ANSTO Corporate Plan 2022-26

Corporate Plan

Nuclear science and technology for the benefit of all Australians

Introduction A message from the Chair of the Board

On behalf of the ANSTO Board, I am pleased to present ANSTO’s 2022–2023 Corporate Plan, which covers the period 2022–2026, as required under section 35 (1)(b) of the Public Governance, Performance and Accountability Act 2013 (Cth).

ANSTO is Australia’s sovereign nuclear organisation that delivers benefits to Australia through the application of nuclear science and technology. ANSTO is actively working to address some of the most challenging issues facing Australia today. As well as our key role in delivering nuclear medicines to improve the health of the Australian community, ANSTO plays a vital role as an adviser to the Australian Government, industry and education sectors, as well as to the broader community, on nuclear technology.

ANSTO continues to improve lives and deliver successful outcomes with cutting edge nuclear medicine which is likely to benefit every Australian at some point in their lives. ANSTO produces 80 per cent of Australia’s nuclear medicines used for the diagnosis, staging and treatment of diseases, including cancer. ANSTO also conducts and supports research into human health, including emerging nuclear medicine diagnostic and therapeutic products.

ANSTO uses a range of technologies through the breadth of our research and infrastructure. For example, using the imaging and medical beamline at ANSTO’s Australian Synchrotron to differentiate between soft tissues, we are delivering better patient outcomes through improved diagnostics such as high-quality 3D imaging. In advanced manufacturing, ANSTO utilises our OPAL Nuclear Reactor to irradiate silicon for use in the high-speed train and automotive sectors and is the world’s largest provider for this high technology service.

In the environmental arena, ANSTO researchers are using radiological techniques to reconstruct variability in past climates. Understanding the past, will allow us to improve the accuracy and certainty of climate related predictions to ensure Australia’s future environmental, economic and social prosperity. These are just a few examples of many, that demonstrate ANSTO’s sovereign capabilities and Australian-led innovation.

Defence and security issues continue to be a major focus for ANSTO. The new trilateral security partnership between Australia, the UK and the US (AUKUS) is a historically significant development for nuclear science and technology in Australia. As the centre of Australia’s nuclear research and technology capabilities, ANSTO looks forward to supporting the Australian Government in delivering the nuclear-powered submarines as part of the AUKUS Agreement.

2020/21 continued to present many challenges to the organisation, not least of which was COVID-19. I would like to extend my appreciation to our staff for the incredible work they have done to ensure the safe, secure and sustainable operation of our infrastructure, as well as ensuring the reliable supply of radioisotopes and nuclear medicines for Australia. This was achieved despite significant interruptions in the domestic and international supply chains.

The continued and sustained support from government continues to be critical to securing ANSTO’s operations and Australia’s nuclear capabilities into the future. The financial support to ANSTO to conduct the first phase of work for the replacement of our nuclear medicine manufacturing facility is especially important to that goal.

With almost 70 years of nuclear stewardship experience through ANSTO, all Australians should be proud of our nation’s nuclear science and research capabilities.

On a personal note, I wish to thank every Board member for their commitment and for their contributions and continuing leadership for ANSTO. I look forward to the great work ANSTO will do over the life of this Corporate Plan to make its own contributions to Australia’s future.

The Hon Dr Annabelle Bennett AC SC Board Chair

A message from the Chief Executive Officer

Our Corporate Plan is a foundation for the organisation from which to innovate and achieve beneficial outcomes for Australia. This year I am pleased to present a new strategy which will drive the organisation to address Australia’s greatest priorities. Our research areas: health, the environment and nuclear technologies, will continue to support our position as Australia’s trusted source on nuclear science and technologies, add value for Australia’s largest industries and deliver quality products to our customers.

Our key priority remains the timely delivery of nuclear medicine products and services. With the announcement of government funding towards the scoping of a new nuclear medicine manufacturing facility, we will secure our ability to reliably deliver our nuclear medicine products where they are most needed.

The recent announcement of AUKUS has also highlighted the need for ANSTO’s support in the successful delivery of nuclearpowered submarines. To date, ANSTO has provided significant technical advice, collaboration and support to all areas of government. Under this program of work, ANSTO is working to ensure a nuclear-capable workforce for the future which will deliver Australia’s significant nuclear capabilities.

Demand for nuclear capabilities is growing and can be seen in the establishment of the Australian Radioactive Waste Agency and their role in delivering an operational National Radioactive Waste Management Facility. ANSTO will continue to provide exciting opportunities for collaboration, lending support and sharing our capabilities. ANSTO will ensure the safe management and investment required to continue to expand our sovereign capabilities.

As home of Australia’s most significant landmark and national infrastructure for research, over the past few years we have provided priority access to researchers seeking to understand how adaptive immune cells recognise and interact with the SARS CoV-2 virus. With over 120 experiments, conducted at ANSTO, we have developed important insights that have helped to steer the world during this difficult time.

ANSTO has also been a major contributor and regional leader in developing technical capability, knowledge transfer and capacity building in the region. This has largely been through our role within the International Atomic Energy Agency’s (IAEA) Regional Cooperative Agreement (RCA) for Research, Development and Training Related to Nuclear Science and Technology for Asia and the Pacific. ANSTO will be hosting the National Representative Meeting of the RCA in 2023 and it will be a key focus of ANSTO so as to ensure Australia’s continuity in terms of leadership, partnerships and commitment in the region.

Finally, I would like to take this opportunity to thank our staff for their dedication, hard work and resilience through the COVID-19 pandemic. With your commitment, we are creating a diverse and inclusive STEM workforce of the future.

We will continue to work closely with our collaborators, partners, and entrepreneurs across academia and industry to grow Australia’s economy.

Shaun

Chief Executive Officer

Australian Nuclear Science and Technology Organisation Act 1987 (ANSTO Act 1987)

Industry, Innovation and Science Portfolio Budget Statements 2022–23

Ministerial Statement of Expectations (dated 13 February 2020)

Public Governance, Performance and Accountability Act 2013 (PGPA Act)

ANSTO 2022–2026 Divisional Strategies

Jenkinson

Key documents that have informed the development of this Corporate Plan include:

Our organisation

Our mission

What we do

As Australia’s sovereign nuclear organisation, ANSTO is actively working to address some of the most challenging issues facing Australia today. ANSTO produces nuclear medicines to improve the health of the Australian community and plays a vital role as an adviser to the Australian Government, industry and education sectors, as well as the broader community on nuclear technology.

ANSTO activities span manufacturing, research and advisory functions linked to our mandate including:

Nuclear medicine production and human health research:

ANSTO produces 80 per cent of Australia’s nuclear medicines used for the diagnosis, staging and treatment of diseases, including cancer. ANSTO also conducts and supports research into human health, including emerging nuclear medicine diagnostic and therapeutic products.

ANSTO’s production of nuclear medicines represents the only pharmaceutical production process owned by the Commonwealth Government and provides a platform for secure sovereign control of these critical products.

Advanced manufacturing and support for the resources sector:

ANSTO contributes to the advanced manufacturing development of industry including ground-breaking materials research for extreme operating conditions in space and the oceans, as well as finding ongoing solutions for energy generation and storage. ANSTO supplies over 50 per cent of the world’s requirements of irradiated silicon for use in high-speed trains and in the automobile sector, including electric and hybrid vehicles. In addition, ANSTO plays a key support role in Australia’s critical minerals strategy aimed at ensuring greater self-reliance and diversity of international supply of critical minerals.

Defence and national security:

ANSTO advises the Australian Government on the application of nuclear technology, including the acquisition of nuclear-powered submarines as part of the AUKUS initiative. ANSTO assists the defence and national security industry by providing access to a unique combination of scientific infrastructure and expertise in materials engineering and advanced manufacturing. ANSTO also supports teams working with radiation so they are able to operate safely using advanced imaging solutions, provision of relevant training programs and nuclear waste consultancy services.

Research infrastructure and scientific support capabilities:

ANSTO research infrastructure comprises a capital investment of more than AU $1billion, provision of more than 350 researchers and instrument scientists, and an extensive array of facilities that support more than 8,000 users from universities, research institutions, and industry from around Australia and internationally. This large portfolio positions Australia at the forefront of translational research and innovation for the benefit of public health, industry and the environment.

As the operator of Australia’s only nuclear reactor – the OPAL multi-purpose nuclear reactor – we address key scientific questions in the nuclear fuel cycle. We are Australia’s knowledge centre for current and emerging nuclear technologies.

As an industry partner, some of our business capabilities include: detection and imaging, minerals and radiation protection consulting, irradiation services, environmental monitoring and training. The ANSTO Innovation Precinct in Southern Sydney is the home of ANSTO’s nandin Innovation Centre, where business leaders and entrepreneurs engage with science, technology and industry. nandin has over 30 start-ups that are connected to ANSTO’s leading research talent, including industry-focused graduates, seeking to develop the next generation of thinking

Purpose

that will support our industries into the future. Many of these start-ups draw on ANSTO’s infrastructure and expertise, and are leading innovation in the fields of cybersecurity, artificial intelligence and space.

