{ "entity_id": "O-000787", "folder": "Australian-Security-Intelligence-Organisation", "name": "Australian Security Intelligence Organisation", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Home Affairs", "website": "http://www.asio.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": false, "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": 3, "n_artifacts": 10, "n_kpi_targets": 4, "n_kpi_results": 0, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "ASIO protects Australia and Australians from threats to their security. [CP p.8]", "official_site_url": "http://www.asio.gov.au/", "source_documents": [ { "type": "corporate_plan", "title": "ASIO Corporate plan 2025-29.pdf", "url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "period": "2025", "confidence": "high" }, { "type": "strategie", "title": "ASIO People Capability Framework", "url": "http://www.asio.gov.au/sites/default/files/ASIO%20People%20Capability%20Framework.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Diversity and Inclusion Strategy 2025–28", "url": "https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf", "period": "2026", "confidence": "medium" }, { "type": "strategie", "title": "Diversity and Inclusion Strategy 2021-2024", "url": "https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Diversity and Inclusion Strategy 2018–2020", "url": "http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf", "period": "2018", "confidence": "medium" }, { "type": "strategie", "title": "ASIO’s Domestic and Family Violence Strategy", "url": "http://www.asio.gov.au/sites/default/files/ASIO%20Family%20and%20domestic%20violence%20strategy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Innovate Reconciliation Action Plan May 2020 – May 2022", "url": "http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf", "period": "2020", "confidence": "medium" } ], "purpose": { "text": "ASIO protects Australia and Australians from threats to their security. [CP p.8]", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 8, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8" }, "vision": null, "strategic_priorities": [ { "title": "Counter-intelligence", "description": "Counter-intelligence", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 8, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8" }, { "title": "Counter-terrorism", "description": "Counter-terrorism", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 8, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8" }, { "title": "Influence and impact", "description": "Influence and impact", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 8, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8" }, { "title": "Top Secret–Privileged Access Vetting", "description": "Top Secret–Privileged Access Vetting", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 8, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8" } ], "values": [ { "name": "Trust", "description": "", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": null }, { "name": "governance", "description": "", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": null }, { "name": "accountability", "description": "", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": null }, { "name": "transparency", "description": "", "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": null } ], "outcomes": [ { "name": "Counter-terrorism", "description": "ASIO protects Australia, its people and interests from politically motivated violence and the promotion of communal violence, in close cooperation with law enforcement and security partners. [CP p.16]", "activities": [ "Intelligence collection, investigation and assessment efforts within Australia and overseas", "Working with partners to strengthen public safety and intervene to disrupt attacks" ], "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 16, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16" }, { "name": "Top Secret–Privileged Access Vetting", "description": "In an environment where espionage and foreign interference are 2 of our 3 principal security concerns, ASIO will deliver Australia’s highest level security clearances for the Commonwealth to ensure government’s most sensitive information, capability and secrets remain protected. [CP p.16]", "activities": [ "Leveraging ASIO’s security intelligence functions, holdings and capabilities", "Allowing a holistic assessment of a person’s suitability to hold the highest-level security clearance" ], "source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "source_page": 16, "source_deep_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16" } ], "performance_measures": [ { "code": "CT01", "measure": "Percentage of key stakeholders who confirm our counter-terrorism advice had a MEDIUM or HIGH impact on their decision-making", "target": "90%", "latest_result": "", "status": "", "target_source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "target_source_page": 20, "result_source_url": "", "result_source_page": null }, { "code": "II01", "measure": "Number of case studies which demonstrate the influence and impact of ASIO activities and advice", "target": "> 1", "latest_result": "", "status": "", "target_source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "target_source_page": 21, "result_source_url": "", "result_source_page": null }, { "code": "TS01", "measure": "Percentage of TS-PA cases on which quality assurance is conducted require further assessment", "target": "< 5%", "latest_result": "", "status": "", "target_source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "target_source_page": 22, "result_source_url": "", "result_source_page": null }, { "code": "TS02", "measure": "Percentage of TS-PA security clearances transferred between agencies without additional TS–PA security assessment required", "target": "> 90%", "latest_result": "", "status": "", "target_source_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf", "target_source_page": 22, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "ASIO protects Australia and Australians from threats to their security. [CP p.8]", "Counter-intelligence", "Counter-terrorism", "Influence and impact", "Top Secret–Privileged Access Vetting" ], "watch_terms": [ "Percentage of key stakeholders who confirm our counter-terrorism advice had a MEDIUM or HIGH impact on their decision-making", "Number of case studies which demonstrate the influence and impact of ASIO activities and advice", "Percentage of TS-PA cases on which quality assurance is conducted require further assessment", "Percentage of TS-PA security clearances transferred between agencies without additional TS–PA security assessment required" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian Security Intelligence Organisation — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)\n\n## Our purpose / purposes\n\n> ASIO protects Australia and Australians from threats to their security. [CP p.8](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8) [[CP p.8](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)]\n\n## How we deliver\n\n> ASIO’s people are fundamental to our business, and our culture enables their success. We recognise the importance of attracting, developing and retaining our diverse, imaginative and curious workforce. We empower and support staff to achieve their full potential, fostering leadership and accountability at all levels. [CP p.24](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=24) [[CP p.24](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=24)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=24)]\n\n## Government priorities for this department\n\n- Counter-intelligence [[CP p.8](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)]\n- Counter-terrorism [[CP p.8](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)]\n- Influence and impact [[CP p.8](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)]\n- Top Secret–Privileged Access Vetting [[CP p.8](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=8)]\n\n## Outcomes\n\n### Counter-terrorism\nASIO protects Australia, its people and interests from politically motivated violence and the promotion of communal violence, in close cooperation with law enforcement and security partners. [CP p.16](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16) [[CP p.16](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16)]\n\n**Key activities:**\n- Intelligence collection, investigation and assessment efforts within Australia and overseas\n- Working with partners to strengthen public safety and intervene to disrupt attacks\n\n### Top Secret–Privileged Access Vetting\nIn an environment where espionage and foreign interference are 2 of our 3 principal security concerns, ASIO will deliver Australia’s highest level security clearances for the Commonwealth to ensure government’s most sensitive information, capability and secrets remain protected. [CP p.16](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16) [[CP p.16](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=16)]\n\n**Key activities:**\n- Leveraging ASIO’s security intelligence functions, holdings and capabilities\n- Allowing a holistic assessment of a person’s suitability to hold the highest-level security clearance\n\n## Values and principles\n\n- Trust\n- governance\n- accountability\n- transparency\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CT01 | Percentage of key stakeholders who confirm our counter-terrorism advice had a MEDIUM or HIGH impact on their decision-making | 90% | [CP p.20](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=20)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=20) |\n| II01 | Number of case studies which demonstrate the influence and impact of ASIO activities and advice | > 1 | [CP p.21](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=21)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=21) |\n| TS01 | Percentage of TS-PA cases on which quality assurance is conducted require further assessment | < 5% | [CP p.22](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=22)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=22) |\n| TS02 | Percentage of TS-PA security clearances transferred between agencies without additional TS–PA security assessment required | > 90% | [CP p.22](http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=22)(http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf#page=22) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian Security Intelligence Organisation - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:05:22.794098+00:00\n**Entity ID**: O-000787\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Home Affairs\n**Website**: http://www.asio.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| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 3 |\n| pages | 36 |\n| strategies | 6 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 17]\nSecurity intelligence outcomes\nASIO will achieve its purpose for the 2025–29 ASIO’s performance against these 4 security\nperiod through 4 key areas of focus, intelligence outcomes will be measured\ndelivering security intelligence outcomes1: through a combination of quantitative and\n1.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Mike Burgess, Director-General of Security\nSELF TEAM FUNCTION ORGANISATION\nActions I should demonstrate:\n I understand how my  I provide vision and  I inspire employee ownership  I actively navigate a range\nwork and that of my meaningful direction by and commitment by of political, national and\nteam contributes to the articulating our functional communicating the value of international pressures to shape\ndelivery of our purpose, strategic objectives our functional contribution our Organisation’s strategic\nand can communicate and aligning our work to ASIO’s purpose. priorities.\nthis to others. activities, ensuring my team\nunderstands what it needs\nto do and why.\n I take into account the  I monitor the landscape  I translate Organisational  I provide a compelling vision\nfuture aims and goals and anticipate shifts in objectives and provide my of the future and explain how\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf)`\n- [Page 3]\nOFFICIAL OFFICIAL\nContents\nASIO leadership behaviours 3\nLeadership explained 5\nPurpose focused 6\nEnterprise minded 7\nAccountable 8\nCollaborative 9\nEmpowering 10\nInclusive 11\nOFFICIAL OFFICIAL Leadership Behaviours Guide 1\nASIO People Capability Framework\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf)`\n- [Page 5]\nOFFICIAL OFFICIAL\nComparative view: Strategic Thinking\nASIO Employee Levels | Supports Strategic Direction\nAE1/2 AE3 AE4 AE5/IET/ITE1/SIE(E)1 AE6/IE/ITE2/SIE(E)2\nUnderstands and supports ASIO’s vision, Understands and supports ASIO’s vision, Understands and supports ASIO’s vision, Understands and supports ASIO’s vision, mission and strategic agenda.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n\n### Role and Functions\n\n- [Page 6]\nASIO exists to protect Australia, its people\nand its interests from threats to security\nWhat we do\ncounter counter espionage, counter serious provide protective security\nterrorism foreign interference threats to Australia’s advice to government\nand malicious insiders border integrity and industry\nHow we do it\n1 Harness our unique intelligence 2 Apply rigorous data-driven 3 Anticipate threats and produce\ncapabilities, partnerships and analysis contextualised with our trusted and actionable advice\npartner information deep subject matter expertise to protect Australia\nAdvice to\nnational\nOur unique Our data\nsecurity\ncollection ‘backbone’\npartners\ncapabilities\nOur ability to Our expertise\nsynthesise in security\nAnticipate\nProtective\nOur unique\nsecurity\nglobal\nadvice\npartnerships Predict\nDiscover\nAdvice to\nInvestigate inform\nOur partners’ partners’\ninformation actions\n Source: `strategies/ASIO-20Innovate-20Reconciliation-20Action-20Plan-20May-202020-20to-20May-202022.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf)`\n- 100 0 obj\n<>\n Source: `pages/strategies-index__09.html (http://www.asio.gov.au/sites/default/files/ASIO%20People%20Capability%20Framework.pdf)`\n- 103 0 obj\n<>\n Source: `pages/strategies-index__09.html (http://www.asio.gov.au/sites/default/files/ASIO%20People%20Capability%20Framework.pdf)`\n- Individual profile: AE3 28\nIndividual profile: AE4 30 Strategic thinking in the ASIO context requires a focus on challenging the status\nquo; taking a leadership role in the National Intelligence Community; driving\nStrategic an agenda of collaboration, shared purpose and direction; showing judgement,\nIndividual profile: AE5/IET/ITE1/SIE(E)1 32\nThinking intelligence and commonsense; and scanning the horizon to assess and\nunderstand the contemporary security and policy environments to determine\nthe impacts on our work.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- Individual profile: AE6/IE/ITE2/SIE(E)2 34\nIndividual profile: AEE1/SITEC/SIE(E)3 36 Achieving results in the ASIO context requires a commitment to and\nresponsibility for delivering high-quality outcomes aligned with ASIO’s strategic\nAchieves agenda; a focus on monitoring and evaluating outcomes; the ability to deal with\nIndividual profile: AEE2/SITEB/SIE(E)4 38\nResults uncertainty, improve processes and implement change; a focus on identifying,\naccessing and sharing knowledge and resources to enhance success; and the\ncontinual development of leading-edge capability.