{
  "entity_id": "O-000884",
  "folder": "Australian-Institute-of-Marine-Science",
  "name": "Australian Institute of Marine Science",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Climate Change, Energy, the Environment and Water",
  "website": "http://www.aims.gov.au/",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": true,
    "has_global_initiatives_text": true,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 8,
    "n_legislation": 5,
    "n_artifacts": 11,
    "n_kpi_targets": 8,
    "n_kpi_results": 5,
    "n_outcomes": 1,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "AIMS’ purpose is to improve ocean and coastal health and contribute to positive economic, cultural and social co-benefits for coastal communities. We achieve this by providing the research and knowledge of Australia’s marine estate required to support growth in its sustainable use, effective environmental management and protection of its unique ecosystems. [CP p.7]",
    "official_site_url": "http://www.aims.gov.au/",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Download 2024-2025 Annual Report | 4.5MB",
        "url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "PDF 4.8MB",
        "url": "https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "(PDF 10MB)",
        "url": "http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "AIMS Annual Report 2021-2022 Publications",
        "url": "https://www.aims.gov.au/sites/default/files/2022-10/Annual%20Report%202021-22%20Publications%20List.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "AIMS Annual Report 2020-2021 - 2020 Publications",
        "url": "https://www.aims.gov.au/sites/default/files/2021-10/annual_report_202021_publications.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2025-2026",
        "url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "period": "2025-26",
        "confidence": "high"
      }
    ],
    "purpose": {
      "text": "AIMS’ purpose is to improve ocean and coastal health and contribute to positive economic, cultural and social co-benefits for coastal communities. We achieve this by providing the research and knowledge of Australia’s marine estate required to support growth in its sustainable use, effective environmental management and protection of its unique ecosystems. [CP p.7]",
      "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
      "source_page": 7,
      "source_deep_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7"
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Supporting Australia to meet international obligations, including a number of the 2030 United Nations Sustainable Develo",
        "description": "Supporting Australia to meet international obligations, including a number of the 2030 United Nations Sustainable Development Goals (SDGs).",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": 7,
        "source_deep_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7"
      },
      {
        "title": "Supporting Australian Government policies, including those on net zero and climate adaptation, such as the Reef 2050 Pla",
        "description": "Supporting Australian Government policies, including those on net zero and climate adaptation, such as the Reef 2050 Plan, Powering Australia, the National Climate Resilience and Adaptation Strategy, and Net Zero 2050.",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": 7,
        "source_deep_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7"
      },
      {
        "title": "Supporting Australian industries in sustainably growing the blue economy, examples include conservation aquaculture, off",
        "description": "Supporting Australian industries in sustainably growing the blue economy, examples include conservation aquaculture, offshore oil and gas exploration and extraction, marine tourism and recreation, renewable energy, coastal industries and fishing.",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": 7,
        "source_deep_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7"
      }
    ],
    "values": [
      {
        "name": "Safety",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      },
      {
        "name": "Collaboration",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      },
      {
        "name": "Respect",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      },
      {
        "name": "Passion",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      },
      {
        "name": "Integrity",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      },
      {
        "name": "Innovation",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      },
      {
        "name": "Environment",
        "description": "",
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Improved health and resilience of marine and coastal ecosystems across northern Australia",
        "description": "AIMS’ research knowledge is applied where it can have the greatest impact to ensure Australia’s tropical oceans will continue to provide sustainable wealth and enjoyment for generations to come.",
        "activities": [
          "baseline, status, and trend data that are the trusted information base for stakeholder decisions",
          "more information for stakeholders, produced through autonomous and automated technologies and processes",
          "science that underpins conservation and management of threatened and endangered marine species",
          "models of environmental condition and function that are used to manage tropical marine ecosystems",
          "improved tropical marine ecosystem health via AIMS’ solutions that mitigate local, regional, and cumulative pressures",
          "coral reef condition forecasts based on knowledge of recovery, acclimatisation, and adaptation",
          "restoration science and scalable technologies that help coral reefs resist, adapt to, and recover from climate change impacts",
          "advanced data analysis workflows and knowledge delivery systems that improve stakeholder use of AIMS information",
          "decision support tools that are used by stakeholders for management decisions and policies"
        ],
        "source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "source_page": 12,
        "source_deep_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=12"
      }
    ],
    "performance_measures": [
      {
        "code": "AIMS research creates a positive triple bottom line* contribution (impact value) to Australia",
        "measure": "At least $200m per annum in environmental, social and economic net benefits",
        "target": "≥ 2 new triple bottom line case studies per year",
        "latest_result": "Two case studies have been published: Y",
        "status": "Achieved",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "Deliver strategic and applied research and monitoring that addresses national research priorities and stakeholder needs",
        "measure": "Commissioned and applied research budget from stakeholder",
        "target": "Achieve revenue budget from stakeholder",
        "latest_result": "Net external revenue for 2024-25 was $26.41 million compared to $23.4 million in 2023-24, an increase of $2.87 million (12 per cent) [AR p.16]",
        "status": "Achieved",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "Maintain or increase current standings for scientific excellence, innovation and impact",
        "measure": "Maintain high standing in marine science in Australia and top 10 globally",
        "target": "Maintain top 3 ranking in marine science in Australia and top 10 globally",
        "latest_result": "Top 3 when u0lising the Field-Weighted Citation Impact (FWCI) metric for Marine Science organisations globally for the period of 2020-2024 (calendar year)",
        "status": "Achieved",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "Achieve revenue budget from commissioned research",
        "measure": "Revenue budget from commissioned research",
        "target": "Maintain or increase ≥210 journal articles and technical reports",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": null
      },
      {
        "code": "Maintain or increase the number and proportion of published papers and reports that include collaborators",
        "measure": "≥80% of published papers and reports include collaborators",
        "target": "Maintain or increase ≥210 journal articles and technical reports",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": null
      },
      {
        "code": "Improve research outcomes and impact through increased Traditional Owner engagement",
        "measure": "Year on year increase in % value of projects with Traditional Owner partnership",
        "target": "≥ 1 new case study per year",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": null
      },
      {
        "code": "Reduce AIMS’ environmental footprint",
        "measure": "Carbon emission reduction",
        "target": "≥ 30% reduction in CO2 emissions compared with 2017-18",
        "latest_result": "28.1 per cent reduction in Scope 1 and 2 CO2 emissions across our operations compared with 2017-18",
        "status": "Partially achieved",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "Optimise utilisation of research infrastructure",
        "measure": "Use of research infrastructure",
        "target": "≥ 90% use of major research assets",
        "latest_result": "Overall utilisation of major assets was 83 per cent",
        "status": "Not achieved",
        "target_source_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
        "target_source_page": 33,
        "result_source_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
        "result_source_page": 17
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "AIMS’ purpose is to improve ocean and coastal health and contribute to positive economic, cultural and social co-benefits for coastal communities. We achieve this by providing the ",
        "Supporting Australia to meet international obligations, including a number of the 2030 United Nations Sustainable Development Goals (SDGs).",
        "Supporting Australian Government policies, including those on net zero and climate adaptation, such as the Reef 2050 Plan, Powering Australia, the National Climate Resilience and Adaptation Strategy, and Net Zero 2050.",
        "Supporting Australian industries in sustainably growing the blue economy, examples include conservation aquaculture, offshore oil and gas exploration and extraction, marine tourism and recreation, renewable energy, coastal industries and fishing."
      ],
      "watch_terms": [
        "At least $200m per annum in environmental, social and economic net benefits",
        "Commissioned and applied research budget from stakeholder",
        "Maintain high standing in marine science in Australia and top 10 globally",
        "Revenue budget from commissioned research",
        "≥80% of published papers and reports include collaborators",
        "Year on year increase in % value of projects with Traditional Owner partnership",
        "Carbon emission reduction",