The work of ANSTO is directly relevant to the Australian Government’s National Science Priorities and provides a direct benefit to the nation in terms of its economic performance, favourable health outcomes, a nuclear workforce for the future and translational research with real national benefit.

ANSTO’s purpose is derived from section 5 of the Australian Nuclear Science and Technology Organisation Act 1987 (Cth) (the ANSTO Act), which directs the core functions we undertake for the benefit of Australia:

. conduct research and development in relation to nuclear science, engineering and technology;

. produce and use radioisotopes, isotopic techniques and nuclear radiation for medicine, science, industry, commerce and agriculture;

. encourage and facilitate the application and use of results gained from research and development;

. manage radioactive materials and waste arising from various prescribed activities;

. provide goods and services related to core activities;

. provide advice to government and liaise with other countries on behalf of Australia in nuclear-related matters;

. make available to other persons – whether or not on a commercial basis – the knowledge, expertise, equipment, facilities, resources and property of the organisation for the purposes of scientific research, innovation and training;

. publish scientific and technical reports, periodicals and papers, and provide public information and advice; and

. facilitate education and training in nuclear science and technology, including through granting scientific research studentships and fellowships, in cooperation with universities, professional bodies and other education and research institutions.

2.2

2.1

To deliver knowledge, value and trust through the application of nuclear science, technology and engineering.

ANSTO is the nation’s knowledge centre for nuclear science, with almost 70 years of experience. Our people, the custodians of Australia’s nuclear and accelerator expertise, are amongst our nation’s most talented researchers, scientists, engineers and nuclear experts.

ANSTO has a diverse workforce, across our Lucas Heights and Clayton campuses, with more than one-third of staff undertaking activities to support scientific research. A large number of our staff are directly involved in the manufacture and provision of nuclear medicines for Australia. The remainder of ANSTO’s staff consist of, but are not limited to, engineers, technical assistants, education officers, communications specialists, human resources experts, government liaison staff, business development experts, accountants, information technology (IT) specialists, maintenance workers and administrative staff.

ANSTO is making transformative, systematic and sustained changes to its workforce planning by aligning itself with the Women in STEM Decadal Plan. Developed by the Australian Academy of Science in collaboration with the Australian Academy of Technology and Engineering, this plan aims to attract more of its target groups to STEM. ANSTO strives to be a leader in diversity and inclusion, and to provide an environment in which all staff can thrive and progress. As such ANSTO holds an Athena SWAN Bronze Institutional Award from Science in Australia Gender Equity (SAGE). This award recognises the organisation’s commitment to advancing the careers of women, with the ultimate goal of achieving gender equity by 2030. ANSTO will fulfil the targets of its SAGE Action Plan over the coming years, working towards attaining a higher accreditation when it becomes available in Australia.

Our values

Our values were developed by our staff and underpin everything we do.

2.5

Safety culture

ANSTO is committed to continuous improvement of the safety culture which is essential to ensure our staff work in a safe and supportive environment. We believe that a strong safety culture focuses not only on physical safety, but also on the wellbeing of our people. In practice, we are investing in both proactive and responsive programs to address psychosocial risk. These programs will support a strengthened safety culture where

Key activities for 2022–2026:

How we will deliver on our strategy and purpose

Health monitoring

PROGRAM

To improve organisational visibility of occupational health and medical surveillance results, we will implement a human health monitoring program. This program will integrate personal occupational radiation dosimetry with an occupational health software system. It will allow for data-driven early intervention in terms of high consequence health hazards.

it is safe to belong, respectfully challenge and learn. We are continuously monitoring ways to improve our safety systems through staff consultation. We will continue to maintain the alignment of our practices with the standards set by national and international organisations, such as the IAEA and other relevant bodies.

2.6

Our traditional owners

ANSTO is proud to continue to build and strengthen our relationships with First Nation communities and other important stakeholders.

The basis of this is a respectful relationship with the local Indigenous communities of Dharawal at Lucas Heights and the Boonwurrung of Kulin Nation at Clayton, where our two campuses are located. It extends to cultural representations at both sites in consultation with local groups and advisors. Local sponsorship activities include the provision of educational resources to local schools that highlight Aboriginal cultural values. Educational outreach also includes Aboriginal cultural content for students and teachers relating to how nuclear techniques are used to confirm the great antiquity of Aboriginal culture.

Psychological safety culture PROGRAM

This program focuses on psycho social safety monitoring utilising data collection, diversity and inclusion surveys, employee satisfaction surveys, safety empowerment and reporting measures. We will use this data to implement early intervention programs, such as local focus groups, to proactively improve the wellbeing of our people.

As a national research organisation, ANSTO has research collaborations with academic partners and local Aboriginal and Torres Strait Islander communities in areas such as Kakadu

Reconciliation Action Plan

and the Kimberley with connections to Country spanning back thousands of years. Nuclear and accelerator techniques have provided novel approaches to the challenge of dating rock art and evidence of occupation extending back 65,000 years.

In a contemporary setting, ANSTO promotes the blend of traditional Indigenous knowledge and Western science to find sustainable solutions to environmental challenges. Aboriginal and Torres Strait Islander peoples’ understanding of the Australian environment is important to ANSTO. Their intrinsic understanding and scientific approach provide the potential to develop new sustainable solutions. It is important for people from all Aboriginal and Torres Strait Islander communities to be an integral part of the research activities ANSTO undertakes when on Country.

ANSTO is committed to implementing our Reconciliation Action Plan (RAP), a meaningful and living document that guides and informs our organisational governance and processes supporting Aboriginal and Torres Strait Islander peoples. ANSTO’s RAP is the blueprint for ANSTO to make progress in three key areas of Aboriginal reconciliation:

1. Relationships –

Building and strengthening relationships with Aboriginal and Torres Strait Islander peoples.

2. Respect –

Increasing awareness of Aboriginal and Torres Strait Island culture knowledge, histories and achievements.

3. Opportunities –

Growing partnerships.

The RAP was developed by ANSTO’s Indigenous Australian Outreach Committee, a group that guides ANSTO on engagement and outreach with respect to Aboriginal and Torres Strait Islander peoples and communities. The framework, as developed by Reconciliation Australia, provides organisations with a structured approach to advance reconciliation. Each type of RAP is designed to suit an organisation at different stages of their reconciliation journey. ANSTO currently holds an ‘Innovate RAP’ and over the course of this Plan, we commit to embedding long-term reconciliation business strategies, to actively champion initiatives to empower Aboriginal and Torres Strait Islander peoples, and ultimately, to inspire societal change.

Developing and strengthening relationships with Aboriginal and Torres Strait Islander peoples, engaging staff and stakeholders in reconciliation, and developing and piloting innovative strategies to empower Aboriginal and Torres Strait Islander peoples.

2.7

Our strategy in summary

Our ANSTO strategy is outlined below. It directs how we plan to achieve our purpose. It was developed in early 2022 by the Senior Executive and the ANSTO Board.

STRATEGIC OBJECTIVE 1 –

Deliver on Australia’s priorities for the benefit of people, industry and the environment through nuclear excellence in research and the use of national infrastructure

STRATEGIC OBJECTIVE 2 –

Improve the health of Australia by supporting access to current and future nuclear technologies for diagnostic, therapeutic and innovative treatments for current and emerging diseases

STRATEGIC OBJECTIVE 3 –

Australia’s source of nuclear expertise, advice and services to governments, academia, industry and community

STRATEGIC OBJECTIVE 4 –

Lead the development of a nuclear-capable workforce aligned with government policy objectives

Our strategy and our priority activities

STRATEGIC OBJECTIVE 1 –

Deliver on Australia’s priorities for the benefit of people, industry and the environment through nuclear excellence in research and the use of national infrastructure

Deliver and translate research that has scientific and industrial impact for Australia

The Australian Government’s nine Science and Research Priorities, developed in consultation with industry, research and government, are designed to focus support for science and research on the most important problems facing Australia. We challenge ourselves to create innovative and sustainable solutions for these problems, and to support Australia to capitalise on contemporary and emerging opportunities.

Key activities for 2022–2026: How we will deliver on our strategy and purpose

Updated ANSTO research and development strategy and implementation

Translating our research into scientific and industrial impacts is a priority for ANSTO. In developing our updated research and development strategy, we created an alignment between ANSTO’s new vision, strategy and resources and Australia’s national priorities. Through its implementation, we will also drive improved communication and engagement about the value and impact of our research and development. This will be supported by process improvements to systems which are tailored to research and development, including finance management, IT data management, intellectual property (IP) and commercialisation.

Across the evolution of our areas of strategic focus there has been a defining constant. ANSTO concentrates its research and development efforts around areas that deliver a national need and which only ANSTO can provide; providing a sovereign capability is a touchstone for what we do.

