Minister for Industry and Science

Senate Question No. 1134

Senator Janet Rice asked the Minister representing the Minister for Industry and Science on
16 December 2022:

SENATOR RICE asked the Minister representing the Minister for Industry and Science, upon notice, on 16 December
2022—

1. In relation to the CSIRO Climate Science Centre (CSC):

a. how many staff does the CSC have in total, FTE and headcount;
b. of those, how many are in ongoing roles;
c. how many are on contracts; and can you give a breakdown by how long the contracts are for (for example 6
months, a year, two years) ;
d. can you provide the equivalent data for equivalent units/work areas within the CSIRO every year since 2012;
e. can you list the contracts the CSC has with external agencies and the funding split for each contract between
external funding and CSIRO funding; and
f. with regards to the ending of the decadal climate prediction project, can you provide details of the transfer of
this project to other streams of work, both in terms of budget and staff allocation.

2. In terms of CSIRO's work with for-profit companies:

a. how many projects are currently underway;
b. what are the orders of magnitude of the value of those contracts, for example how many have a total value of:
i. <$100,000,
ii. <$1,000,000,
iii. <$10,000,000, and
iv. >$10,000,000;
c. does CSIRO have a policy guide on its ventures with for-profit companies; if so, please provide a copy; and
d. please provide a copy of the CSIRO wide results of the Culture Survey.

Senator Farrell: The Minister for Industry and Science has provided the following answer to the
Senator’s question:

1.
a. At the end of September 2022, the Climate Science Centre (CSC) had 222 people, comprised
of 139 employees (129.8 FTE) and 83 Affiliates.

b. As at the end of September 2022, 111 of the 139 employees were in permanent positions.

c. Of the 139 employees, 6 are on casual contracts, and 22 are on fixed term contracts (eight of
which are postdoctoral positions).

For the 22 employed on fixed term arrangements, as at end of September 2022, the duration of
those arrangements ranged between 1.5 to 9.4 years, and in some cases, includes multiple
consecutive term appointments. Postdoctoral contracts are typically 3 years.

d. Within CSIRO, programs vary significantly in size depending on Business Unit structure,
strategy, funding, timing, etc. Currently, CSIRO has 102 programs (65 in Science BUs), varying
in size from 1 person to 168 people. The average and median Head Count for a program is
62 people.

The Climate Science Centre consists of two CSIRO programs: Climate Intelligence and Earth
Systems, which together represent CSIRO’s fourth largest science program.
 There is no consistent comparable capability unit we can map to which would allow a direct
comparison of CSIRO’s sum capability in this area. To extract and analyse data over a
10-year period would also require an unreasonable diversion of resources given the number of
organisational changes over this period.

e. As of 5 January 2023, CSC has more than 55 current contracts with the following external
parties (including multiple contracts with some parties):

• Asian Development Bank

• Australian National University
• Australian Renewable Energy Agency
• Bureau of Meteorology
• Commonwealth Bank of Australia
• Department of Agriculture, Fisheries and Forestry/Department of Climate Change,
Energy, the Environment and Water
• Department of Defence
• Department of Foreign Affairs and Trade
• Department of Planning and Environment
• Digital Agriculture Services
• Hydro-Electric Corporation
• Massachusetts Institute of Technology
• Monash University
• Murdoch University
• National Emergency Management Agency
• Natural Hazards and Disaster Resilience Research Centre Limited
• Refrigerant Reclaim Australia Ltd
• Secretariat of the Pacific Regional Environment Programme
• Stanford University
• University of Cantabria
• University of Melbourne
• University of New South Wales
• University of Tasmania
• Woods Hole Oceanographic Institution
• 4Research

Contract types include:

• Collaborative research
• Co-investment
• Consultancy by CSIRO
• Contract Research
• Equipment Supply
• Grants

The majority of these contracts relate to collaborative research and contract research projects
with CSC. Total values for these current contracts range from $0 to $76 million, with
approximately 15 contracts above $1 million and more than 50 per cent under $500,000. Since
2016, we have had more than 250 contracts involving external funding for CSC-related
projects.

Due to the timeframes and capability constraints, it is not feasible to conduct the necessary
detailed review of individual contracts to list individual contracts by name and detail the funding
splits. In addition, certain contracts may be subject to commercial-in-confidence obligations.
f. In 2016 CSIRO committed $37 million over 10 years within its Climate Science Centre to invest
in climate science monitoring and forecasting capacity. This includes but is not limited to the
Decadal Climate Forecasting work.

From 2016 to 2022, the appropriation expenditure in the Decadal Climate Forecasting Project,
which sits within the Climate Science Centre, totalled $14.7 million.