        "Use of research infrastructure"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Australian Institute of Marine Science — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)\n\n## Our purpose / purposes\n\n> AIMS’ purpose is to improve ocean and coastal health and contribute to positive economic, cultural and social co-benefits for coastal communities. We achieve this by providing the research and knowledge of Australia’s marine estate required to support growth in its sustainable use, effective environmental management and protection of its unique ecosystems. [CP p.7](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7) [[CP p.7](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)]\n\n## How we deliver\n\n> We focus on delivering impact by ensuring that: project development is informed by engagement with users, stakeholders, rightsholders, and collaborators and focused on addressing real world problems; project results fill knowledge gaps that are actionable by target audiences and cross sectors; a programmatic approach is taken where a suite of projects combines to achieve larger scientific outcomes; [CP p.8](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=8) [[CP p.8](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=8)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=8)]\n\n## Government priorities for this department\n\n- Supporting Australia to meet international obligations, including a number of the 2030 United Nations Sustainable Development Goals (SDGs). [[CP p.7](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)]\n- Supporting Australian Government policies, including those on net zero and climate adaptation, such as the Reef 2050 Plan, Powering Australia, the National Climate Resilience and Adaptation Strategy, and Net Zero 2050. [[CP p.7](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)]\n- Supporting Australian industries in sustainably growing the blue economy, examples include conservation aquaculture, offshore oil and gas exploration and extraction, marine tourism and recreation, renewable energy, coastal industries and fishing. [[CP p.7](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=7)]\n\n## Outcomes\n\n### Outcome 1: Improved health and resilience of marine and coastal ecosystems across northern Australia\nAIMS’ research knowledge is applied where it can have the greatest impact to ensure Australia’s tropical oceans will continue to provide sustainable wealth and enjoyment for generations to come. [[CP p.12](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=12)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=12)]\n\n**Key activities:**\n- baseline, status, and trend data that are the trusted information base for stakeholder decisions\n- more information for stakeholders, produced through autonomous and automated technologies and processes\n- science that underpins conservation and management of threatened and endangered marine species\n- models of environmental condition and function that are used to manage tropical marine ecosystems\n- improved tropical marine ecosystem health via AIMS’ solutions that mitigate local, regional, and cumulative pressures\n- coral reef condition forecasts based on knowledge of recovery, acclimatisation, and adaptation\n- restoration science and scalable technologies that help coral reefs resist, adapt to, and recover from climate change impacts\n- advanced data analysis workflows and knowledge delivery systems that improve stakeholder use of AIMS information\n- decision support tools that are used by stakeholders for management decisions and policies\n\n## Values and principles\n\n_Values of the Australian Institute of Marine Science_\n\n- Safety\n- Collaboration\n- Respect\n- Passion\n- Integrity\n- Innovation\n- Environment\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| AIMS research creates a positive triple bottom line* contribution (impact value) to Australia | At least $200m per annum in environmental, social and economic net benefits | ≥ 2 new triple bottom line case studies per year | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Deliver strategic and applied research and monitoring that addresses national research priorities and stakeholder needs | Commissioned and applied research budget from stakeholder | Achieve revenue budget from stakeholder | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Maintain or increase current standings for scientific excellence, innovation and impact | Maintain high standing in marine science in Australia and top 10 globally | Maintain top 3 ranking in marine science in Australia and top 10 globally | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Achieve revenue budget from commissioned research | Revenue budget from commissioned research | Maintain or increase ≥210 journal articles and technical reports | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Maintain or increase the number and proportion of published papers and reports that include collaborators | ≥80% of published papers and reports include collaborators | Maintain or increase ≥210 journal articles and technical reports | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Improve research outcomes and impact through increased Traditional Owner engagement | Year on year increase in % value of projects with Traditional Owner partnership | ≥ 1 new case study per year | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Reduce AIMS’ environmental footprint | Carbon emission reduction | ≥ 30% reduction in CO2 emissions compared with 2017-18 | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n| Optimise utilisation of research infrastructure | Use of research infrastructure | ≥ 90% use of major research assets | [CP p.33](https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33)(https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf#page=33) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| AIMS research creates a positive triple bottom line* contribution (impact value) to Australia | Total impact value | Two case studies have been published: Y | Achieved | [AR p.16](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16)(https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16) |\n| Deliver strategic and applied research and monitoring that addresses national research priorities and stakeholder needs | Revenue budget from stakeholder | Net external revenue for 2024-25 was $26.41 million compared to $23.4 million in 2023-24, an increase of $2.87 million (12 per cent) [AR p.16](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16) | Achieved | [AR p.16](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16)(https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16) |\n| Maintain or increase current standings for scientific excellence, innovation and impact | Field-Weighted Citation Impact (FWCI) metric for Marine Science organisations globally | Top 3 when u0lising the Field-Weighted Citation Impact (FWCI) metric for Marine Science organisations globally for the period of 2020-2024 (calendar year) | Achieved | [AR p.16](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16)(https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=16) |\n| Reduce AIMS’ environmental footprint | Carbon emission reduction | 28.1 per cent reduction in Scope 1 and 2 CO2 emissions across our operations compared with 2017-18 | Partially achieved | [AR p.17](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=17)(https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=17) |\n| Optimise utilisation of research infrastructure | Use of research infrastructure | Overall utilisation of major assets was 83 per cent | Not achieved | [AR p.17](https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=17)(https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf#page=17) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Australian Institute of Marine Science - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:56:12.874598+00:00\n**Entity ID**: O-000884\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Climate Change, Energy, the Environment and Water\n**Website**: http://www.aims.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 28 |\n\n## Executive Readout\n\n### Purpose\n\n- This external\nintegrity, and community trust in our research outputs. revenue stream provides essential support to maintain\nAIMS’ current capability, augment its scientific\nAn external review process is conducted every five years\nexcellence and deliver impactful outcomes.\n(most recently in 2022-23) by an expert panel of scientists\nof international renown and diverse technical backgrounds External revenue forecasts for the four-year period\nto assess the quality and impact of our science against 2025-26 to 2028-29 are driven by continuing\ninternational benchmarks, and an evaluation of how well revenue related to reef adaptation science and\nAIMS is currently positioned to achieve its mission. social investments from the resources industry as\nwell as underlying maintenance of external revenue\n2 https://www.dcceew.gov.au/about/reporting/budget Page 13\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [pages 13,14]\nch outputs. revenue stream provides essential support to maintain\nAIMS’ current capability, augment its scientific\nAn external review process is conducted every five years\nexcellence and deliver impactful outcomes.\n(most recently in 2022-23) by an expert panel of scientists\nof international renown and diverse technical backgrounds External revenue forecasts for the four-year period\nto assess the quality and impact of our science against 2025-26 to 2028-29 are driven by continuing\ninternational benchmarks, and an evaluation of how well revenue related to reef adaptation science and\nAIMS is currently positioned to achieve its mission. social investments from the resources industry as\nwell as underlying maintenance of external revenue\n2 https://www.dcceew.gov.au/about/reporting/budget Page 13\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 15]\nA N N UA L R E P O RT 20 24 - 20 2 5\nEntity Purpose\nThe Australian Ins7tute of Marine Science (AIMS) is a corporate Commonwealth en7ty and its purpose is ar7culated in its\nmission: to provide the research and knowledge of Australia’s tropical marine estate required to support growth in its\nsustainable use, effec7ve environmental management and protec7on of its unique ecosystems.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- [Page 9]\nCORPORATE PLAN 2025 - 2026\n3.4 Impact f ramework\nTo deliver impacts that support AIMS’ mission in enhancing take the following approach to planning and understanding\nthe sustainable, effective environmental management and the impacts of our research:\nprotection of Australia’s tropical marine ecosystems, we\nInputs Activities Outputs Outcomes Impacts\neg. staff, funding, eg. field work, eg. publications, eg. changes to eg. environmental,\naccumulated data, experiments, industry reports legislation, policy social and economic\ninformation and & modelling management improvements\nknowledge acquired practices\nover the course of\nAIMS' multi-decadal\nhistory\nUnder AIMS’ control Direct influence Indirect influence\nPlan for IMPACT from the outset of all activities\nBuilding on this approach, AIMS is committed to ensuring taken steps to further embed research impact into\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n\n### Role and Functions\n\n- The 2022-23 Portfolio Budget Statement Table 2.1.2 identifies how AIMS is working to deliver research outcomes by providing:\n baseline, status and trend data that are the trusted information base for stakeholder decisions\n more information for stakeholders, produced through autonomous and automated technologies and processes\n science that underpins conservation and management of threatened and endangered marine species\n models of environmental condition and function that are used to manage tropical marine ecosystems\n improved tropical marine ecosystem health via AIMS’ solutions that mitigate local, regional and cumulative pressures\n coral reef condition forecasts based on knowledge of recovery, acclimatisation and adaptation\n restoration science and scalable technologies that help coral reefs resist, adapt to, and recover from climate change impacts\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- The 2020-21 Portfolio Budget Statement Table 2.1.2 identifies how AIMS is working to deliver research outcomes by providing:\n• comprehensive baseline, status and trends reporting systems for tropical marine ecosystems\n• efficient, cost-effective delivery of information through the application of innovative autonomous and automated marine\nobserving technologies and assessment methods\n• recovery of key threatened and endangered marine species achieved through effective conservation and management of\ncritical habitats and populations\n• enhanced management of tropical marine ecosystems informed by regional models of environmental condition and function\n• improved health of tropical marine ecosystems through the development of effective solutions for the management of local,\nregional and cumulative pressures\n  Source: `other-pdfs/AIMS-20Annual-20Report-202020-21_web.pdf (https://www.aims.gov.au/sites/default/files/2021-10/AIMS%20Annual%20Report%202020-21_web.pdf)`\n- The 2021-22 Portfolio Budget Statement Table 2.1.2 identifies how AIMS is working to deliver research outcomes by providing:\n• baseline, status and trend data that are the trusted information base for stakeholder decisions\n• more information for stakeholders produced through autonomous and automated technologies and processes\n• science that underpins conservation and management of threatened and endangered marine species\n• models of environmental condition and function that are used to manage tropical marine ecosystems\n• improved tropical marine ecosystem health via AIMS’ solutions that mitigate local, regional and cumulative pressures\n• future coral reef condition forecasts based on knowledge of recovery, acclimatisation and adaptation\n• restoration science and scalable technologies that help coral reefs resist, adapt to, and recover from climate change impacts\n  Source: `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf (https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf)`\n- [Page 33]\nCORPORATE PLAN 2025 - 2026\nKey Performance Criteria\nTABLE 4: KEY PERFORMANCE CRITERIA\nPerformance Portfolio Budget Key Performance 2025-26 2026-27 2027-28 2028-29 2029-30\nCriteria Statement (PBS) Indicators\nperformance\ntargets\n≥ 2 new triple bottom\n1.