ANSTO delivers nuclear science and technology research and development both directly, in areas that represent not only a sovereign capability but which are research strengths at ANSTO, and indirectly by making our research infrastructure accessible to users external to ANSTO. While these two functions are perennial, the way that they are supported through our internal structures will continue to evolve in order to effectively deliver national benefit.

Current Research Information System and Portal (CRISP) project

The CRISP project will provide our organisation with best practice, integrated software tools and analytics to more effectively manage information and data related to all aspects of our research activities. Outcomes from the project will include improved reporting and analytics, and improved support for compliance. Following the scoping study undertaken in FY21, ANSTO will now implement the Research Infrastructure Management Strategy (RIMS) and gather requirements for the functionality upgrade of the ANSTO Research Portal, the gateway to submission of research proposals by all users of ANSTO’s research infrastructure, and a Laboratory Information Management system.

Updated

development strategy and implementation

CRISP

Translation

* ANSTO only, ANSTO with national co-authors, ANSTO with international co-authors, ANSTO with both national and international co-authors.

** Excluding National Collaborative Research Infrastructure Strategy (NCRIS) grants.

Form strategic partnerships and collaborations to leverage more effective research outcomes for Australia and the world

We will represent Australia in important international fora on nuclear research, nuclear security, nuclear safety, nuclear law, nuclear energy, agriculture, development cooperation, environmental studies, water security, human health, waste management, and nuclear education and outreach. Australian scientists will benefit from our strong network of strategic national and international research collaborations by connecting with a network of global experts who are undertaking technologically advanced research projects.

Measuring performance:

Operate world-class research infrastructure and leverage capabilities to deliver outcomes for Australia

Our infrastructure places Australia at the forefront of translational research and innovation for the benefit of public health, industry and the environment. It is used by universities, researchers and industry both from around Australia and internationally.

ANSTO’s

national and landmark science and research infrastructure

Australian Centre for Nuclear Science (ACNS) upgrades

In FY23, ANSTO will upgrade critical instrument systems and expand equipment at the ACNS. These investments will ensure ANSTO’s state-of-the-art neutron scattering research infrastructure remains world-class and can operate reliably for decades to come.

These investments will include:

. replacement of critical instrument systems and equipment with funding of $3.5 million secured through the 2020 Research Infrastructure Investment Plan; and

. Koala (Laue diffractometer) instrument upgrade which will ensure its reliability, scientific capabilities and performance, and future maintainability.

ANSTO’s research focus areas

Health

OPAL multi-purpose nuclear reactor upgrades

The OPAL multi-purpose nuclear reactor has been operating since 2007. OPAL is a 20-Megawatt multi-purpose research reactor for radioisotope production, irradiation services, and scientific neutron beam research. OPAL uses low enriched uranium fuel in a compact core, cooled by light water and moderated by heavy water. It is also equipped with a special cold neutron source (CNS) operating at minus 250 degrees Celsius, which provides further research capabilities. This CNS has a defined operating life; its planned upgrade in 2023–2024 will preserve and enhance our ability to provide effective scientific infrastructure utilisation for science, research and industry partners. OPAL has a comprehensive asset management strategy to effectively manage pieces of infrastructure. This strategy includes regular and consistent engagement with regulators and staff to ensure safe and sustainable operations are maintained.

ANSTO will shortly be preparing for a shipment of spent fuel from the OPAL multi-purpose nuclear reactor to a reprocessing facility in France. This will be the second spent fuel shipment, the first of which was successfully carried out in 2018.

Project BRIGHT

To date $95 million has been secured for the project BRIGHT program from more than 30 universities, research institutes and government agencies in Australia and New Zealand. This project is enabling ANSTO to construct eight additional beamlines at the Australian Synchrotron over the coming years. The creation of these new beamlines will nearly double the Australian Synchrotron’s research capacity. This level of support highlights the importance of the facility to the Australian and New Zealand innovation and science ecosystem.

The planned beamlines to be constructed include:

. Microcomputed Tomography beamline (MCT)

. Two Medium Energy X-ray Absorption Spectroscopy beamlines (MEX 1&2)

Small Angle X-ray Scattering beamline (BioSAXS)

. Advanced Diffraction and Scattering beamlines (ADS 1&2)

. Nanoprobe beamline (NANO)

. High Performance Macromolecular Crystallography beamline (MX3)

ANSTO will also undertake scoping studies for the acquisition of additional neutron beam capabilities, to be housed within a planned second neutron beam guide hall in the future.

Centre for Accelerator Science (CAS) upgrades

In FY23, ANSTO will upgrade critical accelerator systems and equipment, initiate the consolidation of sample preparation facilities, and recruit additional support for the industry and commercial user program, with funding secured through the 2020 Research Infrastructure Investment Plan. These investments will ensure the longevity and efficient operation of world-class accelerator science capabilities and instrumentation delivered by CAS. With funding from the Australian Space Agency’s Space Infrastructure Fund, strategic development of our irradiation capabilities will establish sovereign capability in space radiation testing.

ANSTO’s continuing developments in automation, advanced sample processing, and sample mounting methodologies will increase productivity in high growth and impact research areas such as groundwater resource management, the Antarctic environment and climate science. Scoping studies to expand ion beam characterisation and irradiation capabilities will also support advanced material development for hydrogen storage and energy materials as well as for nuclear and radiobiology technologies.

National Deuteration Facility (NDF) capability expansion

Our work is critical in providing onshore support to drug discovery programs in Australia, reducing the inherent risks of dependency on outsourcing to overseas countries. In FY23, ANSTO will expand the capabilities within the NDF.

Projects under this expansion activity are underway to: increase production capacity of deuterated lipids and their building blocks by up-scaling reactions using larger size hydrogen/deuterium exchange pressure reactors; provide stable isotope internal standards for drug discovery and analysis programs in Australia;

. provide solutions to industry by evaluating the effect of deuteration on improving performance or materials properties in industrial, medical or environmental applications; and

. build Australia’s human capital in deuteration by attracting and retaining researchers of high international standing and by providing high-quality postgraduate and postdoctoral training for the next generation of researchers in deuteration.

Environment Nuclear fuel cycle

OPAL multi-purpose reactor Australian Centre for Neutron Scattering

Australian Synchrotron Centre for Accelerator Science

National Deuteration Facility

Replacement of CNS Ensure the ongoing and safe operation of the OPAL nuclear reactor and optimally position ANSTO to supply radioisotopes reliably, undertake effective silicon irradiations, and deliver neutrons for research and industry applications.

MCT, MEX 1&2, BioSAXS Expand the existing infrastructure at the Australian Synchrotron, making it the ‘go to’ facility for the nation’s scientific imaging capabilities for addressing national and global challenges.

Research Infrastructure Investment Plan Ensure ANSTO’s state-of-the-art neutron scattering research infrastructure remains world-class and can operate reliably for decades to come.

Research Infrastructure Investment Plan for critical systems, facilities and equipment

Ensure longevity and efficient operation of the world-class capabilities and instrumentation delivered by CAS, and provide sovereign capability for ion beam precision irradiation to meet the national need for facilities supporting space, defence and advanced manufacturing.

Increase production capacity Expand existing capabilities to transition NDF from primary support of characterisation techniques to enabling research utilising deuterated molecules as functional materials in industry and biotechnology programs.

The Australian Synchrotron is one of the leading synchrotron facilities of its kind, maximising utilisation to deliver beneficial research outcomes for Australia. ANSTO measures the Australian Synchrotron’s performance by percentage availability. This is the delivered number of hours available out of the scheduled number of hours available.

ACNS will remain a world-leading facility, capitalising on the high availability of the OPAL reactor to support Australian researchers and industries. ANSTO measures the performance within ACNS by percentage utilisation. This is the number of actual operating days out of the scheduled operating time.

CAS will maximise utilisation of the available capacity of Australia’s accelerator technologies and expertise. ANSTO measures the performance within CAS by percentage utilisation. This is the number of actual operating days out of the scheduled operating time.

NDF will maintain a world-leading position in the provision of a wide variety of complex deuterated chemicals for research that are not readily available anywhere else. ANSTO measures the performance within NDF by percentage utilisation. This is the percentage of the NDF production capacity utilised by the approved user demand.

* Decreased days at power due to an extended maintenance shutdown.

** User Satisfaction (NPS) is measured through a voluntary survey

Note: % utilisation performance measures are calculated as utilisation divided by availability and represented as a percentage.

Build new knowledge, drive innovation and support training and development for the safe management of radioactive waste

The use of radioactive materials and radiation at the OPAL multi-purpose nuclear reactor supports the production of nuclear medicines, scientific research and industrial applications. ANSTO has almost 70 years of experience in advancing the understanding of the management of spent nuclear fuel and delivering safe and reliable forms for radioactive waste.

