Portfolio: Industry, Science and Resources
https://www.netzero.gov.au
$56M
2026-27 Budget (Budget Paper No. 4)$45M
2024-25 Total Revenue80
Headcount (2024-25)Significant downward shift in 2026-27 funding (-27.1%, $21M change). 2025-26 estimated actual $77M → 2026-27 budget $56M. Source: Budget Paper No. 4, Agency Resourcing tables.
Critical Minerals Production Tax Incentive (CMPTI)
Department of Industry, Science and Resources
Total Budget
$28.3M
Digital Budget
$22.1M
July 2024 — June 2027
The CMPTI is consistent with the Critical Minerals Strategy and a key component of the Future Made in Australia Package. The project aims to establish a customer portal and associated back-end Customer Relationship Management (CRM) to facilitate the submission and assessment of CMPTI applications and subsequent reporting and compliance processes.
National Measurement Institute (NMI) Digital Transformation Program
Department of Industry, Science and Resources
Total Budget
$40.2M
Digital Budget
$40.2M
July 2024 — June 2026
The program will address the NMI’s most urgent ICT needs, such as cyber security risks as well as critical service delivery and operational issues. The program comprises 4 key ICT work streams, which aim to remediate known vulnerabilities that pose risks to operations, uplift systems to streamline processes, enhance service delivery and improve data security.
An Australia–United States Partnership in Landsat Next
Geoscience Australia
Total Budget
$207.4M
Digital Budget
$26.7M
July 2024 — June 2029
The Australia–United States partnership in Landsat Next builds on a nearly 50-year partnership, enabling collaboration to scale up over the decades to come. The project will provide Australia with assured access to data from the Landsat Next satellites, an enhanced Alice Springs Ground Station capability, next-generation data processing, quality assurance, integrity monitoring and distribution capabilities, and provide satellite-based enhanced earth imaging products to users.
An Enduring Commonwealth Function for Radioactive Waste Management
Department of Industry, Science and Resources
Total Budget
$275.2M
Digital Budget
$25M
July 2023 — June 2028
This project represents the intention of the Commonwealth to ensure safe and secure management of Australia’s radioactive waste to protect people and the environment for generations to come. The digital project, which is currently paused, aims to set up the systems required for Australian Radioactive Waste Agency to deliver an enduring function for radioactive waste management in Australia.
Questacon Digital Futures Project
Questacon
Total Budget
$7.3M
Digital Budget
$6.3M
April 2023 — June 2027
Currently, Questacon’s software, hardware and network infrastructure do not provide a consistent, accessible customer experience. Current systems also do not meet core requirements for seamless digital transactions for users, efficient operations and secure transactions. This project is addressing these issues through targeted investment and uplift in key areas.
Single Business Service
Department of Industry, Science and Resources
Total Budget
$16.4M
Digital Budget
$16.3M
July 2023 — Ongoing - no end date
This project will maintain the existing Single Business Service (business.gov.au and contact centre) to simplify small to medium businesses’ engagement with government. Funding will support the ongoing delivery of the business contact centre and business.gov.au including security, infrastructure and data insights capability, and ensure information and tools are up to date, so the service remains useful and usable for the Australian business community.
8 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
Our purpose is to help the people and support the communities impacted by Australia's transition to a net zero economy.
VISION
“for a better future for industrial regions, communities and workers in the net zero economy”
Corporate Plan 2025-26 · p.6PURPOSE
Our purpose is to help the people and support the communities impacted by Australia's transition to a net zero economy.
Corporate Plan 2025-26 · p.6Outcomes
· 1
Facilitate the achievement of Australia's greenhouse gas emissions reduction targets by empowering Australia's communities, regions and workers most affected by Australia's transition to a net zero emissions economy to anticipate and respond to the risks and opportunities of the transition, including through facilitating investment, supporting workers, building community engagement, and coordinating net zero related policies and programs.