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- [Page 17]\nSecurity intelligence outcomes\nASIO will achieve its purpose for the 2025–29 ASIO’s performance against these 4 security\nperiod through 4 key areas of focus, intelligence outcomes will be measured\ndelivering security intelligence outcomes1: through a combination of quantitative and\n1.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n\n### Strategic Priorities\n\n- [Page 8]\nDiversity and Inclusion Strategy\nOur strategic priorities\nBuilding an equitable, inclusive and psychologically safe environment and culture that enables:\naccess for persons with disability and support for carers;\nincreased representation and opportunity for women;\nLGBTQI+ staff to feel safe and be themselves at work;\ngreater recognition of Aboriginal and Torres Strait Islander staff, communities and culture;\nincreased representation and recognition of cultural and linguistic diversity;\nstaff to contribute and harness diversity of thought;\npeople of all ages and life stages to contribute fully; and\nfull recognition of the value that people of diverse culture, religion, background, education,\nemployment and perspective bring to ASIO.\n Source: `strategies/ASIO-20Diversity-20and-20Inclusion-20Strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)`\n- [Page 2]\nOFFICIAL OFFICIAL\nContents\nComparative view: Promotes a Security Culture 4\nASIO Employee Levels | Promotes a Security Culture 4\nASIO Executive Employee Levels | Promotes a Security Culture 5\nComparative view: Strategic Thinking 6\nASIO Employee Levels | Supports Strategic Direction 6\nASIO Executive Employee Levels | Shapes Strategic Direction 8\nComparative view: Achieves Results 10\nASIO Employee Levels | Achieves Results 10\nASIO Executive Employee Levels | Achieves Results 12\nComparative view: Productive Working Relationships 14\nASIO Employee Levels | Supports Productive Working Relationships 14\nASIO Executive Employee Levels | Supports Productive Working Relationships 16\nComparative view: Personal Drive and Integrity 18\nASIO Employee Levels | Displays Personal Drive and Integrity 18\nASIO Executive Employee Levels | Displays Personal Drive and Integrity 20\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- Defence personnel are being\ngeopolitical, economic, social and security targeted in person and online.\nchallenges of the 1930s, 70s and 90s\nAUKUS remains a priority for intelligence\nhave converged.\ncollection.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- [Page 17]\nSecurity intelligence outcomes\nASIO will achieve its purpose for the 2025–29 ASIO’s performance against these 4 security\nperiod through 4 key areas of focus, intelligence outcomes will be measured\ndelivering security intelligence outcomes1: through a combination of quantitative and\n1.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Over of staff are\n30%\n35 to 44 years\nAPS APS\nof age\n49% 44.8% 51% 55.2%\nSES female staff SES male staff\n21 77 3.5% 5%\nof APS staff\n41 of respondents to the\nidentified as\nStaff Survey identified as\ngender or\ngender or sexually diverse. sexually diverse.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- Average age of ASIO employees APS APS\n19.6% 19% 14% 22%\n0.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- [pages 5,6,7,8]\n.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- 2025 2026 2027 and beyond\nYEAR 1 YEAR 2 YEAR 3\nSetting the foundations Fostering momentum Diversity and inclusion\nfor this strategy further embedded in\nour business-as-usual\nWe will focus on enhancing the key We will build on our policies We will achieve further maturity\npolicies, frameworks and key data and frameworks by enhancing in our diversity and inclusion\npoints that will enable us to further awareness and uplifting the efforts when it is embedded in our\nenhance our foundations for an capability of our staff and ways of working, our thinking and\ninclusive workplace and achieve leadership teams to drive inclusive our decision-making across the\nour commitment statement. leadership practices.\n Source: `strategies/Diversity-20and-20Inclusion-20Strategy-202025-28_0.pdf (https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf)`\n- [pages 10,11,12]\nsation’s strategic objectives as outlined in\nthe ASIO Corporate Plan 2025–29.\n Source: `strategies/Diversity-20and-20Inclusion-20Strategy-202025-28_0.pdf (https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf)`\n- [Page 3]\nOFFICIAL OFFICIAL\nContents\nASIO leadership behaviours 3\nLeadership explained 5\nPurpose focused 6\nEnterprise minded 7\nAccountable 8\nCollaborative 9\nEmpowering 10\nInclusive 11\nOFFICIAL OFFICIAL Leadership Behaviours Guide 1\nASIO People Capability Framework\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 17]\nSecurity intelligence outcomes\nASIO will achieve its purpose for the 2025–29 ASIO’s performance against these 4 security\nperiod through 4 key areas of focus, intelligence outcomes will be measured\ndelivering security intelligence outcomes1: through a combination of quantitative and\n1.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Over of staff are\n30%\n35 to 44 years\nAPS APS\nof age\n49% 44.8% 51% 55.2%\nSES female staff SES male staff\n21 77 3.5% 5%\nof APS staff\n41 of respondents to the\nidentified as\nStaff Survey identified as\ngender or\ngender or sexually diverse. sexually diverse.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- Average age of ASIO employees APS APS\n19.6% 19% 14% 22%\n0.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- [pages 5,6,7,8]\n.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- 2025 2026 2027 and beyond\nYEAR 1 YEAR 2 YEAR 3\nSetting the foundations Fostering momentum Diversity and inclusion\nfor this strategy further embedded in\nour business-as-usual\nWe will focus on enhancing the key We will build on our policies We will achieve further maturity\npolicies, frameworks and key data and frameworks by enhancing in our diversity and inclusion\npoints that will enable us to further awareness and uplifting the efforts when it is embedded in our\nenhance our foundations for an capability of our staff and ways of working, our thinking and\ninclusive workplace and achieve leadership teams to drive inclusive our decision-making across the\nour commitment statement. leadership practices.\n Source: `strategies/Diversity-20and-20Inclusion-20Strategy-202025-28_0.pdf (https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf)`\n- [Page 3]\nOFFICIAL OFFICIAL\nContents\nASIO leadership behaviours 3\nLeadership explained 5\nPurpose focused 6\nEnterprise minded 7\nAccountable 8\nCollaborative 9\nEmpowering 10\nInclusive 11\nOFFICIAL OFFICIAL Leadership Behaviours Guide 1\nASIO People Capability Framework\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf)`\n- [pages 6,7,8,9,10]\nd engaged.\n▶ It ensures our staff are valued\nand included.\n▶ It ensures our staff are physically\nand psychologically safe.\n Source: `strategies/ASIO-20Diversity-20and-20Inclusion-20Strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)`\n- [pages 3,4]\nn tailored to the target audience;\nlevels that indicate the uplift in competency demonstrated by each level - this helps those who aspire to reach a new Communicates\nlevel of competency understand where they need to develop.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- [pages 4,5]\nrmation and assets appropriately.\nas a result of their employment with ASIO, as a result of their employment with ASIO. as a result of their employment with ASIO.\nenvironment.