As part of transition of funding and allocation, several projects commenced from July 2021 with
a combined actual spend of ~$4.3 million to November 2022. Consequently, a total actual
spend value on Decadal-related work to November 2022 is ~$19.0 million.

Our research in this area is expanding as we work with partners and customers to identify new
opportunities for our science to have a positive impact on understanding and responding to
climate change risk.

Average annual FTE since July 2017 has been 10.2 FTE.

2.
a. As of 1 January 2023, CSIRO has 501 current projects with for-profit companies. These
projects are predominantly made up of collaborative research and contract research, with a
smaller portion of consulting services and co-investment for mutual customer and national
benefit.

For-profit companies includes small and medium enterprises, as well as large corporates. It
does not include government departments/agencies, universities/educational institutions,
associations – industry/community, co-op research centres, rural research and development
corporations or public benevolent institutions.

b. In relation to these 501 current projects with for-profit companies, we have 692 commercial
contracts with a total value of approximately $609 million. Commercial contracts do not include
non-financial contracts. We also note that some projects may have multiple contracts
associated with it. The order of magnitude of those commercial contracts are:

I. <100,000 = 371 (total value of approx. $9m)

II. <1,000,000 = 230 (total value of approx. $79m)
III. <$10,000,000 = 83 (total value of approx. $215m)
IV. >$10,000,000 = 8 (total value of approx. $306m)

c. CSIRO’s policies are available via the CSIRO website (https://www.csiro.au/en/about/Policies):

Research and Technology (https://www.csiro.au/en/about/Policies/Freedom-to-conduct-CSIRO-

research-and-technology-transfer-policy)
Science and Delivery (https://www.csiro.au/en/about/Policies/Science-and-Delivery-Policy)
Governance (https://www.csiro.au/en/about/Policies/Governance-Policy)
Finance (https://www.csiro.au/en/about/Policies/Finance-policy)

These policies apply to all engagements with external customers. The Research and
Technology Policy, in particular, ensures that CSIRO does not enter into arrangements,
including with for-profit entities, which might constrain its ability to perform it statutory functions.

d. Please see the attached PowerPoint document for information about CSIRO’s latest survey.
Culture Survey
Results
Response to PQoN 1134
January 2023

Australia’s National Science Agency

High Level Summary
- What is culture?
- Why are we measuring it?
- How are we measuring it?
- What did we find?
What is culture & Why are we measuring it?
The underlying beliefs, assumptions, values and ways of interacting that contribute to our unique social and
psychological environment.

The collection of values, expectations, and practices that guide and inform the actions of all team members.

Shared norms, values, and assumptions about ‘the way we do things around here.’

TO UNDERSTAND WHAT HELPS IT’S A KEY INPUT INTO THE IT GIVES US A WAY TO
AND HINDERS US ACHIEVING FUTURE WAYS OF WORKING EXPLICITLY MEASURE OUR
OUR AGENCY OF THE FUTURE PROGRAM CULTURE OVER TIME
VISION

3 | 2022 Culture Survey Insights

How are we measuring it?
• Denison Organisational Culture Survey
– Robust, valid & reliable tool built on Denison’s research into organisational culture and
business performance
– It is the first year of using this tool to measure culture. Previously CSIRO has measured
engagement using Willis Tower Watson’s methodology.

• The new survey measures how clear and aligned are we on what to do, why to do it,
and how to do it.

• Key elements of the model: We have access to this

book from Denison’s
– Mission – do we know where we’re going? founder, via O’Reilly
– Consistency – do our systems create leverage? Learning
– Involvement – are our people aligned and engaged?
(use your CSIRO email and nexus
– Adaptability – are we listening to the marketplace? password via Single Sign On)

4 | 2022 Culture Survey Insights

What did we find?
Our strengths:

• We’re clear on CSIRO’s purpose and are motivated by our vision

• We share information to ensure everyone is informed
• We work as a team and value the capabilities of our people
• We’re encouraged to innovate and take appropriate risks

Our opportunities:

CSIRO people want to:

• Be more empowered to call out behaviours that aren’t aligned with our values
• See practices and behaviours that reinforce silos and top-down decision-making being addressed
• Improve how we communicate goals and objectives, their link to our vision, and how they’re tracking
• Identify and address short-term reactionary behaviours that get in the way of achieving the strategy and long-term vision

5 | 2022 Culture Survey Insights

Details
Contents
• High Level Summary
• Details
– About the culture model
– CSIRO results - Denison Culture Model
- Benchmark
- Interpretation

7 | 2022 Culture Survey Insights

Denison Culture Model of High Performance
ADAPTABILITY MISSION
Pattern, Trends, & Market Direction, Purpose, & Blueprint

Are we listening to the marketplace? Do we know where we are going?

