zero 
in Government Operations Strategy corporate Commonwealth entities are required to report on their 
operational greenhouse gas emissions.

The Greenhouse Gas Emissions Inventory presents greenhouse gas emissions over the 2023–24 period. 
Results are presented based on Carbon Dioxide Equivalent (CO2-e) emissions. Greenhouse gas emissions 
have been calculated in line with the APS Net Zero Emissions Reporting Framework, consistent with the 
Whole-of‑Australian Government approach as part of the APS Net Zero 2030 policy. Not all data sources 
were available at the time of the report.

Greenhouse gas emissions inventory, location-based method, 2023–24

EMISSION SOURCE

SCOPE 1 
t CO2-e

SCOPE 2 
t CO2-e

SCOPE 3 
t CO2-e

TOTAL 
t CO2-e

Electricity (location based approach)

N/A

59,077.872

5,418.838

64,496.710

Natural gas

8,896.411

N/A

1,200.412

10,096.823

Solid waste*

N/A

N/A

1,375.960

1,375.960

Refrigerants*†

0.000

N/A

N/A

0.000

Fleet and other vehicles

6,619.424

N/A

1,628.022

8,247.446

Domestic commercial flights

N/A

N/A

6,108.165

6,108.165

Domestic hire car*

N/A

N/A

62.777

62.777

Domestic travel accommodation*

N/A

N/A

1,576.365

1,576.365

Other energy

897.564

N/A

243.241

1,140.805

Total t CO2-e

16,413.399

59,077.872

17,613.780

93,105.050





Note: the table above presents emissions related to electricity usage using the location-based accounting method.
CO2-e = Carbon Dioxide Equivalent. *indicates emission sources collected for the first time in 2023–24. The quality of data 
is expected to improve over time as emissions reporting matures. Emissions from hire cars for 2023–24 have been sourced 
from third party providers and may be incomplete. †indicates optional emission source for 2023–24 emissions reporting, 
this will be phased in during the next reporting period. 

Electricity greenhouse gas emissions, 2023–24

EMISSION SOURCE

SCOPE 2 
t CO2-e

SCOPE 3 
t CO2-e

TOTAL
t CO2-e

Percentage of 
electricity use

Electricity (Location Based Approach)

59,077.872

5,418.838

64,496.710

100%

Market-based electricity emissions

8,302.722

1,030.466

9,333.188

11.93%

Total renewable electricity

-

-

-

88.07%

Mandatory renewables1

-

-

-

18.22%

Voluntary renewables2

-

-

-

69.86%





Note: the table above presents emissions related to electricity usage using both the location-based and the market-based 
accounting methods. CO2-e = Carbon Dioxide Equivalent. 1 Mandatory renewables are the portion of electricity consumed 
from the grid that is generated by renewable sources. This includes the renewable power percentage. 2 Voluntary 
renewables reflect the eligible carbon credit units surrendered by the entity. This may include purchased large-scale 
generation certificates, power purchasing agreements, GreenPower and the jurisdictional renewable power percentage 
(ACT only).



Further information

Emissions have been reported in accordance with the 
operational control reporting boundary established 
by the APS Net Zero Framework. The scope of the 
emissions reported here are not intended to match 
other reporting frameworks and discrepancies will 
be expected. 

We report on our progress against own net zero 
targets in our annual public Sustainability Report. 
CSIRO’s net zero targets are independent of the APS 
Net Zero 2030 targets. For consistency however 
CSIRO is aligning, where relevant, its net zero 
reporting boundary and methodologies to the APS 
Net Zero Framework. This will be refined each year 
as the boundary and methodologies for APS Net Zero 
2030 reporting are further clarified. 

We also apply the same reporting period and data 
set to our net zero reporting with the exception that 
the APS Net Zero 2030 data is based only on data 
received by 31 July 2024 with no estimation for data 
that is yet to be invoiced. For this reporting period 
we estimate that less than one per cent of electricity 
data is and less than one per cent of natural gas data 
is yet to be invoiced. However, for CSIRO’s net zero 
target reporting in the sustainability report we have 
estimated the missing data for electricity and gas 
consumption to enable a more complete comparison 
of CSIRO’s progress toward its Scope 1 and 2 net zero 
target against the 2018–19 financial year baseline. 

The electricity emissions reported above will show 
a slight discrepancy to emissions we have reported 
under National Greenhouse and Energy Reporting 
Act 2007 (NGER Act), due to the emissions factors 
applied to electricity consumption. The emissions 
reported for APS Net Zero purposes use emissions 
factors sourced from the National Greenhouse 
Accounts Factors (Department of Climate Change, 
Energy, the Environment and Water, 2023). 
Electricity consumption reported under the 
NGER Act apply emissions factors provided in the 
National Greenhouse and Energy (Measurement) 
Determination 2008. 

For completeness we report emissions for all tenants 
at sites where we also conducts its own operations. 
This means CSIRO may report emissions for other 
Commonwealth agencies. For this reporting 
period we have reported emissions on behalf of 
the National Measurements Institute located at 
Lindfield. CSIRO’s operational emissions for Lindfield 
represents 46 per cent of the total emissions for 
this site. However, we have included 100 per cent of 
emissions for Lindfield in its 2023–24 Greenhouse Gas 
Emissions Inventory.

The above emissions include the following 
Scope 1 & 2 emissions (reported in t CO2-e) that 
CSIRO have reported on behalf of the Department 
of Industry, Science and Resources (DISR): 
529.004 (Natural Gas), 3,353.969 (electricity – 
location based method), 3,262.627 (electricity – 
market based method). These emissions will 
be included in APS Net Zero 2030 target. 
These emissions are related to DISR’s tenancy at 
the National Measurement Institute located at 
Lindfield, Sydney.

The above emissions include the following Scope 3 
emissions (reported in t CO2-e) that CSIRO have 
reported on behalf of DISR: 134.484 (natural gas), 
267.604 (electricity – location based method), 
402.793 (electricity – market based method), 
31.087 (solid waste). These emissions are related to 
DISR’s tenancy at the National Measurement Institute 
located at Lindfield, Sydney.

The RV Investigator is a marine vessel owned by 
CSIRO however operated by a ship management 
company and with voyages booked by CSIRO and 
other third parties. These emissions may be classified 
across Scope 1 and 3 depending on the reporting 
boundary and methodology however for simplicity 
they are reported here as Scope 1 emissions until an 
appropriate Scope 3 category is included in the APS 
Emissions Reporting Tool.

Where we lease sites to another entity and do not 
conduct our own operations at those sites, emissions 
are not classified as Scope 1 and 2 emissions and are 
therefore excluded in this report.

Emissions from electricity consumed by electric and 
plug-in hybrid vehicles have only been reported for 
electricity directly purchased by CSIRO. Emissions 
associated with electricity consumption from 
public charging stations have not been reported 
for 2023–24.

Domestic travel emissions may contain some 
air travel and accommodation reservations for 
non‑CSIRO employees. While not within the scope 
of the APS Net Zero Emissions Reporting Framework, 
these emissions have been included as they were 
unable to be separated from our data. Commercial 
domestic flight emissions reported may contain 
some flights that were cancelled or not flown.

Electricity data from on-site solar generation at 
Black Mountain ACT was not available for the full 
12 months. LGCs registered and surrendered for 
South Australia reflects the period July 2023 to 
December 2023 and data will need to be amended 
at after the end of the Calendar Year 2024.



Appendix H: Correction to previous annual report

Part 2: Annual performance statements, page 49

Objective 2: Purpose-driven science and technology – Be Australia’s trusted advisor

Metric: Positive public sentiment of CSIRO 

An error was identified in last year’s survey results after publication. The number reported was 74 per cent 
but the correct result was 75 per cent. The outcome was not affected as the under-reported result still met 
the target. 

Part 3: Our priorities, page 62

Intellectual Property (IP): central to effective translation

Paragraph 3 and Table 3.1: Intellectual Property 2022–23, $ million 

The number of active patents/live cases for 2022–23 was misreported as 4,345. The figure should have 
been 4,145.

Part 3: Our priorities, page 91

Healthy and safe people and environment

Paragraph 5 and Figure 3.1: Historical TRIFR targets and results 2020–23

The Total Reportable Injury Frequency Rate (TRIFR) was incorrectly reported 2022–23 as 2.7. Several lag 
incidents were classified subsequent to reporting which pushed the rate to 3.1.



