Our Corporate plan 2026–30 explains who we are, what we do and where we are going.
It outlines our:
Our department recognises the First Peoples of this Nation and their ongoing cultural and spiritual connections to the lands, waters, seas, skies, and communities.
We acknowledge First Nations Peoples as the Traditional Custodians and Lore Keepers of the oldest living culture and pay respects to their Elders past and present. We extend that respect to all First Nations Peoples.
Artwork by Chern’ee Sutton, 2024
DISR Journey
This artwork represents all elements of the department. In particular, the rings represent Science, Resources and Industry and the U symbols are the people who work within. The large yellow ring represents the sun, symbolising the bright future the department is creating through their work and Reconciliation Action Plan.
The Department of Industry, Science and Resources and our broader portfolio helps the government build a better future for all Australians through enabling a productive, resilient and sustainable economy, enriched by science and technology.
We do this by:
Our work to implement the government’s Future Made in Australia agenda will build Australia’s industrial capabilities and create a more diversified and resilient economy, underpinned by science, research and innovation. We will continue to develop a robust resources sector to bolster domestic and regional energy security and support the transition to net zero.
Through targeted partnerships, we will drive a sustained uplift in research and commercialisation that will expand our technological and industrial limits and scale-up Australian ideas.
We are navigating an uncertain global environment, shaped by supply chain challenges, energy disruptions, rapid technological advancement and climate change. We are working with industry, government and international partners to identify real-time risks and respond to global disruptions.
We will support businesses and industry through responsible regulatory frameworks and targeted investment and services. The Investor Front Door will attract and accelerate nationally significant investments, helping to make our economy stronger and more resilient.
Collaboration is central to our purpose. We will work closely with Australian Government agencies, states and territories, international partners, businesses and communities. We will continue to build and strengthen our partnerships with First Nations Peoples and culturally and linguistically diverse groups and organisations.
Our people, systems and services drive our effectiveness. Undertaking annual business and workforce planning will focus our investment in new capabilities, technologies and ways of working. We will foster a culture that values curiosity, connectivity, collaboration and care, empowering our staff to perform at their best.
It is my pleasure to present the 2026–27 Department of Industry, Science and Resources Corporate Plan, covering the periods 2026–27 to 2029–30, as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013. This is our primary planning document and sets out how we will support our ministers and deliver on the government’s agenda.
Our purpose and key activities in the Industry and Science portfolio and Resources portfolio.
Our purpose: Building a better future for all Australians through enabling a productive, resilient and sustainable economy, enriched by science and technology.
Our key activities are:
Key activity 1.1: Growing innovative and competitive businesses and industries.
Key activity 1.2: Investing in science and technology.
Key activity 1.3: Supporting a strong resources sector.
For 2026–27, Key activity 1.1 has been amended from ‘Growing innovative and competitive businesses, industries and regions’. Contribution to growing regions is achieved through the department’s activities growing businesses and industries.
We are building a resilient economy for Australia that identifies and adapts to new markets and emerging opportunities. Strategic priorities under this activity include:
DISR staff Jane East and Lucas Rutherford at the Whyalla steelworks
Science and technology are essential to Australia’s economic and productivity growth. Strategic priorities under this activity include:
Casey Martone from the National AI Centre with the ARM Hub G1 humanoid robot at the AI Leadership Summit. Source: Committee for Economic Development of Australia
A sustainable resources sector attracts private investment, encourages innovation and meets community expectations. Strategic priorities under this activity include:
The Hon Madeleine King MP, Minister for Resources and Minister for Northern Australia, and Deputy Secretary Robert Jeremenko with DISR representatives at the Decarbonising Liquefied Natural Gas with Carbon Capture Storage event during the World Expo in Osaka, Japan
Australia faces a more contested and uncertain economic environment. The transition to net zero, intensifying global competition for industry and resources, and the rapid adoption of artificial intelligence (AI) are reshaping economic activity, while geopolitical tensions are increasing. In this environment, resilient supply chains, strong international partnerships, and a broader industrial base will be critical to Australia's long-term prosperity.
It is crucial that Australia harness its strengths to build resilience, enhance stability and protect economic security. Australia’s expanding critical minerals sector will help strengthen and diversify supply chains and support the global transition to net zero.
Our international partnerships facilitate access to world‑class research, innovation and development infrastructure which will drive productivity. We have a growing AI ecosystem, and are identifying new pathways for growth, including investing in AI and quantum research that will help solve some of our greatest national challenges. Our access to renewable energy sources, international partnerships, emerging technologies and human capital are all strengths.
Complex supply chains and structural shifts across energy, industry and technology are shaping the global landscape. Uncertainty has heightened efforts to strengthen our domestic supply chains and build a resilient and secure domestic economy. Our work will focus on building economic resilience, supporting innovation and making sure Australian industries can thrive in this rapidly changing global landscape. We will support the broadening of our sovereign manufacturing capability and deliver on the Australian Government’s commitment to a Future Made in Australia.
The conflict in the Middle East has impacted supply chains including fuel, plastics, chemicals and fertilisers. We are working with industry, government and international partners to monitor the impact of the conflict on supply chains and industrial users. We will continue to provide coordinated policy responses to strengthen Australia’s industrial resilience and respond to global supply chain disruption.
The government is committed to implementing a single-entry point for projects seeking Commonwealth investment and regulatory facilitation services, simplifying how businesses interact with government. Through the Investor Front Door, we will provide major project proponents a clear Commonwealth entry point for facilitation services, coordinating access to specialist investment vehicles such as the National Reconstruction Fund (NRF). These projects will strengthen Australia’s clean energy supply chains, lift productivity, create sustainable regional jobs, and improve regional resilience.