KEY ACTIVITIES
Values
· 6
impartial
committed to service
accountable
respectful
ethical
stewardship
Performance measures
· 9
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
1.1 | Employers are supported to implement their obligations and employees understand the support available to them under the Energy Industry Jobs Plan (EIJP) | Baseline of employers and employees who agree the Authority's advice, information, communication were useful and timely. Corporate Plan 2025-26 · p.15 | Board and governance frameworks operationalised by 1 January 2025. The Authority's Board was established and met for the first time on 12 December 2024. Foundational governance arrangements and frameworks established including Board Charter, risk management policy and framework, fraud and corruption control plan, interim work health and safety management system, accountable authority instructions and financial delegations instrument, information governance arrangements, and conflict of interests policy. Audit and Risk Committee established and met three times. Annual Report 2024-25 · p.29 | Achieved |
1.2 | Workers affected by power station closures transition to well-paid, safe and secure jobs | The framework for the receiving employer grants program is successfully established in 2025–26, with grant guidelines finalised and the supporting Online Jobs Board developed to support the first closures in 2026-27. Corporate Plan 2025-26 · p.16 | — Annual Report 2024-25 | |
1.3 | Ensure the EIJP is being implemented appropriately and operating as intended | The EIJP Monitoring and Evaluation Framework and our approach to regulatory compliance and performance measurement is developed. A review of Part 5 of the Net Zero Economy Authority Act 2024 is completed within 12 months of the Authority's establishment. Corporate Plan 2025-26 · p.17 | — Annual Report 2024-25 | |
2.1 | Useful and timely engagement with stakeholders in priority regions | Baseline of key regional stakeholders, including First Nations representatives and state government counterparts, who are satisfied with the Authority's contribution to regional cooperation. Corporate Plan 2025-26 · p.18 | EIJP regulatory functions were operationalised prior to 30 June 2025. The Authority undertook a public consultation process on the scheduled closure of Torrens Island B Power Station with staff travelling to South Australia to meet stakeholders in person. The Authority began a consultation process to consider if an EIJP framework should be applied to businesses impacted by the closure of Eraring Power Station. The CEO took a decision not to specify a trigger notice in relation to the closure of the Muja C Unit 6 at the Muja Power Station in Collie. Annual Report 2024-25 · p.30 | Achieved |
2.2 | Understanding what regions, workers, First Nations peoples, and communities need to successfully navigate the net zero transition | Regional strategies are in place in all of the Authority's priority regions. Corporate Plan 2025-26 · p.19 | — Annual Report 2024-25 | |
3.1 | Community members in priority regions understand the net zero transition | Two case studies demonstrate the Authority's performance: Development and delivery of a region-specific toolkit for Latrobe Valley. Development and delivery of hyper-local communication partnerships. Corporate Plan 2025-26 · p.20 | The Authority establishes relationships with key stakeholder groups by 30 June 2025. The Authority undertook extensive engagement and established relationships with key stakeholders across the priority regions of the Hunter, Latrobe Valley, Collie and Central Queensland. Authority staff visited priority regions and met stakeholders in bilateral and group meetings. The Authority built relationships through participation in conferences, events and industry engagements. In relation to First Nations engagement, the Authority is taking a partnership approach to co-developing a First Nations action plan with First Nations representatives. Annual Report 2024-25 · p.31 | Achieved |
3.2 | Australian Government stakeholders are satisfied with the usefulness, timeliness and responsiveness of advice provided by the Authority | At least 70% of Australian Government stakeholders satisfied with the usefulness, timeliness and responsiveness of advice received. Corporate Plan 2025-26 · p.22 | — Annual Report 2024-25 | |
3.3 | The Authority increases the understanding of governments, regions, communities and workers through monitoring and reporting on the transition | A monitoring framework for the transition is established, with initial baselining conducted. Corporate Plan 2025-26 · p.23 | — Annual Report 2024-25 | |
4.1 | Proportion of community members in our regions who understand the net zero transition | — | Target 1 - Pilot communications campaign: Two pilot communications campaigns were delivered in late 2024 in the Hunter and Central Queensland. The evaluation showed the campaigns performed above the normal level with 41% recognition compared to other geo-targeted campaigns at 29% recognition. The campaigns increased awareness and understanding of the net zero transformation, particularly in Central Queensland, and created a notable shift in community attitudes. Target 2 - Establish an approach and baseline: Co-design work to develop a benchmark of community understanding has been completed. Work is underway to collect data and the benchmark is on track to be established by 31 December 2025. Annual Report 2024-25 · p.32 | Substantially achieved |
Source documents
· 9
2024-25
NZEA 2024-25 Annual Report ( 16.09 MB )
Open
2025-26
NZEA 2025–26 Corporate Plan [PDF 6.99 MB]
Open
2024-25
NZEA Corporate Plan 2024–25 [PDF 1.8 MB]
Open
2025
Considerations for the establishment of the Net Zero Economy Authority [PDF 5.4 MB]
Open
2026
EIJP Review - Full Report [PDF 11.11 MB]
Open
2026
EIJP Review - Summary Report [PDF 1.77 MB]
Open
2025
Net Zero Economy Authority – Economic Reform Roundtable Submission [PDF 26.38 MB]
Open
consultation paper
Open
2025
Step by step guide to the EIJP [PDF 161.32 KB]
Open
Ideas distilled from this entity's strategy & evidence
· 8
Establish physical and virtual 'Transition Hubs' in priority regions
Create dedicated physical and virtual hubs in priority regions (Hunter, Latrobe Valley, Collie, Central Queensland) to provide a one-stop-shop for information, support, and connection. These hubs would offer tailored advice on reskilling, job opportunities, business diversification, and access to government programs, fostering a stronger sense of local support and agency.