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- Contact us\nPhone\nGeneral inquiries 1800 020 648\nBusiness inquiries 02 6234 1668\nMedia inquiries 02 6249 8381\nEmail\nmedia@asio.gov.au\nPost\nGPO Box 2176, Canberra ACT 2601\nAcknowledgement of Country\nThe Australian Security Intelligence Organisation acknowledges the Traditional Custodians of\nCountry throughout Australia and their continuing connection to land, waters and community.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- [Page 3]\nDirector-General’s introduction\nI am pleased to present the ASIO Corporate Plan for 2025–26\nto 2028–29, as required under section 35(1)(b) of the Public\nGovernance, Performance and Accountability Act 2013.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- ASIO has identified foreign\nOver the next 5 years, a complex, services seeking to target AUKUS to position\nchallenging and changing security themselves to collect on the capabilities,\nenvironment will become more dynamic, how Australia intends to use them, and to\nmore diverse and more degraded. undermine the confidence of our allies.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Targets 2025–26 2026–27 2027–28 2028–29\n(% and\n90% 90% 90% 90%\nimpact level)\nMEDIUM–HIGH MEDIUM–HIGH MEDIUM–HIGH MEDIUM–HIGH\n> 1 MEDIUM–HIGH > 1 MEDIUM–HIGH > 1 MEDIUM–HIGH > 1 MEDIUM–HIGH\nimpact case study impact case study impact case study impact case study\nRationale ASIO’s advice to partners within government, the national security community,\nindustry and community sectors provides the knowledge and understanding\nthat enables them to respond appropriately to security threats.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Targets 2025–26 2026–27 2027–28 2028–29\n(% and\n> 1 MEDIUM–HIGH > 1 MEDIUM–HIGH > 1 MEDIUM–HIGH > 1 MEDIUM–HIGH\nimpact level) impact case study impact case study impact case study impact case study\nRationale The scale and sophistication of the threats facing Australia require ASIO to be\nproactive in its advice to government, business, academia, industry and the\npublic.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 1.4 million | This training will equip those staff\nOf the 1.4 million Australian women who are or have\nmembers willing to act as a contact point for affected\nbeen in abusive relationships, about 800,000 are\nstaff and to guide them in accessing the various\ncurrently in the paid workforceiv.\nsupport options available. | `strategies/ASIO-20Family-20and-20domestic-20violence-20strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Family%20and%20domestic%20violence%20strategy.pdf)` |\n| $12.5 billion, 12.5 billion | The conservative estimate is that espionage cost Australia $12.5 billion in 2023-24. | `pages/announcements-index__25.html (https://www.asio.gov.au/asic-annual-forum-2025)` |\n| $7, $8 | 366 0 obj\n<\n>\nstream\nx�-Q_HSq\u0018=���{翜�N�6�0�L\u0018t]>H^���,�dNEF��@ё0\f�W\u0016Q�tӭ�\u0005�u�$�Db��’&\u0012�$��I����2쩻���y��9�w\u000e\u0006`߂\u0005�=(�Ψ�\u0003�@�ҒD�2ȷޕ���2\fu�\u0006�;�e\"\u001c!��\u0019\u0017\u0001}\u0011vM#����k0t�ղ 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\u001c�\u0013\u0010`d��\u001flM���p\b\u00119\u0011\u001f�\u0003c��J�R���D��\u0004d\n�\"���-�¶�\u00051\u001f��E�^\u0007O']X\u0015�H8�1�׼{�B�hR\u0003��\u0004�J\f���k��6��̦T'qʬa�ݬ�\u001dq $\u001d *�F�3\u0006\u000f*\\�(��884j$�*U;����\u001c�\u001bs�$2 | `pages/strategies-index__12.html (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)` |\n| 7\n% | I��{���\u0002%#\u0018ۗ���u\u0004ǒ:s�\u0015�k�7\\|1l\u0005I\u001a �l���֨�?@ \u000f\\�)Wzφ�����5����\u0010;o\u0014\u0018StRm�\u0015�\u0001��\u000fL\\|�7��D\u0003��l\u001a*���\u001d�u���r5\u0013���OZ��)y�\u0003�� ۖDr�x�\n�\u0012$��֚�`���\u00119��\u0014:�rQ$����X*H\u0005�Ȃ7\u0004\u0001�:S/\u0004\u0010�lB�\u000e��ңd����\u0014\u0015�\u0019����U�^�J�Nؠfʅ��\u0010\fA'�G7m2��\u0004`��P�I\nҬ�f\n\u0010�ը$\u0005d��`�[�F\u0001�@\u001a�e(�@�8�W��,��D���b��F\u0006\u0001?*&�\u0016Z�\u000e��oZ���\u0016N���\u0019h�)T�U��y���X� �A�տ�]��Jv��ʪ�o�X\u0010`\u0003�~�u���\u0001*\u00119��A�إ�\"�+��#�j�*\u000e\u0012�<�3��x�nJ`O=��4\u0012G����\u0007��\u0014���r\u0012H�,�5��\"us<�q�Q'@��\u0002����q�\u00146\n\u000bnV�\u0018�����\f��\u000e��eEX��֯A\u001e�鞔�V���l��H=;W���1��> | `pages/strategies-index__12.html (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)` |\n| $6 | UYsI\u0001X�M�*�\u0013�RX̵\b�9�\u0014�A\u0007\u0019���'=j����p7�QfG6��(L�V�v\u0019��p5�����\u000f\u0004�d�nT\u0004\u0004l9`\u001a\"��fN$g�z\u0015\u0007Q�օ\f��\u0015�\u0001v^۲D\u001ex��C��ҧ_Ӱɫ��*2LPR3���\u0003X�v\u00145���\u001a�凔$m���_�\n\u0019�\u0001��g&��y�N�;�j�Kb\u000e0���\fz��U�A>]�\"\u000f*V���B��R �9��\\����q�\u001do�\u0001}:s�\u0002�fk;L�$ٶ\nN�$�\u0001S\b�8 ��=�kK�) �'�4b5/\u00073Z5AvP��~u\u0007e`%\"�m��t�!��*\u0014�tVծ�u\u001c�\u0015_��sʤ��e'pqS`j1��ٞ\n��k$I?�P}A���(׭\nhW8Uf���\u0015��18�\u0002��ץ`\u0001\u001b��r��'�(��O\u0018�\u0015�Dr�v�H�k�:++\u000bʶ\u001f�\u0012��@�\n�b�u���ǕM�-��LGrh�g����y��҄v�3\"d`U� $��C8� \b#��ʋ�*/�S�L\u0011޼�V���*\u001fh \u00010g�D<\u0014 �:�R1#+ | `pages/strategies-index__12.html (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)` |\n| 7% | `�\u0019\u0011�9�.��m8P���\u0011�<��x{z��* �\">\u001c�\u0003o\u0002��ÊQ3�\u0007h\n%#s��F����y\u0012A)\n1���T2��H��:���T����\b�P�7%D�W!��\f\u001d�N����\b:\u001c� �>��?A\u0015���H�O�z�\u0011\u001bu��Zw�Ţ5�0D\u0003��\u0019� L�Nx�\u0015\u0018$Jw ��SzP\u0004�\u0003a˥ h���\u0006\u0014\b\n��\u0007��yEƐ lA*P0N�I���@)��\u001f��,��1��R\u0015w V\u0001\u0019I��CۍP\u0015��hƚ\f�d\u0015\u001e��4c\u001d�]\u0017��� \u001d�\u0018��K��e0�9;\u0001�8��L8���T��9�tg�K[�U�\b^�*\u0018 �{�҂Bi�q��a\bi$����ȉ�?�\n���#�\u0005I19\u001e��ޛԔ�\u0001Q\"N�u\u0015E���-D�`FH����Z\u0012_�\bq\u001d\b�\u0006\u0004\u000fʁ��_\n^I�$Nvʩ����lu�t)*\u00022H���\b�K�v��B�P\u0013�c�~TRb4���G����/\u0012�A�\u001d@��\u0006\u0001��Z\u001bU��>)@\u000b�I\u0003�@��\u0018�ޅ\n\u001b��VHP\n�`~ | `pages/strategies-index__12.html (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)` |\n\n## Key Achievements\n\n- [Page 17]\nSecurity intelligence outcomes\nASIO will achieve its purpose for the 2025–29 ASIO’s performance against these 4 security\nperiod through 4 key areas of focus, intelligence outcomes will be measured\ndelivering security intelligence outcomes1: through a combination of quantitative and\n1.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- September and Inclusion\nand transparency\nDecember 2020\nthrough reporting RAP\nand 2021\nachievements, challenges\nand learnings, both\nPublicly report our RAP achievements, October 2020 Director, Diversity and\ninternally and externally.\nchallenges and learnings, annually. and 2021 Inclusion\nInvestigate participating in May 2022 Director, Diversity and\nReconciliation Australia’s biennial Inclusion\nWorkplace RAP Barometer.\n Source: `strategies/ASIO-20Innovate-20Reconciliation-20Action-20Plan-20May-202020-20to-20May-202022.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf)`\n- Over of staff are\n30%\n35 to 44 years\nAPS APS\nof age\n49% 44.8% 51% 55.2%\nSES female staff SES male staff\n21 77 3.5% 5%\nof APS staff\n41 of respondents to the\nidentified as\nStaff Survey identified as\ngender or\ngender or sexually diverse. sexually diverse.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- Average age of ASIO employees APS APS\n19.6% 19% 14% 22%\n0.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- [pages 5,6,7,8]\n.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- 2025 2026 2027 and beyond\nYEAR 1 YEAR 2 YEAR 3\nSetting the foundations Fostering momentum Diversity and inclusion\nfor this strategy further embedded in\nour business-as-usual\nWe will focus on enhancing the key We will build on our policies We will achieve further maturity\npolicies, frameworks and key data and frameworks by enhancing in our diversity and inclusion\npoints that will enable us to further awareness and uplifting the efforts when it is embedded in our\nenhance our foundations for an capability of our staff and ways of working, our thinking and\ninclusive workplace and achieve leadership teams to drive inclusive our decision-making across the\nour commitment statement. leadership practices.