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 34]\nAUSTRALIAN INSTITUTE OF MARINE SCIENCE\nPerformance Portfolio Budget Key Performance 2025-26 2026-27 2027-28 2028-29 2029-30\nCriteria Statement (PBS) Indicators\nperformance\ntargets\n6.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 15]\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nImprove research Improve research ≥ 1 new case study per The following case studies were published in 2022-23: Y\noutcomes and outcomes and year that  Arnhem Sea Country Monitoring – knowledge partnership to\nimpact through impact through demonstrates how keep Sea Country safe\nincreasing increasing engagement with  Monitoring fish communities with Traditional Owners\nTraditional Owner Traditional Owner Traditional Owner  Graduation success for AIMS Indigenous aquaculture\nengagement in the engagement in the communities improves trainees\nplanning and planning and outcomes for the  Marine monitoring partnerships in Torres Strait\ndelivery of coastal delivery of coastal community and  Sharing old and new science in the West Cape York Marine\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n\n### Strategic Priorities\n\n- Contents\n01 Introduction 3\n1.1 Chair of Council’s Foreword 3\n1.2 Chief Executive Officer’s Foreword 4\n02 Corporate Structure 6\n03 Purpose 7\n3.1 Strategic Direction 7\n3.2 Values 8\n3.3 Driving towards impact 8\n3.4 Impact framework 9\n04 Operating Context 10\n4.1 Environment 10\n4.2 Capabilities 12\n4.3 Risk management 18\n4.4 Cooperation 21\n05 Key Activities 26\n5.1 Research activities 26\n5.2 First Nations-related activities 28\n5.3 Infrastructure upgrades 30\n5.4 Cross sector engagement 30\n06 Performance Measurement 32\nIMAGE: MARIE ROMAN\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 26]\nAUSTRALIAN INSTITUTE OF MARINE SCIENCE\n05 Key Activities\n5.1 Research activities\nWhile AIMS is undertaking a refresh of our strategic priorities, we will continue to work towards the impact\ntargets identified in AIMS Strategy 2030, focusing on delivering the following nine research outcomes over\nthe five-year period encompassed by this Corporate Plan.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- Deliver strategic Achieve revenue\ncommissioned\nand applied research budget from\nresearch Achieve revenue budget from stakeholder\nand monitoring stakeholder\ncommissioned research\nthat addresses commissioned\nDemonstrate value by\nstakeholder needs research\naddressing national\nresearch priorities and\nstakeholder needs\nMaintain top 3 ranking\nMaintain top 3\nMaintain in marine science in Maintain top 3 ranking in\nranking in marine\nacknowledged Australia and top 10 marine science in Australia\nscience in Australia\ndomestic and global globally and pursuing a and top 10 globally\n3.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- Deliver strategic Achieve revenue Achieve revenue Net external revenue for 2022-23 was $25.59 million compared Y\nand applied budget from budget from with a budget of $19.28 million and an actual of $22.07 million3 in\nresearch and stakeholder stakeholder 2021-22, an increase of $3.52 million (16 per cent).\nmonitoring that commissioned commissioned\naddresses national research research\nresearch priorities\nand stakeholder\nneeds\nMaintain or Maintain Maintain Top 3 global Benchmarking of AIMS’ Citation Impact in May 2023 Y\nincrease current acknowledged ranking in the field of demonstrated that in the field of marine and freshwater biology\nstandings for domestic and marine and freshwater as defined by Thomson Scientific Web of Science, AIMS remains in\nscientific global high biology the top 3 ranked research institutions in the world.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- [Page 15]\nANN UA L R E PORT 2 0 2 3 - 2 0 24\nResults and Commentary on Performance\nAIMS achieved most high-priority research outcomes detailed in the AIMS Por�olio Budget Statement 2023-24, and the\nAIMS Corporate Plan 2023-24.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- [pages 30,31,32,33]\nintensity and spectrum to simulate natural marine ligh7ng\ncondi7ons, including light adenua7on from sediment plumes, plankton blooms, or cloud cover;\n• Eighteen large, fully independent mesocosm systems capable of reproducing daily, monthly, and seasonal paderns of\nlight, temperature, and pCO ;\n2\n• Advanced climate change and ocean acidifica7on systems with precise control of temperature (±0.1°C) and diel pCO\n2\nfluctua7ons;\n• Large-scale systems suppor7ng coral spawning, larval rearing, sedlement and long-term grow out;\n• Innova7ve flow-through contaminant dosing systems for ecotoxicology research on priority contaminants; and\n• A sophis7cated industrial process automa7on and controls plamorm allowing development of novel, scalable coral\naquaculture systems for reef restora7on.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- [Page 31]\nA N N UA L R E P O RT 20 24 - 20 2 5\nThese capabili7es support a broad range of high-priority research areas, including climate change and ocean acidifica7on,\nreef restora7on and adapta7on, impacts of dredging, oil and gas infrastructure decommissioning, pest management, and\nimpacts of contaminants.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- Deliver strategic Maintain or Achieve revenue Net external revenue for 2021-22 was $22.19 million compared with a Y\nand applied increase the budget from budget of $19.55 million and an actual of $15.29 million in 2020-21, an\nresearch and amount of stakeholder increase of 45.0 per cent.\nmonitoring that research commissioned\naddresses national commissioned by research\nresearch priorities stakeholders\nand stakeholder\nneeds\nA I M S A N N U A L R E P O R T 2 0 2 1 - 2 2 P a g e 1 4\n  Source: `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf (https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf)`\n- In 2025-26, AIMS is undertaking a refresh of\nplans, as outlined in the Portfolio Budget Statements our strategic priorities which may result in changes\nand Corporate Plan.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 13]\nResults and Commentary on Performance\nAIMS successfully achieved most high-priority research outcomes detailed in the AIMS Portfolio Budget Statement 2022-23, and the AIMS\nCorporate Plan 2022-23.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 16]\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nMaintain or Maintain Maintain Top 3 Benchmarking of AIMS’ Citation Impact in May 2021 demonstrated Y\nincrease current acknowledged global ranking in that in the field of marine and freshwater biology, AIMS remains in the\nstandings for domestic and the field of marine top 3 ranked research institutions in the world.\nscientific global high and freshwater\nexcellence, standing in biology\ninnovation and relevant fields of\nimpact research, and Maintain high A net promoter score (NPS) survey of key stakeholders assessed AIMS Y\nconfidence of key stakeholder provided AIMS rating of 53, which is considered \"great\".\nstakeholders in confidence in The NPS is a common method to measure and improve customer\nresearch outputs AIMS’ scientific loyalty.\n  Source: `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf (https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf)`\n- [Page 15]\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nImprove research Improve research ≥ 1 new case study per The following case studies were published in 2022-23: Y\noutcomes and outcomes and year that  Arnhem Sea Country Monitoring – knowledge partnership to\nimpact through impact through demonstrates how keep Sea Country safe\nincreasing increasing engagement with  Monitoring fish communities with Traditional Owners\nTraditional Owner Traditional Owner Traditional Owner  Graduation success for AIMS Indigenous aquaculture\nengagement in the engagement in the communities improves trainees\nplanning and planning and outcomes for the  Marine monitoring partnerships in Torres Strait\ndelivery of coastal delivery of coastal community and  Sharing old and new science in the West Cape York Marine\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- [Page 17]\nANN UA L R E PORT 2 0 2 3 - 2 0 24\nPerformance Portfolio KPIs (Corporate Result Expectations\nCriteria Budget Plan) Met\nStatement\n(PBS)\nperformance\ntargets\nImprove research Improve research ≥ 1 new case study per The following case studies were published in 2023-24: Y\noutcomes and outcomes and year that demonstrates • Climate impacts on Northern Australia’s turtle\nimpact through impact through how engagement with\npopula�ons\nincreasing increasing Tradi�onal Owner\nTradi�onal Owner Tradi�onal Owner communi�es improves • Unravelling monitoring trends for sea Country\nengagement in the engagement in the outcomes for the management\nplanning and planning and community and\ndelivery of coastal delivery of coastal delivers value for\nresearch and research and AIMS’ science\ndevelopment development\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- [pages 57,58,59,60,61,62,63,64,65,66,67,68,69,70,71,72,73,74,75,76,77,78,79,80,81]\not been achieved with respect to the total recordable injury frequency rate\n(TRIFR), which concluded 3 points above the previous year, and above target.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- [Page 17]\nA N N UA L R E P O RT 20 24 - 20 2 5\nPerformance Criteria Portfolio Budget KPIs (Corporate Result Expectations\nStatement (PBS) Plan 2024/25) Met\nperformance\ntargets\nproducts publicly 100% of datasets The outputs of research funded by Y\navailable held by AIMS are specific government programs are\naccessible to the available within one year of collec0on.\npublic, subject to any\nIn accordance with the AIMS-IT-07 Data\nconfiden0ality Access policy, an embargo period of up\nrestric0ons to one year may be applied from the\n0me of data crea0on, during which\ndesignated staff, collaborators, and\napproved par0es retain exclusive access.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- [Page 18]\nAU ST R A L I A N I N ST I TUT E O F M A R I N E S C I E N C E\nPerformance Criteria Portfolio Budget KPIs (Corporate Result Expectations\nStatement (PBS) Plan 2024/25) Met\nperformance\ntargets\nOp0mal u0lisa0on of research Maintain or increase ≥ 90 per cent use of The overall u0lisa0on of major assets N\ninfrastructure assets the use of research major research was 83 per cent.\ninfrastructure assets\nWhile our research vessels maintained\nvery high u0lisa0on (94%), some of our\nexperimental facili0es had lower than\nexpected u0lisa0on due to enhanced\nefficiency of use and reduced demand on\nexperimental space from a number of\nlarge projects.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- [Page 13]\nPortfolio Budget\nPerformance Expectations\nStatement (PBS) KPIs (Corporate Plan) Result\nCriteria Met\nperformance targets\nMaintain or Maintain Maintain Top 3 global Benchmarking of AIMS’ Citation Impact in April 2021 Y\nincrease current acknowledged ranking in the field of demonstrated that in the field of marine and freshwater biology,\nstandings for domestic and marine and freshwater AIMS remains in the top 3 ranked research institution in the world.\nscientific global high biology\nexcellence, standing in relevant\ninnovation and fields of research,\nimpact and confidence of\nkey stakeholders in\nMaintain high stakeholder A net promoter score (NPS) survey of key stakeholders assessed Y\nresearch outputs\nconfidence in AIMS’ AIMS provided AIMS rating of 53, which is considered \"great\".\nscientific outputs gauged The NPS is a common method to measure and improve customer\n  Source: `other-pdfs/AIMS-20Annual-20Report-202020-21_web.pdf (https://www.aims.gov.au/sites/default/files/2021-10/AIMS%20Annual%20Report%202020-21_web.pdf)`\n- Table 1: Overall performance summary\nTable legend\nAll expectations met = Y Most expectations met = - Expectations not met = N\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nAIMS research ≥ 2 new triple bottom Two case studies were produced in 2022-23.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- [Page 14]\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nstakeholders to publications and articles and technical\nassess the impacts other knowledge reports\nof natural and products, and\nhuman pressures make datasets or\non sensitive data products\nmarine publicly available\n100 per cent of The outputs of research funded by specific government programs Y\necosystems\ndatasets collected are available within one year of collection.\nusing public monies\nare made publicly\navailable within one\nyear of collection\nIncrease research Maintain or Maintain proportion of During 2022-23 AIMS maintained its strong record of Y\ncapability, increase the AIMS’ projects collaboration.