Acronyms

AAHL 

Australian Animal 
Health Laboratory 

ABW

Activity Based Working

ACDP 

Australian Centre for 
Disease Preparedness 

ACSC

Australian Cyber Security Centre

ADJR

Administrative Decisions 
(Judicial Review) Act (1977)

AEHRC

Australian eHealth Research Centre 

AEMO

Australian Energy Market Operator 

AI 

Artificial intelligence 

ALA 

Atlas of Living Australia 

ANH

Australian National Herbarium

APS 

Australian Public Service 

ASEAN 

Association of Southeast 
Asian Nations 

ATCA 

Australia Telescope Compact Array 

ATNF 

Australia Telescope National Facility 

ATSE

Australian Academy of 
Technological Sciences 
and Engineering

AWEI

Australian Workplace Equality Index

BCR

Benefit Cost Ratio

CAB

Catalysing Australia's Biosecurity

CBA

Cost Benefit Anaylsis

CDSCC 

Canberra Deep Space 
Communication Complex 

CERC 

CSIRO Early Research Career 

COFI

Common Framework for Inference 

CPRs 

Commonwealth Procurement Rules 

CPU

Central Processing Unit

CRC 

Cooperative Research Centre 

CREST

Creativity in Research, Engineering, 
Science and Technology 

CSIRO 

Commonwealth Scientific and 
Industrial Research Organisation 

CSM

Catalytic Static Mixer 

CSUP

Cyber Security Uplift Program

DCCEEW

Dept. Climate Change, Energy, the 
Environment and Water

DISR

Department of Industry, Science 
and Resources

DSL

Digital Support for Labs

EASI

Earth Analytics and 
Science Innovation

eDNA 

Environmental DNA 

EDP

Experimental 
Development Program

EDP 

Experimental 
Development Program 

EO

Earth Observation

EPBC

Environment Protection and 
Biodiversity Conservation Act (1999)

EPICS 

Electric Power Innovation 
for a Carbon-free Society

ESD

Ecologically Sustainable 
Develvopment

Espresso

Evaluation of Strategies, 
Solvers and Optimizers

ET 

CSIRO Executive Team 

FMD

Foot and Mouth Disease

FOI Act 

Freedom of Information Act 1982 

FS&T

Future Science and Technology

FSP 

Future Science Platform 

FTE 

Full-time equivalent 

GPU

Graphics Processing Unit

GRDC

Grains Research 
Development Corporation

HPC 

High-Performance Computing 

HSE

Health, Safety and Environment 

HTDF

Hydrogen Technology 
Demonstration Facility

I²S² 

Inquiry for Indigenous Science 
Students program 

ICIP

Indigenous ultural and Intellectual 
Property Principles

ICT 

Information and 
communication technology 

IMOS

Integrated Marine 
Observation System 

IoT

Internet of Things

IP 

Intellectual property 







iPhD

Industry PhD Program

IPPIN

Indo-Pacific Plastics Innovation 
Network

JPL

Jet Propulsion Laboratory

KPI

Key Performance Indicator

LGBTQIA+

Lesbian Gay Bi-Sexual Transgender 
Queer/Questioning Intersex 
Asexual/Ally and other 
non‑heterosexual 

LIMS

Laboratory Information 
Management System

MD

Membrane Distillation

MDE

Managed Data Ecosystem

MEP

Medical Eqipment Program

MI

Mission Innovation

MLA

Meat and Livestock Australia 

MNF 

Marine National Facility 

MoST

Ministry of Science and Technology

MOU 

Memoranda of understanding 

NAIC

National AI Centre

NASA 

National Aeronautics and 
Space Administration 

NCI 

Normalised Citation Index 

NCRIS 

National Collaborative Research 
Infrastructure Strategy 

NEAC

National Energy Analysis Centre 

NET

Negative Emissions Technologies

NGER

National Greenhouse and 
Reporting Act 2007

NICTA 

National Information 
Communication and 
Technology Australia

NPS 

Net Promoter Score 

NPV

Net Present Value 

NRCA 

National Research 
Collections Australia 

NRF

National Reconstruction Fund 

NSF

National Science Foundation (US)

OA 

Open Access 

ODC

Open Data Cube 

PBS

Portfolio Budget Statement

PGPA 

Public Governance, Performance 
and Accountability Act 2013 

PID Act 

Public Interest Disclosure Act 2013 

PPE 

Personal Protective Equipment 

QPU

Quantum Processing Unit

R&D 

Research and development 

RAIN

Responsible AI Network

RAP

Reconciliation Action Plan

RDCs 

Rural Research and 
Development Corporations 

RISE

Reporting and Improving 
Science Excellence 

RISE 

Rapid Innovation Startup Expansion 

RMG

Resource Management Guide

RPML

Rock Physics Machine Learning Tool

RUIC 

Regional University 
Industry Collaboration

S&T

Science and Technology

SAGE 

Science in Australia Gender Equity 

SIEF 

Science and Industry 
Endowment Fund 

SIR Act 

Science and Industry 
Research Act 1949 

SKA 

Square Kilometre Array 

SKAO

SKA Observatory 

SME 

Small- to medium-sized enterprise 

STEAM

Science, Technology, Engineering, 
Arts and Mathematics

STEM 

Science, Technology, Engineering 
and Mathematics 

TOA

Types of Activity

TRL

Technology Readiness Level 

UROP 

Undergraduate Research 
Opportunities Program 

VWEP

Virtual Work Experience Program 

WGEA

Workplace Gender Equity Agency 

WHO

World Health Organisation

WIPO

World Intellectual 
Property Organization







Glossary

Granted patents: Once a patent application has 
been examined and satisfies various patentability 
criteria, it becomes a granted patent. It remains a 
granted patent until the end of the patent period 
(normally 20 years), provided renewal fees are paid.

Indigenous: Respectfully includes both Aboriginal 
Peoples and/or Torres Strait Islander Peoples. 
The term First Nations is also used throughout this 
report in reference to the Minister’s Statement of 
Expectations and refers to Aboriginal and Torres 
Strait Islander Peoples.

Journal articles: Includes journal articles and other 
items published as part of a journal (for example, 
an editorial or book review).

Live patent cases: A live patent case is where either 
a patent application or a granted patent exists. 
It does not include cases that have lapsed, expired 
or been withdrawn. Applications may include 
provisional applications, Patent Cooperation Treaty 
(PCT) applications and applications pending in 
Australia or foreign jurisdictions.

Physical Containment level 4 (PC4) laboratories: 
Laboratories rated at the highest level of 
containment and the highest designated biosecurity 
level for working with highly transmissible diseases 
and viruses for which there is no vaccines or 
effective treatment.

PCT applications: International Patent Cooperation 
Treaty (PCT) applications are a ‘temporary’ phase in 
any international patenting process and have a life 
span of 18 months. This type of application is very 
common in major international corporations and is 
used by CSIRO when it considers its invention may 
have wide commercial application. In view of the 
18-month time span, it is reasonable to approximate 
that two-thirds of the reported number were filed in 
the previous 12-month period.

Total Recordable Injury Frequency Rate (TRIFR): 
This is calculated as the sum of Lost Time Injuries 
per million hours worked plus Medical Treatment 
Injuries per million hours worked.

Science excellence: An assessment of the 
competitiveness of CSIRO’s research capabilities. 
It recognises CSIRO’s science (for example, total 
citations) and excellence (for example, citation rates). 
It tends to be output-oriented and includes lagging 
metrics relating to research publication performance 
(bibliometrics), esteem measures, such as awards, 
and expert-peer reviews.

Scope 1, 2 and 3 greenhouse gas emissions: 
Greenhouse gas emissions are organised into scopes 
to avoid double-counting emissions and indicate 
those that organisations can control (Scope 1) versus 
those that they can influence (Scope 3). Scope 1 are 
emissions from sources that are owned or controlled 
by the organisation. Scope 2 are emissions from 
the consumption of purchased electricity, steam, 
or other sources of energy generated upstream from 
the organisation. Scope 3 are emissions that are a 
consequence of the operations of an organisation 
but are not directly owned or controlled by 
the organisation.

Sponsored students: Students are deemed to be 
sponsored if they receive a full or partial scholarship 
paid from CSIRO funds to pursue a research 
project leading to a PhD, master’s or honours 
degree. This excludes our employees, whose study 
expenses are considered training and development.

Supervised students: Students are deemed to 
be supervised if they have a CSIRO staff member 
appointed officially by the university as a 
co‑supervisor for their research project. Normally, 
CSIRO staff are joint supervisors in conjunction with 
a university academic.