2025-26.pages.jsonl
Develop a proactive worker transition support framework beyond EIJP
While the EIJP focuses on power station closures, expand the Authority's remit to proactively identify and support workers in other sectors facing significant transition impacts, such as mining or heavy industry. This would involve developing predictive models for job displacement and establishing early-intervention programs for reskilling and redeployment before significant redundancies occur.
2025-26.pages.jsonl
Streamline reporting for employers under the Energy Industry Jobs Plan (EIJP)
Simplify the reporting requirements for employers obligated under the EIJP. This could involve developing a user-friendly online portal for submissions, providing clear templates and guidance, and potentially consolidating reporting where possible to reduce administrative burden on businesses and improve data quality for the Authority.
2025-26.pages.jsonl
Co-design and formalise a First Nations Transition Partnership Framework
Formalise the 'partnership approach' to First Nations engagement by co-designing a dedicated framework. This framework should outline clear principles, governance structures, and mechanisms for First Nations involvement in decision-making, ensuring their unique perspectives and priorities are embedded in regional transition strategies and benefit-sharing arrangements.
2024-25.pages.jsonl
Establish a public-facing Net Zero Transition Data Dashboard
Create a comprehensive, publicly accessible dashboard that monitors and reports on the net zero transition across key indicators. This would go beyond internal baselining to provide transparent data on investment, job creation/loss, emissions reduction, community impacts, and program effectiveness, fostering informed decision-making and accountability.
2025-26.pages.jsonl
Pilot a regional skills forecasting and gap analysis tool
Develop and pilot a tool that forecasts future skills demand and identifies potential gaps in priority regions. This would enable proactive planning for training and education initiatives, ensuring the regional workforce is equipped for emerging net zero industries and mitigating future skills shortages.
2025-26.pages.jsonl
Establish a cross-jurisdictional net zero policy clearinghouse
Create a central repository and analysis function for net zero policies and initiatives across all Australian jurisdictions. This would help identify policy gaps, overlaps, and best practices, facilitating better coordination and reducing regulatory complexity for businesses operating across different states and territories.
2025-26.pages.jsonl
Implement a continuous feedback loop for communication campaigns
Formalise mechanisms to gather and act on community feedback following communication campaigns. This could involve post-campaign surveys, community forums, and social media monitoring to understand what resonated, what was confusing, and how to improve future engagement, ensuring communication efforts are genuinely effective.
2024-25.pages.jsonl
Establish physical and virtual 'Transition Hubs' in priority regions
Create dedicated physical and virtual hubs in priority regions (Hunter, Latrobe Valley, Collie, Central Queensland) to provide a one-stop-shop for information, support, and connection. These hubs would offer tailored advice on reskilling, job opportunities, business diversification, and access to government programs, fostering a stronger sense of local support and agency.
2025-26.pages.jsonl
Develop a proactive worker transition support framework beyond EIJP
While the EIJP focuses on power station closures, expand the Authority's remit to proactively identify and support workers in other sectors facing significant transition impacts, such as mining or heavy industry. This would involve developing predictive models for job displacement and establishing early-intervention programs for reskilling and redeployment before significant redundancies occur.