Key activities for 2022–2026: How we will deliver on our strategy and purpose

Develop and implement world-leading innovative radioactive waste treatment and management technologies

Innovative and sustainable waste conditioning and management technologies, such as ANSTO Synroc®, will bring benefits to domestic and international holders of radioactive waste. Such developments support ANSTO’s core capability and legislated mandate to temporarily store and manage radioactive waste on behalf of Australia.

The Synroc® waste treatment technology is an exciting Australian innovation. It integrates the design of both the waste form and process technology to immobilise radioactive waste, minimise volume, and provide an extremely durable and safe solution for final disposal. The world-first Synroc® Waste Treatment Plant is under construction adjacent to the ANSTO Nuclear Medicine facility. The new plant will treat liquid waste by-products from the manufacture of Mo-99.

Implement intermediate-level waste (ILW) storage solutions – a new building and new tank farm

In the course of producing radiopharmaceuticals for both Australian and international communities, ANSTO generates different kinds of radioactive waste, which is safely managed on-site. ANSTO currently stores over 1,200 cubic metres of intermediate-level solid waste, also known as remote-handled solid waste (RHSW), from legacy activities. In addition, ANSTO generates an additional 20 cubic metres each year. This will increase with the commencement of operations at the Synroc® Waste Treatment Plant. Construction of a new interim storage facility has commenced and will ensure that ANSTO can continue to manage these wastes safely and responsibly, which in turn will support the continued production of radiopharmaceuticals over the coming decades.

Legacy acidic liquid waste from past Mo-99 production processes is currently stored in shielded tanks that have been in service for almost 50 years. Projects have commenced for the construction of a new tank farm (an important sustainability and risk mitigation activity) that will ensure that ANSTO can continue to safely store this waste while we work on novel solutions to prepare the waste for disposal.

Ensure the reliable and sustainable supply of commercial products and services for the benefit of Australia and the world

ANSTO provides the Australian and international community with products and services to improve human health, support industries and protect the environment. We are committed to providing products and services that meet or exceed the expectations of our customers and stakeholders.

Minerals and metals

ANSTO has provided the mining and minerals processing industries with consultancy, process development and research services for more than 40 years and continues to do so both in Australia and globally. We also provide input and support to the Critical Minerals Facilitation Office located in the Department of Industry, Science and Resources (DISR) and their work to advance Australia’s Critical Minerals Strategy. The ANSTO minerals business conducts long-term research and development focused on the future needs of clients. We are committed to providing practical solutions and innovative technologies to deliver financial and environmental benefits for Australia. Our specialised facilities enable added value for customers in a range of areas including minerals containing naturally occurring radioactivity and minerals processing operations with complex metallurgy. Over the period covered by this Plan, we will continue our focus on delivering projects to support the extraction of critical minerals, uranium, rare earths and lithium in an efficient, effective and environmentally sustainable manner.

Silicon irradiation – neutron transmutation doped (NTD) silicon

NTD silicon is used for special applications in high-powered/ high-voltage applications. Silicon irradiation, also known as neutron transmutation doping (NTD), is conducted in the OPAL multi-purpose nuclear reactor. Customers deliver silicon ingots to ANSTO which are then irradiated in the OPAL multi-purpose nuclear reactor and returned to customers for use. With over 50 per cent of the global market share, ANSTO will continue over the period of this Plan to maximise its production in line with market demand for high-power semiconductor applications. These include high-voltage product for greener power grids, high-speed rail, industrial automation, and the international electric vehicle and hybrid electric vehicle automotive industry.

Develop and implement world-leading innovative radioactive waste treatment and management technologies

Implement ILW storage solutions –a new building and new tank farm

Construction of a world-first Synroc® Waste Treatment Plant to ensure liquid waste by-products from the manufacture of Mo-99 are treated in a safe, economical, and sustainable way.

* Delivery in full and on time.

Note: DIFOT is calculated as delivery ‘in full’, irradiated within a specified target resistivity tolerance and proportion of material without physical defect or damage and ‘on time’, is the dispatch from ANSTO on or before an agreed date.

Construction of new storage facility Ensure ANSTO’s state-of-the-art neutron scattering research infrastructure remains world-class and can operate reliably for decades to come.

of new tank farm

Ensure ANSTO operates sustainably

We will continue to ensure the sustainability of our operations by:

3.1.7

Use knowledge incubation, research translation and collaboration within the Innovation Precinct to produce real-world benefits

ANSTO’s Innovation Centre, nandin brings science and technology entrepreneurs, start-ups and graduates together to challenge, design, innovate and commercialise, creating new jobs in the high-growth industries of tomorrow. nandin is home to a vibrant community of 30 member businesses who work to develop ingenious solutions to solve as yet unmet challenges in our world. By connecting our community to forward-looking science and technology, nandin helps brings deep tech ideas to life.

Launched by the Greater Sydney Commission in 2020, a new ANSTO Collaboration Area Place Strategy outlines a bold vision for ANSTO’s Innovation Precinct to become a globally-connected community with government researchers and start-ups creating solutions within a well-connected campus.

Key

activities for 2022–2026:

How we will deliver on our strategy and purpose

Campus Renewal Plan 2035

The Campus Renewal Plan 2035 is being developed with a focus on reviewing, developing, and consolidating the existing asset base and business functions within ANSTO. This will improve our long-term operational sustainability, enhance our environmental footprint and drive efficiencies.

The Campus Renewal Plan 2035 will:

. consolidate existing assets, focusing on an affordable and costeffective strategy for asset decommissioning and demolition;

. identify opportunities to reduce ANSTO’s operational costs;

. consolidate existing business functions, focusing on the synergies and alignment of varying operations;

. improve collaboration, functional relationships, security and operating efficiencies; and

. develop a planning framework for the rationalisation and future growth of ANSTO’s Lucas Heights campus, with significant focus on the Innovation Precinct.

Developing an environmental sustainability strategy

Over the period covered by this Plan, ANSTO will implement a 15-year environmental sustainability roadmap that will result in the reduction of ANSTO’s carbon emissions footprint. Once finalised, the roadmap will include long-term environmental sustainability plans, actions we will take as an organisation to contribute to ecologically sustainable development, and the key performance indicators that will enable us to track and measure our environmental performance.

Automation projects

ANSTO will prepare and deliver a series of automation projects across the organisation focused on continuous improvement in the OPAL multi-purpose nuclear reactor, nuclear medicine facilities, radioactive waste management facilities and the minerals operational area. These projects include automating nuclear medicine production processes, installing a radioactive contamination robot with inspection capabilities, and using automation to improve the overall process efficiencies associated with our broader products and services, such as silicon irradiation.

STRATEGIC OBJECTIVE 2 –

Ensure the reliable and sustainable supply of nuclear medicines, products and services

ANSTO maintains its focus on developing reliable nuclear medicines that will improve clinical outcomes for Australia. We will deliver this through significant investment in ANSTO manufacturing, research and development capabilities and through targeted solutions. In turn, this will provide a pipeline of nuclear medicine solutions that will address critical areas that are currently unmet.

Key activities for 2022–2026: How we will deliver on our strategy and purpose

Nuclear Medicine Project –planning and design

ANSTO’s current Nuclear Medicine Production Facility, known as Building 23, is currently 60 years old and has been deemed by regulators and independent experts to be in urgent need of replacement. In September 2021, the Australian Government announced the funding of the first phase of a replacement project to design and build a new facility. This decision secures Australia’s end-to-end modern, sovereign nuclear medicine manufacturing capability.

The design and planning phase will take place in 2022–23 and will provide the gateway to the establishment of a purpose-built manufacturing facility, containing modern equipment and the latest technology for production to the highest standards of safety, quality and reliability. This infrastructure will support the delivery of nuclear medicine services and offer investment in future industry development including highly-skilled jobs such as nuclear medicine researchers, developers and practitioners. It will also support pharmaceutical research and development, and contribute to research translation and medical industry collaboration to improve health care in Australia.

Ongoing maintenance of our Nuclear Medicine Production Facility

ANSTO’s Nuclear Medicine Production Facility has a broad range of assets, some up to 50 years old. In order to provide a safe, secure and sustainable supply of nuclear medicines from the current facility a significant redesign of maintenance strategies and capital improvement plans is required. As a result, a failure mode analysis of the facility and its systems is being undertaken to determine the most appropriate maintenance strategy.

ANSTO has a thorough Asset Management Plan that will be implemented over the remaining lifetime of the Nuclear Medicine Production Facility. This includes a capital improvement plan that initially focuses on the remediation of the facility over the next five years to enable it to continue to run safely and reliably. This plan will then transition to maintaining the facility for its remaining life.

Five-year research and development strategy for successful innovation in health

We will continue to use our sovereign capabilities in radioisotope and radiopharmaceutical development for the benefit and growth of nuclear medicine treatment and translational medical research. This activity focuses on delivering improving health outcomes for all Australians through the effective application of radioisotopes and related technologies, including radiopharmaceuticals.