Technical reports: Includes individually authored 
chapters as well as whole reports that are subject 
to peer review and are usually publicly released.



Index

A

Aboriginal and Torres Strait Islander employees, 2, 52

Aboriginal and Torres Strait Islander STEM 
education; see Indigenous STEM education

Aboriginal and Torres Strait Islanders 
engagement; see Indigenous engagement

Accelerate commercialisation 
(Objective 1 priority), 23–30

accidents, staff; see injury rates, staff

accountability and governance, 105–113

accountable authority, Board as, 6, 68, 110

Accountable Authority Instructions, 107, 108

achievements, 2023–24, 2

acronyms, 198–199

Activity Based Working arrangements, 104

Administrative Decisions (Judicial Review) Act 1977, 111

administrative law, 110–111

administrative tribunal decisions, 110

Adult Future Shapers, 35

Advanced Carbon Engineering, 168

Advancing Earth observation research 
(impact case study), 43

advancing First Nations science, 15, 38, 48, 58; 
see also Indigenous STEM education

Aedes albopictus (Asian tiger mosquito), 24

Affiliate Postdoctoral Fellows, 53, 56

African swine fever, vaccine development, 62

age, employees, 49

AI4Missions program, 48

analysis of performance, 70–96; see 
also performance results

Animal Ethics Committees, 109

Animal Health Australia, 42

Annual Performance Agreement system, 51

annual performance statements, 68–95

introductory statement, 68

appropriations, 96; see also financial statements

APS Net Zero 2030, 103, 195–196

AquaWatch water monitoring, UK, 18

archives, 110

Archives Act 1983, 110

artificial intelligence technologies, 18, 37, 48, 59, 61

applications, 33, 44, 65

see also Labs of the Future; machine 
learning technologies

ASEAN Centre for Energy, 32

ASEAN Renewable Energy Sub-Sector Network, 32

A*STAR (Singapore national science agency), 32

astronomy; see Australia Telescope Compact 
Array; Australia Telescope National Facility; 
Australian Square Kilometre Array Pathfinder; 
Murchison Radio‑astronomy Observatory; 
Parkes Observatory; SKA-Low telescope; 
Square Kilometre Array Observatory

Athena Swan SAGE accreditation program; see Science 
in Australia Gender Equity (SAGE) program

Atlas of Living Australia, 37, 63; see also 
National Research Collections Australia

Audit and Risk Committee (Board), 106

meetings and attendance, 192, 194

remuneration, 192

Aus4Innovation (A4I) Program, 32

Australia and United Kingdom Critical 
Minerals Statement of Intent, 18

Australia-Singapore Initiative on Low 
Emissions Technologies (ASLET), 32

Australia Telescope Compact Array, 62–63, 71

usage rates, 62–63

see also Australia Telescope National Facility

Australia Telescope National Facility, 63–64, 93

usage rates, 62–63, 93, 94

see also Australia Telescope Compact Array; 
Australian Square Kilometre Array Pathfinder; 
Murchison Radio-astronomy Observatory; 
Parkes Observatory; SKA-Low telescope

Australian Academy of Science, 51

Australian Animal Health Laboratory; see 
Australian Centre for Disease Preparedness

Australian Antarctic Division, 63

Australian Antarctic Program Partnership, 63

Australian Biodiversity Data Mobilisation Program, 63

Australian Biological Resources Study, 63

Australian Centre for Disease Preparedness, i, 62

compliance with legislation and standards, 62

facilities upgrade, 61

Australian Code for the Responsible 
Conduct of Research (2018), 108

Australian Cyber Security Centre, 
Essential Eight strategies, 100

Australian e-Health Research Centre, 33, 59, 60–61, 92

Australian Energy Market Operator, i

Australian Heritage Commission, 104

Australian Institute of Marine Science, 63

Australian Meat Processor Corporation, 35

Australian National Audit Office (ANAO), 
independent audit reports, 116–117, 169–170

Australian National Herbarium, 61

Australian National Insect Collection, 104



Australian National University, 36, 47

Australian National Wildlife Collection, 65, 104

Australian Plant Census, 63

Australian Reference Genome Atlas, 63

Australian Regenerative Medicine Institute, 
undergraduate placements, 58

Australian Research Collections; see National 
Research Collections Australia

Australian Space Agency, 18

Australian Square Kilometre Array Pathfinder, 62, 71, 93

usage rates, 93

see also Australia Telescope National Facility

Australian Virtual Seedbank Platform, 63

Australian Workplace Equality Index, 51

Austropuccinia psidii (invasive pathogen), 37

avian influenza, response to, i, 62

awards, 2, 50, 51, 53, 54

B

benefit-cost ratio reporting, 24, 25, 40, 41, 64, 81

Best Employer Brand Initiative award, 2, 51

Betweenness Centrality ranking, 27

BioDice prototype, 167

biodiversity conservation, 45, 63; see also Atlas of Living 
Australia; National Research Collections Australia

Biodiversity Information Standards conference, 63

biological collections; see National 
Research Collections Australia

biomass fuel, 167

biosecurity; see Australian Centre for Disease 
Preparedness; National Research Collections 
Australia; pest detection and management

blood coagulants, development, 25

Board, 105–106

as accountable authority, 6, 68, 110, 191

committees, 106

meetings and attendance, 190, 192, 194

directions under SIR Act, 105, 191

disclosure of interests, 109

membership, 6, 190

remuneration, 148

Bureau of Meteorology, 42

C

Cambodia, 60

carbon sequestration technologies, 19; see also 
CarbonLock Future Science Platform

CarbonLock 2024 Conference, 19

CarbonLock Future Science Platform, 19

Catalysing Australia’s Biosecurity Mission, 46

Central Research Institute of Electric 
Power Industry (Japan), 18

certification audits, Australian Centre 
for Disease Preparedness, 62

Chair of the Board

certification of financial statements, 118

foreword, 4

remuneration, 148

challenges of greatest importance, 12; see also Food 
security and quality (critical challenge); Future 
industries (critical challenge); Health and wellbeing 
(critical challenge); Missions program; Resilient 
and valuable environments (critical challenge); 
Secure Australia and region (critical challenge); 
Sustainable energy and resources (critical challenge)

Champions of Change program, 88

Charter and Operating Guidelines (Board), 105, 106

chemical industry technologies, 166, 168

Chevron Australia, 55

Chief Executive

appointment under SIR Act, 105

certification of financial statements, 118

disclosure of interests, 109

remuneration, 144

report, 5

role and responsibilities, 106

Chief Finance Officer, certification of 
financial statements, 118, 171

Child Safe Office, establishment, 107

Chile, partnerships with, 18

Chrysos Corp, 73

circular economy initiatives, 60; see also Indo-
Pacific Plastics Innovation Network

citation metrics, 30, 74

citizen science campaign, 31, 37, 45

clean energy innovation strategies, 18, 27, 
167; see also Hydrogen Industry Mission; 
renewable energy initiatives

Climate, Critical Minerals and Clean Energy 
Transformation Compact, 18

Climate Change Resilience planning, 
Pacific Island countries, 32

climate science research

international partnerships, 2, 32

mitigation and resilience initiatives, 19, 32

see also Resilient and valuable 
environments (critical challenge)

Cloud Right project, 48

Code of Conduct, 108



collaborative activities, fostering of, i, iii, 2, 31–32

community, 31, 37–38

cooperative research centres, 35

government, 14, 19, 31, 33

industry, 26, 31, 33–35, 70 (see also small-
to-medium enterprises, support for)

international, 18, 19, 30, 31, 32

research sector, 35

rural research and development corporations, 35

SIEF role in, 166–167

universities, 26–27, 31, 36

see also Missions program

Comcare, 108

Comcover, insurance, 108

commercialisation activities, 14, 23–30, 33, 73; see 
also CSIRO Innovation Fund; intellectual property 
management; licensing portfolio; patents and 
patent families; spin-out companies; trademarks