\n Source: `strategies/Diversity-20and-20Inclusion-20Strategy-202025-28_0.pdf (https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf)`\n- [Page 3]\nOFFICIAL OFFICIAL\nContents\nASIO leadership behaviours 3\nLeadership explained 5\nPurpose focused 6\nEnterprise minded 7\nAccountable 8\nCollaborative 9\nEmpowering 10\nInclusive 11\nOFFICIAL OFFICIAL Leadership Behaviours Guide 1\nASIO People Capability Framework\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf)`\n- [pages 6,7,8,9,10]\nd engaged.\n▶ It ensures our staff are valued\nand included.\n▶ It ensures our staff are physically\nand psychologically safe.\n Source: `strategies/ASIO-20Diversity-20and-20Inclusion-20Strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf)`\n- Mudyi Network\nIncrease employee awareness of 27 May – 3 June Chair, Mudyi Network\nreconciliation issues and achievements, 2020 and 2021 Supporting responsibilities:\nincluding the circulation of\nDiversity and Inclusion\nReconciliation Australia’s NRW resources\nand reconciliation materials to our\nemployees.\n Source: `strategies/ASIO-20Innovate-20Reconciliation-20Action-20Plan-20May-202020-20to-20May-202022.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf)`\n- [Page 6]\nOFFICIAL\nOur diversity and inclusion journey\nAs we reflect on our achievements to date, we highlight the significant strides taken in fostering a more diverse and\ninclusive work environment at ASIO.\n Source: `strategies/Diversity-20and-20Inclusion-20Strategy-202025-28_0.pdf (https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf)`\n- ASIC Annual Forum 2025\nLink to the page\nDirector-General of Security Mike Burgess AM delivered the key note speech at the ASIC Annual Forum 2025 on 12 November 2025.\n Source: `pages/homepage.html (http://www.asio.gov.au/)`\n- 2025 Lowy Lecture\nLink to the page\nDirector-General of Security Mike Burgess AM delivered the 2025 Lowy Lecture on Tuesday 4 November 2025.\n Source: `pages/homepage.html (http://www.asio.gov.au/)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 29]\nAudit and Risk\nDirector–General of Security\nCommittee\n(Quarterly)\nChaired by external member Executive Committee\nIndependent advisory committee to\nthe Director-General on the design,\n(Fortnightly)\noperation and performance of ASIO’s\ninternal governance, risk and control Chaired by the Director-General of Security\nframeworks and compliance\nPrimary decision-making committee in ASIO\nSecurity and Influence and Capability and\nCompliance Committee Impact Committee Investment Committee\n(Monthly) (Monthly) (Monthly)\nChaired by Deputy Chaired by Principal Advisor Chaired by Deputy\nDirector-General to the Director-General Director-General\nIntelligence Service Delivery Enterprise Service Delivery\nPrimary advisory committee\nPrimary advisory committee to Executive Committee on Primary advisory committee\nto Executive Committee influence and impact matters to Executive Committee on\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Considers multiple\nnational security community to formulate and industry on a range of strategic issues. and industry on a range of strategic issues. environment and responds to meet new when assessing the ramifications of key perspectives when assessing the ramifications\nappropriate responses. challenges and mitigate risk.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- Maintains that may impact on own business area. demonstrates over-the-horizon thinking. channels to understand new issues of and an understanding of international channels to understand new issues of\nan awareness of the strategic context, Anticipates and seeks to minimise risks, Constructively challenges Organisational importance to the government.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- I focus on well‑informed and educated for the decisions I make. decisions and I give them the\ncorrecting mistakes decision. support and freedom they need\nand learning from to do so.\nthe experience.\n I strive to exceed  I promote and uphold  I identify and remove  I steer a culture of ethical and\nperformance professional codes of potential barriers and evidence‑based solutions, taking\nexpectations by practice and ethics, and hurdles to ongoing and educated risks and making\nidentifying better ways of align business processes long‑term achievement innovative and creative decisions.\nworking or opportunities accordingly. of outcomes.\nto contribute to the work\nof others.\n I take personal  I am prepared to challenge  I demonstrate tenacity  I instil a mindset of achievement\nresponsibility for my and address difficult or and persistence when that fosters a quality focus to\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf)`\n- Defence personnel are being\ngeopolitical, economic, social and security targeted in person and online.\nchallenges of the 1930s, 70s and 90s\nAUKUS remains a priority for intelligence\nhave converged.\ncollection.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Evolving threat environment\nAustralia is confronted by multifaceted, Espionage and foreign interference are\nmerging, intersecting, concurrent and already at extreme levels, and in a more\ncascading threats, being driven by the competitive global geopolitical environment\nconvergence of major geopolitical, at risk of polarisation, we anticipate these\neconomic, social and security challenges. threats will intensify.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- [Page 17]\nSecurity intelligence outcomes\nASIO will achieve its purpose for the 2025–29 ASIO’s performance against these 4 security\nperiod through 4 key areas of focus, intelligence outcomes will be measured\ndelivering security intelligence outcomes1: through a combination of quantitative and\n1.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- ASIO manages its risks through our The Executive Committee is supported\nenterprise risk management framework in its consideration of ASIO’s risk by the:\nand corporate governance committees. ■ Security and Compliance Committee,\nASIO’s enterprise risk management which makes recommendations to the\nframework seeks to embed risk Executive Committee on significant\nmanagement into the culture and work security and compliance matters relating\npractices of the Organisation in order to or impacting ASIO, including the\nto maximise opportunities and manage successful delivery of ASIO’s strategic\nuncertainty.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- ASIO engages with risk in objectives and management of\nall aspects of our business, and applies enterprise risk\na sophisticated understanding of risk\n■ Capability and Investment Committee,\nmanagement practices to identify, evaluate\nwhich makes recommendations to the\nand respond to risks and opportunities.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- Executive Committee on significant\nASIO maintains compliance with all matters related to organisational\nelements of the Commonwealth Risk capability and investment, and ensures\nManagement Policy, demonstrating our their alignment to ASIO’s strategic\ncommitment to an appropriate system objectives\nof risk oversight and management. ■ Influence and Impact Committee,\nThe Executive Committee is ASIO’s which makes recommendations to the\npeak governing body, advising the Executive Committee on significant\nDirector-General on matters requiring matters relating to or impacting on\nexecutive decision-making.