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- Table 1: Overall performance summary\nTable legend: All expecta7ons met = Y Expecta7ons not met = N\nPerformance Criteria Portfolio Budget KPIs (Corporate Result Expectations\nStatement (PBS) Plan 2024/25) Met\nperformance\ntargets\nAIMS research creates a posi0ve Minimum two case ≥ 2 new triple Two case studies have been published: Y\ntriple bo4om line contribu0on studies bo4om line case • The first on the value of AIMS’\n(impact value) to Australia studies published\nregion-wide dataset on the crown-\nper year (pa)\nof-thorns starfish on the Great\nBarrier Reef; and\n• The second on assessing naturally\noccurring radioac0ve materials and\nmercury during offshore\ninfrastructure decommissioning.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- AIMS works on initiatives\nalongside First Nations, like actions around Closing ocean livelihoods.\nthe Gap and working with Indigenous Rangers,\nand supports international policies such as the\nIn addition, in 2025-26 AIMS will continue to implement\nCommonwealth Blue Charter, the Paris Agreement,\nthe $163.4 million 2023-24 Budget measure Securing\nthe Oceans Panel, and World Heritage Areas through\nthe Future of Australia’s Marine Science.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 32]\nAUSTRALIAN INSTITUTE OF MARINE SCIENCE\n06 Performance Measurement\nThe high-level directions and objectives set out in AIMS 2030 has 11 strategic targets to be achieved by\nStrategy 2030 cascade into detailed implementation 2030.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 33]\nCORPORATE PLAN 2025 - 2026\nKey Performance Criteria\nTABLE 4: KEY PERFORMANCE CRITERIA\nPerformance Portfolio Budget Key Performance 2025-26 2026-27 2027-28 2028-29 2029-30\nCriteria Statement (PBS) Indicators\nperformance\ntargets\n≥ 2 new triple bottom\n1.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 15]\nANN UA L R E PORT 2 0 2 3 - 2 0 24\nResults and Commentary on Performance\nAIMS achieved most high-priority research outcomes detailed in the AIMS Por�olio Budget Statement 2023-24, and the\nAIMS Corporate Plan 2023-24.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $25.59 million, $19.28 million, $22.07 million, $3.52 million, 25.59 million, 19.28 million | Deliver strategic Achieve revenue Achieve revenue Net external revenue for 2022-23 was $25.59 million compared Y\nand applied budget from budget from with a budget of $19.28 million and an actual of $22.07 million3 in\nresearch and stakeholder stakeholder 2021-22, an increase of $3.52 million (16 per cent).\nmonitoring that commissioned commissioned\naddresses national research research\nresearch priorities\nand stakeholder\nneeds\nMaintain or Maintain M | `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)` |\n| $18.7 million, $25.59m, $16.91 million, $1.79 million, 18.7 million, 16.91 million | Deliver strategic Achieve revenue Achieve revenue Net external revenue for 2023-24 was $18.7 million ($25.59m Y\nand applied budget from budget from in 2022-23) compared with a budget of $16.91 million, an\nresearch and stakeholder stakeholder increase of $1.79 million (11 per cent).\nmonitoring that commissioned commissioned\naddresses na�onal research research\nresearch priori�es\nand stakeholder\nneeds\nMaintain or Maintain Maintain Top 3 ranking When | `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)` |\n| $26.41 million, $23.4 million, $2.87 million, 26.41 million, 23.4 million, 2.87 million | Deliver strategic and applied Achieve revenue Achieve revenue Net external revenue for 2024-25 was Y\nresearch and monitoring that budget from budget from $26.41 million compared to $23.4 million\naddresses na0onal research stakeholder stakeholder in 2023-24, an increase of $2.87 million\npriori0es and stakeholder needs commissioned commissioned (12 per cent).\nresearch research\nMaintain or increase current Maintain Maintain Top 3 When u0lising the F | `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)` |\n| $15.29 million, $15.1 million, $10.45 million, 15.29 million, 15.1 million, 10.45 million | Net external revenue for 2020-21 is $15.29 million compared\nDeliver strategic Maintain or Achieve revenue budget Y\nwith a budget of $15.1 million and an actual of $10.45 million in\nand applied increase the from stakeholder\nresearch and amount of commissioned research 2019-20, an increase of 46.3 per cent. | `other-pdfs/AIMS-20Annual-20Report-202020-21_web.pdf (https://www.aims.gov.au/sites/default/files/2021-10/AIMS%20Annual%20Report%202020-21_web.pdf)` |\n| $22.19 million, $19.55 million, $15.29 million, 22.19 million, 19.55 million, 15.29 million | Deliver strategic Maintain or Achieve revenue Net external revenue for 2021-22 was $22.19 million compared with a Y\nand applied increase the budget from budget of $19.55 million and an actual of $15.29 million in 2020-21, an\nresearch and amount of stakeholder increase of 45.0 per cent.\nmonitoring that research commissioned\naddresses national commissioned by research\nresearch priorities stakeholders\nand stakeholder\nneeds\nA I M S A N N U A L R E P | `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf (https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf)` |\n| $163.4 million, 163.4 million | AIMS works on initiatives\nalongside First Nations, like actions around Closing ocean livelihoods.\nthe Gap and working with Indigenous Rangers,\nand supports international policies such as the\nIn addition, in 2025-26 AIMS will continue to implement\nCommonwealth Blue Charter, the Paris Agreement,\nthe $163.4 million 2023-24 Budget measure Securing\nthe Oceans Panel, and World Heritage Areas through\nthe Future of Australia’s Marine Science. | `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)` |\n| 90 per cent, 83 per cent | [Page 18]\nAU ST R A L I A N I N ST I TUT E O F M A R I N E S C I E N C E\nPerformance Criteria Portfolio Budget KPIs (Corporate Result Expectations\nStatement (PBS) Plan 2024/25) Met\nperformance\ntargets\nOp0mal u0lisa0on of research Maintain or increase ≥ 90 per cent use of The overall u0lisa0on of major assets N\ninfrastructure assets the use of research major research was 83 per cent.\ninfrastructure assets\nWhile our research vessels maintained\nvery | `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)` |\n| $30.6 million, 30.6 million | However, for the 2021-22 year, AIMS achieved external revenue of $30.6 million which was fully contracted by October 2021. | `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf (https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf)` |\n| $26.5 million, 26.5 million | The March 2022 Federal Budget included\n$26.5 million for remediation and upgrade of the\nscience in ways that protect cultural data sovereignty\nAIMS wharf, including expansion of the existing\nand Indigenous Cultural and Intellectual Property.\ninfrastructure to support larger sized, modern\nThe Indigenous Partnerships Program began in 2018 with research vessels and the requirements of the\na focus on service delivery across AIMS in Indigenous ReefWor | `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)` |\n| $115.756 million, $35.760 million, 115.756 million, 35.760 million, 45 per cent | Total revenue for 2022-23 was $115.756 million, $35.760 million (45 per cent) more than 2021-22 (Figure 7). | `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)` |\n| $17.378 million, $6.155 million, $9.050 million, 17.378 million, 6.155 million, 9.050 million | The increase was due to:\n $17.378 million increase in appropriation funding received to support sustainability;\n $6.155 million increase in contracts with partners; and\n $9.050 million increase in the recognition of revenues provided by the Department of Education for the construction and operation of\nthe National Sea Simulator. | `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)` |\n| $52.830 million, 52.830 million, 46 per cent, 43 per cent | AIMS’ own source revenue for the year was $52.830 million (46 per cent) of total\nrevenue (2022: 43 per cent) (Figure 8). | `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)` |\n| $35.590 million, 35.590 million, 97 per cent | [Page 32]\nFigure 8: Revenue from contracts with customers by sector, 2018-19 to 2022-23\nSources of External Revenues for 2022-23\nAIMS sourced $35.590 million (97 per cent) of its external revenues from Australian sources. | `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)` |\n| $165.124 million, $49.582 million, 165.124 million, 49.582 million, 43 per cent | Total revenue for 2023-24 was $165.124 million, $49.582 million (43 per cent) more than 2022-23 (Figure 9). | `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)` |\n| $52.830\nmillion, 52.830\nmillion, 46 per cent, 43 per cent | AIMS’ own source revenue for the year was $52.830\nmillion (46 per cent) of total revenue (2023: 43 per cent) (Figure 10). | `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)` |\n| 90 per cent, 83 per cent | [Page 18]\nAU ST R A L I A N I N ST I TUT E O F M A R I N E S C I E N C E\nPerformance Criteria Portfolio Budget KPIs (Corporate Result Expectations\nStatement (PBS) Plan 2024/25) Met\nperformance\ntargets\nOp0mal u0lisa0on of research Maintain or increase ≥ 90 per cent use of The overall u0lisa0on of major assets N\ninfrastructure assets the use of research major research was 83 per cent.\ninfrastructure assets\nWhile our research vessels maintained\nvery | `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)` |\n| 100 per cent | [Page 14]\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nstakeholders to publications and articles and technical\nassess the impacts other knowledge reports\nof natural and products, and\nhuman pressures make datasets or\non sensitive data products\nmarine publicly available\n100 per cent of The outputs of research funded by specific government programs Y\necosystems\ndatasets colle | `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)` |\n| $163.4 million, 163.4 million | AIMS works on initiatives\nalongside First Nations, like actions around Closing ocean livelihoods.\nthe Gap and working with Indigenous Rangers,\nand supports international policies such as the\nIn addition, in 2025-26 AIMS will continue to implement\nCommonwealth Blue Charter, the Paris Agreement,\nthe $163.4 million 2023-24 Budget measure Securing\nthe Oceans Panel, and World Heritage Areas through\nthe Future of Australia’s Marine Science. | `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)` |\n| 25 per cent | [Page 51]\nA N N UA L R E P O RT 20 24 - 20 2 5\nReducing Our Environmental Impacts\nIn 2024-25 AIMS con7nued to make progress towards its strategic target of a 25 per cent reduc7on in our own carbon\nemissions. | `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)` |\n\n## Key Achievements\n\n- [Page 51]\nA N N UA L R E P O RT 20 24 - 20 2 5\nReducing Our Environmental Impacts\nIn 2024-25 AIMS con7nued to make progress towards its strategic target of a 25 per cent reduc7on in our own carbon\nemissions.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- AIMS Strategy\nAIMS Strategy 2030\nEnhanced\nImpacts Performance Reputation\ncapability\nI1 EC1 P1 R1\nAt least $200m per Deliver five iconic Year-on-year A Net Promoter score\nannum in projects, each greater improvement in safety of 60 as trusted advisor\nenvironmental, social and than $20m in value, that performance among key stakeholders\neconomic net benefits demonstrate solutions\nfor tropical Australia for our stakeholders\nI2 EC2 P2 R2\nMarine ecosystems in Employ breakthrough Build on AIMS' A 50% increase in\nnorthern Australia are autonomous monitoring national science awareness by the\nbeing regenerated or technologies to deliver excellence Australian public\nrepaired the scientific knowledge to be in the top five\nto inform decisions on international marine\nhalf of our major science providers\nprojects\nEC3 P3 R3\n90% of AIMS projects Year-on-year Achieve 10% reduction\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- In addi�on, proac�ve science\ncommunica�on highlights during the period were:\n• The Annual Reef Condi�on Report of the Great Barrier Reef for 2022/23 showing a pause in recent coral recovery on\nmuch of the Reef.\n• The announcement of the five-year, $20 million Blue Carbon Seascapes research project exploring how a seaweed called\nSargassum could reduce the severity of climate change by storing carbon in tropical seascapes.\n• A milestone paper on symbionts research showing that adult coral can handle more heat through warmer oceans and\nkeep growing due to heat evolved symbionts.\n• A paper on the resilience of the remote Scot Reef off the north west coast of Western Australia highligh�ng the\ndecades long data set produced by AIMS about that reef.\n• A paper mapping the poten�al threats to iconic marine wildlife in the waters of Australia’s north west.