Commercialisation Pathways, 24; see also 
commercialisation activities

Common Framework for Inference 
(geosciences analytic tool), 47

Commonwealth Fraud Control Framework, 109

Commonwealth Ombudsman, 111

Commonwealth Procurement Rules, 101, 110

Commonwealth Risk Management Policy, 108

Communications & Public Relations Australia awards, 51

Community and Business Sentiment Survey, 37, 
84, 85; see also customer satisfaction survey

community engagement, 31, 37–38; see also education 
and outreach programs; Indigenous engagement

compliance index, 214–216

compliance management, 108–109

conflicts of interest, Board, 109

consultancy services, 101–102

contact details, 217

administrative law, 110

CSIRO Enquiries, 113, 217

contracts; see consultancy services

Cooperative Research Centre program, 
participation in, 35

Corporate Commonwealth entity, CSIRO 
status as, iii, 103, 105, 109

Corporate Plan 2023–24, ii, 3, 12, 68, 70, 90

corrections to 2022–23 Annual Report, 197

Cosmos (science magazine), 30

cost benefit analysis; see benefit-cost ratio reporting

Cotton Research and Development Corporation, 35

Council for Science and Industrial Research archives, 110

CRC Projects program, 35

Creativity in Research, Engineering, Science 
and Technology program, 55

critical minerals strategy, 17, 18, 34, 39

cross-organisation engagement, 71, 80

CSIRO-A*STAR Singapore Collaboration, 32

CSIRO Board; see Board

CSIRO Canberra Deep Space Communication Complex 
(CDSCC) Enterprise Agreement 2018–21, 112

CSIRO Data Access Portal, 61, 110

CSIRO Delegations, 101, 110

CSIRO Discovery Centre, 37

CSIRO Early Research Career Fellowship 
program, 2, 52, 53, 56, 91

CSIRO Enquiries, contact details, 113, 217

CSIRO Enterprise Agreement 2023–26, 112

CSIRO Gift (to SIEF), 166

CSIRO Indigenous scholarship program, 52

CSIRO Innovation Fund, 26; see also Main Sequence

CSIRO Kick-Start, 25, 34

CSIRO Leadership Team, 107; see also Executive Team

CSIRO Publishing, 30

CSIRO Science Council, 52

CSIRO Science Health and Excellence Report, ii, 30, 52

CSIRO SME Champions, 34

CSL, undergraduate placements, 58

culture, organisational, 50, 71, 89

Culture Program, 50

Culture Survey, 49, 50, 71, 77, 89

Curtin University, 27, 36, 63

customer satisfaction survey, 86; see also Community 
and Business Sentiment Survey; Net Promoter Score

cyber security, organisational, 100

cyber security capacity development, 34, 79

Cyber Security Uplift Program, 100

Cybersecurity Skills Partnership Innovation Fund, 34

CyberTaipan, cyber security competition, 79

D

Data Access Portal, 61, 110

data breach incidents, reporting of, 110–111

data cubes, 43

data sources, for performance evaluations, 69

Data4Development, 32

Deadly in Generation STEM, 55, 167

Deakin University, 27

decarbonisation strategies, 19, 33; see also CarbonLock 
Future Science Platform; Hydrogen Industry Mission; 
net zero strategies; Towards Net Zero Mission

Deep QI software, 44



deep-tech capabilities, 60

Defence Export Controls, 100

Degree Centrality ranking, 27

demographics, staff, 2, 49, 52, 184–188

Department of Climate Change, Energy, 
the Environment and Water, 19, 37

Department of Education, 71, 76

Department of Finance Procurement and 
Reporting Obligations rule, 101

Department of Foreign Affairs and Trade, 32

Department of Health and Aged Care, 33

Department of Industry, Science, 
Energy and Resources, 33, 34

transfer of National AI Centre to, 61

DFAT-CSIRO Regional Health Partnership, 32

Digital Careers initiative, 55

Digital Earth Australia, 43

Digital Support for Labs program, 65

digitisation of National Research Collections 
Australia, 61; see also Atlas of Living Australia

disclosure of interests, 109; see also Public 
Interest Disclosure Scheme

Discovery Centre, CSIRO, 37

Diversity, Inclusion and Belonging Strategy, 51, 79

diversity and inclusion, workplace, 51–52

Diversity Champion award, 2, 51

divestments, property, 104

Double Helix (magazine), 30, 56

due diligence training, 108

E

Early Research Career Fellowship 
program, 2, 52, 53, 56, 91

Earth Analytics and Science Innovation 
platform, 33, 43, 63

Earth Observation capabilities, 33, 43, 63

Earth Science PRoblems for the Evaluation of Strategies, 
Solvers and Optimizers (geosciences analytic tool), 47

ecologically sustainable development report, 102

Economic Accelerator initiative, 26

Educate to Innovate breakfast, 35

education and outreach programs, 2, 31, 37, 54, 56, 79

Electric Power Innovation for a Carbon-free Society, 167

electronic publications repository, 110

Elevate (talent development program), 54

emission reduction initiatives, organisational, 195

Ending Plastic Waste Mission, 60; see 
also plastic waste management

energy consumption, organisational, 195–196

energy pricing report, i

Engineering and Technology Program (MNF), 63

Engineering Fellowships, 2

enterprise agreements, 52

enterprise risk framework, 108

Enterprise Services Graduate Program, 53

Enterprise Services Reform, 58, 89

Environment Protection and Biodiversity 
Conservation Act 1999, 102, 104

environmental DNA, 45

environmental performance, organisational, 102–103

ePublish Repository, 110

equity portfolio, 4, 70

Espresso (geosciences analytic tool), 47

Essential Eight cyber security measures, 100

Ethical Conduct in Human Research and 
Animal Welfare procedures, 109

ethics, organisational, 108–109

Everyday AI (podcast), 37

Evidence X, 55

Executive Team, 7, 106–107

exotic pests and diseases management; see 
Australian Centre for Disease Preparedness; 
pest detection and management

expenses, 96; see also financial 
statements; operating result

Experimental Development Program (SIEF), 167

Exponential networks (Objective 1 priority), 31–38

F

Fast Healthcare Interoperability Resources 
(FHIR) Accelerator Program, 33

A fast, cheap and precise way to collect 
eDNA (impact case study), 45

female staff, 184–187

in leadership positions, 88

see also gender equity initiatives; Science in 
Australia Gender Equity (SAGE) program

financial statements

CSIRO, 118–164

independent audit report, 116–117

Science and Industry Endowment Fund, 171–181

independent audit report, 169–170

fire safety engineering capabilities, 64

First Nations Gender Equality Institute, 55

First Nations science, advancing, 15, 38, 48, 58; see also 
Indigenous engagement; Indigenous STEM education

flexible working arrangements, 52

FloWorks laboratory, SIEF investment in, 166, 168



FMD Ready project, 42

Food and Agriculture Resilience, Samoa, 32

Food security and quality (critical challenge), 12, 17

case study, 40

Foot-and-Mouth Disease Ready project, 42

foreign interference, risk management, 100

foreword, Chair’s, 4

Fortescue, partnership with, 33

Fraud and Corruption Risk Control Plan, 109

fraud control functions, 109

Freedom of Information Act 1982, 110

freedom of information report, 110

full-time staff, 184–187

functional areas, staff, 188; see also staff statistics

Fundación CSIRO Chile Research, 
cessation of operations, 18

funding, 96; see also financial statements

Future industries (critical challenge), 12, 17

case study, 43

Future science and technology (Objective 2 priority), 46

Future Science Platforms, 19, 27, 46, 83, 107

investment in, 46

Future Shapers program, 35

G

Gay and Lesbian Mardi Gras Parade, 
CSIRO participation in, 49, 51

GenCost report, i

gender, staff, 184–187

gender equity initiatives, 51, 88; see also Science 
in Australia Gender Equity (SAGE) program

general liability and professional 
indemnity insurance, 108

Generation STEM Links, 55, 78, 167

Generation STEM NSW initiative, 35, 54–55, 167

Geoscience Australia, 43

GFG Foundation Student Programme, 35, 79

Giant Kelp Marine Forests, restoration, 33

Global Biodiversity Information Facility meeting, 63

Global Centers in Climate Change and 
Clean Energy (NSF), 167

glossary, 200

Google, partnership with, 33

governance, reviews, 107

governance and accountability, 105–113

governing legislation, ii, 105

government partnerships, 33

government policy, contributions to, 33, 100

government policy orders, 105

GradConnection 2024 ranking, 51

grain industry research, 40

Grains Research and Development Corporation, 35, 40

GraphAir, 41

graphene-based water purification 
membrane, development of, 41

Greater adaptiveness (Objective 3 priority), 58

Greenhouse Gas Emissions Inventory, 
organisational, 103, 195–196

H

Habitat Condition Assessment System, 63

hazard reporting, workplace, 50, 70, 87

Health, Safety and Environmental plan 
(organisational), 50, 87

health, safety and wellbeing, organisational, 
50–51, 87; see also injury rates, staff