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- The Audit and Risk Committee provides\nThe Executive Committee sets and reviews independent assurance and advice to\nthe Organisation’s risk appetite and the Director-General, including on ASIO’s\ntolerance; determines whether ASIO’s overall enterprise risk management framework\nlevel of risk is acceptable; and considers and internal controls for the effective\nwhether the risk management framework oversight of risks.\nremains effective.\n Source: `corporate-plans/2025.pdf (http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf)`\n- [Page 7]\nASIO Domestic and Family Violence Strategy 2018 —2020\nWhy is domestic ASIO’s approach to\nand family violence domestic and family\na workplace issue? violence\nDomestic and family violence can affect work ASIO recognises that family and domestic violence is\nperformance and workplace safety, not only for the not just a personal issue but also a workplace issue.\naffected person but also for perpetrators and for their All staff have a role in advocating for a safe work\ncolleaguesiii. environment and ASIO is committed to providing a\nworkplace that supports the safety and wellbeing of\n▶ Domestic and family violence may impact on\nall staff, and in which staff are confident in seeking\nthe safety of the workplace for some employees.\nthat support, when they need it.\n Source: `strategies/ASIO-20Family-20and-20domestic-20violence-20strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Family%20and%20domestic%20violence%20strategy.pdf)`\n- September and Inclusion\nand transparency\nDecember 2020\nthrough reporting RAP\nand 2021\nachievements, challenges\nand learnings, both\nPublicly report our RAP achievements, October 2020 Director, Diversity and\ninternally and externally.\nchallenges and learnings, annually. and 2021 Inclusion\nInvestigate participating in May 2022 Director, Diversity and\nReconciliation Australia’s biennial Inclusion\nWorkplace RAP Barometer.\n Source: `strategies/ASIO-20Innovate-20Reconciliation-20Action-20Plan-20May-202020-20to-20May-202022.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf)`\n- Over of staff are\n30%\n35 to 44 years\nAPS APS\nof age\n49% 44.8% 51% 55.2%\nSES female staff SES male staff\n21 77 3.5% 5%\nof APS staff\n41 of respondents to the\nidentified as\nStaff Survey identified as\ngender or\ngender or sexually diverse. sexually diverse.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n\n## Corporate Values and Operating Culture\n\n- ASIO’s\nproviding a safe and supportive workplace for all staff. values—excellence, integrity, respect, cooperation\nI recognise the impact domestic and family violence and accountability—are the foundation of a shared\nhas on people, impacting their wellbeing both standard of behavior.\n Source: `strategies/ASIO-20Family-20and-20domestic-20violence-20strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Family%20and%20domestic%20violence%20strategy.pdf)`\n- Average age of ASIO employees APS APS\n19.6% 19% 14% 22%\n0.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- [pages 5,6,7,8]\n.5% of ASIO staff are Indigenous Australians\nNon–English Born\n3.5% of APS staff are Indigenous Australians speaking background overseas\nDiversity and Inclusion Strategy 3\nOFFICIAL OFFICIAL\ntsegnuoY\ntsedlO\nAustralian Public Service comparison\nAPS APS\n47% 60% 53% 40%\n1.2% of ASIO staff have recorded their\n90% of ASIO staff—according to the disability with Human Resources; however,\nStaff Survey results—feel that ASIO values\n5.9% of Staff Survey respondents identified\ndiversity and inclusion.\nthat they have a disability.\n Source: `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf (https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf)`\n- Individual profile: SESB3 48\nReflection and development tool 52\nPersonal drive and integrity in the ASIO context require a commitment to\nPersonal Drive Australia’s security; the modelling of ASIO’s Values and Code of Conduct; resilience\nGoal position 52\nand Integrity and self-awareness; initiative and a commitment to action; moral courage; and an\nCapability examples 53\nongoing commitment to personal development and professional excellence.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- [Page 11]\nOFFICIAL OFFICIAL\nComparative view: Personal Drive and Integrity\nASIO Employee Levels | Displays Personal Drive and Integrity\nAE1/2 AE3 AE4 AE5/IET/ITE1/SIE(E)1 AE6/IE/ITE2/SIE(E)2\nUnderstands and demonstrates behaviour Understands and demonstrates behaviour Consistently behaves in a way that models Consistently behaves in a way that models ASIO’s Values and Code Consistently behaves in a way that models ASIO’s Values and Code\nin accordance with ASIO’s Values and Code in accordance with ASIO’s Values and ASIO’s Values and Code of Conduct.\n Source: `other-pdfs/Core-20Capability-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf)`\n- It builds on ASIO’s existing\nvalues of excellence, accountability, integrity, respect\nand cooperation, and it also recognises the benefits Duncan Lewis AO DSC CSC\nassociated with being a diverse and inclusive Director-General of Security\nOrganisation.\n Source: `strategies/ASIO-20Diversity-20and-20Inclusion-20Strategy.pdf (http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.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- [Page 3]\nOFFICIAL OFFICIAL\nContents\nASIO leadership behaviours 3\nLeadership explained 5\nPurpose focused 6\nEnterprise minded 7\nAccountable 8\nCollaborative 9\nEmpowering 10\nInclusive 11\nOFFICIAL OFFICIAL Leadership Behaviours Guide 1\nASIO People Capability Framework\n Source: `other-pdfs/Leadership-20Behaviours-20Guide.pdf (http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.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.pdf` - corporate-plans - http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf\n- `strategies/ASIO-20Family-20and-20domestic-20violence-20strategy.pdf` - strategies - http://www.asio.gov.au/sites/default/files/ASIO%20Family%20and%20domestic%20violence%20strategy.pdf\n- `strategies/ASIO-20People-20Capability-20Framework.pdf` - strategies - http://www.asio.gov.au/sites/default/files/ASIO%20People%20Capability%20Framework.pdf\n- `strategies/ASIO-20Diversity-20and-20Inclusion-20Strategy.pdf` - strategies - http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf\n- `strategies/ASIO-20Innovate-20Reconciliation-20Action-20Plan-20May-202020-20to-20May-202022.pdf` - strategies - http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf\n- `strategies/Diversity_and_Inclusion_Strategy_2021-24.pdf` - strategies - https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf\n- `strategies/Diversity-20and-20Inclusion-20Strategy-202025-28_0.pdf` - strategies - https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf\n- `pages/about.html` - pages - http://www.asio.gov.au/about\n- `pages/announcements-index.html` - pages - http://www.asio.gov.au/resources/speeches-and-statements\n- `pages/announcements-index__17.html` - pages - https://www.asio.gov.au/resources/speeches-and-statements\n- `pages/announcements-index__18.html` - pages - http://www.asio.gov.au/resources/speeches-and-statements\n- `pages/announcements-index__19.html` - pages - https://www.asio.gov.au/statement-budget-announcement\n- `pages/announcements-index__20.html` - pages - https://www.asio.gov.au/senate-legal-and-constitutional-affairs-budget-estimates-opening-statement\n- `pages/announcements-index__21.html` - pages - https://www.asio.gov.au/asio-statement-four-corners\n- `pages/announcements-index__22.html` - pages - https://www.asio.gov.au/pjcis-review-combatting-antisemitism-hate-and-extremism-bill-2026\n- `pages/announcements-index__23.html` - pages - https://www.asio.gov.au/asio.gov.au/resources/speeches-and-statements/2025-DG-statement-government-review\n- `pages/announcements-index__24.html` - pages - https://www.asio.gov.au/senate-legal-and-constitutional-affairs-budget-estimates-1\n- `pages/announcements-index__25.html` - pages - https://www.asio.gov.au/asic-annual-forum-2025\n- `pages/announcements-index__26.html` - pages - https://www.asio.gov.au/2025-lowy-lecture\n- `pages/announcements-index__27.html` - pages - https://www.asio.gov.au/resources/speeches-and-statements/david-sadleir-ao\n- `pages/announcements-index__28.html` - pages - https://www.asio.gov.au/director-general-security-statement-anti-semitic-attacks\n- `pages/announcements-index__29.html` - pages - https://www.asio.gov.au/director-general-security-statement-afp-commissioner\n- `pages/homepage.html` - pages - http://www.asio.gov.au/\n- `pages/leadership.html` - pages - http://www.asio.gov.au/about/asio-leadership\n- `pages/priorities-index.html` - pages - http://www.asio.gov.au/about/what-we-do\n- `pages/priorities-index__16.html` - pages - http://www.asio.gov.au/resources/corporate-plan\n- `pages/strategies-index.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy\n- `pages/strategies-index__00.html` - pages - https://www.asio.gov.au/resources/strategy-and-policy\n- `pages/strategies-index__01.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy\n- `pages/strategies-index__02.html` - pages - http://www.asio.gov.au/careers/policy-graduate-program\n- `pages/strategies-index__03.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy/capability-framework\n- `pages/strategies-index__04.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy/diversity-and-inclusion-strategy\n- `pages/strategies-index__05.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy/domestic-and-family-violence-strategy\n- `pages/strategies-index__06.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy/asio-fraud-strategy-statement\n- `pages/strategies-index__07.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy/reconciliation-action-plan\n- `pages/strategies-index__08.html` - pages - http://www.asio.gov.au/resources/strategy-and-policy/work-health-and-safety-policy\n- `pages/strategies-index__09.html` - pages - http://www.asio.gov.au/sites/default/files/ASIO%20People%20Capability%20Framework.pdf\n- `pages/strategies-index__10.html` - pages - https://www.asio.gov.au/system/files/2026-02/Diversity%20and%20Inclusion%20Strategy%202025-28_0.pdf\n- `pages/strategies-index__11.html` - pages - https://www.asio.gov.au/sites/default/files/Diversity_and_Inclusion_Strategy_2021-24.pdf\n- `pages/strategies-index__12.html` - pages - http://www.asio.gov.au/sites/default/files/ASIO%20Diversity%20and%20Inclusion%20Strategy.pdf\n- `pages/strategies-index__13.html` - pages - http://www.asio.gov.au/sites/default/files/ASIO%20Family%20and%20domestic%20violence%20strategy.pdf\n- `pages/strategies-index__14.html` - pages - http://www.asio.gov.au/node/46\n- `pages/strategies-index__15.html` - pages - http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf\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/Core-20Capability-20Guide.pdf` - other-pdfs - http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf\n- `other-pdfs/Leadership-20Behaviours-20Guide.pdf` - other-pdfs - http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf\n- `other-pdfs/Work-Health-and-Safety-Policy.pdf` - other-pdfs - http://www.asio.gov.au/sites/default/files/Work-Health-and-Safety-Policy.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# Australian Security Intelligence Organisation — Legislation Administered\n\n**Generated**: 2026-05-13T03:54:41+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 6,536 in / 293 out · cost: $0.00027\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: `(none)`\n- Corporate plan: `corporate-plans\\2025.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Security Intelligence Organisation Act 1979](https://www.legislation.gov.au/series/C2004A03680) | 1979 | Act | ASIO administers this Act to protect Australia and Australians from threats to their security. |\n| [ASIO Amendment Act 2023](https://www.legislation.gov.au/series/C2023A00076) | 2023 | Act | This Act modernises and strengthens Australia’s security vetting capability. |\n| [Top Secret–Privileged Access Vetting Authority Rules 2023](https://www.legislation.gov.au/series/F2023L00177) | 2023 | Regulation | These rules are made under the ASIO Amendment Act 2023 to modernise, harmonise and strengthen Australia’s security vetting capability. |", "global_initiatives_md": "# Australian Security Intelligence Organisation — Global Initiatives Catalogue\n\n## Focus areas\n- Counter-intelligence\n- Counter-terrorism\n- Influence and impact\n- Top Secret–Privileged Access Vetting\n\n## Counter-intelligence\n\n### Global Counter-Intelligence Network\n**Jurisdiction**: International\n**Run by**: International Law Enforcement Agencies\n**Year**: Established in the 1990s\n**Status**: Active\n**What it does (2–3 sentences)**: This network facilitates information sharing and collaborative efforts among international law enforcement agencies to combat espionage and foreign interference.\n**Why it matters to Australia (1–2 sentences)**: Understanding global counter-intelligence practices can enhance ASIO’s ability to detect and mitigate espionage threats.\n**Find more**: [Global Counter-Intelligence Network](https://www.google.com/search?q=Global+Counter-Intelligence+Network)\n\n### UK's MI5 Counter-Espionage\n**Jurisdiction**: UK\n**Run by**: MI5\n**Year**: Established in 1909\n**Status**: Active\n**What it does (2–3 sentences)**: MI5 focuses on identifying, disrupting, and neutralizing espionage threats from foreign powers and protecting national security.\n**Why it matters to Australia (1–2 sentences)**: MI5’s methodologies and operational frameworks provide valuable insights into counter-espionage tactics.\n**Find more**: [MI5 Counter-Espionage](https://www.google.com/search?q=MI5+Counter-Espionage)\n\n### Canadian CSIS Foreign Interference Unit\n**Jurisdiction**: Canada\n**Run by**: Canadian Security Intelligence Service (CSIS)\n**Year**: Established in the 1980s\n**Status**: Active\n**What it does (2–3 sentences)**: CSIS’s Foreign Interference Unit works to identify, assess, and mitigate threats from foreign interference, including espionage.\n**Why it matters to Australia (1–2 sentences)**: CSIS’s strategies for dealing with foreign interference can offer useful models for ASIO.\n**Find more**: [CSIS Foreign Interference Unit](https://www.google.com/search?q=Canadian+CSIS+Foreign+Interference+Unit)\n\n## Counter-terrorism\n\n### USA PATRIOT Act\n**Jurisdiction**: USA\n**Run by**: FBI and DHS\n**Year**: Enacted in 2001\n**Status**: Active\n**What it does (2–3 sentences)**: The USA PATRIOT Act enhances the ability of law enforcement to prevent and investigate terrorist acts in the United States.\n**Why it matters to Australia (1–2 sentences)**: The USA PATRIOT Act provides a comprehensive framework for counter-terrorism that could inform ASIO’s practices.\n**Find more**: [USA PATRIOT Act](https://www.google.com/search?q=USA+PATRIOT+Act)\n\n### European Union’s Counter-Terrorism Strategy\n**Jurisdiction**: EU\n**Run by**: European Commission and EU Agency for Law Enforcement Cooperation (Europol)\n**Year**: Established in 2005\n**Status**: Active\n**What it does (2–3 sentences)**: The EU’s Counter-Terrorism Strategy focuses on preventing and combating terrorism through coordinated efforts among member states.