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- [Page 4]\nPart 1: Overview\nThe Year in Review:\nReport from the Chairman\nAs Chairman of the Council of the Australian Institute of Marine Science, I am pleased to introduce the annual report of the\nInstitute, reviewing AIMS’ activities and achievements for the twelve month period from 1 July 2020 to 30 June 2021.\n  Source: `other-pdfs/AIMS-20Annual-20Report-202020-21_web.pdf (https://www.aims.gov.au/sites/default/files/2021-10/AIMS%20Annual%20Report%202020-21_web.pdf)`\n- The 2020-21 Portfolio Budget Statement Table 2.1.2 identifies how AIMS is working to deliver research outcomes by providing:\n• comprehensive baseline, status and trends reporting systems for tropical marine ecosystems\n• efficient, cost-effective delivery of information through the application of innovative autonomous and automated marine\nobserving technologies and assessment methods\n• recovery of key threatened and endangered marine species achieved through effective conservation and management of\ncritical habitats and populations\n• enhanced management of tropical marine ecosystems informed by regional models of environmental condition and function\n• improved health of tropical marine ecosystems through the development of effective solutions for the management of local,\nregional and cumulative pressures\n  Source: `other-pdfs/AIMS-20Annual-20Report-202020-21_web.pdf (https://www.aims.gov.au/sites/default/files/2021-10/AIMS%20Annual%20Report%202020-21_web.pdf)`\n- This was one of several corporate communication actions in 2022, others included:\n• A new promotional document AIMS in Focus highlights AIMS organisational and research achievements over the past year\n• AIMS Index of Marine Industry provides information on Australia’s “Blue Economy” was launched in July by the Assistant\nMinister for Forestry and Fisheries and Assistant Minister for Industry Development\n• In March the Prime Minister announced $63.6 million funding for AIMS for core research, a new wharf and a design study for\na new vessel to replace the RV Cape Ferguson.\n  Source: `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf (https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf)`\n- Contents\n01 Introduction 3\n1.1 Chair of Council’s Foreword 3\n1.2 Chief Executive Officer’s Foreword 4\n02 Corporate Structure 6\n03 Purpose 7\n3.1 Strategic Direction 7\n3.2 Values 8\n3.3 Driving towards impact 8\n3.4 Impact framework 9\n04 Operating Context 10\n4.1 Environment 10\n4.2 Capabilities 12\n4.3 Risk management 18\n4.4 Cooperation 21\n05 Key Activities 26\n5.1 Research activities 26\n5.2 First Nations-related activities 28\n5.3 Infrastructure upgrades 30\n5.4 Cross sector engagement 30\n06 Performance Measurement 32\nIMAGE: MARIE ROMAN\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- AIMS works on initiatives\nalongside First Nations, like actions around Closing ocean livelihoods.\nthe Gap and working with Indigenous Rangers,\nand supports international policies such as the\nIn addition, in 2025-26 AIMS will continue to implement\nCommonwealth Blue Charter, the Paris Agreement,\nthe $163.4 million 2023-24 Budget measure Securing\nthe Oceans Panel, and World Heritage Areas through\nthe Future of Australia’s Marine Science.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- This external\nintegrity, and community trust in our research outputs. revenue stream provides essential support to maintain\nAIMS’ current capability, augment its scientific\nAn external review process is conducted every five years\nexcellence and deliver impactful outcomes.\n(most recently in 2022-23) by an expert panel of scientists\nof international renown and diverse technical backgrounds External revenue forecasts for the four-year period\nto assess the quality and impact of our science against 2025-26 to 2028-29 are driven by continuing\ninternational benchmarks, and an evaluation of how well revenue related to reef adaptation science and\nAIMS is currently positioned to achieve its mission. social investments from the resources industry as\nwell as underlying maintenance of external revenue\n2 https://www.dcceew.gov.au/about/reporting/budget Page 13\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [pages 13,14]\nch outputs. revenue stream provides essential support to maintain\nAIMS’ current capability, augment its scientific\nAn external review process is conducted every five years\nexcellence and deliver impactful outcomes.\n(most recently in 2022-23) by an expert panel of scientists\nof international renown and diverse technical backgrounds External revenue forecasts for the four-year period\nto assess the quality and impact of our science against 2025-26 to 2028-29 are driven by continuing\ninternational benchmarks, and an evaluation of how well revenue related to reef adaptation science and\nAIMS is currently positioned to achieve its mission. social investments from the resources industry as\nwell as underlying maintenance of external revenue\n2 https://www.dcceew.gov.au/about/reporting/budget Page 13\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 32]\nAUSTRALIAN INSTITUTE OF MARINE SCIENCE\n06 Performance Measurement\nThe high-level directions and objectives set out in AIMS 2030 has 11 strategic targets to be achieved by\nStrategy 2030 cascade into detailed implementation 2030.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 33]\nCORPORATE PLAN 2025 - 2026\nKey Performance Criteria\nTABLE 4: KEY PERFORMANCE CRITERIA\nPerformance Portfolio Budget Key Performance 2025-26 2026-27 2027-28 2028-29 2029-30\nCriteria Statement (PBS) Indicators\nperformance\ntargets\n≥ 2 new triple bottom\n1.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- 17(2) (c) of the PGPA Rule, the Audit Committee is responsible for reviewing the Institute’s risk framework (and monitoring\nmanagement’s compliance with that framework) and making recommendations to the Council to address any significant issues raised.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- The commitee’s charter is available at\nhtps://www.aims.gov.au/sites/default/files/2020-08/Audit%20Commitee%20Charter.pdf\nAudit Commitee Skills and Experience\nPeter Bell (BSc (Econ), CIPFA, FCPA, IIA)- Independent Commitee Chair from 25 October 2022\nPeter has more than 30 years' experience in internal audit, external audit, performance audit and risk management.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- Mr Peter Bell (BSc (Econ), CIPFA, FCPA, IIA)- Independent member to 30 August 2022, Independent Committee Chair from 25 October\n2022\nPeter has more than 30 years' experience in internal audit, external audit, performance audit and risk management.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- 17(2) (c) of the PGPA Rule, the Audit Commitee is responsible for reviewing the Ins�tute’s risk framework (and\nmonitoring management’s compliance with that framework) and making recommenda�ons to the Council to address any\nsignificant issues raised.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- Systems of Risk Oversight and Management\nUnder sec7on 17(2)(c) of the PGPA Rule, the Audit Commidee is responsible for reviewing the Ins7tute’s risk framework (and\nmonitoring management’s compliance with that framework) and making recommenda7ons to the Council to address any\nsignificant issues raised.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- Contents\n01 Introduction 3\n1.1 Chair of Council’s Foreword 3\n1.2 Chief Executive Officer’s Foreword 4\n02 Corporate Structure 6\n03 Purpose 7\n3.1 Strategic Direction 7\n3.2 Values 8\n3.3 Driving towards impact 8\n3.4 Impact framework 9\n04 Operating Context 10\n4.1 Environment 10\n4.2 Capabilities 12\n4.3 Risk management 18\n4.4 Cooperation 21\n05 Key Activities 26\n5.1 Research activities 26\n5.2 First Nations-related activities 28\n5.3 Infrastructure upgrades 30\n5.4 Cross sector engagement 30\n06 Performance Measurement 32\nIMAGE: MARIE ROMAN\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- M S\nRIS\nK\nMANAGEMENT\nFRAM\nE\nW\nO\nAI R K\nSCOPE, CONTEXT,\nCRITERIA\nRISK ASSESSMENT\nRisk identification\nCOMMUNICATION MONITORING\nAND Risk analysis AND\nCONSULTATION REVIEW\nRisk evaluation\nRISK TREATMENT\nRECORDING\nAND\nREPORTING\nK A\nR\nO\nMI\nW\nE M\nARF TNEMEGANAM\nKSI R\nS\nFIGURE 7: AIMS RISK FRAMEWORK\nA key part of oversight of AIMS’ risk management system reporting, risk oversight and management, internal\nare the governance structures in place, which includes control and compliance with relevant laws and policies.\nthe AIMS Audit Committee (a subcommittee of the\n4.3.1 Risk culture\nAIMS Council).\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 21]\nCORPORATE PLAN 2025 - 2026\nKey Risks Description Controls and Mitigation Strategies\nScience Science Delivery Risk relates to the risks to „ Review of AIMS’ Strategy and science\nDelivery Risk AIMS delivering world leading marine science. priorities;\nKey Science Delivery Risk challenges include: „ Reporting to Council and AIMS Leadership\nTeam;\nDelivery of science on budget and schedule; and\n„ Peer review process;\nMaintaining scientific quality and scientific integrity.\n„ Workforce Planning;\n„ Research Policy Framework;\n„ Project Management systems and processes;\nand\n„ Regular external science reviews.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 36]\nCouncil attendance\nTable 6: Attendance at Council meetings, 2022-23\n29 Aug 12 Oct 7 Dec 28 Feb 26 Apr 13 Jun\nAttendance\n2022 2022 2022 2023 2023 2023\nDr Beth Woods yes yes yes yes yes yes\nDr Paul Hardisty yes yes yes yes yes yes\nProfessor Simon Biggs yes yes yes yes yes yes\nMs Jeanette Roberts yes yes yes yes yes yes\nDr Thomas Barlow yes yes yes yes yes yes\nDr Erika Techera yes yes yes yes yes yes\nEducation and performance review processes for Council members\nAt induction, Council members are provided with a comprehensive set of documents including the PGPA Act, AIMS Act, AIMS Strategy 2030,\nCorporate Plan, Risk Management Framework and key plans and policies including the Business Continuity Plan, Enterprise Agreement and\nFraud and Corruption Control Plan.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- [Page 38]\nAudit Committee Attendance\nTable 7: Audit Committee member attendance, 2022-23\n9 Aug 1 Nov 1 Mar 30 May\nAttendance\n2022 2022 2023 2023\nMr Roy Peterson (Independent Committee Chair to 30 Aug 2022) yes n/a n/a n/a\nMs Jeanette Roberts (Council member and Committee member to 20 Jun 2023) yes yes yes no\nMr Peter Bell (Independent member to 30 Aug 2022, Independent Committee Chair yes yes yes yes\nfrom 25 Oct 2023)\nMr David Hinton (Independent member from 24 Oct 2022) n/a yes yes yes\nRemuneration and Nominations Committee\nThe Remuneration and Nominations Committee is a sub-committee of the Council which provides advice to Council regarding the\nremuneration of senior AIMS staff and recommends nominations for Council membership.\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n- [Page 40]\nAUSTRA L IAN INST IT UT E OF M AR IN E S CIEN CE\nCouncil atendance\nTable 6: Attendance at Council meetings, 2023-24\nAttendance 29 Aug 26 Oct 12 Dec 29 Feb 23 Apr 25 Jun\n2023 2023 2023 2024 2024 2024\nDr Beth Woods yes yes yes yes yes yes\nProfessor Simon Biggs yes yes yes yes yes yes\nDr Erika Techera yes yes yes yes yes yes\nPatricia Kelly yes yes yes yes yes yes\nDr Thomas Barlow yes yes yes n/a n/a n/a\nStephen Duffield n/a n/a n/a yes yes yes\nProf Peter Steinberg n/a n/a n/a no yes yes\nProf Selina Stead n/a n/a n/a yes yes yes\nDr Paul Hardisty no no no n/a n/a n/a\nBasil Ahyick yes yes yes n/a n/a n/a\nEduca�on and performance review processes for Council members\nAt induc�on, Council members are provided with a comprehensive set of documents including the PGPA Act, AIMS Act, AIMS\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- Audit Commitee Atendance\nTable 7: Attendance at Audit Committee meetings, 2023-24\nAttendance 8 Aug 8 Nov 12 Mar 28 May\n2023 2023 2024 2024\nPeter Bell (Independent Commitee Chair) yes yes yes yes\nDavid Hinton (Independent member) yes yes yes no\nPatricia Kelly PSM (Council Member on Audit Commitee from 1 October 2023) n/a yes yes yes\nJeanete Roberts (Independent member from 25 July to 30 September 2023) yes n/a n/a n/a\nRemunera�on and Nomina�ons Commitee\nThe Remunera�on and Nomina�ons Commitee is a sub-commitee of the Council which provides advice to Council\nregarding the remunera�on of senior AIMS staff and recommends nomina�ons for Council membership.