Translate the demands of the Define a meaningful long-term
environment into action direction

INVOLVEMENT CONSISTENCY
Commitment, Ownership, &
Systems, Structures, & Processes
Responsibility

Are our people aligned and engaged? Does our system create leverage?

Build human capability, ownership, and responsibility Define the values & systems, the basis of a strong culture
8 | 2022 Culture Survey Insights
How is it benchmarked?
• Scores are reported as percentiles compared to
Denison’s Global Normative Database
• Based on over 1,000 organisations
• Robust geographic and industry representation
• Benchmarks stable across years

• 10 percentile points between scores represents a

meaningful difference

• Each of the 12 indices are benchmarked to the

Global Normative Database

• Each item within the indices are benchmarked to

the Global Normative Database

9 | 2022 Culture Survey Insights

How is it interpreted?
Culture is about the collective

The most appropriate language for

describing a culture with a lot of colour
and high scores is ‘Clarity & Alignment’

Less colour often points to uncertainty,

ambiguity, or inconsistency in
experience

Scores are percentiles that show our

position compared to over 1,000
organisations

10 | 2022 Culture Survey Insights

Contents
• High Level Summary
• Details
– About the culture model - Response Rates
– CSIRO results - Overall Circumplex
- Breakdown by items
- High & Low Scores
- Strengths & Opportunities

11 | 2022 Culture Survey Insights

Who responded to the survey?
28% of eligible
Responses affiliates/
2022 March Culture Survey: 3,590 (59%)* 64% of casuals
indefinite/term responded
2021 March Pulse Survey: 3,060 (60%)
staff
2020 June Pulse Survey: 3,106 (59%) responded
2019 Staff Survey May: 3,840 (73%)

32% of
respondents
68% of
are from
respondents
Support BUs
are from
Research BUs
*Includes Affiliates & Casuals
*Includes 3 BUs who trialled the survey in Sept 2021

12 | 2022 Culture Survey Insights


Overall CSIRO
13 | 2022 Culture Survey Insights
• The most appropriate language for describing a culture with a lot of colour and
high scores is ‘Clarity & Alignment’; Less colour often points to inconsistency,
uncertainty, or confusion
• These are percentiles that show our score compared to over 1,000
organisations in the global normative database
• For example, we’re in the 57th percentile for Strategic Direction & Intent – our people
are clearer and more aligned than 57% of other organisations in the global
database.
Insights:
Overall results suggest stronger focus on the flexible side.
• Above average levels of clarity & alignment in the long-term purpose, however,
that purpose may not be connected to the goals and vision, suggesting short-
term reactionary mode is a habit.
• Low levels of clarity & alignment in how we organise ourselves which could
indicate silos and top-down approach to decisions.
• When we see behaviour that isn’t aligned with our values, we tolerate it rather
than addressing it. This impacts our perceptions of trust and accountability.
• CSIRO values teamwork and has invested in developing teams and talent. We
work well in our local teams and have invested in developing teams and talent,
however people may not feel adequately utilized or empowered.
• Empowerment may be viewed as top-down or hierarchical which can impede
people’s ability to act on their own. This is a retention risk for skilled, team-
oriented people.
• While some changes are adopted, the hierarchical nature of the organisation
may impact new ideas from being surfaced and implementation of new ideas
may be met with resistance.
• Failure may be viewed as ‘not an option’ and comments suggests a habit of
Authors: Daniel R. Denison, Ph.D. William S. Neale, M.A., M.L.I.R
NUMBERS DENOTE PERCENTILES | 2/18/2020 | D48NE419G-117 blaming occurs when mistakes are made, rather than viewing them as an
©Daniel R. Denison, Ph.D. All rights reserved
opportunity to learn.
Highest & Lowest Scores
Highest Scores
71 We make certain that everyone is informed about what is going on across the organisation.

65 There is a long-term purpose and direction for CSIRO.

65 People work like they are part of a team.

65 The capabilities of our people are viewed as an important source of competitive advantage.

61 Innovation and appropriate risk taking are encouraged and rewarded.

Lowest Scores
15 When people ignore our organisational values, they are held accountable.