2025-26.pages.jsonl
Streamline reporting for employers under the Energy Industry Jobs Plan (EIJP)
Simplify the reporting requirements for employers obligated under the EIJP. This could involve developing a user-friendly online portal for submissions, providing clear templates and guidance, and potentially consolidating reporting where possible to reduce administrative burden on businesses and improve data quality for the Authority.
2025-26.pages.jsonl
Co-design and formalise a First Nations Transition Partnership Framework
Formalise the 'partnership approach' to First Nations engagement by co-designing a dedicated framework. This framework should outline clear principles, governance structures, and mechanisms for First Nations involvement in decision-making, ensuring their unique perspectives and priorities are embedded in regional transition strategies and benefit-sharing arrangements.
2024-25.pages.jsonl
Establish a public-facing Net Zero Transition Data Dashboard
Create a comprehensive, publicly accessible dashboard that monitors and reports on the net zero transition across key indicators. This would go beyond internal baselining to provide transparent data on investment, job creation/loss, emissions reduction, community impacts, and program effectiveness, fostering informed decision-making and accountability.
2025-26.pages.jsonl
Pilot a regional skills forecasting and gap analysis tool
Develop and pilot a tool that forecasts future skills demand and identifies potential gaps in priority regions. This would enable proactive planning for training and education initiatives, ensuring the regional workforce is equipped for emerging net zero industries and mitigating future skills shortages.
2025-26.pages.jsonl
Establish a cross-jurisdictional net zero policy clearinghouse
Create a central repository and analysis function for net zero policies and initiatives across all Australian jurisdictions. This would help identify policy gaps, overlaps, and best practices, facilitating better coordination and reducing regulatory complexity for businesses operating across different states and territories.
2025-26.pages.jsonl
Implement a continuous feedback loop for communication campaigns
Formalise mechanisms to gather and act on community feedback following communication campaigns. This could involve post-campaign surveys, community forums, and social media monitoring to understand what resonated, what was confusing, and how to improve future engagement, ensuring communication efforts are genuinely effective.
2024-25.pages.jsonl
Legislation administered
· 2
2024
Net Zero Economy Authority Act 2024
Establishes the Authority and outlines its objects, functions, and governance structure, including responsibilities related to the Energy Industry Jobs Plan.
2024
Net Zero Economy Authority (Transitional Provisions) Act 2024
Provides for the transitional arrangements for the establishment of the Net Zero Economy Authority.
Source library
· 9
16.9MB
2024-25.pdf
7.3MB
2025-26.pdf
1.9MB
2024-25.pdf
5.6MB
ANU-20Research-20on-20NZA-20--20Final-20Report.pdf
11.7MB
EIJP-20Review-20--20Report.pdf
1.9MB
EIJP-20Review-20--20Summary-20Report.pdf
27.7MB
Net-20Zero-20Economy-20Authority-20--20Economic-20Reform-20Roundtable-20Submissi.pdf
6.6MB
EIJP_Review_Consultation_Paper.pdf
165KB
PMC24-6518_NZEA_EIJP_Infographic_A_1pager-20-284-29.pdf
Bodies within the Industry, Science and Resources portfolio
National Reconstruction Fund Corporation
Corporate Commonwealth Entity
National Offshore Petroleum Safety and Environmental Management Authority
Corporate Commonwealth Entity
IP Australia
Non-corporate Commonwealth Entity
Geoscience Australia
Non-corporate Commonwealth Entity
Commonwealth Scientific and Industrial Research Organisation
Corporate Commonwealth Entity
Australian Nuclear Science and Technology Organisation
Corporate Commonwealth Entity
Industry Innovation and Science Australia - Innovation Investment Committee
Statutory Body
Industry Innovation and Science Australia - R&D Incentives Committee
Statutory Body
Industry Innovation and Science Australia - Cooperative Research Centres Advisor
Statutory Body
Industry Innovation and Science Australia - Industry Growth Program Committee
Statutory Body
International Trade Remedies Forum
Statutory Body
Anti-Dumping Commission
Statutory Body