We are supporting the transition to net zero, accelerating the growth of our clean energy manufacturing and green metals sector. Australia has the resources, industrial base and renewable energy potential to become a globally competitive producer of green metals, including iron, steel, alumina and aluminium. We are leveraging these advantages by supporting innovation through the Green Metals Innovation Network, and catalysing early mover investment in commercial-scale green iron production through the Green Iron Investment Fund. Through the NRF’s Net Zero Fund, we are investing to support decarbonisation and energy efficient upgrades in hard-to-abate sectors, build domestic clean-energy supply chains and support the manufacture of low-emissions technology.
As the economy transitions, we will need to manage the impact of structural adjustment on Australian industries and regions, supporting opportunities to broaden our industrial base and strengthen our sovereign capabilities. We are working to support industrial transitions and protect national capability through targeted government support. This includes support packages for the Mount Isa copper smelter and Townsville copper refinery, Port Pirie and Hobart smelters, Boyne Island and Tomago aluminium smelters, Phosphate Hill fertiliser facility, and the Whyalla steelworks. By working with local businesses and communities, we will help carve a sustainable future for Australian regions.
The government is strengthening incentives for innovation through reforms to the Research and Development (R&D) Tax Incentive and Australia's venture capital tax incentive programs. The R&D Tax Incentive reforms will better target research and development that delivers spillover benefits to the broader economy. Venture capital reforms will expand investment and fund size thresholds, enabling greater investment in innovative start-ups and growing businesses. Together, these reforms will increase business investment in innovation, improve access to capital for high-growth firms, and support productivity and economic growth.
Our department and broader portfolio will leverage Australia’s national and competitive advantages to advance the government’s vision for a Future Made in Australia. We are committed to supporting Australian businesses as they adapt to change, while ensuring a level playing field through an effective and accessible trade remedies system. By doing so, we will support local industry and strengthen our position in global supply chains.
Senator the Hon Tim Ayres, Minister for Industry and Innovation and Minister for Science, Acting Secretary Julia Pickworth, Carl Chang and Deputy Secretary Robert Jeremenko at the Future Made in Australia Delivery Group at Industry House, Canberra
Our ability to deliver a Future Made in Australia is underpinned by the strength of our science and technology sectors.
Research, innovation and development are critical to addressing the decline in productivity growth. We will continue to work with the government to consider and respond to the recommendations of the Ambitious Australia: Strategic Examination of Research and Development final report – turning ideas into industries, strengthening resilience and supporting Australian workers and businesses. We will establish the National Resilience and Science Council, which will help guide the government’s more than $39 billion investment in research and development and advise on objectives, priorities and performance. This will support the government’s efforts to build resilient national industrial and technological capabilities.
We are undertaking responsible collaboration with international partners to ensure Australian research communities are working with the brightest minds across the globe. We are also seeking access to the cutting-edge research infrastructure needed to make our economy more efficient and more resilient. Australia’s proposed association to Horizon Europe will facilitate access to the world’s largest pooled research fund worth A$155 billion (EUR 95.5 billion) and enable research to be conducted at a scale that would be difficult for Australia to achieve alone.
We are implementing the National AI Plan to capture the opportunities of AI and spread the benefits to the Australian people. Our National AI Centre (NAIC) works with industry and the not-for-profit sector to drive safe and effective adoption of AI. It provides guidance, tools and connections across the ecosystem through a single platform. The new Australian AI Safety Institute will help evaluate emerging AI capabilities and support online safety. Working alongside the NAIC, the institute will contribute to global initiatives that tackle AI risks and harms, making sure AI development reflects Australian values.
Promoting and protecting our national interest is central to what we do. We are supporting the government to implement its Expectations of data centres and AI infrastructure developers. These expectations help ensure data centres put the needs of the Australian people first, support our clean energy transition and safeguard our long-term water security. Through our regulatory processes, we will prioritise proposals that align with these expectations.
Critical technologies like AI, quantum and robotics will shape the future economic and geopolitical landscape. We will strengthen Australia’s position as a global leader in quantum technologies by building on the performance of our quantum companies in the US Defense Advanced Research Projects Agency Quantum Benchmarking Initiative and the Robust Quantum Sensors Program. The National Reconstruction Fund Corporation’s $80 million investment in Diraq and Silicon Quantum Computing further supports larger capital raisings.
We are encouraging science, technology, engineering and mathematics (STEM) education and career pathways for Australians through Questacon, the National Science and Technology Centre. Questacon delivers inclusive and diverse national programs relating to Australian science, technology and innovation, helping build a future STEM pipeline.
The Australian Space Agency works across government, industry and academia to advance Australia’s space capability and our understanding of how data from space and space-enabled technologies can contribute to a productive, resilient and sustainable Australia. It engages internationally to create opportunity for Australian industry and science, including through the Artemis program, ratification of the Space Framework Agreement with the United States of America, and negotiations on a Cooperative Agreement with the European Space Agency. Through regulation under the Space (Launches and Returns) Act 2018, space monitoring and continuous improvement, it supports the development of a globally respected Australian space sector that is safe, responsible and innovative.
We continue to maintain Australia’s sovereign measurement science capabilities through the National Measurement Institute (NMI). NMI’s measurement services and regulation strengthen the international competitiveness of Australian businesses and underpin Australians’ confidence in products and services. We will consult on amendments to the National Measurement Act 1960, intended to improve Australia’s capacity to adopt and adapt to future technological changes.
The delegation and DISR staff at Industry House, Canberra, marking the conclusion of treaty negotiations with the European Commission for Australia’s association to Horizon Europe. Front row: His Excellency Gabriele Visentin, EU Ambassador to Australia, Maria Cristina Russo, Anthony McGregor, Deputy Secretary Helen Wilson and Jo Fielding
A strong, competitive and sustainable resources sector is crucial to Australia’s economic prosperity and resilience. We are supporting the resources sector to improve productivity, develop markets where Australian projects can operate competitively, and provide sustainable employment opportunities, particularly in regional Australia.