Health and wellbeing (critical challenge), 12, 17

case study, 41

health-related research, 25, 33, 166; see also 
Australian Centre for Disease Preparedness; 
Australian e-Health Research Centre

Heritage Strategy for CSIRO Land and 
Buildings 2016–26, 104

Higher Degree by Research students, 36; see also 
postgraduate students; scholarship programs; tertiary 
student programs; undergraduate student programs

highly paid staff, remuneration, 113, 147

Horticulture Innovation Australia, 35

HS-Me Day, 49, 50

Human Research Ethics Committees, 109

human resources management, 49–58; 
see also talent management

HWL Ebsworth, data breach report, 111

Hydrogen Industry Mission, 59–60, 82, 92

Hydrogen Production Technologies Centres, 167

hydrogen technologies, development of, 33, 59–60, 168

Hydrogen Technology Demonstration Facility, 59–60, 92

I

ICT security, organisational, 100

Ikon-ic partnership digs up a Rok-ing 
result (impact case study), 44

Ikon Science, 44

iLAuNCH University Trailblazer, 26

impact assessments and evaluations, 39, 
69, 81; see also impact case studies



impact case studies

Advancing Earth observation research, 43, 56

A fast, cheap and precise way to collect eDNA, 45

Ikon-ic partnership digs up a Rok-ing result, 44

Improving Australia’s preparedness and resilience 
to emergency animal disease outbreak, 42

A novel membrane technology 
for water purification, 41

Resources and programs drawing talent into CSIRO, 56

Supporting Australia’s fire safety ecosystem, 64

Supporting mineral exploration through 
improved model inference, 47

Transforming the productivity of sandy landscapes, 40

Venom unlocks blood clotting advantage, 25

Impact focused (Objective 2 priority), 39–46

Impossible Without You (recruitment 
campaign), 52, 53, 85, 90

Improving Australia’s preparedness and 
resilience to emergency animal disease 
outbreak (impact case study), 42

indemnity insurance, 108

independent audit reports, ANAO, 116–117, 169–170

India, research partnerships, 18, 34

India Australia Critical Minerals Research Partnership, 18

India Australia Minerals Partnerships in 
Green Steel and Critical Minerals, 18

India Australia Minerals Scholars Network, 18

India Australia Rapid Innovation and Startup 
Expansion Accelerator, 18, 34

Indigenous Cultural and Intellectual 
Property Principles, 38

Indigenous employees, 2, 52

Indigenous Employment Strategy, 52; see 
also Indigenous engagement

Indigenous engagement, 4, 32, 38, 77; see 
also Indigenous STEM education

Indigenous Graduate Program, 52

Indigenous Procurement Strategy, 38

Indigenous Research Grants Program, 34, 38, 77

Indigenous scholarship program, 52

Indigenous Science and Engagement Program, 
77; see also Indigenous engagement

Indigenous science and technology 
sector, support for, 52

Indigenous Science program (New Zealand), 32

Indigenous STEM education, 35, 52, 167; 
see also First Nations science, advancing; 
STEM capacity development

Indo-Pacific Biosecurity Research, Development 
& Extension (RD&E) Partnership, 32

Indo-Pacific Plastics Innovation Network, 59, 60, 92

Indo-Pacific region, collaboration with, 18, 32, 60, 92

Indonesia, partnership agreements, 18, 32, 60

Industry, Science and Resources Portfolio, iii, 68

industry collaboration and partnerships, 26, 31, 
33–35, 70; see also Industry PhD program; small-to-
medium enterprises, support for; SME Connect

Industry PhD program, 26, 71, 76, 78

infectious disease management; see Australian 
Centre for Disease Preparedness

Information Publication Scheme, 110

Information Security Manual, 100

infrared mass spectrophotometer, SIEF investment in, 166

injury rates, staff, 50, 70, 97

InLab partnership, 47

Innovate Reconciliation Action Plan, 38

Innovate to Grow program, 34, 78

Innovation Accelerator Funds, 24

Innovation Connect program, 78

Innovation Fund, CSIRO, 26; see also Main Sequence

innovation hubs, ecosystems and precincts, 10–11, 59–62

Institute for Applied Technology–Digital, 61

Institute of Physical and Chemical Research (Japan), 18

insurance cover, organisational, 108

Integrated Marine Observing System, 63

intellectual property management, 2, 4, 24, 27–29, 
72, 83, 96; see also licensing portfolio

International Energy Agency, 19

international engagement and 
collaboration, 18, 19, 30, 31, 32

International Nutrient Inter-Comparison Voyage, 63

International Organization for Standardization 
accreditation, compliance, 62

Intuitive Machines-1 mission, tracking, 62

invasive species management; see Atlas of 
Living Australia; Australian Centre for Disease 
Preparedness; pest detection and management

Investigator (research vessel), 2, 63

health and safety management, 50

see also Marine National Facility

Inyarrimanha Ilgari Bundara, 61, 104; see also 
Murchison Radio-astronomy Observatory

IP Australia, 28; see also intellectual 
property management

iPhD program; see Industry PhD program



J

James Cook University, 36

Japan, partnerships with, 18

Japan Aerospace Exploration Agency, 18

Japan Organization for Metals and Energy Security, 18

joint publications, 18

Joint Statement of the United Kingdom and Australia 
on Cooperation in Quantum Technologies, 18

journal publication rates, 30

judicial decisions, 110

Julius Career Awards, 53

K

kelp forests, management, 33

key management personnel, remuneration, 113, 144

key performance indicators, 14, 70, 71–95, 97

Kick-Start initiative, 25, 34

L

Laboratory Information Management System, 65

Labs of the Future, 65

landfill waste reduction, organisational, 103

Laos, 60

LaTrobe University, 36

leadership, gender equity in, 88; see also Science 
in Australia Gender Equity (SAGE) program

leadership development, 53–54

Leading@CSIRO Framework, 53

Learning Academy, 54

learning and development, organisational, 49, 54

LearnX awards, 54

legislative framework, ii, 105

letter of transmittal, i

LGBTQIA+ inclusiveness measures, 51

liability insurance, 108

licensing portfolio, 24; see also intellectual 
property management

LinkedIn Talent Awards, 2, 51

Living STEM, 55, 79

locations, office, 10–11, 49

lost time injury rate, 50, 97; see also injury rates, staff

M

machine learning technologies, 44, 65; see also artificial 
intelligence technologies; Labs of the Future

Main Sequence, 2, 26

Major Transactions Committee, 107, 110

male staff, 184–187

Managed Data Ecosystem project, 48

management and accountability, 105–113

marine environment research, 33, 45, 63; see also 
Investigator (research vessel); Marine National Facility

Marine National Facility, 63, 93

usage rates, 93, 94

see also Investigator (research vessel)

market research, 37

Master Research Collaboration Agreement, 32

MBF Therapeutics, partnership with, 62

Meat & Livestock Australia, 35, 42

medical research; see health-related research

Medium Equipment Program (SIEF), 166, 168

mental health and wellbeing, staff; see health, 
safety and wellbeing, organisational

methods, data sampling and targets, 69–70

mineral resources sector, sustainable development 
of, 47; see also critical minerals strategy

Minister for Finance, 105

Minister for Industry and Science, 
responsible minister, 105

ministerial directions and notifications, 105

Mission Innovation, 19

Missions program, 46

investment, 82

Modern Slavery Act 2018, 109

Modern Slavery Statement, 109

Monash University, 36

Murchison Radio-astronomy Observatory, 61, 71, 93, 104; 
see also Australia Telescope National Facility; SKA-Low 
telescope; Square Kilometre Array Observatory