21 Decisions are usually made at the level where the best information is available.

21 We continuously track our progress against our stated goals.

22 When disagreements occur, we work hard to achieve “win-win” solutions.

23 It is easy to coordinate projects across different parts of the organisation.

23 We are able to meet short-term demands without compromising our long-term vision.

14 | 2022 Culture Survey Insights

 Have we defined a meaningful long-term direction for the
organisation and how to achieve it?
Mission Breakdown
2022: Overall Percentile
In CSIRO... 0 25th 50th 75th 100th
Strategic Direction & Intent
There is a long-term purpose and direction for CSIRO. 65
Our strategy leads other organisations to change the way they work in the industry. 45
There is a clear purpose that gives meaning and direction to our work. 54
There is a clear strategy for our future. 55

Scores are
Goals & Objectives percentiles that show
our position compared to
There is widespread agreement about goals. 35 over 1,000 organisations
Leaders set goals that are ambitious, but realistic. 31
CSIRO's leadership has clearly stated the objectives we are trying to meet. 34
We continuously track our progress against our stated goals. 21

Vision
We have a shared vision of what CSIRO will be like in the future. 51
Leaders have a long-term viewpoint. 28
Our vision creates excitement and motivation for our people. 56
We are able to meet short-term demands without compromising our long-term vision. 23

Quartile 1st 2nd 3rd 4th

15 | 2022 Culture Survey Insights In the highest 5 scored items In the lowest 5 scored items
 How well have we defined and embedded the values and systems that
are the basis of our culture?
Consistency Breakdown
2022: Overall Percentile
In CSIRO... 0 25th 50th 75th 100th
Core Values
The leaders and managers do what they say they'll do. 59
There is a clear and consistent set of values that governs the way we work. 54
When people ignore our organisational values, they are held accountable. 15
There is an ethical code that guides our behaviour and tells us right from wrong. 52
Scores are percentiles that
show our position compared
Agreement to over 1,000 organisations
When disagreements occur, we work hard to achieve “win-win” solutions. 22
There is a clearly defined culture. 45
It is easy to reach consensus, even on difficult issues. 26
There is a clear agreement about the right way and the wrong way to do things. 43

Coordination & Integration

Our approach to how we work is very consistent and predictable. 33
People from different parts of CSIRO share a common perspective. 38
It is easy to coordinate projects across different parts of the organisation. 23
There is good alignment of goals across levels. 25

Quartile 1st 2nd 3rd 4th

16 | 2022 Culture Survey Insights In the lowest 5 scored items

 How well are we building our human capability and
creating a shared sense of ownership and responsibility
Involvement Breakdown throughout the organisation?

Percentile
2022: Overall
0 25th 50th 75th 100th
In CSIRO... Empowerment
Decisions are usually made at the level where the best information is available. 21
Information is widely shared so that everyone can get the information they need when it's needed. 55
Everyone believes that they can have a positive impact. 50
Business planning is ongoing and involves everyone in the process to some degree. 38
Scores are percentiles that
Team Orientation show our position compared
Cooperation across different parts of CSIRO is actively encouraged. 57 to over 1,000 organisations

People work like they are part of a team. 65

Teamwork, rather than hierarchy, is used to get work done. 56
Work is organised so that each person can see the relationship between their 40
job and the goals of the organisation.

Capability Development
Authority is delegated so that people can act on their own. 30
The capability of our people is constantly improving. 58
There is continuous investment in the skills of our people. 54
The capabilities of our people are viewed as an important source of competitive advantage. 65

1st 2nd 3rd 4th

Quartile

17 | 2022 Culture Survey Insights In the highest 5 scored items In the lowest 5 scored items
 How effective are we at listening to and translating the
demands of the external environment into action?
Adaptability Breakdown Percentile
2022: Overall 0 25th 50th 75th 100th
In CSIRO... Creating Change
The way things are done is very flexible and easy to change. 30
We respond well to changes in our operating environment 37
(such as those caused by government, partners, customers, competitors etc.).
New and improved ways to do work are continually adopted. 50
Different parts of CSIRO often cooperate to create change. 46

Scores are percentiles that

Customer Focus show our position compared
to over 1,000 organisations
Customer comments and recommendations often lead to changes. 31
Customer input directly influences our decisions. 42
We all have a deep understanding of customer wants and needs. 58
We encourage direct contact with customers by our people. 36

Organisational Learning
We view failure as an opportunity for learning and improvement. 25
Innovation and appropriate risk taking are encouraged and rewarded. 61
Learning is an important objective in our day-to-day work. 53
We make certain that everyone is informed about 71
what is going on across the organisation.
Quartile 1st 2nd 3rd 4th

18 | 2022 Culture Survey Insights In the highest 5 scored items

Summary
Our strengths:

• We’re clear on CSIRO’s purpose and are motivated by our vision

• We share information to ensure everyone is informed
• We work as a team and value the capabilities of our people
• We’re encouraged to innovate and take appropriate risks

Our opportunities:

• Call out behaviours that aren’t aligned with our values

• Address practices and behaviours that reinforce silos and top-down decision-making
• Clearly communicate goals and objectives, their link to our vision, and how they’re tracking
• Identify and address short-term reactionary behaviours that get in the way of achieving the strategy and long-term vision

19 | 2022 Culture Survey Insights