The resources sector is central to driving whole-of-government priorities including the National Agreement on Closing the Gap, First Nations economic self-determination and advancing gender equality. The department is pursuing First Nations economic empowerment through the Critical Minerals Strategy 2023–2030 and Future Gas Strategy. These strategies include enabling and empowering First Nations communities to play a central role in Australia's renewable energy transition and share the economic benefits. Through strengthened engagement, job opportunities, local training and direct community investment, we are working to ensure First Nations communities capture the economic benefits of projects that operate on their land. The Australian Radioactive Waste Agency recognises the importance of engaging with First Nations communities, creating sustainable relationships to listen, learn and share knowledge. Our work supports the sector to drive inclusive and safe workplaces for all Australians.
We are implementing the Critical Minerals Strategic Reserve. The reserve will help maximise the strategic value of Australia’s resources by securing priority minerals for Australia and our international partners. It draws on $1 billion for project support through the Critical Minerals Facility and $150 million for selective stockpiling. This will boost mineral production and processing, and ensure Australia remains at the centre of efforts to build stable and diverse global supply chains.
We will also work with our international partners to diversify critical minerals supply chains that are crucial to our advanced manufacturing and defence industries. We will deliver on commitments, including under the United States–Australia Framework for Securing of Supply in the Mining and Processing of Critical Minerals and Rare Earths.
The Future Gas Strategy recognises that Australian gas will continue to play an important role in the domestic and global energy transformation. We will implement priority reforms from the Gas Market Review, including introducing the Domestic Gas Reservation Scheme. These reforms will strengthen Australia’s energy security by reducing the risk of domestic shortfalls, placing downward pressure on prices, and supporting key international trade relationships. Further modernisation of the offshore resources regime will reinforce investment in the sector.
Environmental management underpins all aspects of our work. We are working with the National Offshore Petroleum Titles Administrator to focus future offshore petroleum and greenhouse gas storage acreage releases on existing discoveries and infrastructure in producing basins, minimising environmental impacts and supporting the transition to net zero.
Our aim is that Australia’s offshore regime remains world-leading in the protection of the safety of workers and the environment. Through our dedicated Offshore Decommissioning Directorate, we are implementing the government’s plan to establish a domestic decommissioning industry. Australia's Offshore Resources Decommissioning Roadmap sets out the actions the government will take to coordinate work, guide policy, and provide clear regulatory expectations to support a successful Australian decommissioning industry and contribute to a Future Made in Australia.
A domestic decommissioning industry will help create jobs for skilled offshore workers, build national capability, and support the safe and environmentally responsible removal of offshore oil and gas facilities and related infrastructure. The directorate is working with the National Offshore Petroleum Safety and Environmental Management Authority (NOPSEMA) to clarify regulatory processes and maintain best-practice safety and environmental outcomes. We are supporting the government’s 5-yearly review of the operations of NOPSEMA. In addition, we will support NOPSEMA as it reviews its funding and cost recovery model to address the increasing complexity of the operating environment.
We will continue working with regulators to advance proactive decommissioning planning and to deliver responsible and sustainable approaches to the disposal of Australia’s radioactive waste. The Australian Radioactive Waste Agency is progressing work for government consideration on long‑term near-surface and geological disposal radioactive waste management options. We are advising current and future waste holders, and working with regulators and state and territory governments to ensure safe and secure long-term management of Australia’s radioactive waste.
Deputy Secretary Robert Jeremenko discussing local priorities with DISR staff at the Queensland State Office
Delivering the department’s priorities relies on clearly understanding the capabilities we need, where they are most critical, and how we will sustain them. This includes the people, systems, technology, data, services and operating settings that enable us to deliver effectively, and requires a considered approach to how we invest in, structure and deploy these capabilities.
Deputy Secretary Neal Mason addressing DISR staff at Industry House, Canberra
Our people remain central to our success, and we will ensure they have the capability, tools and support to perform at their best.
Over the next 4 years, we will focus on strategic workforce planning. This means being deliberate about where we invest and aligning our capability to our highest priorities. It also means ensuring we have the right skills in the right places to deliver our functions effectively.
We do this in a context of increasing competition for specialist talent, changing employee expectations and the growing use of digital tools like artificial intelligence (AI). This will require us to be disciplined, adaptable and clear about what matters most.
We will prioritise building capability in critical areas, strengthening leadership at all levels, and supporting career development in a targeted way. At the same time, we will maintain a safe, respectful and flexible workplace that supports inclusion, performance, wellbeing and accountability.
Our key people priorities over the life of the plan are to:
This work is guided by Australian Public Service (APS) and departmental strategies, frameworks and agreements, including our:
With the People Strategy 2024–2026 and Stretch Reconciliation Action Plan 2023–2026 nearing completion, new strategies are under development to set a renewed direction.
We will continue to align with the APS Strategic Commissioning Framework through embedded governance and workforce planning. This includes maintaining clear definitions of core work, robust oversight of outsourcing decisions and strengthened assurance arrangements. The department will only use external labour where it is consistent with, and justified under, the framework, while continuing to build internal capability to deliver core work through targeted workforce planning and capability development.
Supported by staff located across Australia, our Business Grants Hub works with policy partners to deliver grant administration services. It currently offers services for us and 9 other Australian Government agencies.
We use our payroll processing and Aurion systems expertise to provide payroll services to 21 Australian Government agencies, with more agencies to onboard in 2026–27.
Over the next 4 years, we will adapt our systems and processes to maximise the benefits of emerging technologies, enabling more efficient service delivery and enhanced insights. This approach will assist client agencies in supporting their policy development and workforce management.
Through our Single Business Service (business.gov.au and business contact centre), we provide cross-government support for businesses. This service brings together information and resources from all levels of government so Australia's business community has the support it needs to succeed.