Ongoing maintenance of our Nuclear Medicine Production Facility

Five-year research and development strategy for successful innovation in health

Sustainment of operations within the Nuclear Medicine Production Facility.

Improved health outcomes for all Australians through the effective application of radioisotopes and radioisotope-enabled technologies including radiopharmaceuticals.

Improve the health of Australia by supporting access to current and future nuclear technologies for diagnostic, therapeutic and innovative treatments for current and emerging diseases

STRATEGIC OBJECTIVE 3 –

Australia’s source of nuclear expertise, advice and services to governments, academia, industry and community

Deliver expert advice to local, state and federal governments, and other stakeholders to support the national interest

As a Corporate Commonwealth Entity within the Industry, Science and Resources Portfolio, ANSTO plays a vital role in providing expert advice to the Australian Government on all nuclear science and technology related matters. We have direct accountabilities and responsibilities to inform policy and to provide expert advice to the Australian Government, including to our responsible Minister(s) and their offices, DISR, the Chief Scientist of Australia, and other key departments and agencies, including the Department of Foreign Affairs and Trade (DFAT), the Department of Defence, and the Department of the Prime Minister and Cabinet (PM&C). We will continue to make significant contributions to policy forums and national discussions to preserve Australia’s sovereign capability in nuclear technology, including medicine so that future generations of Australians have access to these life-saving products.

Developing a long-term management solution for Australia’s radioactive waste is operationally crucial for ANSTO’s activities. We will continue to support the Australian Radioactive Waste Agency (ARWA) and DISR through the provision of technical expertise to deliver the National Radioactive Waste Management Facility (NRWMF).

Measuring performance:

Participate in global and regional nuclear discussions and forums to ensure that Australia remains a leader in the application of nuclear science and technology

ANSTO, as Australia’s national nuclear research organisation and the centre of Australian nuclear expertise, has obligations to act as a means of liaison between Australia and the world in matters of nuclear science and technology. As a regional leader in nuclear science and technology, we provide Australia’s National Representative on the treaty-level RCA for Research, Development and Training Related to Nuclear Science and Technology for Asia and the Pacific. We also oversee Australia’s participation in IAEA Coordinated Research Projects (CRPs).

ANSTO represents Australia at the Organisation for Economic Co-operation and Development (OECD) Nuclear Energy Agency’s (NEA) highest policy-making body, the Steering Committee for Nuclear Energy, in addition to the Nuclear Development Committee, and other specialised committees and working groups, including engagement with the global nuclear medicine industry. ANSTO is active in the Generation IV International Forum (GIF), enabling the provision of comprehensive advice to government on nuclear technologies, and participates in GIF Policy and Expert Group meetings. ANSTO also continues to represent Australia in the Forum for Nuclear Cooperation in Asia (FNCA), a Japanese Government-led initiative aimed at furthering nuclear knowledge transfer and capability development in our region.

To further support Australia’s position in major multilateral forums, we will continue expansion of bilateral and collaborative agreements with key nuclear research institutions.

Key activities for 2022–2026: How we will deliver on our strategy and purpose

Case studies to highlight and assess the impact of our engagement with government-related stakeholders

≥ Four case studies per annum

Chairing the Regional Cooperative Agreement (RCA)

Australia, through ANSTO, will serve as the Chair of the RCA in 2023. The chair position rotates through each of the 22 RCA government parties annually and offers Australia a rare opportunity to provide strategic direction to the activities of the RCA. The treaty is the primary mechanism by which Australia demonstrates its international obligations to cooperate in the peaceful uses of nuclear science and technology.

Measuring performance:

Performance measure 2022-2023 2023-2024 2024-2025 2025-2026

Facilitation of Australian participation and leadership in IAEA and RCA programs

RCA: Participation in 80 per cent of active projects, leading ≥1 project

IAEA CRP: Participate in ≥10 projects relevant to nuclear applications

Case studies to highlight and assess the impact of our engagement with international stakeholders ≥ Two case studies per annum

Grow a more informed generation of Australians who understand the benefits of nuclear science and technology

Educating and engaging with the wider community enables ANSTO to grow a more informed generation of Australians who understand the benefits of nuclear science and technology. We will build confidence, trust, and a social license for ANSTO to enable Australia to respond to nuclear opportunities for our future.

ANSTO will focus on the delivery of our national teacher professional development courses and continue to increase our engagement and support for science teachers and students nationally. Our virtual and augmented reality technologies provide effective and affordable online resources which have been valuable during the COVID-19 pandemic. ANSTO’s National Science Week Student Hackathon is growing in popularity and we are promoting an interest in STEM and innovation careers outside of the school environment through our popular school holiday workshops and new ANSTO STEAM Club.

Measuring performance:

Performance measure

Share with the general public research outcomes enabled by ANSTO

Offer a range of resources for teachers and students to support the national science curriculum outcomes for years 3 to 12

Increase accessibility of STEM teacher training programs

Conduct educational tours and science experiences at ANSTO’s Sydney and Melbourne campuses

2022-2023 2023-2024 2024-2025 2025-2026

≥ 36 science stories published on the ANSTO website per annum

Deliver ≥ six national programs per annum

Deliver teacher professional development days in all states and territories

3.4.1 3.4.2

STRATEGIC OBJECTIVE 4 –Lead the development of a nuclear-capable workforce aligned with government policy objectives

With an increasing demand for nuclear technologies, it is essential that we secure a talent pipeline for the nuclear industry. To deliver beneficial outcomes, it is imperative that we develop our leading capability: our people. We already have a diverse workforce and employ some of Australia’s biggest minds; we will continue to partner with the university sector to increase the number of Australians who can work in nuclear science and engineering. ANSTO strives to be leader in the diversity and inclusion space by employing a range of initiatives such as Women in STEM Decadal Plan, an LGBTQI+ Staff Support Network, a Parental Career Phase resource, a Domestic and Family Violence Support Program and inclusive leadership programs.

Provide an inclusive environment that empowers our people and supports a culture of collaboration and engagement

At ANSTO, we understand that diverse teams produce better outcomes. We seek to create a culture of inclusion, where diversity of thought and different perspectives are a source of organisational agility, resilience and renewal. Our empowering and effective work-based policies that support flexibility and the individual needs of our employees, enable us to attract and retain the best talent to work with us in the future.

Develop a workforce plan for the next generation of specialised nuclear professionals

Our people, the custodians of Australia’s nuclear and accelerator expertise, are amongst our nation’s most talented researchers, scientists, engineers and nuclear experts. To secure Australia’s growing nuclear science and technology needs, it is critical that we work with other organisations in government, industry and the education sector to develop the next generation of talent.

Key activities for 2022–2026:

How we will deliver on our strategy and purpose

People Hub platform

ANSTO has implemented an all-inclusive cloud-based human resources (HR) online platform to create exceptional employee experiences and facilitate knowledge sharing. Three modules have been completed and the current process of implementation of the HR analytics function will provide management with visibility of their employee-related data. Through this, we will be able to make clear, informed strategic decisions about the future workforce of ANSTO.

Future capability planning

ANSTO is employing FAETHM’s artificial intelligence (AI) software across the organisation’s business critical roles to anticipate workforce supply and demand up to ten years into the future and utilising data-driven insights to boost future capabilities. Comparing insights across occupational ontologies will allow us to identify which skills are transferable to future jobs, thereby improving the success of internal mobility programs and the retention of high-performing talent in roles with future growth. By empowering our workforce to grow with the organisation, we prepare for new ways of working and resilience in times of disruption and uncertainty.

Organisation capability development

Upon completion of the engineering capability development project which mapped out our current and future capabilities for our engineering team, we will focus on mapping the capabilities of our entire organisation. We are currently analysing the future needs of the Australian nuclear industry and identifying what our workforce will need to continue to deliver our purpose into the future. By expanding the process developed by Engineers Australia, the current skills and qualifications of ANSTO’s workforce will be

mapped to create an organisation-wide capability framework. This framework will then work hand-in-hand with the People Hub platform and its ever-expanding capabilities. From this, the creation of development plans will pave a pathway for training and enhancing skill development. This will allow us to adapt to the dynamic nature of the nuclear industry whilst also creating an agile technical workforce, where our staff can lead the way in innovation and expertise for Australia.

Announced in 2020, FutureNow Scholarships were provided by the NSW Government to support graduate students and early career researchers working on industry-focused translational research projects. Scholarship recipients work under the guidance of some of Australia’s current leading scientists and researchers with the ability to access ANSTO’s national and landmark infrastructure. As a result of these additional scholarships, the ‘postgraduates supervised’ performance measure has been adjusted to incorporate these scholarships.

Ensure a highly reliable, safe and secure environment

Key activities for 2022–2026: How we will deliver on our strategy and purpose

ANSTO is committed to ensuring our staff work in safe, supportive environments. In light of this, we recognise that a strong safety culture focuses not only on physical safety, but also on the wellbeing of our people. A mature safety culture directly contributes to a safe and secure workplace. To prevent and minimise disruptions to our people, facilities and operations we will continue to effectively detect and respond to security threats. We will continue to identify and develop innovative solutions to enhance our security, including cybersecurity.