Murdoch Children’s Institute, 
undergraduate placements, 58

Murriyang (Parkes radio telescope), 63, 
93; see also Parkes Observatory

N

National Aeronautics and Space 
Administration (NASA) (US), 52

National Agreement on Closing the Gap, 
CSIRO contributions to, 77

National AI Centre, 48, 59, 61

National Anti-Corruption Commission, 111

National Anti-Corruption Commission Act 2022, 109, 111

National Bushfire Intelligence Capability, 63

National Collaborative Research 
Infrastructure Strategy program, 65

National Energy Analysis Centre (UK), 18

National Ethics Standards, 69, 108–109



National Greenhouse and Reporting Act 2007, 196

National Health and Medical Research Council, 108

National ICT Australia (NICTA), 24

National Indigenous Space Academy, 52

National Institute of Advanced Industrial 
Science and Technology (Japan), 18

National Reconstruction Fund, 14, 33

National Reconstruction Fund Corporation, 33

National Renewable Energy Laboratory (US), 18

National Research Collections Australia, 63, 65, 93

digitisation of, 61

new collections facilities, 61, 104

usage rates, 93, 94

see also Atlas of Living Australia

National Research Collections Building, new, 61, 104

National Research Facilities; see Atlas of Living Australia; 
Australia Telescope National Facility; Australian 
Centre for Disease Preparedness; Marine National 
Facility; National Research Collections Australia; 
Pawsey Supercomputing Research Centre

national science agency, CSIRO role as, iii, 4, 37, 106

National Science and Research Priorities, 4, 15

National Science and Technology Council, 33

National Science and Technology Library (China), 30

National Science Foundation (US), 18

national science priorities, 15

National Science Week, 37

National Vaccine and Therapeutics Laboratory, 166

Net Promoter Score, 86

net zero strategies, 12, 14, 15, 19, 33, 167; see also 
APS Net Zero 2030; Towards Net Zero Mission

New Zealand, partnership with, 32

non-compliance matters, reporting of, 109

non-English speaking backgrounds, staff, 49

non-ongoing staff, 184–187

Normalised Citation Index, 74

Notifiable Data Breaches Scheme, 110–111

notifiable incidents, Comcare; see injury rates, staff

NovaSAR-1 Earth observation satellite, 63

A novel membrane technology for water 
purification (impact case study), 41

NSW Government endowment to SIEF; see 
Generation STEM NSW initiative

Nuyina (research and supply vessel), 63

Nyingari Ngurra (Wajarri name), 63

O

Objective 1: Impact translation, 3, 13, 23–38

delivery against Statement of Expectations, 15, 38

key performance indicators, 14, 71, 72–80

outcome, 14

performance results, 72–80

Objective 2: Purpose-driven science 
and technology, 3, 13, 39–48

delivery against Statement of Expectations, 15, 48

key performance indicators, 14, 71, 81–86

outcome, 14

performance results, 81–86

Objective 3: Engage and empower talent, 3, 13, 49–58

delivery against Statement of Expectations, 15, 58

key performance indicators, 71, 87–91

outcome, 14

performance results, 87–91

Objective 4: World-class infrastructure, 3, 13, 59–65

delivery against Statement of Expectations, 15, 65

key performance indicators, 14, 71, 92–94

outcome, 14

performance results, 92–94

objectives, corporate, 3, 13, 14; see also 
Objective 1; Objective 2; Objective 3; 
Objective 4; purpose, organisational

occupational health and safety; see health, 
safety and wellbeing, organisational

office locations, 10–11, 49

Office of the Australian Information Commissioner, 111

Ombudsman, Commonwealth, 111

ON Accelerate program, 26, 75

ON Prime programs, 26, 75

ON Program, 26–27, 53, 75, 78

ongoing staff, 184–187

open access publishing model, 30

Open Data Cube technology, 43

operating result, 95–96; see also financial statements

Operational measures, performance results, 95–97

organisational structure, i, 8–9

Outcome, iii, 14; see also performance results

outreach programs; see education 
and outreach programs

Oxitec Australia, 24

P

Pacific Island countries, partnerships with, 32

PageRank, 27

PaidRight Holdings, 73

pandemics, preparedness, 32; see also Australian 
Centre for Disease Preparedness

Paris Agreement, 2, 4, 19

Parkes Observatory, 62, 71, 93

usage rates, 62

see also Australia Telescope National Facility

part-time staff, 184–187

Partnerships for Infrastructure (P4I), 32



Patent Collaboration Network, 27–28

Patent Cooperation Treaty applications, 27, 28–29

patents and patent families, 27–29; see also intellectual 
property management; licensing portfolio

Pawsey Supercomputing Research Centre, 65, 71, 93

upgrade of infrastructure, 61, 65, 71, 93

usage rates, 71, 93, 94

People and Safety Committee (Board), 106, 112

performance framework and methods, 68–70

performance results

Objective 1: Impact translation, 72–80

Objective 2: Purpose-driven science 
and technology, 81–86

Objective 3: Engage and empower talent, 87–91

Objective 4: World-class infrastructure, 92–94

Operational measures, 95–97

personnel security, 100

pest detection and management, 24, 37; see also 
Atlas of Living Australia; Australian Centre 
for Disease Preparedness; Resilient and 
valuable environments (critical challenge)

Peter MacCallum Cancer Centre, 
undergraduate placements, 58

PhotonAssay contracts, 73

plant breeder’s rights, 27, 28; see also 
intellectual property management

plastic waste management, 34, 59, 60, 92

Policy Framework, 111

policy orders, government, 105

Portfolio Budget Statements, ii, iii, 12, 68

Possible Experience program, 90

postdoctoral researchers, support for; 
see Affiliate Postdoctoral Fellows; Early 
Research Career Fellowship program

postgraduate students, 52–53, 57; see also Industry 
PhD program; scholarship programs

Preferred place to work (Objective 3 priority), 50–52

Privacy Act 1988, 110

Privacy Principles, 110

procurement policy, 101, 110

Professional Indemnity Insurance, 108

Property Strategy, 104

Prosple 2024 ranking, 51

Psychosocial Safety framework, development, 50, 87

public awareness of CSIRO; see reputation, CSIRO

Public Governance, Performance and 
Accountability Act 2013, 101, 108

Board’s responsibilities under, 105, 191

CSIRO as Corporate Commonwealth 
entity under, iii, 105

Ministerial powers under, 105, 191

reporting requirements, i, iii, 68, 109

Public Governance, Performance and Accountability 
Rule 2014, i, ii, 69, 106, 109, 113

public health risk management; see Australian Centre 
for Disease Preparedness; pandemics, preparedness

Public Interest Disclosure Act 2013, 111

Public Interest Disclosure Scheme, 111

Public Sector Workplace Relations Policy, 112

publication rates, 36; see also citation 
metrics; CSIRO Publishing

publishing services; see CSIRO Publishing

purpose, organisational, iii, 12–14; see also 
role and functions, organisational

Q

Q-Sera (med-tech start-up), 25

quantum computing, 65; see also Pawsey 
Supercomputing Research Centre

quarantine measures; see Australian 
Centre for Disease Preparedness

Queensland Department of Environment, 
Science and Innovation, 34

Queensland University of Technology, 34

R

RAPClot, rapid serum tubes, 25

Reconciliation Action Plan, 4, 38; see 
also Indigenous engagement

recruitment, 51, 52, 53, 85, 90

recycling innovations; see circular economy initiatives

Regional University Industry Collaboration Program, 34

registered designs, 27, 28; see also 
intellectual property management

remuneration

Audit Committee, 192

Board, 148

highly paid staff, 113, 147

key management personnel, 112, 113, 144

policy and strategy, 112–113

Senior Executive Staff, 146

Remuneration Tribunal, 112

Remuneration Tribunal Act 1973, 112

renewable energy initiatives, 32, 167; see 
also Hydrogen Industry Mission

Renewable Energy Long-Term Roadmap 
(Indo-Pacific region), 32

Reportable Injury Frequency Rate, 50, 70, 97

Reporting and Improving Science Excellence system, 74

reputation, CSIRO, 48, 69, 100, 105, 106; 
see also trusted advisor role

Research Commercialisation Action Plan, 26, 27



Research+ grants, 52–53

research impact assessments, external, 39, 69, 81

research infrastructure upgrades, 61, 65

research infrastructure usage rates, 62–63, 71, 93, 94

Research Institute of Innovative Technology 
for the Earth (Japan), 18

Research Integrity Advisors, 109

research publications, joint, 18; see also CSIRO Publishing

Research Unit Leaders Forum, 107

research vessels; see Investigator (research 
vessel); Marine National Facility

Resilient and valuable environments 
(critical challenge), 12, 17

case study, 45

Resources and programs drawing talent 
into CSIRO (impact case study), 56

responsible minister, 15, 105

retention, staff, 90, 91

return on investment, 17, 81; see also 
benefit-cost ratio reporting

revenue, 96

IP sources, 2, 4, 70, 72, 92, 96

research and consultancy services, 96

see also financial statements

risk management, organisational, 50, 107, 108, 109

RMIT, 36, 58

roadmaps, development of, 32, 65

Rock Physics Machine Learning Toolkit, 44

RokDoc software, 44

role and functions, organisational, iii, 
105; see also trusted advisor role

Rothamsted and Alan Turing Institute, 18

Roy Morgan, 37

Royal Melbourne Institute of Technology, 36, 58

royalties, 24, 72

Rural Industries Research and 
Development Corporation, 35

Rural Research and Development 
Corporations, collaboration with, 35

S

safety performance; see health, safety 
and wellbeing, organisational

SAGE program; see Science in Australia 
Gender Equity (SAGE) program

Samoa, partnerships, 32

Sandy Soils project, 40

satellite capabilities, 43, 63

scholarship programs, 26, 52, 76

school students’ programs; see education 
and outreach programs

science, technology, engineering and mathematics 
skills; see STEM capacity development