Questacon Science Circus at the Ainslie Arts Centre in Braddon, Canberra
Our Data and Digital Strategy 2025–2027 enables the department to deliver simple, secure and connected services, and evidence-based policies and programs. Data and digital technologies are strategic assets that support how we develop and deliver policy, programs and services. Good data and digital practices enable us to put Australians and their businesses at the heart of everything we deliver. They help ensure we deliver our policies and programs efficiently and effectively, using the best available evidence.
We are continuing to invest in digital infrastructure that supports collaboration and aligns with the department’s Cyber Security Strategy 2025–2030. This ensures the department can continue to safeguard the systems and services that underpin our digital operations and maintain our integrity and resilience. We are adopting artificial intelligence (AI) responsibly, with strong governance arrangements that include:
Implementing Microsoft 365 Copilot is helping us build an AI-literate workforce and maximise the benefits of emerging technologies. We are developing custom AI solutions to help mitigate program risks, ensure compliance, and enhance our knowledge management and organisational productivity. As we deploy these solutions, we will engage staff early, clearly communicate potential impacts on roles and ways of working, and provide support for capability uplift and workforce transition. We will work closely with our staff to support seamless integration across our systems and processes, ensuring changes are implemented in a transparent and responsible way.
We are uplifting our data and digital maturity to deliver better policy, program and service outcomes through increased employee capabilities and user-centred digital experiences. This includes:
Our Evaluation Strategy 2024–2028 complements this work by supporting evidence-based policy decisions and continuous improvement.
Our growing capabilities empower staff to:
Firm, Innovation and Technology Analysis team members with their Data Award. The team’s work on the Emerging Industries Database won the Data Science and Analytics category in the 2026 APS Data Awards
We work closely with the other entities in our portfolio to provide advice and deliver services to business, the community and other Australian Government portfolios.
We also connect and work with a diverse range of stakeholders and partners. Best practice engagement approaches are a core part of our policy making, program delivery and customer outreach. This aligns with our commitment to Australian Public Service reform and the Charter of Partnerships and Engagement. This includes our engagement with the National Indigenous Australians Agency and fostering purpose‑driven relationships with First Nations communities, businesses and organisations.
We engage across government on cross-cutting policy issues. This includes leading whole‑of-government coordination and advice on Future Made in Australia, critical technologies, the digital economy and supply chain resilience.
The department does not have any subsidiaries.
The department and its portfolio entities use these tools to support sectors and stakeholders and achieve our purpose.
Our strong governance arrangements help us to achieve our purpose and comply with legislative, regulatory, financial and other obligations. Arrangements support the Secretary to discharge their duties under the Public Governance, Performance and Accountability Act 2013 and Public Service Act 1999.
Our governance committee structure provides assurance and oversight of management responsibilities and compliance. The structure includes the Executive Board and subcommittees that cover:
Other committees and working groups across the department oversee topical strategic and operational matters, such as artificial intelligence and digital adoption.
Our Accountable Authority is the Department of Industry, Science and Resources Secretary. The Secretary is also Chair of the Executive Board.
The department’s key governance committees are the Executive Board and the board’s 3 subcommittees. The subcommittees are the People, Safety and Culture Committee, the Operations Committee, and the Performance and Risk Committee.
Other departmental committees and working groups contribute to our governance as well.
The department also has an independent Audit and Risk Committee, which is accountable directly to the Secretary. The Audit and Risk Committee has a Financial Statements Subcommittee with an independent chair.
We have embedded risk management in our governance structure, policies and processes. Our risk management framework supports us to meet obligations under section 16 of the Public Governance, Performance and Accountability Act 2013 and reflects the Commonwealth Risk Management Policy. It guides how we respond to evolving opportunities and threats in line with our risk appetite.
Our risk management activities include:
We are strengthening our risk management capability and culture across the department. The Chief Risk Officer, together with our leadership team, is driving our activities to ensure staff feel comfortable discussing risk, understand their responsibilities, have access to support and receive clear risk messaging from leaders.
In managing enterprise risk, integrity is at the core of the advice we give, decisions we make, information we hold and ways our people behave. We are building an environment where:
We are committed to managing climate risks and opportunities in support of the government’s net zero targets, climate adaptation and disclosure goals. We recognise our responsibility to be more prepared and responsive to the increasing impact of climate change on the environment, society and the economy.
We are continually refining our framework, tools and guidance to reflect contemporary risk management practices.
We embrace and promote a healthy attitude to risk. This means we accept risks that help us meet our obligations, seize opportunities, promote efficiencies and support innovation in our dynamic and diverse portfolio.
We acknowledge our operating environment is complex and evolving. This means our risks are multifaceted and interconnected and we manage them in a way that recognises this interdependence. We try to achieve the right balance between engaging with risk and being accountable. This maintains the confidence and trust of the government, industry and public, and sustains our influence. We consider our appetite for taking risk in the context of the type and nature of each risk we take, including potential consequences.