Cybersecurity uplift program

We will continue our development of tools and processes to provide for a mature contemporary cybersecurity operations capability that aligns with international and national best practice, commensurate with risk. Across ANSTO’s entire technology landscape, we will make maturity improvements to the Australia Government’s essential eight cybersecurity controls and the operationalisation of modern cybersecurity technologies. This includes security information and event management, vulnerability management, and advanced user awareness and training services.

Year on year decrease in Class 2 & 3 incidents***

* OFI – An event that did not result in any adverse effects to personnel or the environment and is not considered to have had the potential to cause a lost time injury, medical treatment injury or exposure of personnel, or harm to the environment; but could have resulted in a minor occurrence or damage to plant and equipment.

** Class 1 – Damage that permanently alters a person’s life

*** Class 2 – Damage that temporarily alters a person’s life Class 3 – Inconveniences in person’s life or 1–5 days/shifts off work.

Our subsidiaries

ANSTO subsidiaries and companies operate in the context of the Corporate Plan to enhance our capabilities, fulfil our purpose and strategy, and provide transitional arrangements as we reorganise our activities.

Portfolio Budget Statements, Corporate Plan and Annual Report

Our Corporate Plan is our key strategic planning document. Results of our performance against this Corporate Plan and the Portfolio Budget Statements (PBS) are provided in our Annual Report.

ANSTO Subsidiaries Jurisdiction of Operation Description

PETTECH Solutions Pty Ltd

New South Wales PETTECH Solutions Pty Ltd (PETTECH) is a wholly owned ANSTO subsidiary which owns a cyclotron facility. On 2 January 2019, the business of this company was sold to Cyclotek NSW Pty Ltd.

PETTECH Solutions Pty Ltd remains the owner of the major facility assets (building, cyclotron and hot cells) and is entitled to a share of profits from the Cyclotek NSW business in connection with this arrangement.

Deliver excellent research and use national research infrastructure in support of Australia’s priorities that benefit Australian industry, people and the environment

(Strategic Objective 1)

ANSTO Nuclear Medicine Pty Ltd

New South Wales ANSTO Nuclear Medicine Pty Ltd (ANM) is a public non-financial corporation to which ANSTO and the Minister for Industry, Science and Technology (on behalf of the Commonwealth) are shareholders.

ANSTO is the operator of the ANM Molybdenum-99 (Mo-99) Manufacturing Facility, which produces of one of the world’s most important nuclear medicines. Through ANM, ANSTO is able to supply Mo-99 to the Australian and global market.

Improve the health of Australia by supporting access to current and future nuclear technologies for diagnostic, therapeutic and innovative treatments for current and emerging diseases

(Strategic Objective 2)

Other Companies*

*where ANSTO possesses a material interest

Applied Molecular Therapies Pty Ltd

Victoria Contract development and manufacturer of radiopharmaceutical products.

Improve the health of Australia by supporting access to current and future nuclear technologies for diagnostic, therapeutic and innovative treatments for current and emerging diseases

(Strategic Objective 2)

Corporate Plan

Our Corporate Plan is our primary planning document, which outlines our purpose, strategy, performance measures, key activities and capabilities over the next four years. As our primary planning document, the Corporate Plan includes the full set of performance measures endorsed by the ANSTO Board. These measures build and expand on the performance measures outlined in the PBS.

Annual Report

Our Annual Report responds to certain legislative requirements regarding ANSTO’s finances, governance, performance and activities during the previous financial year. It reports against the PBS and Corporate Plan.

Portfolio Budget Statements (PBS)

Our PBS informs Parliament of the proposed allocation of resources to ANSTO. It is presented in the PBS for the Industry, Science, Energy and Resources Portfolio. Generally, only ANSTO’s most critical performance measures feature in the PBS.

Planning and measuring performance

Our integrated business planning (IBP) process provides an integrated framework for ANSTO employees to manage the operations of the organisation so as to ensure delivery on our purpose and strategy within this Corporate Plan. Our commitment to customers, partners and stakeholders remains at the forefront of our planning activities.

Divisional plans and tactical implementations provide the foundation for the performance measures and key activities found within each strategic objective. Each of these performance measures and key activities are endorsed by our Group Executives. ANSTO’s PBS for 2022–2023 contain ANSTO’s most critical performance measures.

The IBP process provides monthly check-ins on performance in alignment with our strategy through measurement against our performance measures, rolling-24 months and forecasted projections.

ANSTO’s planning cycle responds to the requirements of the PGPA Act and has two cycles: planning and forecasting; and reporting and performance.

s. 35 PGPA Act

s. 46 PGPA Act

s. 36 PGPA Act and Appropriations Bills (No. 1 and No. 2)

Planning and forecasting Reporting and performance 3.5

ANSTO Act

ANSTO Portfolio Budget Statement

ANSTO Corporate Plan

ANSTO Strategy

Divisional Strategies

Divisional Plans and Tactical Implementations

ANSTO Annual Report

Australian Government mid-year economic and fiscal outlook

Divisional Performance Reports

Our operating environment

National factors

Ministerial expectations

ANSTO is an agency within the Industry, Sciences and Resources portfolio. The Minister responsible for ANSTO is the Hon Ed Husic MP, Minister for Industry and Science. On 13 February 2020, the then Minister for Industry, Science and Technology, the Hon Karen Andrews MP, provided ANSTO with a Statement of Expectations This Statement outlines the Australian Government’s expectations of ANSTO, including the important contributions that ANSTO can make to national priorities and supporting the health of Australians through nuclear medicine production.

COVID-19 pandemic

As the COVID-19 pandemic continues, it has affected the way in which we work and operate. ANSTO has worked closely with international partners and airlines to produce and deliver crucial nuclear medicines in Australia in a timely manner. We continue to work closely with our domestic nuclear community to resolve supply restrictions by allocating available medicines to where they are needed most.

ANSTO is committed to ensuring that its strategy is aligned with the Statement of Expectations and responds to national priorities. ANSTO will ensure that it continues to work in close partnership with its responsible Minister, the Hon Ed Husic MP and the Department of Industry, Science and Resources (DISR).

AUKUS

The new trilateral security partnership between Australia, the UK and the US (AUKUS) is a historically significant development for nuclear science and technology in Australia. The announcement of at least eight nuclear-powered submarines intended to be built in South Australia has been welcomed by the manufacturing and university sectors as a positive development.

As the centre of Australia’s nuclear research and technology capabilities, ANSTO will support the Australian Government in building the capability to deliver on AUKUS. ANSTO will work with the Nuclear-powered Submarine Taskforce to determine the optimal pathway for the delivery of a nuclear-powered submarine capability for Australia. This will involve working with the UK and the US to intensively examine the requirements that underpin nuclear stewardship, with a specific focus on safety, training, operation, maintenance, disposal and environmental protection.

ANSTO is committed to supporting the health and wellbeing of our people, partners, customers and communities, and will continue to follow government advice in response to the COVID-19 pandemic. The challenges COVID-19 have presented are unmatched. ANSTO has worked through the COVID-19 challenges to ensure safe, secure and sustainable operation of our infrastructure as well as to ensure the reliable supply of radioisotopes and nuclear medicines for Australia. This was achieved despite significant interruptions in the domestic and international supply chain. We continue to work to establish more resilient and sustainable external supply chains. This is complemented by initiatives to strengthen manufacturing capabilities, facility operations and supply to customers.

We remain agile in reacting to the dynamic nature of this world and our staff have adopted hybrid ways of working, while remaining connected so as to deliver innovative and sustainable solutions. Over the next four years, our business resilience framework will safeguard nuclear medicine production in response to any major disruption of products and services.

Building communities

ANSTO’s Lucas Heights is located in Southern Sydney, New South Wales and is one of the Sutherland Shire’s major employers and economic hubs. Over one-third of ANSTO’s workforce resides in the Sutherland Shire while approximately 200 staff work in ANSTO’s Clayton campus in Melbourne’s south-east, which is home to the Australian Synchrotron. At both sites there is significant community engagement with local schools through STEM education, as well as local business groups and community groups through site visits and event sponsorship. During the continued COVID-19 pandemic, many of our in-person community engagement activities have been disrupted.

Radioactive waste management

The establishment of the NRWMF for the disposal of low-level radioactive waste and the interim storage of intermediate-level waste is critically important for ANSTO and Australia.

We facilitate knowledge sharing through our various education and outreach programs, connecting ANSTO with Australia. We will continue to find new ways to engage with our local communities and ultimately, Australia. Through our Innovate Reconciliation Action Plan, ANSTO will also support and conduct research in recognition of the great antiquity and significance of Aboriginal cultural heritage. We will continue our work to achieve synergies between traditional Aboriginal knowledge and current scientific and technological practice.