Science and Industry Endowment Act 1926, 105

Science and Industry Endowment Fund (SIEF), 41, 54, 55

administrative support services for, 105

financial statements, 171–180

independent audit report, 169–170

Trustee’s report, 166–167

Science and Industry Research Act 1949, i, 108

Board’s responsibilities under, 105, 106, 191

functions and power under, iii, 3, 105, 191

Ministerial powers under, 105, 191

science communication; see CSIRO Publishing; 
education and outreach programs; publication rates

Science Connect, 78; see also education 
and outreach programs

Science Council, 107

Science digital transformation (Objective 2 priority), 48

science domains, 39, 46

science education and outreach programs; 
see education and outreach programs

science excellence, commitment to, 4, 30, 106; see also 
Reporting and Improving Science Excellence system

Science Excellence Committee (Board), 106

science excellence ranking, 30, 74

Science Health and Excellence Report, ii, 30, 52

Science in Australia Gender Equity (SAGE) program, 51, 88

Science Meets Parliament, 33

scientific writing workshops, 30

Secure Australia and region (critical challenge), 12, 17

case study, 42

Security Clearances, processing, 100

Security Committee, 107

security controls, organisational, 100

Security Governance Review, 100

SEEK STAR Awards, 2, 51

Senior Executive Staff remuneration, 146

service charter, 113

Setonix supercomputing system, 61, 71, 93

Shared national labs (Objective 4 priority), 59–66, 71, 93

SIEF National Missions Collaboration Program, 167

significant changes affecting operations 
or structure, i, 4, 58

Singapore, partnership agreements, 18, 32

SKA-Low telescope, 61



small-to-medium enterprises, support for, 14, 
26, 31, 33–34, 70, 78, 166; see also Innovate to 
Grow program; Innovation Connect program; 
Kick-Start initiative; SME Connect

SME Collaboration Initiative; see SME Strategy

SME Connect, 33–34; see also small-to-
medium enterprises, support for

SME National Research Ecosystem 
Community of Practice, 34

SME Strategy, 34

snake venom proteins, synthetic production, 25

social license to operate, 37; see also Community and 
Business Sentiment Survey; community engagement

social media engagement, 30, 31, 37, 84

socioeconomic objectives, alignment with, 16

Southeast Asia, partnership agreements, 18, 32, 60

sovereign capabilities, enabling development of, 5, 59

Sparked, funding for, 33

‘Speak up,’ 51, 89

spin-out companies, 24, 26; see also start-
up companies, support for

Square Kilometre Array Observatory, 61–62; see also 
Australia Telescope National Facility; Australian Square 
Kilometre Array Pathfinder; SKA-Low telescope

St Vincent’s Institute of Medical Research, 
undergraduate placements, 58

staff statistics, 184–188

stakeholder engagement; see collaborative 
activities, fostering of

start-up companies, support for, 24, 26, 33, 
60, 92; see also spin-out companies

Statement of Expectations, ii, 3, 4, 15, 105

delivery against, 15, 38, 48, 58, 65

Statement of Expectations index, 211

Statement of Intent, ii, 105

statutory reporting requirements, 214–216

STEM capacity development, i, 2, 14, 
30, 34–35, 52, 54–58, 79

SIEF role in, 54, 55, 167

see also Generation STEM NSW initiative; 
Indigenous STEM education; STEM Community 
Partnerships Program; STEM Professionals 
in Schools program; STEM Together; Young 
Indigenous Women’s STEM Academy

STEM Community Partnerships Program, 54

STEM Professionals in Schools program, 54, 79

STEM Together, 35, 79

strategic partnerships program, 32

strategic priorities, delivering on, 12–13

strategy, organisational, 12

Stretch Reconciliation Action Plan, 38

structure, organisational, i, 8–9

supercomputer; see Pawsey 
Supercomputing Research Centre

Supporting Australia’s fire safety ecosystem 
(impact case study), 64

Supporting mineral exploration through improved 
model inference (impact case study), 47

surveys

Community and Business Sentiment Survey, 37, 84, 85

customer satisfaction, 86

grain growers, 40

as measure to assess performance, 69

postdoctoral researchers, 56

public attitude to renewable energy transition, 37

staff, 46, 49, 50, 71, 77, 89

Sustainability Report, ii, 77, 102, 103, 1945

Sustainability Steering Committee, 107

Sustainability Strategy 2020–30, organisational, 102

Sustainable energy and resources 
(critical challenge), 12, 17

case study, 44

Swinburne University, 36

Synthetic Aperture Radar imagery; see 
NovaSAR-1 Earth observation satellite

T

Talent Insights Pioneer award, 2, 51

talent management, 53–54; see also Objective 
3: Engage and empower talent; World-
class talent (Objective 3 priority)

technology licences; see licensing portfolio

tertiary student programs, 57–58

Thailand, partnership agreements, 18, 60

Torres Strait Islander employees, 2, 52

Torres Strait Islanders engagement; 
see Indigenous engagement

Total Reportable Injury Frequency Rate, 50, 70, 97

Towards Net Zero Mission, 82

trademarks, 27, 28; see also intellectual property 
management; licensing portfolio

Traditional Owners, collaboration with; 
see Indigenous engagement

Trailblazer Universities Program, 26, 27

traineeships, 57

Transforming the productivity of sandy 
landscapes (impact case study), 40

transmittal letter, i

triple-bottom-line impacts, 45

trusted advisor role, 14, 71, 84, 85, 86



Trustee (SIEF)

certification of financial statements, 171

report, 166–167

see also Science and Industry Endowment Fund (SIEF)

tunnel infrastructure, fire safety, 64

2019–29 Property Strategy, 104

2020–24 HSE Plan, 50, 87

2023–24 Sustainability Report, ii, 102

Types of Activity categories, 16

U

UK-Australia Space Bridge, 18

UK Research and Innovation, 18

UK Space Agency, 18

Undergraduate Research Opportunities Program, 58, 79

undergraduate student programs, 57–58, 79

United Kingdom, 18

United National Framework Convention on the 
Climate Change Conference of the Parties, 2, 19

United Nations Decades of Ocean Science, 63

United States of America, 18

universities, fostering engagement and 
collaboration with, 26–27, 31, 36

University of Adelaide, 27, 34, 36

University of Melbourne, 36

University of New South Wales, 36

University of Queensland, 25, 27, 36

University of Southern Queensland, 26, 27, 36

University of Sydney, 36

University of Tasmania, 36

University of Technology, Sydney, 36

University of Western Australia, 36

US Geological Survey, 18

US National Science Foundation Global Centers 
in Climate Change and Clean Energy, 167

V

vacation studentships, 57

vaccine development, 42, 62, 166

‘valley of death,’ funding, 27

Value of CSIRO Report, ii, 81; see also impact case studies

values, organisational, 3, 12–13, 50, 89, 108

Venom unlocks blood clotting advantage 
(impact case study), 25

Vietnam, partnership agreements, 18, 32, 60

virtual biological collections; see Atlas of Living Australia

Virtual Work Experience Program, 55, 56, 79

vision, organisational, iii, 13

visitor numbers, education and outreach programs, 37

visitor programs; see education and outreach programs

Voices Shaping the Future – Wiyi Yani 
U Thangani Workshops, 55

W

waste management, organisational, 102, 103

waste management innovations; see circular 
economy initiatives; plastic waste management

water purification membrane, development of, 41

water quality, remote sensing, 18

water use efficiency, organisational, 102

Ways of Working program, 58

WEHI undergraduate placements, 58

wellbeing, staff; see health, safety and 
wellbeing, organisational

Western Australian Department of Primary 
Industries and Regional Development, 34

Western Sydney University, 36

Wine Australia, 35

WithSTEMYouCan careers expo, 35

women in STEM, support for; see Science in 
Australia Gender Equity (SAGE) program; 
Women in STEM Decadal Plan; Young 
Indigenous Women’s STEM Academy

Women in STEM Decadal Plan, 51, 88

work health and safety; see health, safety 
and wellbeing, organisational

workers’ compensation, 107

workforce planning; see talent management

workplace diversity and inclusion, 51–52

Workplace Gender Equality Agency program, 88

WorkSafe Tasmania, 50

World-class talent (Objective 3 priority), 52–58

World Intellectual Property Office, 28–29

writing workshops, CSIRO Publishing, 30

Y

Young Future Shapers, 35

Young Indigenous Women’s STEM Academy, 55, 79

Yulang Indigenous Evaluation, 77



Statement of Expectations index

MINISTER’S STATEMENT OF EXPECTATIONS

PRIORITY

PRIORITY AREAS

REFERENCE IN REPORT 

Advancing 
national interests 

Deliver innovative scientific and technological 
solutions; taking Australian science to the world; 
maintaining an international presence; collaboration 
across government, university, industry and community, 
Deployment of our science expertise.