| Enterprise strategic risk | Risk management approach |
|---|---|
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Reputation, confidence and influence We maintain a strong reputation that supports confidence, trust and influence with government, industry and the community. Responsible committee: Performance and Risk Committee |
Our effectiveness depends on how well we engage, how we deliver and how we are perceived. We strengthen confidence and influence by building productive relationships and communicating clearly and consistently. We adapt to emerging issues in a dynamic environment to shape outcomes and our reputation. |
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Delivery We adaptively prioritise to sustain delivery outcomes for our key activities in a dynamic environment. Responsible committee: Performance and Risk Committee |
We deliver reliably and reinforce program resilience by aligning resources and effort to priorities and managing dependencies. We anticipate emerging pressures, test delivery complexity and maintain arrangements to support delivery through disruption. |
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Staff capability We retain, develop and attract the people capability we need to deliver the government’s priorities now and into the future. Responsible committee: People, Safety and Culture Committee |
To manage capability risk, we implement targeted people initiatives by:
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| Enterprise operational risk | Risk management approach |
|---|---|
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Information and system security We maintain secure and resilient information and digital systems. Responsible committee: Operations Committee |
We maintain secure and trusted information environments through strong controls, clear accountabilities and compliant information handling practices across the department. We plan and modernise systems to ensure continuity and resilience against emerging technology threats such as AI and quantum computing. We review and optimise our approach as operating needs and technology evolves. |
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Safe work environment We maintain a work environment that is safe and promotes wellbeing. Responsible committee: People, Safety and Culture Committee |
We recognise that safety is everyone’s responsibility. We provide strong work health and safety governance, consultation, and a proactive risk management approach that identifies and eliminates or minimises physical and psychosocial hazards. We continuously improve our controls, plan for disruption, and monitor leading indicators to prevent harm. |
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Integrity We maintain good governance and ethical standards and adhere to our legal obligations. Responsible committee: Performance and Risk Committee |
Our governance approach supports transparency in decision-making, accountability and integrity, and a safe to speak up culture. Our Executive Board and its subcommittees manage enterprise risk oversight. This ensures we can manage risks appropriately and respond to evolving opportunities and threats in line with the enterprise risk appetite. We implement government priorities in line with legislation, frameworks and guidance. We target our integrity controls to higher-risk activities. |
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Financial We maintain financial sustainability through transparent, risk-informed decision-making. Responsible committee: Operations Committee |
We strengthen stewardship by improving financial controls and insights for leaders. We link financial risk to delivery risk and use improved forecasting, internal budget allocation, investment planning and scenario analysis to guide decisions. We monitor asset replacement needs and market conditions that may affect price and availability. We have open discussions to reallocate funding where required. |
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Emerging technology adoption and governance We build the capability, governance and operating model required to safely adopt and scale emerging technologies in the department, ensuring innovation delivers sustained value. Responsible committee: Operations Committee |
We uplift organisational capability, guidance and decision-making frameworks to support the safe, consistent and effective adoption of emerging technologies. This includes establishing and enforcing consistent governance, risk management and assurance processes across the technology lifecycle to ensure readiness – from trial through to adoption and scaling. We embed governance into business processes, strengthening oversight and ensuring alignment with Commonwealth expectations for managing technology-related risks. |
Our performance shows accountability to our ministers, the government, the parliament and the Australian public.
We publish performance measures through this plan and the Portfolio Budget Statements (PBS). We report performance results in our annual report through the annual performance statements which are audited by the Australian National Audit Office (ANAO).
Some of our strategic priorities relate to activities that are overarching in scope or too early in their development for meaningful performance measurement. We conduct regular reviews under our enterprise performance framework to update our performance measures as these activities progress, while building on lessons learned through ANAO audits.
Support economic growth, productivity and job creation for all Australians by investing in science and technology, growing innovative and competitive businesses, industries and regions, and supporting a strong resources sector.
We provide regulatory functions to support and improve businesses and the Australian community. The Australian Government regulator stocktake sets out these regulatory functions and, where applicable, provides a link to the current Statement of Expectations issued by the responsible minister and the corresponding Statement of Intent.
We measure regulator performance drawing on 3 best practice principles in the Resource Management Guide 128: Regulator performance:
We have developed performance measures where regulatory functions reflect a key contribution to our key activities.
Our performance measures relate directly to our purpose and key activities. They do not describe everything we do, but focus on activities that make a significant contribution to achieving our purpose and key activities. We use qualitative and quantitative measures to assess our outputs, efficiency and effectiveness over time.
Performance information for each key activity is as follows:
Since the Corporate Plan 2025–29, the following performance measures have been ceased:
New measures, and substantial amendments to existing measures, are detailed in this section.
This activity aims to support the growth of innovative and competitive businesses and industries. It also aims to build a diversified, flexible, resilient and dynamic economic base that can identify and adapt to new markets and emerging opportunities. It relates to PBS 2026–27 Outcome 1, Program 1.1.
For 2026–27, Key activity 1.1 has been amended from ‘Growing innovative and competitive businesses, industries and regions’. Contribution to growing regions is achieved through the department’s activities growing businesses and industries.