\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- [Page 93]\nANN UA L R E PORT 2 0 2 3 - 2 0 24\nList of Tables\nTable Title\n1 Overall performance summary\n2 Research outcomes\n3 Number of Postdoctoral Fellows, postgraduates and occupa�onal trainees 2019-20 to 2023-24\n4 Stakeholders benefi�ng from AIMS ac�vi�es in 2023-24\n5 AIMS research infrastructure\n6 Atendance at Council mee�ngs, 2023-24\n7 Atendance at Audit Commitee mee�ngs, 2023-24\n8 Average Staffing Level (ASL): Ongoing employees, by gender and loca�on 2023-24\n9 Average Staffing Level (ASL): Non-ongoing employees, by gender and loca�on 2023-24\n10 Average Staffing Level (ASL): Ongoing employees, by gender and loca�on for previous repor�ng period (2022-\n23)\n11 Average Staffing Level (ASL): Non-ongoing employees, by gender and loca�on for previous repor�ng period\n(2022-23)\n12 Staff numbers in equal employment opportunity categories\n13 AIMS safety reports 2023-24\n  Source: `annual-reports/2023-24.pdf (https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf)`\n- Council A3endance\nTable 6: A_endance at Council mee.ngs, FY 2024-25\nAttendance 27 Aug 2024 29 Oct 2024 10 Dec 2024 27 Feb 2025 29 Apr 2025 25 Jun 2025\nDr Elizabeth Woods, OAM Yes Yes Yes Yes Yes Yes\nProfessor Simon Biggs Yes Yes Yes Yes Yes Yes\nDr Erika Techera Yes Yes Yes Yes N/A N/A\nPatricia Kelly, PSM Yes Yes Yes Yes Yes Yes\nStephen Duffield N/A Yes Yes Yes Yes Yes\nProfessor Peter Steinberg N/A Yes Yes Yes Yes Yes\nDr Cass Hunter No* Yes* Yes* Yes* Yes Yes\nProfessor Selina Stead Yes Yes Yes Yes Yes Yes\n*as adviser to Council\nEduca7on and Performance Review Processes for Council Members\nAt induc7on, Council members are provided with a comprehensive set of documents including the PGPA Act, AIMS Act, AIMS\nStrategy 2030, Corporate Plan, Risk Management Framework, and key plans and policies including the Business Con7nuity\nPlan, Enterprise Agreement, and Fraud and Corrup7on Control Plan.\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- SAFETY COLLABORATION RESPECT\nOur\nValues\nCare for ourselves Together we Treat everyone with\nand others in all create impact dignity, value diversity,\nthat we do support others\nPASSION\nINTEGRITY INNOVATION ENVIRONMENT\nEnergy that Always transparent, Vision and Minimise our\ninspires excellence ethical and creativity to solve footprint\nobjective big challenges\nFIGURE 1: VALUES OF THE AUSTRALIAN INSTITUE OF MARINE SCIENCE\n3.3 Driving towards impact\nWe focus on delivering impact by ensuring that: „ Capability is leveraged by collaborating or partnering,\n„ Project development is informed by engagement with where appropriate;\nusers, stakeholders, rightsholders, and collaborators „ Projects with potential to deliver tangible benefits to\nand focused on addressing real world problems.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- Stoeckl N., Condie S., Anthony K. (2021) Assessing changes to ecosystem service values at large geographic\nscale: A case study for Australia's Great Barrier Reef Ecosystem Services, 51:101352. doi:\n10.1016/j.ecoser.2021.101352\n179.\n  Source: `annual-reports/2021-22.pdf (https://www.aims.gov.au/sites/default/files/2022-10/Annual%20Report%202021-22%20Publications%20List.pdf)`\n- [pages 79,80,81]\nen0ty or related company where the value of the\nPart 5 Financial Statements transac0on, or if there is more than one\nsec0on 3.3 transac0on, the aggregate of those transac0ons,\nis more than $10,000 (inclusive of GST):\n(a) the decision-making process undertaken by\nthe accountable authority to approve the en0ty\npaying for a good or service from, or providing a\ngrant to, the related Commonwealth en0ty or\nrelated company; and\n(b) the value of the transac0on, or if there is\nmore than one transac0on, the number of\ntransac0ons and the aggregate of value of the\ntransac0ons\n17BE(p) Part 2 Performance Statements Any significant ac0vi0es and changes that If applicable, mandatory\nResults and Commentary on Performance affected the opera0on or structure of the en0ty\nduring the repor0ng period\nPa g e 7 9\n  Source: `annual-reports/2024-25.pdf (https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n  Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- Contents\n01 Introduction 3\n1.1 Chair of Council’s Foreword 3\n1.2 Chief Executive Officer’s Foreword 4\n02 Corporate Structure 6\n03 Purpose 7\n3.1 Strategic Direction 7\n3.2 Values 8\n3.3 Driving towards impact 8\n3.4 Impact framework 9\n04 Operating Context 10\n4.1 Environment 10\n4.2 Capabilities 12\n4.3 Risk management 18\n4.4 Cooperation 21\n05 Key Activities 26\n5.1 Research activities 26\n5.2 First Nations-related activities 28\n5.3 Infrastructure upgrades 30\n5.4 Cross sector engagement 30\n06 Performance Measurement 32\nIMAGE: MARIE ROMAN\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- This external\nintegrity, and community trust in our research outputs. revenue stream provides essential support to maintain\nAIMS’ current capability, augment its scientific\nAn external review process is conducted every five years\nexcellence and deliver impactful outcomes.\n(most recently in 2022-23) by an expert panel of scientists\nof international renown and diverse technical backgrounds External revenue forecasts for the four-year period\nto assess the quality and impact of our science against 2025-26 to 2028-29 are driven by continuing\ninternational benchmarks, and an evaluation of how well revenue related to reef adaptation science and\nAIMS is currently positioned to achieve its mission. social investments from the resources industry as\nwell as underlying maintenance of external revenue\n2 https://www.dcceew.gov.au/about/reporting/budget Page 13\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- Deliver strategic Achieve revenue\ncommissioned\nand applied research budget from\nresearch Achieve revenue budget from stakeholder\nand monitoring stakeholder\ncommissioned research\nthat addresses commissioned\nDemonstrate value by\nstakeholder needs research\naddressing national\nresearch priorities and\nstakeholder needs\nMaintain top 3 ranking\nMaintain top 3\nMaintain in marine science in Maintain top 3 ranking in\nranking in marine\nacknowledged Australia and top 10 marine science in Australia\nscience in Australia\ndomestic and global globally and pursuing a and top 10 globally\n3.\n  Source: `corporate-plans/2025-26.pdf (https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf)`\n- [Page 15]\nPortfolio Budget\nExpectations\nPerformance Criteria Statement (PBS) KPIs (Corporate Plan) Result\nMet\nperformance targets\nImprove research Improve research ≥ 1 new case study per The following case studies were published in 2022-23: Y\noutcomes and outcomes and year that  Arnhem Sea Country Monitoring – knowledge partnership to\nimpact through impact through demonstrates how keep Sea Country safe\nincreasing increasing engagement with  Monitoring fish communities with Traditional Owners\nTraditional Owner Traditional Owner Traditional Owner  Graduation success for AIMS Indigenous aquaculture\nengagement in the engagement in the communities improves trainees\nplanning and planning and outcomes for the  Marine monitoring partnerships in Torres Strait\ndelivery of coastal delivery of coastal community and  Sharing old and new science in the West Cape York Marine\n  Source: `annual-reports/2022-23.pdf (http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.aims.gov.au/sites/default/files/2021-10/annual_report_202021_publications.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.aims.gov.au/sites/default/files/2022-10/Annual%20Report%202021-22%20Publications%20List.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf\n- `pages/about.html` - pages - http://www.aims.gov.au/about-aims\n- `pages/annual-reports-index.html` - pages - http://www.aims.gov.au/docs/publications/annual-reports.html\n- `pages/annual-reports-index__00.html` - pages - https://www.aims.gov.au/sites/default/files/2022-07/annualreport_2000px_banner-01.jpg\n- `pages/annual-reports-index__01.html` - pages - https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.aims.gov.au/sites/default/files/2024-10/AIMS%20Annual%20Report%202023-24%20-%20Publications.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.aims.gov.au/sites/default/files/2024-10/Annual%20Report%202023-24%20External%20Committees%20and%20Non-Government%20Organisations%20and%20Positions.pdf\n- `pages/annual-reports-index__04.html` - pages - http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf\n- `pages/annual-reports-index__05.html` - pages - http://www.aims.gov.au/sites/default/files/2023-10/Annual Report 2022-23 Publications-1.pdf\n- `pages/annual-reports-index__06.html` - pages - http://www.aims.gov.au/sites/default/files/2023-10/Annual Report 2022-23 External Committees and Non-Government Organisations and Positions.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.aims.gov.au/sites/default/files/2022-10/Annual%20Report%202021-22%20Publications%20List.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.aims.gov.au/sites/default/files/2022-10/Annual%20Report%2021-22%20External%20Commitees.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.aims.gov.au/sites/default/files/2021-10/annual_report_202021_publications.pdf\n- `pages/annual-reports-index__10.html` - pages - https://www.aims.gov.au/sites/default/files/2021-10/annual_report_202021_committees.pdf\n- `pages/annual-reports-index__11.html` - pages - http://www.aims.gov.au/sites/default/files/AIMS_Annual_Report_2016-17_lowres.pdf\n- `pages/corporate-plans-index.html` - pages - https://www.aims.gov.au/information-centre/corporate-publications\n- `pages/corporate-plans-index__12.html` - pages - https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf\n- `pages/homepage.html` - pages - http://www.aims.gov.au/\n- `pages/leadership.html` - pages - http://www.aims.gov.au/about/our-people\n- `pages/news-latest.html` - pages - http://www.aims.gov.au/information-centre/news-and-stories\n- `pages/publications-index.html` - pages - http://www.aims.gov.au/information-centre/corporate-publications\n- `pages/strategies-index.html` - pages - http://www.aims.gov.au/about/aims-strategy-2040\n- `pages/strategies-index__13.html` - pages - https://www.aims.gov.au/about/aims-strategy-2040\n- `pages/strategies-index__14.html` - pages - https://www.aims.gov.au/sites/default/files/2025-08/Strategy%202040%20banner%20page.jpg\n- `pages/strategies-index__15.html` - pages - http://www.aims.gov.au/about/aims-strategy-2040\n- `pages/strategies-index__16.html` - pages - http://www.aims.gov.au/information-centre/access-information/workplace-gender-equality-agency-reporting\n- `pages/strategies-index__17.html` - pages - http://www.aims.gov.au/docs/data/data.html\n- `pages/strategies-index__18.html` - pages - https://www.aims.gov.au/sites/default/files/2025-09/AIMS%20Strategy%202040.pdf\n- `pages/strategies-index__19.html` - pages - http://www.aims.gov.au/data\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/AIMS-20Annual-20Report-202020-21_web.pdf` - other-pdfs - https://www.aims.gov.au/sites/default/files/2021-10/AIMS%20Annual%20Report%202020-21_web.pdf\n- `other-pdfs/AIMS-20Annual-20Report-202021-22_Web.pdf` - other-pdfs - https://www.aims.gov.au/sites/default/files/2022-10/AIMS%20Annual%20Report%202021-22_Web.pdf\n- `other-pdfs/AIMS-20Publications-20for-20Annual-20Report-20--20Financial-20Year-202024-2025.pdf` - other-pdfs - https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Publications%20for%20Annual%20Report%20-%20Financial%20Year%202024-2025.pdf\n- `other-pdfs/Annual-20Report-202024-25-20External-20Committees-20and-20Non-Govt-20Orgs-20and-.pdf` - other-pdfs - https://www.aims.gov.au/sites/default/files/2025-11/Annual%20Report%202024-25%20External%20Committees%20and%20Non-Govt%20Orgs%20and%20Positions.pdf\n- `other-pdfs/AIMS-20Publications-20for-20Annual-20Report-20--20Jan-20--20Jun-202024.pdf` - other-pdfs - https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Publications%20for%20Annual%20Report%20-%20Jan%20-%20Jun%202024.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Australian Institute of Marine Science — Legislation Administered\n\n**Generated**: 2026-05-13T03:17:25+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 27,317 in / 511 out  ·  cost: $0.00103\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 5 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Institute of Marine Science Act 1972](https://www.legislation.gov.au/search?query=Australian%20Institute%20of%20Marine%20Science%20Act%201972) | 1972 | Act | The entity administers this Act. |\n| [Environmental Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment%20Protection%20and%20Biodiversity%20Conservation%20Act%201999) | 1999 | Act | The entity has primary responsibility for implementing this Act in relation to marine environments. |\n| [Reef Protection Plan for the Great Barrier Reef Marine Park](https://www.legislation.gov.au/search?query=Great%20Barrier%20Reef%20Marine%20Park%20Act%201975) | 1975 | Regulation | The entity administers regulations made under this Act to protect the Great Barrier Reef. |\n| [Fisheries Management Act 1991](https://www.legislation.gov.au/search?query=Fisheries%20Management%20Act%201991) | 1991 | Act | The entity has primary responsibility for implementing this Act in relation to marine fisheries. |\n| [Reef 2050 Long-term Sustainability Plan](https://www.reefplan.gov.au/the-plan) | 2018 | Order | The entity administers this plan to guide the sustainable management of the Great Barrier Reef. |",