ANSTO will continue to support the government in the establishment of the NRWMF through the provision of expert advice and technical support. The development of this facility will significantly influence ANSTO’s financial planning and decision-making in relation to the management of its radioactive waste holdings, conditioning and decommissioning plans, and the potential need for any additional temporary storage at its Sydney campus.

A visual replication of the COVID-19 virus.

A concept image of the proposed NRWMF.

Global factors

Regulatory environment

ANSTO operates within a complex and highly-regulated business environment with varying degrees of accountability to more than 30 regulators across international, federal and state levels. In recognition of this complexity, we have developed a range of strategies, policies and systems that ensure compliance with relevant laws and regulations.

ANSTO’s main regulators include:

Australian Radiation Protection and Nuclear Safety Agency (ARPANSA)

Australian Safeguards and Non-Proliferation Office (ASNO)

Comcare

Therapeutic Goods Administration (TGA)

Financial environment

ANSTO relies on a combination of government appropriations, grants and commercial revenue to finance our operations. The 2022–23 Australian Budget delivered $289.8 million to support ANSTO’s achievement of its goals and objectives, in addition to the $121.7 million forecast for our own source revenue, primarily from the sale of nuclear medicine.

The 2022–23 Australian Budget also contained $43.2 million to support capital programs, primarily relating to the production of nuclear medicine

We will continue to develop and improve our compliance framework and activities over the next four years.

Geographical factors

Australia’s climate is changing with a prediction from very high to medium confidence that we will see warmer temperatures, reduced precipitation and increased risk of drought. A greater frequency of extreme temperature and rainfall events, more frequent and intense fires, and susceptibility to sea-level rise have also been suggested. The world’s climate crisis continues to highlight the need for low-carbon energy generation technologies.

Global supply chains

Achieving a sustainable operating budget remains a challenge that is being impacted by both external and internal factors. As has been the case for many organisations, the 2022 operating environment continues to be challenging, with the COVID-19 pandemic significantly reducing the returns from ANSTO’s commercial revenue streams. That decrease has also been exacerbated by nuclear medicine supply disruptions, which have reduced export income and required expensive imports so as to meet domestic needs. ANSTO is responding to these challenges and we continue to identify opportunities for commercial revenue.

COVID-19 research and population health

Australia’s nuclear science capabilities at ANSTO, which represent a significant national asset, have been central to the fight against COVID-19. Our team of scientists are fast-tracking support for researchers from around the globe, who are busy working on new treatments and vaccines. To date, almost 200 COVID-19 experiments have been supported using ANSTO’s infrastructure, enabling researchers to understand how immune cells interact with the virus, how the Spike protein infects human cells and how long-term post-COVID effects occur. This research is vital to development of efficient treatments for the illness.

By building on our synergistic partnerships and collaborations to drive insight and innovation, ANSTO will continue to facilitate the development of novel and effective diagnostics, treatments for cancer, chronic illnesses and neurodegenerative disease, among others, for the benefit of Australia.

Our commercial activities operate within globally interconnected, complex supply chains. As our facilities have the capacity to produce up to 25 per cent of global needs for Mo-99, it is critical that we deliver our products to our customers. During the COVID-19 pandemic, we faced significant impact across the nuclear medicine supply chain throughout 2020 and 2021, causing disruption to ANSTO’s international partnerships. A significant reduction in international flights and border closures affected both ANSTO’s ability to receive and supply product in Australia and its ability to supply international customers.

Peaceful applications of nuclear science and technology

Peaceful use of nuclear science and technology remains an important pillar both for global socioeconomic development and for Australia’s commitment to the global non-proliferation regime. In direct support of the UN Sustainable Development Goals, nuclear science and technology plays a key role in supporting development in areas such human health, agriculture, environmental management, and energy and industry.

Australia, through ANSTO, has a de facto permanent seat on the IAEA Board of Governors, which demonstrates Australia’s position as the most advanced nuclear country in the region. This in turn allows Australia to exert strong policy influence in terms of international safeguards, nuclear safety and security.

Geopolitical factors

Looking to the decade ahead, technological change, challenges to globalisation and the rules-based international order, continued economic dynamism and growth in Asia, and shifts in strategic power both regionally and globally, are among the significant trends shaping our world. Some of these developments challenge Australian interests. It is essential for Australia to continue to reform our economy, boost our competitiveness and resilience, and invest in the other domestic foundations of our national strength.

Understanding past climate variability puts modern trends into context and helps improve the accuracy and certainty of future predictions so as to ensure Australia’s future environmental, economic and social prosperity. ANSTO’s inter-disciplinary research uses nuclear techniques and focuses on water resource sustainability, climate variability, ocean circulation and the global carbon cycle. Through this research ANSTO seeks to further understand and prepare for future environmental challenges.

We will continue to work to establish more resilient and sustainable external supply chains. This will be complemented by initiatives to strengthen manufacturing capabilities, facility operations and supply to customers.

Through key nuclear fora including the IAEA, the RCA and the FNCA, we will continue to actively support these objectives.

ANSTO continues to advance Australia’s national interests and the government’s international engagement priorities. Over the coming years, technological change, challenges to globalisation, and shifts in strategic power both regionally and globally will undoubtedly continue. ANSTO is cognisant that these developments will shape Australia’s interests, and stands ready to assist government in executing its international engagement priorities and foreign policy objectives.

ANSTO is globally connected

The Australian Institute of Nuclear Science and Engineering (AINSE) is the key link between Australasian universities and ANSTO’s landmark infrastructure. This partnership is integral to bolstering Australia’s capabilities in STEM, in particular, in nuclear science and engineering. This creates and sustains partnerships with early and mid-career researchers, supports the development of ANSTO’s Innovation Precinct, and connects us to nearly every university in Australia and New Zealand.

These partnerships lead to well-connected, versatile engineers and scientists, many of whom develop careers in industry and innovation. Our wide-ranging links to world-renowned precincts such as GIANT in France and CERN in Switzerland that have attracted over 30 start-ups to establish their businesses at ANSTO. It is our mission to support these start-ups in the commercialisation of their products and to help them grow into larger enterprises. These strong collaborative partnerships allow ANSTO to deliver knowledge, value, and trust in areas of nuclear science, technology, and engineering for the benefit of Australia.

Our capabilities

ANSTO continues to maintain its infrastructure, products and services well into the foreseeable future, including its nuclear medicine manufacturing capabilities. We are also expanding and enhancing capability to advance national interest. This includes prioritisation of building a nuclear workforce for the future, expansion of our capability within the space field, and nuclear stewardship to support the trilateral AUKUS security partnership.

Our key capabilities are underpinned by:

ANSTO’s science and research infrastructure

Enabling functions and services

Our capabilities in terms of Australia’s national science and research priorities include:

Exploiting nuclear science and technology and operation of landmark infrastructure

Critical and essential products and services for Australia

1. radiopharmaceuticals and radioisotopes – diagnostics, therapeutics, theranostics

2. knowledge incubation and collaboration

3. detection and imaging

4. minerals and metals

5. nuclear forensics

6. irradiation services

7. radiation services

8. nuclear waste solutions

9. advanced manufacturing

10. national space payload testing

11. molecular deuteration

Specialised nuclear advice

1. National Radioactive Waste Management Facility

2. Australian Government –policy-making, nuclear international dialogue

3. AUKUS – trilateral security partnership

ANSTO’s research focus areas

Education and training

1. radiological safety

2. Nuclear Safety Technician Development Program

Governance and risk management

The risk factors outlined below provide an overview of our key strategic risks within the context of our strategy and operating environment. These risks influence the delivery of our strategic objectives and purpose.

Oversight of risk management

The Board retains overall accountability for the application and integrity of our systems of risk and control. Our Group Executives are accountable to the Board and are responsible for

implementing, monitoring and continuously improving these risk management systems, and their integration into the day-to-day activities of the organisation.

Our Enterprise Risk Management (ERM) process

Our strategic risks are identified in consideration of our strategy and ever-changing operating environment. We continue to ensure that we strengthen the link between our strategy and strategic risks by applying our ERM process in the context of our key business imperatives, which provide the basis for our

strategic risks. We continue to focus our risk management process on ensuring the adequacy, appropriateness and effectiveness of our key responses to prevent and mitigate potential significant business impacts and to ensure delivery on our strategy.

Strategic risk informed by:

Strategy, internal and external operating context and key business imperatives

Board-level Risk governance and oversight

The ANSTO Board retains overall accountability for the governance of risk. The Risk & Audit Committee is appropriately mandated to assist the Board in giving effect to its accountability. The Board receives regular updates via the Risk & Audit Committee on key risk factors and ANSTO’s most significant risks and plays a key role in ensuring appropriate responses to these risks.