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 | At least $1.20 of business co-investment for every $1.00 of grant funding in total across portfolio programs that require business co-investment. |
| Why this matters | Investment in critical sectors, including manufacturing and commercialisation, will have flow‑on benefits to the broader economy. |
| Data source | The department’s internally maintained Business Grants Management System and other departmental records. |
| Methodology | We take the sum of business co‑investment or co‑contribution across all the department’s grants programs with a co-investment requirement and divide by the grant funding from the department. |
| Change from previous year | Nil. |
| Measure details | Measure description |
|---|---|
| Type | Efficiency (proxy) |
| Target 2026–27 to 2029–30 |
At least 90% of key grant activities achieved within agreed timeframes, comprised of:
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| Why this matters | As part of growing innovative and competitive businesses, the department aims to ensure businesses can easily access the help they need. We do this by ensuring grant recipients experience timely action from the department in entering into grant agreements and receiving milestone payments. |
| Data source | The department’s internally maintained Business Grants Management System. |
| Methodology | We look at the proportion of key grant activities (comprised of agreements executed and progress payments made) achieved within target timeframes. |
| Change from previous year |
The target for this measure has been revised from ‘year-on-year maintenance, or increase’ to ‘at least 90%’. This change is based on the result of quarter 3 2025–26 (90.8%), which was achieved through a concerted effort to enhance timeliness of grant deliveries across the Business Grants Hub since the beginning of 2025–26. |
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 |
Target 1: Maintain or increase compliance rate (timeliness and achievement of obligations) of reporting against AIP plans. Target 2: Maintain or increase percentage of reports found to be achieving the obligations of the Australian Jobs Act 2013 (Jobs Act) via regulatory intervention. Target 3: Measure percentage of new suppliers engaged from procurements undertaken. |
| Why this matters |
The AIP Authority is the regulator of the Jobs Act. It assists proponents of major projects to understand the obligations of the Jobs Act. It also monitors and evaluates actions undertaken by proponents as described in AIP plans and compliance reports. AIP plans describe the actions proponents will take to meet the obligations. The AIP Authority ensures AIP plans are appropriate and that proponent actions comply with the plans. By doing this, it helps Australian entities to have full, fair and reasonable opportunity to supply goods and services to major projects. This ensures Australian suppliers are given the opportunity to bid for the supply of key goods and services to major Australian projects. In winning the award of the tender to deliver work packages, they become part of the supply chain. |
| Data source | The Jobs Act database and departmental records. |
| Methodology |
We run queries in the database to extract information for the reporting period. The database records decisions made by the AIP Authority, including project details, dates of submission and decisions. Data includes the number of approved AIP plans, reports received, reports found to be compliant and reports found non-compliant. It also includes the report’s submission date and the number of rounds of regulatory intervention. This measure is met when the first 2 targets are achieved. Target 3 is not used to calculate the result of this measure; it is included to ensure transparency. |
| Regulator performance | The measure relates to the regulatory function of the AIP Authority. The measure aligns with the best practice principle 3: collaboration and engagement. |
| Change from previous year | Target 3 has changed from ‘maintain or increase’ to ‘measure’. The result is heavily influenced by external factors, so it was considered inappropriate to aim to maintain or increase it. Target 3 will not be compared to previous (or future) year results. |
| Measure details | Measure description |
|---|---|
| Type | Effectiveness (proxy) |
| Target 2026–27 to 2029–30 |
Target 1: 5% improvement in completion times of ADC dumping and subsidy investigations. Target 2: Stakeholder satisfaction with the ADC’s performance is above 60%. |
| Why this matters |
In administering an anti-dumping system, the department secures a level playing field for Australian industry by investigating and remedying unfair international trade practices including dumping, subsidies and import surges. Timely investigations enable Australian industry to access effective trade remedies outcomes sooner. This limits the impact of unfair international trade, supporting business certainty and investment, and strengthening confidence in the trade remedies system. Stakeholder satisfaction provides assurance that the system is meeting the needs of industry by delivering timely, accessible and transparent services, while strengthening confidence in the integrity of the ADC regardless of the outcome of an investigation. It also supports continuous improvement in outcomes for stakeholders. |
| Data source | ADC’s case management system and annual stakeholder survey. |
| Methodology |
Target 1: Data from the case management system is used to determine the average duration of completed dumping and subsidy investigations. The result is compared to the preceding 3‑year average. Target 2: A survey of ADC’s industry and government stakeholder satisfaction is conducted annually. Survey respondents are asked to consider their experience with the ADC in the previous 12 months, and the responses are consolidated as an average. This measure is met when both targets are achieved. |
| Regulator performance | The measure relates to the regulatory function of the ADC. The measure aligns with the best practice principle 1: continuous improvement and building trust. |
| Change from previous year |
The measure previously tracked the average duration of 7 case types against a benchmark year (2022–23). It is now limited to the dumping/subsidy case type and assessed against a rolling 3-year average. Results will not be comparable to previous years. Target 2 is new in 2026–27. |
| Measure details | Measure description |
|---|---|
| Type | Efficiency (proxy) |
| Target 2026–27 to 2029–30 |
Target 1: 95% of applications processed within 40 business days for first-time registrants. Target 2: 95% of applications processed within 20 business days for registrants that have applied within 6 months after the end of the income period. Target 3: 95% of applications processed within 80 business days for registrations submitted from 6 to 10 months after the end of the income period. |
| Why this matters | The measure outlines how quickly the department processes R&D Tax Incentive applications, of which we receive around 14,000 per year. An efficient registration process ensures companies have certainty early. This means they can file their income tax returns with the Australian Taxation Office to get the benefit of the program quickly. |
| Data source | R&D Tax Incentive program data. |
| Methodology |
We use program data to find the difference in days between the date the company submitted their registration application and the date the department registered the application. We use this to determine the proportion of applications processed within the allotted timeframes. This measure is met when all 3 targets are achieved. |
| Regulator performance | The measure relates to the regulatory function of the R&D Tax Incentive Branch. The measure aligns with the best practice principle 1: continuous improvement and building trust. |
| Change from previous year | Nil. |
This activity aims to boost our science and technology capability to facilitate the development and uptake of new ideas and technology and build a strong base for science in Australian decision-making. It relates to PBS 2026–27 Outcome 1, Program 1.2.