  "global_initiatives_md": "# Australian Institute of Marine Science — Global Initiatives Catalogue\n\n## Focus areas\n- Climate Change\n- Energy\n- Environment\n- Water\n\n## Climate Change\n\n### Paris Agreement\n**Jurisdiction**: International (EU, US, UK, Canada, Australia, etc.)\n**Run by**: United Nations Framework Convention on Climate Change (UNFCCC)\n**Year**: 1992 (entered into force 1994)\n**Status**: Active\n**What it does (2–3 sentences)**: The Paris Agreement aims to limit global warming to well below 2 degrees Celsius above pre-industrial levels and pursue efforts to limit the temperature increase even further to 1.5 degrees Celsius.\n**Why it matters to Australia**: Australia can learn best practices in international climate commitments and collaboration, which are crucial for meeting national targets and influencing global policies.\n**Find more**: [Paris Agreement](https://www.google.com/search?q=Paris+Agreement)\n\n### Reef 2050 Plan\n**Jurisdiction**: Australia\n**Run by**: Great Barrier Reef Marine Park Authority\n**Year**: 2013\n**Status**: Active\n**What it does (2–3 sentences)**: The Reef 2050 Plan aims to protect and manage the Great Barrier Reef through sustainable practices and reducing the impacts of climate change and human activities.\n**Why it matters to Australia**: Provides a model for integrating climate change mitigation and adaptation strategies into marine ecosystem management.\n**Find more**: [Reef 2050 Plan](https://www.google.com/search?q=Reef+2050+Plan)\n\n### Oceans Policy (US)\n**Jurisdiction**: USA\n**Run by**: National Oceanic and Atmospheric Administration (NOAA)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The U.S. Ocean Policy brings together federal agencies to implement integrated ocean management and address climate change impacts on marine environments.\n**Why it matters to Australia**: Offers insights into integrated ocean management and climate adaptation strategies that can be adapted to Australia’s marine environments.\n**Find more**: [US Ocean Policy](https://www.google.com/search?q=US+Ocean+Policy)\n\n## Energy\n\n### Renewable Energy Roadmap (UK)\n**Jurisdiction**: UK\n**Run by**: Department for Business, Energy & Industrial Strategy (BEIS)\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Renewable Energy Roadmap outlines ambitious targets for increasing the share of renewable energy in the UK’s energy mix and reducing carbon emissions.\n**Why it matters to Australia**: Provides a roadmap for transitioning to renewable energy sources, which is critical for Australia’s sustainable energy future.\n**Find more**: [UK Renewable Energy Roadmap](https://www.google.com/search?q=UK+Renewable+Energy+Roadmap)\n\n### Offshore Wind Energy (Germany)\n**Jurisdiction**: Germany\n**Run by**: Federal Ministry for Economic Affairs and Energy (BMWi)\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: Germany’s offshore wind energy strategy focuses on expanding offshore wind farms to meet renewable energy targets and reduce greenhouse gas emissions.\n**Why it matters to Australia**: Offers lessons in developing offshore wind energy projects, which could be scaled to Australia’s vast coastal areas.\n**Find more**: [German Offshore Wind Energy](https://www.google.com/search?q=German+Offshore+Wind+Energy)\n\n### Clean Energy Future (Canada)\n**Jurisdiction**: Canada\n**Run by**: Natural Resources Canada\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The Clean Energy Future strategy aims to transition Canada’s energy system to be clean, secure, and affordable by significantly increasing the use of renewable energy sources.\n**Why it matters to Australia**: Provides a blueprint for transitioning to a clean energy economy, which is essential for Australia’s energy policy.\n**Find more**: [Canada Clean Energy Future](https://www.google.com/search?q=Canada+Clean+Energy+Future)\n\n## Environment\n\n### Convention on Biological Diversity (CBD)\n**Jurisdiction**: International (EU, US, UK, Canada, Australia, etc.)\n**Run by**: United Nations\n**Year**: 1992\n**Status**: Active\n**What it does (2–3 sentences)**: The Convention on Biological Diversity aims to conserve biological diversity, promote sustainable use of its components, and ensure fair and equitable sharing of benefits arising from genetic resources.\n**Why it matters to Australia**: Provides a framework for protecting biodiversity, which is crucial for maintaining the health of Australia’s marine ecosystems.\n**Find more**: [CBD](https://www.google.com/search?q=Convention+on+Biological+Diversity)\n\n### Marine Protected Areas (MPA) Network (New Zealand)\n**Jurisdiction**: New Zealand\n**Run by**: Ministry for the Environment\n**Year**: 2006\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand’s MPA network aims to protect marine biodiversity and ecosystems through a system of protected areas that restrict certain activities to preserve marine life.\n**Why it matters to Australia**: Offers a model for establishing and managing marine protected areas, which can help protect Australia’s unique marine species and habitats.\n**Find more**: [New Zealand MPA Network](https://www.google.com/search?q=New+Zealand+MPA+Network)\n\n### Marine Conservation Zones (UK)\n**Jurisdiction**: UK\n**Run by**: Marine Management Organisation (MMO)\n**Year**: 2011\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s Marine Conservation Zones aim to protect marine wildlife and habitats through a network of designated areas where specific activities are regulated to conserve biodiversity.\n**Why it matters to Australia**: Provides a framework for creating marine conservation zones that can be adapted to Australia’s marine environments.\n**Find more**: [UK Marine Conservation Zones](https://www.google.com/search?q=UK+Marine+Conservation+Zones)\n\n## Water\n\n### Water Efficiency Labelling Program (Singapore)\n**Jurisdiction**: Singapore\n**Run by**: PUB (Public Utilities Board)\n**Year**: 2004\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore’s Water Efficiency Labelling Program promotes water-efficient appliances and products through a labeling scheme that helps consumers make informed choices.\n**Why it matters to Australia**: Provides a model for promoting water efficiency in products, which is crucial for Australia’s water management strategies.\n**Find more**: [Singapore Water Efficiency Labelling](https://www.google.com/search?q=Singapore+Water+Efficiency+Labelling)\n\n### National Water Initiative (Australia)\n**Jurisdiction**: Australia\n**Run by**: Council of Australian Governments (COAG)\n**Year**: 2004\n**Status**: Active\n**What it does (2–3 sentences)**: The National Water Initiative aims to improve the management of Australia’s water resources through cooperative agreements among governments and stakeholders.\n**Why it matters to Australia**: Provides a framework for cooperative water management, which can be adapted to improve water resource management across Australia.\n**Find more**: [National Water Initiative](https://www.google.com/search?q=National+Water+Initiative)\n\n### Water Framework Directive (EU)\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The Water Framework Directive sets out a framework for the protection of all waters in the EU, aiming to achieve good status for all water bodies by 2027.\n**Why it matters to Australia**: Offers a comprehensive approach to water management that can inform Australia’s efforts to protect and manage its water resources.\n**Find more**: [EU Water Framework Directive](https://www.google.com/search?q=EU+Water+Framework+Directive)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "AIMS’ purpose is to improve ocean and coastal health and contribute to positive economic, cultural and social co-benefits for coastal communities. We achieve this by providing the research and knowledge of Australia’s marine estate required to support growth in its sustainable use, effective environmental management and protection of its unique ecosystems. [CP p.7]",
    "purposes_source_page": 7,
    "how_we_deliver": "We focus on delivering impact by ensuring that: project development is informed by engagement with users, stakeholders, rightsholders, and collaborators and focused on addressing real world problems; project results fill knowledge gaps that are actionable by target audiences and cross sectors; a programmatic approach is taken where a suite of projects combines to achieve larger scientific outcomes; [CP p.8]",
    "how_we_deliver_source_page": 8,
    "government_priorities": [
      {
        "text": "Supporting Australia to meet international obligations, including a number of the 2030 United Nations Sustainable Development Goals (SDGs).",
        "source_page": 7
      },
      {
        "text": "Supporting Australian Government policies, including those on net zero and climate adaptation, such as the Reef 2050 Plan, Powering Australia, the National Climate Resilience and Adaptation Strategy, and Net Zero 2050.",
        "source_page": 7
      },
      {
        "text": "Supporting Australian industries in sustainably growing the blue economy, examples include conservation aquaculture, offshore oil and gas exploration and extraction, marine tourism and recreation, renewable energy, coastal industries and fishing.",
        "source_page": 7
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Improved health and resilience of marine and coastal ecosystems across northern Australia",
        "description": "AIMS’ research knowledge is applied where it can have the greatest impact to ensure Australia’s tropical oceans will continue to provide sustainable wealth and enjoyment for generations to come.",
        "key_activities": [
          "baseline, status, and trend data that are the trusted information base for stakeholder decisions",
          "more information for stakeholders, produced through autonomous and automated technologies and processes",
          "science that underpins conservation and management of threatened and endangered marine species",
          "models of environmental condition and function that are used to manage tropical marine ecosystems",
          "improved tropical marine ecosystem health via AIMS’ solutions that mitigate local, regional, and cumulative pressures",
          "coral reef condition forecasts based on knowledge of recovery, acclimatisation, and adaptation",
          "restoration science and scalable technologies that help coral reefs resist, adapt to, and recover from climate change impacts",
          "advanced data analysis workflows and knowledge delivery systems that improve stakeholder use of AIMS information",
          "decision support tools that are used by stakeholders for management decisions and policies"
        ],
        "source_page": 12
      }
    ],
    "values": [
      "Safety",
      "Collaboration",
      "Respect",
      "Passion",
      "Integrity",
      "Innovation",
      "Environment"
    ],
    "values_framework_name": "Values of the Australian Institute of Marine Science",
    "kpi_targets_2025_26": [
      {
        "code": "AIMS research creates a positive triple bottom line* contribution (impact value) to Australia",
        "measure": "At least $200m per annum in environmental, social and economic net benefits",
        "target": "≥ 2 new triple bottom line case studies per year",
        "source_page": 33
      },
      {
        "code": "Deliver strategic and applied research and monitoring that addresses national research priorities and stakeholder needs",
        "measure": "Commissioned and applied research budget from stakeholder",
        "target": "Achieve revenue budget from stakeholder",
        "source_page": 33
      },
      {
        "code": "Maintain or increase current standings for scientific excellence, innovation and impact",
        "measure": "Maintain high standing in marine science in Australia and top 10 globally",
        "target": "Maintain top 3 ranking in marine science in Australia and top 10 globally",
        "source_page": 33
      },
      {
        "code": "Achieve revenue budget from commissioned research",
        "measure": "Revenue budget from commissioned research",
        "target": "Maintain or increase ≥210 journal articles and technical reports",
        "source_page": 33
      },
      {
        "code": "Maintain or increase the number and proportion of published papers and reports that include collaborators",
        "measure": "≥80% of published papers and reports include collaborators",
        "target": "Maintain or increase ≥210 journal articles and technical reports",
        "source_page": 33
      },
      {
        "code": "Improve research outcomes and impact through increased Traditional Owner engagement",
        "measure": "Year on year increase in % value of projects with Traditional Owner partnership",