Board

Risk & Audit Committee

Management-level Risk governance and oversight

The Board delegates responsibility to implement and execute effective risk management to the Chief Executive Officer (CEO) and the Executive Standing Committee (ESC).

Group Executives, as members of the ESC, are accountable for management of risks within their areas of responsibility, with delegated responsibility and ownership of their respective business areas.

CEO and ESC

ESC Sub-Committees

Group Executives

Line Managers

Key business imperatives:

Research and research infrastructure, commercial activities and expert advice

Enterprise Risk Management Process

Identifying and reviewing strategic risks

Our key business imperatives, aligned with our strategy, guide and inform our strategic risks. We regularly review our strategic risks with due consideration of a dynamic internal and external operating environment. We benchmark our strategic risks against available global, industry and peer company risk views.

Assessing, managing and responding to strategic risks

We assess and understand the potential impact of our strategic risks in relation to ANSTO’s risk appetite and tolerance levels. We understand our capability to respond to our strategic risks by identifying and regularly reviewing the appropriateness and effectiveness of our key responses.

Our risk management process is iterative and applied in a dynamic operating context

Reporting on strategic risks

We report on our strategic risks to the relevant governance and oversight structures. We communicate and report significant risks to external stakeholders in accordance with statutory and regulatory requirements.

Risk management governance and assurance

We have governance and oversight structures at Board and management level and combined assurance arrangements to provide assurance on our strategic risks and risk management processes in line with a five lines of defence model.

Applying our ERM process to identify, assess, manage, govern, assure and report on our strategic risks, and respond to increased and emerging risks being faced in the short, medium and long term

Strategic risks

RISK THEMES AND FACTORS KEY RESPONSES

Financial Fluctuations in own source revenue and exchange rates may adversely affect our financial condition.

We may not achieve our cash conservation targets.

Capital expenditure/ investments

Our major projects are subject to schedule delays and cost overruns, and we may face material changes in market conditions or other business assumptions which could have a negative effect on the viability and profitability of our projects.

COVID-19

COVID-19 may adversely affect our workforce, impact business continuity, the delivery of our major projects and our financial condition.

Management has reviewed all aspects of operational expenditure to identify cost reduction options, with a view to achieving a sustainable operating budget from FY23 and beyond. Exploring and pursuing viable revenue generating opportunities.

Management has established a Capital Committee and an ANSTO Capital Program Management Office.

RISK THEMES AND FACTORS KEY RESPONSES

Legal, regulatory and governance

We are subject to the legal risks associated with non-performance in terms of commercial, research, procurement and other contracts.

. Our operations, particularly those involving radioactive and hazardous materials and information, are subject to extensive regulatory requirements, increasing the risk of non-compliance.

. Our operations involve the handling, transportation and disposal of radioactive and hazardous materials. This could result in damage to property, the environment or personal injuries, and substantial civil liability.

We maintain enhanced second line regulatory and compliance functions and framework.

We engage in refreshment and redevelopment of our compliance register and monitoring.

Our information management framework, rules and requirements are in development – including requirements for file development and management.

Simplification and increased effectiveness of the governance framework is used to support clearer and more effective decision making including, but not limited in relation to, the risk factors and compliance/policy requirements.

We continue to prioritise the health and safety of our workforce and contractors while ensuring that effective business continuity plans are in place to maintain operations and meet the needs of our customers.

In 2020, we launched an integrated response to COVID-19 that prioritised activities to ensure the stability and safety of our operational facilities, the continuity of service providers and secure working from home arrangements.

We established an organisation-wide COVID-19 response team which was mandated to oversee and coordinate our various undertakings in support of our stakeholders.

Safety and operations

Our operations are subject to operating risks (e.g. accidents resulting in injury or the loss of life or property; environmental incidents; mechanical or design failures), which could result in significant operational impacts (e.g. inability to supply Mo-99 and/ or medical isotope generators), regulatory non-compliance and legal claims for compensation.

All operations are underpinned by a comprehensive WHS management system that is accredited to ISO 45001.

We embed subject matter experts (SMEs) at the design phase of projects.

SMEs support ANSTO activities through a prioritised approach in line with our ANSTO strategy.

There is an assurance process involving relevant SMEs for identified high-risk activities.

An ongoing program of works addresses legacy hazards including asbestos and electrical hazards.

A deep dive safety culture audit process has been developed that meets international best practice and is implemented across site.

Changes in legal and regulatory requirements, and inefficient compliance processes, could adversely affect our operations.

Actual or alleged non-compliance with laws could result in criminal or civil sanctions and could harm our reputation. Misconduct, fraud or other improper activities by one or more of our employees or partners, as well as our failure to comply with applicable laws and regulations, could have a negative impact on our business, reputation and workplace.

. We rely on intellectual property (IP) laws and legal agreements to protect our IP. We also rely on the IP we license from third parties. Our failure to protect our IP rights, our infringement or misuse of third-party IP or our inability to obtain or renew licences to use the IP of third parties, could adversely affect our operations.

In order to demonstrate performance and to ensure efficient and effective compliance and decision making, we require robust, consistent, effective and sustainable information and data management practices and systems.

Geopolitical

. Country-specific risks relating to the countries we are dealing with could have a negative impact on our operations and financial condition.

ANSTO continually monitors for international risks to, and opportunities for, its operations and business lines.

ANSTO is engaging with Australian Government central departments and agencies regarding the risks and opportunities and is following government policies in its international dealings.

RISK THEMES AND FACTORS KEY RESPONSES

Stakeholders

A decline in stakeholder confidence in our ability to deliver on our mandate could result in damage to the ANSTO brand, reduced demand for our products or services, and damage to our reputation.

Our engagement approach is based on open and effective communication and mutually beneficial outcomes where possible, as well as inclusiveness and integrity.

Various processes are in place to proactively engage with stakeholders and to mitigate associated risks.

ANSTO’s engagement strategy and key messages are in the process of being refreshed.

ANSTO manages or participates in numerous committees and forums of the Australian Government, with participation contributing to stakeholder management, external messaging, risk identification/mitigation and opportunity development.

ANSTO is the implementing agent for Australian participation in numerous international fora and projects, which helps to strengthen ANSTO’s relationships with key nuclear organisations and associations, with attendant reputational enhancement in Australia.

Market

Increasing competition in the radiopharmaceutical market may have a negative effect on our business and financial condition.

Our strategy includes development and commercialisation of new technologies which may require significant investment and involves various risks and uncertainties.

People

We may not be successful in attracting, developing and retaining sufficiently or appropriately skilled employees.

We proactively work in partnership with NTP and LMI to maintain current market share (H2 2022) when extending contracts.

With NTP, we leverage market supply and demand dynamics to diversify our source of export revenue (ongoing) for Mo-99.

We leverage market dynamics to grow I-131 export sales. We are seeking to expand Lu-177 production runs to two (in 2023) and will continue our expansion of runs so as to capture export opportunities (ongoing).

ANSTO seeks to attract, develop and retain skilled employees through:

. early careers pathways – graduates, apprentices;

. training and development programs;

. a rigorous talent and succession process; employee engagement surveys;

. utilising contractors where ASL limits apply;

. utilising individual contracts for senior and specialist staff, enabling closer to market remuneration; and

. Science in Australia Gender Equity (SAGE) accreditation.

RISK THEMES AND FACTORS KEY RESPONSES

Information technology

We may face information security breaches or attempts to disrupt critical IT services, which may adversely impact our operations.

ANSTO Systems Security Plan focuses on prevention, detection and containment through network security controls, intrusion detection, anti-virus, firewalling, logging and monitoring provide defence in depth.

We run scheduled routine patching on both core production servers and non-legacy end points.

ANSTO follows the information security governance standards: Australian Government Information Security Manual and IAEA guidance.

We leverage cybersecurity services available through the Information Security Registered Assessors Program (IRAP) of the Australian Signals Directorate (ASD).

ANSTO invests in the development of key people capabilities. Legacy systems are decommissioned.

Appendix

List of requirements

This Corporate Plan has been prepared in accordance with the requirements of:

. s 35(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act)

. Public Governance, Performance and Accountability Rule 2014 (PGPA Rule)

. RMG-132 Corporate Plan for Commonwealth entities

These are the required sections and the page reference(s) that show how our corporate plan meets these expectations:

Introduction

The Corporate Plan must include an introductory statement that:

(i) states that the plan has been prepared for paragraph 35(1)(b) of the PGPA Act;

(ii) specifies the reporting period for which the plan is prepared;

(iii) specifies the reporting periods covered by the plan (this would usually be the minimum four-year period covered by the Plan).

Purpose

The Corporate Plan must include the purpose(s) of the entity. The purposes of an entity include the objectives, functions or role of the entity.

The Corporate Plan must identify the key activities that an entity will undertake during the entire period of the Corporate Plan in order to achieve the purposes of the entity.

The Corporate Plan must set out the details of how an entity’s performance in achieving its purposes will be measured and assessed for each reporting period covered by the plan.