| Measure details | Measure description |
|---|---|
| Type | Output |
| Target 2026–27 to 2029–30 |
Target 1: More than 50% of Questacon’s national STEM events reaching lower socio-economic communities. Target 2: More than 60% of Questacon’s national STEM events reaching regional and remote communities. |
| Why this matters |
Questacon attracts up to half a million visitors each year from the public and schools to enjoy exhibits, shows and inspirational learning experiences at our centre in Canberra. Questacon aims to make visible the value of science and technology to everyone’s lives. This includes the importance of developing STEM skills and the future that STEM careers can offer. We are committed to overcoming social disadvantage and geographic isolation as a barrier to engagement with science, technology and innovation. Those living in regional, rural, and remote areas and in lower socio-economic status deciles have less access to STEM experiences. Questacon’s national touring, educator and virtual programs let Australians engage with science, technology, and innovation wherever they are. They do this by reaching schools, educators and communities that would otherwise have limited access to a Questacon experience. These programs are free for schools, reducing cost barriers to participation. |
| Data source |
Questacon’s attendance data for national activities, as defined by relevant departmental programs or initiatives. The Australian Curriculum, Assessment and Reporting Authority (ACARA), My Schools, and the Australian Bureau of Statistics (ABS) remoteness data are linked to our databases using the ACARA School ID for schools and event venue postcode for community activities. |
| Methodology |
Events reaching lower socio-economic communities are calculated by the percentage of schools engaged that have an Index of Community Socio-Educational Advantage value of <1000 and the percentage of communities engaged in postcodes that have a Socio-Economic Indexes for Areas decile value of <6. Events reaching regional and remote communities are calculated by the percentage of schools and communities engaged from postcodes defined as inner regional, outer regional, remote or very remote under the ABS Remoteness Structure. This measure is met when both targets are achieved. |
| Change from previous year | Nil. |
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 |
Target 1: The total number of participants in selected Inspiring Australia – Science Engagement Program (IA-SEP) supported events, activities and competitions is maintained or improved compared with the previous year. Target 2: Proportions of enrolments from women and First Nations people in STEM university and vocational education and training (VET) programs are maintained or improved year-on-year, based on 10‑year rolling averages. For 2026–27, the targets are:
|
| Why this matters |
STEM underpins a thriving scientific and technology‑enabled economy. The department’s policies and programs support nationwide science engagement and help break down barriers for women and other diverse groups to participate in STEM education and employment. This helps to equip Australians with the skills they need to do the jobs of the future. Science engagement participation provides a direct indicator of the department’s delivery of portfolio initiatives that connect Australians with science through events, activities and competitions. Diversity in STEM enrolments provides a broader, longer-term indicator of whether participation in STEM education is being maintained or improved for key cohorts. While the department’s performance is the focus of this measure, there are many factors outside of the department’s control that contribute to performance against the target. |
| Data source |
Selected IA-SEP program reporting for science engagement participation, the Higher Education student data collection, and the Total VET students and courses data collection. Selected IA-SEP program reporting covers:
Higher Education and VET data are updated annually by the Department of Education and the National Centre for Vocational Education Research, respectively, and are publicly available. |
| Methodology |
Results for the measure are drawn from 2 components: Target 1: Science engagement participation is assessed using participant counts reported through selected IA-SEP supported events, activities and competitions. The core count is the total participant count, based on program reporting. Where relevant, supporting descriptors may include the number of events or activities delivered, schools or organisations involved, delivery mode, public access, location, and whether the figure is verified or estimated. Performance will be assessed using the total number of participations in selected IA-SEP supported events, activities and competitions that run annually. Target 2: Diversity in STEM enrolments is assessed using:
The proportion of enrolments each year is compared to the 10‑year rolling average for that category of enrolments. This data is routinely prepared for the department’s annual STEM Equity Monitor publication. The calculation methodology for the STEM Equity Monitor and its supporting data sources can be found in the methodology chapter of the monitor. The diversity in STEM enrolments component is made up of 4 data points:
This measure is met when both targets are achieved. |
| Change from previous year | This is a new measure in 2026–27. |
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 |
Target 1: Maintain measurement capabilities and accreditations against benchmarked levels. Target 2: Improve the trader audit compliance rate by at least 10%. |
| Why this matters |
Australia is a trade-oriented economy. Organisations trade more than $1 trillion worth of goods, services and utilities involving measurement in Australia each year. Reliable measurements help consumers and businesses make informed buying choices. More broadly, this supports efficient markets. Our measurement system underpins effective regulation of health, safety and the environment, and allows advanced industrial production and manufacturing. It also supports the management of critical infrastructure, including for energy supply, and drives innovation and research. |
| Data source |
|
| Methodology |
Target 1 is measured by comparing the data reported by:
Target 2 is measured by comparing the final rate of trader audit compliance with measurement regulations against the compliance rate for initial trader audits. This measure is met when both targets are achieved. |
| Regulator performance | Target 2 relates to the regulatory function of the NMI. The target aligns with the best practice principles 1: continuous improvement and building trust, and 3: collaboration and engagement. |
| Change from previous year | The calculation methodology for Target 2 was updated to compare the initial compliance rate with the final compliance rate for the same population of traders. Previously, the methodology compared non-compliance rates identified during initial audits with non‑compliance rates identified during follow-up audits. The result will not be comparable to previous years. |
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 | Zero fatalities, serious injuries or damage to other property as a result of authorised Australian space activities. |
| Why this matters |
Effective regulation, as set out in Space (Launches and Returns) Act 2018, aims for a reasonable balance between:
|
| Data source |
The department’s records of authorised space activities under the Space (Launches and Returns) Act 2018 and any relevant accident or incident investigation reports during the reporting period. Post-activity reports generated by the ministerially appointed launch safety officer or launch proponent will verify the number of fatalities, serious injuries or incidents of damage to other property. |
| Methodology | The measure is based on quantitative data. The measure is derived from the number of fatalities, serious injuries or damage to other property as a result of authorised Australian space activities. |
| Regulator performance | The measure relates to the regulatory function of the National Space Safety Office. The measure aligns with the best practice principle 2: risk based and data driven. |
| Change from previous year | Nil. |
This activity aims to support the sustainable development of the resources sector, attract private sector investment and encourage innovative technologies. It relates to PBS 2026–27 Outcome 1, Programs 1.3 and 1.4.