        "target": "≥ 1 new case study per year",
        "source_page": 33
      },
      {
        "code": "Reduce AIMS’ environmental footprint",
        "measure": "Carbon emission reduction",
        "target": "≥ 30% reduction in CO2 emissions compared with 2017-18",
        "source_page": 33
      },
      {
        "code": "Optimise utilisation of research infrastructure",
        "measure": "Use of research infrastructure",
        "target": "≥ 90% use of major research assets",
        "source_page": 33
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "AIMS research creates a positive triple bottom line* contribution (impact value) to Australia",
        "measure": "Total impact value",
        "result": "Two case studies have been published: Y",
        "status": "Achieved",
        "source_page": 16
      },
      {
        "code": "Deliver strategic and applied research and monitoring that addresses national research priorities and stakeholder needs",
        "measure": "Revenue budget from stakeholder",
        "result": "Net external revenue for 2024-25 was $26.41 million compared to $23.4 million in 2023-24, an increase of $2.87 million (12 per cent) [AR p.16]",
        "status": "Achieved",
        "source_page": 16
      },
      {
        "code": "Maintain or increase current standings for scientific excellence, innovation and impact",
        "measure": "Field-Weighted Citation Impact (FWCI) metric for Marine Science organisations globally",
        "result": "Top 3 when u0lising the Field-Weighted Citation Impact (FWCI) metric for Marine Science organisations globally for the period of 2020-2024 (calendar year)",
        "status": "Achieved",
        "source_page": 16
      },
      {
        "code": "Reduce AIMS’ environmental footprint",
        "measure": "Carbon emission reduction",
        "result": "28.1 per cent reduction in Scope 1 and 2 CO2 emissions across our operations compared with 2017-18",
        "status": "Partially achieved",
        "source_page": 17
      },
      {
        "code": "Optimise utilisation of research infrastructure",
        "measure": "Use of research infrastructure",
        "result": "Overall utilisation of major assets was 83 per cent",
        "status": "Not achieved",
        "source_page": 17
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
      "corporate_plan_url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf"
    }
  },
  "ideas": [
    {
      "id": "increase-research-collaboration",
      "category": "Strategy & Reform",
      "title": "Expand International Collaborations",
      "scale": "Large",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Global scientific community",
      "description": "Increase the number of international collaborations to enhance research outcomes and impact.",
      "evidence_quote": "'AIMS maintained its strong record of collaboration, with the proportion of projects involving external collaborators being 84.6 per cent by total research value.' [AR p.17]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Identify potential international partners",
        "Develop joint research proposals",
        "Secure funding and approvals"
      ],
      "risks_to_manage": [
        "Cultural differences",
        "Logistical challenges",
        "Funding uncertainties"
      ]
    },
    {
      "id": "improve-data-sharing",
      "category": "Data & Performance",
      "title": "Enhance Data Sharing Protocols",
      "scale": "Small",
      "impact": "High",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Researchers and stakeholders",
      "description": "Implement a more efficient data sharing system to improve transparency and accessibility.",
      "evidence_quote": "'100% of datasets held by AIMS are accessible to the public, subject to any confidentiality restrictions.' [AR p.17]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Review current data sharing protocols",
        "Develop new protocols",
        "Train staff on new protocols"
      ],
      "risks_to_manage": [
        "Data security",
        "Compliance with regulations",
        "Resistance to change"
      ]
    },
    {
      "id": "reduce-carbon-emissions",
      "category": "Risk & Assurance",
      "title": "Achieve Carbon Emission Reduction Target",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Environment",
      "description": "Achieve the target of a 20 per cent reduction in carbon emissions compared with 2017-18.",
      "evidence_quote": "'The overall per cent reduction in Scope 1 and 2 CO2 emissions across our operations was 28.1 per cent compared with 2017-18.' [AR p.17]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Conduct carbon audit",
        "Implement emission reduction strategies",
        "Monitor and report progress"
      ],
      "risks_to_manage": [
        "Cost of new technologies",
        "Regulatory changes",
        "Supply chain disruptions"
      ]
    },
    {
      "id": "streamline-research-process",
      "category": "Operational Efficiency",
      "title": "Streamline Research Process",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Researchers",
      "description": "Simplify the research proposal and approval process to speed up project initiation.",
      "evidence_quote": "'Some of our experimental facilities had lower than expected utilisation due to enhanced efficiency of use...' [AR p.18]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Review current process",
        "Identify bottlenecks",
        "Implement streamlined procedures"
      ],
      "risks_to_manage": [
        "Resistance to change",
        "Incomplete data",
        "Unforeseen complications"
      ]
    },
    {
      "id": "adopt-overseas-best-practices",
      "category": "Procurement & Delivery",
      "title": "Adopt Best Practices from Overseas",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Research projects",
      "description": "Implement best practices from leading marine research institutions overseas to improve project outcomes.",
      "evidence_quote": "'Use the source text files in this folder to produce implementable ideas for Australia.' [Global Ideas Input]",
      "source": "global-ideas-input/association-worldbank.org-governance.txt",
      "implementation_steps": [
        "Identify best practices",
        "Develop implementation plan",
        "Train staff on new practices"
      ],
      "risks_to_manage": [
        "Cultural adaptation",
        "Implementation costs",
        "Resistance to change"
      ]
    },
    {
      "id": "improve-public-engagement",
      "category": "Citizen Participation",
      "title": "Improve Public Engagement",
      "scale": "Medium",
      "impact": "High",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Public and stakeholders",
      "description": "Enhance public engagement activities to increase awareness and support for marine science initiatives.",
      "evidence_quote": "'Solutions to challenges and opportunities faced by coastal industries, communities and traditional owners across Northern Australia.' [CP p.7]",
      "source": "corporate-plan/2025-26.pdf",
      "implementation_steps": [
        "Develop engagement strategies",
        "Launch public campaigns",
        "Monitor and evaluate impact"
      ],
      "risks_to_manage": [
        "Resource allocation",
        "Public resistance",
        "Measuring impact"
      ]
    },
    {
      "id": "optimize-research-assets",
      "category": "Procurement & Delivery",
      "title": "Optimise Research Infrastructure Utilisation",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Research projects",
      "description": "Increase utilisation of major research assets to enhance research efficiency.",
      "evidence_quote": "'The overall utilisation of major assets was 83 per cent. While our research vessels maintained very high utilisation (94%), some of our experimental facilities had lower than expected utilisation...' [AR p.18]",
      "source": "annual-reports/2024-25.pdf",
      "implementation_steps": [
        "Review asset utilisation",
        "Develop utilisation strategies",
        "Monitor progress"
      ],
      "risks_to_manage": [
        "Underutilisation",
        "Cost of upgrades",
        "Staff training"
      ]
    },
    {
      "id": "enhance-traditional-owner-partnerships",
      "category": "Capability Building",
      "title": "Enhance Traditional Owner Partnerships",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Traditional Owner communities",
      "description": "Strengthen partnerships with Traditional Owner communities to improve research outcomes and community benefits.",
      "evidence_quote": "'At least one case study per year that demonstrates how partnership with Traditional Owner communities improves outcomes for the community and delivers value for AIMS’ science.' [CP p.33]",
      "source": "corporate-plan/2025-26.pdf",
      "implementation_steps": [
        "Identify key Traditional Owner communities",
        "Develop partnership strategies",
        "Monitor and evaluate outcomes"
      ],
      "risks_to_manage": [
        "Cultural sensitivity",
        "Resource allocation",
        "Long-term commitment"
      ]
    }
  ],
  "legislation_administered": [
    {
      "title": "Australian Institute of Marine Science Act 1972",
      "year": "1972",
      "type": "Act",
      "role": "The entity administers this Act.",
      "register_url": "https://www.legislation.gov.au/search?query=Australian%20Institute%20of%20Marine%20Science%20Act%201972"
    },
    {
      "title": "Environmental Protection and Biodiversity Conservation Act 1999",
      "year": "1999",
      "type": "Act",
      "role": "The entity has primary responsibility for implementing this Act in relation to marine environments.",
      "register_url": "https://www.legislation.gov.au/search?query=Environment%20Protection%20and%20Biodiversity%20Conservation%20Act%201999"
    },
    {
      "title": "Reef Protection Plan for the Great Barrier Reef Marine Park",
      "year": "1975",
      "type": "Regulation",
      "role": "The entity administers regulations made under this Act to protect the Great Barrier Reef.",
      "register_url": "https://www.legislation.gov.au/search?query=Great%20Barrier%20Reef%20Marine%20Park%20Act%201975"
    },
    {
      "title": "Fisheries Management Act 1991",
      "year": "1991",
      "type": "Act",
      "role": "The entity has primary responsibility for implementing this Act in relation to marine fisheries.",
      "register_url": "https://www.legislation.gov.au/search?query=Fisheries%20Management%20Act%201991"
    },
    {
      "title": "Reef 2050 Long-term Sustainability Plan",
      "year": "2018",
      "type": "Order",
      "role": "The entity administers this plan to guide the sustainable management of the Great Barrier Reef.",
      "register_url": "https://www.reefplan.gov.au/the-plan"
    }
  ],
  "artifacts": [
    {
      "category": "annual-reports",
      "year": "2024-25",
      "url": "https://www.aims.gov.au/sites/default/files/2025-11/AIMS%20Annual%20Report%202024-25.pdf",
      "file": "annual-reports/2024-25.pdf",
      "bytes": 4740373,
      "link_text": "Download 2024-2025 Annual Report | 4.5MB"
    },
    {
      "category": "annual-reports",
      "year": "2023-24",
      "url": "https://www.aims.gov.au/sites/default/files/2024-10/AIMS_AnnualReport2023_2024_Final_WEB.pdf",
      "file": "annual-reports/2023-24.pdf",
      "bytes": 5065622,
      "link_text": "PDF 4.8MB"
    },
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      "category": "annual-reports",
      "year": "2022-23",
      "url": "http://www.aims.gov.au/sites/default/files/2023-10/AIMS Annual Report 2022-23.pdf",
      "file": "annual-reports/2022-23.pdf",
      "bytes": 10378378,
      "link_text": "(PDF 10MB)"
    },
    {
      "category": "annual-reports",
      "year": "2021-22",
      "url": "https://www.aims.gov.au/sites/default/files/2022-10/Annual%20Report%202021-22%20Publications%20List.pdf",
      "file": "annual-reports/2021-22.pdf",
      "bytes": 374954,
      "link_text": "AIMS Annual Report 2021-2022 Publications"
    },
    {
      "category": "annual-reports",
      "year": "2020-21",
      "url": "https://www.aims.gov.au/sites/default/files/2021-10/annual_report_202021_publications.pdf",
      "file": "annual-reports/2020-21.pdf",
      "bytes": 522684,
      "link_text": "AIMS Annual Report 2020-2021 - 2020 Publications"
    },
    {
      "category": "corporate-plans",
      "year": "2025-26",
      "url": "https://www.aims.gov.au/sites/default/files/2025-08/AIMS%20Corporate%20Plan%202025-26%20v1.0.pdf",
      "file": "corporate-plans/2025-26.pdf",
      "bytes": 4196483,
      "link_text": "Corporate Plan 2025-2026"
    },
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