23–38, 39–48

Advancing 
government’s 
policy priorities

Advancing First Nations science; mission-directed 
research; delivering a future made in Australia through 
the National Reconstruction Fund.

23–38, 39–48, 49–58

Translation and 
commercialisation

Translating science and technology into products 
and services; supporting SMEs to commercialise and 
integrate research innovations; supporting government 
translation and commercialisation programs, managing 
research infrastructure; building industry connections; 
supporting the health of Australians.

23–38, 39–48, 59–65

Promoting STEM

Promoting careers and career paths for early career 
researchers, students, research and technical staff; 
communication of CSIRO science & research.

23–38, 49–58

Department 

Working collaboratively with relevant 
government portfolios.

23–38, 39–48, 105–114

Organisational 
performance 

Legislative requirements; effective and efficient use 
of staff and resources; health and wellbeing of staff, 
pursuing and retaining talent.

49–58, 100–104, 
105–107







Compliance index

Statutory reporting requirements 17BE(u)

PGPA RULE 
REFERENCE 

DESCRIPTION 

REQUIREMENT 

REFERENCE 
IN REPORT

17BE

Contents of annual report 

1

17BE(a)

Details of the legislation establishing the body 

Mandatory 

i, ii, iii, 
105, 108

17BE(b)(i)

A summary of the objects and functions of the entity as set 
out in legislation 

Mandatory 

iii, 3, 12, 
13–14, 33, 
68–69, 105

17BE(b)(ii)

The purposes of the entity as included in the entity’s 
corporate plan for the reporting period 

Mandatory 

iii, 12–14, 
68–69

17BE(c)

The names of the persons holding the position 
of responsible Minister or responsible Ministers 
during the reporting period, and the titles of those 
responsible Ministers 

Mandatory 

i, 15, 105

17BE(d)

Directions given to the entity by the Minister under an Act 
or instrument during the reporting period 

If applicable, 
mandatory 

105

17BE(e)

Any government policy order that applied in relation to 
the entity during the reporting period under section 22 
of the Act 

If applicable, 
mandatory 

105

17BE(f)

Particulars of noncompliance with: 

(a) a direction given to the entity by the Minister under 
an Act or instrument during the reporting period; or 

(b) a government policy order that applied in relation to 
the entity during the reporting period under section 22 
of the Act 

If applicable, 
mandatory 

N/A

17BE(g)

Annual performance statements in accordance with 
paragraph 39(1)(b) of the Act and section 16F of the rule 

Mandatory 

67–97

17BE(h), 
17BE(i)

A statement of significant issues reported to the 
Minister under paragraph 19(1)(e) of the Act that relates 
to noncompliance with finance law and action taken 
to remedy noncompliance 

If applicable, 
mandatory 

N/A

17BE(j)

Information on the accountable authority, or each member 
of the accountable authority, of the entity during the 
reporting period 

Mandatory 

4, 6, 
105, 106, 
189–192

17BE(k)

Outline of the organisational structure of the entity 
(including any subsidiaries of the entity) 

Mandatory 

6–7, 8–9

17BE(ka)

Statistics on the entity’s employees on an ongoing 
and non-ongoing basis, including the following: 

(a) statistics on fulltime employees 

(b) statistics on part time employees 

(c) statistics on gender 

(d) statistics on staff location 

Mandatory 

10–11, 49, 
184–188

17BE(l)

Outline of the location (whether or not in Australia) 
of major activities or facilities of the entity 

Mandatory 

10–11

17BE(m)

Information relating to the main corporate governance 
practices used by the entity during the reporting period 

Mandatory 

99–113







PGPA RULE 
REFERENCE 

DESCRIPTION 

REQUIREMENT 

REFERENCE 
IN REPORT

17BE(n), 
17BE(o)

For transactions with a related Commonwealth entity or 
related company where the value of the transaction, or if 
there is more than one transaction, the aggregate of those 
transactions, is more than $10,000 (inclusive of GST): 

(a) the decision-making process undertaken by the 
accountable authority to approve the entity paying for 
a good or service from, or providing a grant to, the 
related Commonwealth entity or related company; and 

(b) the value of the transaction, or if there is more than 
one transaction, the number of transactions and the 
aggregate of value of the transactions 

If applicable, 
mandatory 

109–110

17BE(p)

Any significant activities and changes that affected 
the operation or structure of the entity during the 
reporting period 

If applicable, 
mandatory 

4, 58

17BE(q)

Particulars of judicial decisions or decisions of 
administrative tribunals that may have a significant 
effect on the operations of the entity 

If applicable, 
mandatory 

N/A

17BE(r)

Particulars of any reports on the entity given by: 

(a) the Auditor General (other than a report under 
section 43 of the Act); or 

(b) a Parliamentary Committee; or 

(c) the Commonwealth Ombudsman; or 

(d) the Office of the Australian Information Commissioner 

If applicable, 
mandatory 

N/A

17BE(s)

An explanation of information not obtained from a 
subsidiary of the entity and the effect of not having the 
information on the annual report 

If applicable, 
mandatory 

N/A

17BE(t)

Details of any indemnity that applied during the reporting 
period to the accountable authority, any member of the 
accountable authority or officer of the entity against a 
liability (including premiums paid, or agreed to be paid, 
for insurance against the authority, member or officer’s 
liability for legal costs) 

If applicable, 
mandatory 

108

17BE(taa)

The following information about the audit committee 
for the entity: 

(a) a direct electronic address of the charter determining 
the functions of the audit committee; 

(b) the name of each member of the audit committee; 

(c) the qualifications, knowledge, skills or experience 
of each member of the audit committee; 

(d) information about each member’s attendance 
at meetings of the audit committee; 

(e) the remuneration of each member of the 
audit committee 

Mandatory 

106, 192, 
193, 194

17BE(ta)

Information about executive remuneration 

Mandatory 

112–113, 
144–148







PGPA Rule Section 17BE (h) – (i) Significant non-compliance 
with the Finance Law

DESCRIPTION OF NON-COMPLIANCE

REMEDIAL ACTION

N/A





Legislative requirements

Science and Industry Research Act 1949, Compilation No. 15 (14 September 2022)

SIR ACT REFERENCE 

DESCRIPTION

REFERENCE 
IN REPORT

Part II, Section 9(1)(a)(iiia)

Contributing to giving effect to Australia’s obligations 
under the Paris Agreement (per Climate Change 
(Consequential Amendments) Act 2022

4, 19

Part VIII, Section 51 (a)

Policies relating to scientific research

105–111

Part VIII, Section 51 (b)

Development in policies during the year

111

Part VIII, Section 51 (c)

Ministerial determinations in relation to the functions 
of the Organisation

105

Part VIII, Section 51 (d)

Ministerial directions or guidelines relating to the 
functions and powers of the Board

105

Part VIII, Section 51 (e)

Policies of Australian Government that apply to CSIRO

105





Additional reporting requirements

REQUIREMENT

DESCRIPTION

REFERENCE 
IN REPORT

Section 516A(6)

Environment Protection and Biodiversity 
Conservation Act 1999

102

Section 9

Equal Employment Opportunity (Commonwealth 
Authorities) Act 1997

37–38, 49–55, 
77, 88–91

Section 4(1)

Work Health and Safety Act 2011

50–51, 87, 97

Privacy Act 1988

54, 110–111

Freedom of Information Act 1982

110

Public Interest Disclosure Act 2013

111

Modern Slavery Act 2018

109

Fraud Control

109

Intellectual property management

4, 24, 27–29, 
72, 83, 96

Service Charter

113







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