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 |
A year-on-year increase in a majority of the number, stage and investment in critical minerals projects, across:
|
| Why this matters |
Australia is widely recognised as having very large geological endowments of many critical minerals and the potential to process them. These minerals are vital to global economic security. Markets for these minerals and processed products are often characterised by concentrated global supply chains, which can increase price volatility and supply risk for sectors like defence, transport, energy generation and telecommunications. Growing the critical minerals sector in Australia is expected to deliver economic benefits, including increased trade, investment and employment opportunities. It will also support the diversification of global supply chains and position Australia as a reliable, responsible and secure supplier of critical minerals. While this measure focuses on the department’s performance, outcomes are also influenced by external factors beyond the department’s control, including global market conditions and decisions by commercial parties and other governments. |
| Data source | The department’s annual Resources and Energy Major Projects report. |
| Methodology |
We compare the number, stage and investment in mining and processing operations from the current year and previous year (for example, X lithium mining operations in 2023, subtracted from Y lithium mining operations in 2022). A positive or negative result indicates growth or lack of growth. Commentary notes the likely impact of market dynamics. Changes to the Critical Minerals List occur over time. To support the assessment of performance over time, previous results are re-calculated and presented in the annual performance statements for the current reporting period, where required. This measure is met when there is an increase in the majority of categories (4 or more). |
| Change from previous year | The target and methodology for assessing results were updated in 2026–27 to more accurately reflect how the measure is assessed. |
| Measure details | Measure description |
|---|---|
| Type | Efficiency (proxy) |
| Target 2026–27 to 2029–30 | Assessment timeframes met 90% of the time. |
| Why this matters | Processing applications efficiently supports a strong offshore resources sector by creating business certainty and reducing project timelines. |
| Data source | The Titles Administrator’s National Electronic Approvals Tracking System and departmental records. |
| Methodology | A reporting tool in an internal database automatically calculates the percentage of applications that have met the assessment timeframes under the Offshore Petroleum and Greenhouse Gas Storage Act 2006. These are hardcoded in the database. |
| Regulator performance | This performance measure relates to the activities of the Titles Administrator. The measure aligns with the best practice principle 1: continuous improvement and building trust. |
| Change from previous year | Nil. |
| Measure details | Measure description |
|---|---|
| Type | Effectiveness |
| Target 2026–27 to 2029–30 |
Progress towards decommissioning the Northern Endeavour and remediating the Laminaria-Corallina oil fields while ensuring safety and protection of the environment. In 2026–27, this includes: Target 1: Progressing Stage 1 engineering and design activities for Phase 2 (plug and abandonment), including commencing a process to transfer the Field Safety Case to the Phase 2 lead contractor and identifying potential long lead items for Phase 2 execution. Target 2: Completing a tender process to procure a lead contractor for Phase 3a (the removal of sub-sea infrastructure). Target 3: Commencing a tender process to procure a lead contractor for Phase 3b (waste disposal and recycling). Target 4: Progressing the dismantling and recycling activities of the Floating Production Storage and Offloading vessel, including hazardous waste mapping, tank and topside cleaning, and progressing plans for the disposal of any naturally occurring radioactive materials. Target 5: Demonstrating continued compliance with the department’s Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) approval conditions. |
| Why this matters |
Following the liquidation of the former owner, the Commonwealth is overseeing the decommissioning of the Northern Endeavour facility and remediation of Laminaria-Corallina oil fields. Work is being undertaken in phases. The 2026–27 targets will support the program transitioning to Phases 2 and 3 while assuring safety and protection of the environment. |
| Data source |
|
| Methodology |
Real progress will be compared to forecast activity. This measure is met when 4 or more targets are achieved. |
| Change from previous year | Yearly targets, methodology and data sources have changed to reflect progress in phases of work. |
| Measure details | Measure description |
|---|---|
| Type | Output |
| Target 2026–27 to 2029–30 |
Target 1: Ensure the Ranger Intergovernmental Taskforce on Closure meets (at a minimum) every 2 months and has recorded minutes. Target 2: Commission at least 5 assurance reports per year to support the Rum Jungle Rehabilitation Program Board, and provide at least 4 assurance reports to the Minister for Resources to support administration of the federation funding agreement with the Northern Territory Government. Target 3: Ensure the Maralinga Land and Environmental Management Committee meets twice per year. |
| Why this matters |
The Commonwealth is addressing or regulating significant historical environmental and cultural impacts, including:
While the Commonwealth’s role differs across these activities, delivery of agreed outcomes relies on clear accountability, robust governance and strong intergovernmental and Traditional Owner engagement. |
| Data source |
|
| Methodology |
Progress will be measured against governance activities expected to occur in 2026–27. This measure is met when all 3 targets are achieved. |
| Change from previous year | This is a new measure in 2026–27. |
| Measure details | Measure description |
|---|---|
| Type | Output |
| Target 2026–27 to 2029–30 | On-time delivery of agreed program milestones. |
| Why this matters |
Conventionally-armed nuclear-powered submarines will be acquired by the government as part of the AUKUS nuclear-powered submarine pathway announced on 14 March 2023. As a responsible nuclear steward, Australia will be responsible for the management, storage and disposal of spent nuclear fuel and radioactive waste generated from its conventionally-armed nuclear-powered submarines. Defueling and decommissioning of Australia’s nuclear‑powered submarines is not expected to occur for decades. The complexity of the task means that early planning will be important to meet sovereign readiness milestones. No sites have yet been identified to dispose of radioactive waste as a result of Australia’s nuclear-powered submarine program. The department, through the Australian Radioactive Waste Agency, will support work for future government decision making on end-of-life radioactive waste and spent fuel from the nuclear-powered submarine program. |
| Data source | Reporting against program milestones and deliverables agreed with the Australian Submarine Agency. |
| Methodology |
Periodic status reporting on program milestones and deliverables agreed with the Australian Submarine Agency. Records of inter-departmental communications noting delivery and acceptance of program milestones or agreed variations to them. This measure is met when all milestones due in the reporting period are delivered on time. |
| Change from previous year | This is a new measure in 2026–27. |
DISR touch football team at the NAIDOC Week competition in Adelaide. The DISR team received the competition's Sportsmanship Award, a reflection of the respect, inclusion and teamwork that define our department