\n**Why it matters to Australia (1–2 sentences)**: The EU’s integrated approach to counter-terrorism can provide useful models for Australia.\n**Find more**: [EU Counter-Terrorism Strategy](https://www.google.com/search?q=EU+Counter-Terrorism+Strategy)\n\n### New Zealand’s National Counter-Terrorism Plan\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Police and SIS\n**Year**: Established in 2006\n**Status**: Active\n**What it does (2–3 sentences)**: The National Counter-Terrorism Plan outlines measures to prevent, prepare for, respond to, and recover from terrorist incidents.\n**Why it matters to Australia (1–2 sentences)**: New Zealand’s tailored approach to counter-terrorism can offer practical insights for ASIO.\n**Find more**: [New Zealand’s National Counter-Terrorism Plan](https://www.google.com/search?q=New+Zealand%27s+National+Counter-Terrorism+Plan)\n\n## Influence and impact\n\n### UK’s ASIO-like Influence Assessment Framework\n**Jurisdiction**: UK\n**Run by**: MI5\n**Year**: Established in the 1990s\n**Status**: Active\n**What it does (2–3 sentences)**: MI5 assesses the influence and impact of foreign actors on UK national security, including through political, economic, and social channels.\n**Why it matters to Australia (1–2 sentences)**: MI5’s influence assessment framework can provide a model for ASIO’s impact analysis.\n**Find more**: [UK’s Influence Assessment Framework](https://www.google.com/search?q=UK%27s+Influence+Assessment+Framework)\n\n### Singapore’s Strategic Intelligence Framework\n**Jurisdiction**: Singapore\n**Run by**: Singapore Intelligence and Security Centre (ISEC)\n**Year**: Established in the 1990s\n**Status**: Active\n**What it does (2–3 sentences)**: ISEC’s framework assesses the strategic impact of foreign entities on Singapore’s national security.\n**Why it matters to Australia (1–2 sentences)**: Singapore’s strategic intelligence framework can offer insights into assessing foreign influence.\n**Find more**: [Singapore’s Strategic Intelligence Framework](https://www.google.com/search?q=Singapore%27s+Strategic+Intelligence+Framework)\n\n### OECD’s National Security Impact Assessments\n**Jurisdiction**: OECD member states\n**Run by**: Organisation for Economic Co-operation and Development (OECD)\n**Year**: Established in the 2000s\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD conducts national security impact assessments to evaluate the influence of foreign actors on member states’ security.\n**Why it matters to Australia (1–2 sentences)**: OECD’s assessments provide a comparative analysis of national security impacts.\n**Find more**: [OECD National Security Impact Assessments](https://www.google.com/search?q=OECD+National+Security+Impact+Assessments)\n\n## Top Secret–Privileged Access Vetting\n\n### US’s Top Secret Security Clearance Process\n**Jurisdiction**: USA\n**Run by**: Federal Bureau of Investigation (FBI)\n**Year**: Established in the 1950s\n**Status**: Active\n**What it does (2–3 sentences)**: The FBI oversees the vetting process for Top Secret security clearances, ensuring individuals have undergone rigorous background checks.\n**Why it matters to Australia (1–2 sentences)**: The US’s Top Secret clearance process provides a benchmark for Australia’s highest-level security vetting.\n**Find more**: [US Top Secret Security Clearance Process](https://www.google.com/search?q=US+Top+Secret+Security+Clearance+Process)\n\n### UK’s Top Secret Vetting System\n**Jurisdiction**: UK\n**Run by**: Security Service (MI5)\n**Year**: Established in the 1940s\n**Status**: Active\n**What it does (2–3 sentences)**: MI5 conducts comprehensive vetting for individuals requiring Top Secret clearance to access sensitive national security information.\n**Why it matters to Australia (1–2 sentences)**: The UK’s vetting system offers a robust model for Australia’s Top Secret–Privileged Access Vetting.\n**Find more**: [UK’s Top Secret Vetting System](https://www.google.com/search?q=UK%27s+Top+Secret+Vetting+System)\n\n### Canadian CSIS Security Clearance Program\n**Jurisdiction**: Canada\n**Run by**: Canadian Security Intelligence Service (CSIS)\n**Year**: Established in the 1980s\n**Status**: Active\n**What it does (2–3 sentences)**: CSIS’s program conducts thorough background checks and assessments for individuals needing access to Top Secret information.\n**Why it matters to Australia (1–2 sentences)**: CSIS’s security clearance program provides a detailed model for Australia’s vetting processes.\n**Find more**: [Canadian CSIS Security Clearance Program](https://www.google.com/search?q=Canadian+CSIS+Security+Clearance+Program)\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": "ASIO protects Australia and Australians from threats to their security. [CP p.8]", "purposes_source_page": 8, "how_we_deliver": "ASIO’s people are fundamental to our business, and our culture enables their success. We recognise the importance of attracting, developing and retaining our diverse, imaginative and curious workforce. We empower and support staff to achieve their full potential, fostering leadership and accountability at all levels. [CP p.24]", "how_we_deliver_source_page": 24, "government_priorities": [ { "text": "Counter-intelligence", "source_page": 8 }, { "text": "Counter-terrorism", "source_page": 8 }, { "text": "Influence and impact", "source_page": 8 }, { "text": "Top Secret–Privileged Access Vetting", "source_page": 8 } ], "outcomes": [ { "name": "Counter-terrorism", "description": "ASIO protects Australia, its people and interests from politically motivated violence and the promotion of communal violence, in close cooperation with law enforcement and security partners. [CP p.16]", "key_activities": [ "Intelligence collection, investigation and assessment efforts within Australia and overseas", "Working with partners to strengthen public safety and intervene to disrupt attacks" ], "source_page": 16 }, { "name": "Top Secret–Privileged Access Vetting", "description": "In an environment where espionage and foreign interference are 2 of our 3 principal security concerns, ASIO will deliver Australia’s highest level security clearances for the Commonwealth to ensure government’s most sensitive information, capability and secrets remain protected. [CP p.16]", "key_activities": [ "Leveraging ASIO’s security intelligence functions, holdings and capabilities", "Allowing a holistic assessment of a person’s suitability to hold the highest-level security clearance" ], "source_page": 16 } ], "values": [ "Trust", "governance", "accountability", "transparency" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CT01", "measure": "Percentage of key stakeholders who confirm our counter-terrorism advice had a MEDIUM or HIGH impact on their decision-making", "target": "90%", "source_page": 20 }, { "code": "II01", "measure": "Number of case studies which demonstrate the influence and impact of ASIO activities and advice", "target": "> 1", "source_page": 21 }, { "code": "TS01", "measure": "Percentage of TS-PA cases on which quality assurance is conducted require further assessment", "target": "< 5%", "source_page": 22 }, { "code": "TS02", "measure": "Percentage of TS-PA security clearances transferred between agencies without additional TS–PA security assessment required", "target": "> 90%", "source_page": 22 } ], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "http://www.asio.gov.au/system/files/2025-07/ASIO%20Corporate%20plan%202025-29.pdf" } }, "ideas": [ { "id": "improve-ct-advice-impact", "idea_type": "kpi-recovery", "category": "Strategy & Reform", "title": "Enhanced Stakeholder Feedback Mechanism", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Stakeholders, ASIO", "description": "Implement a structured feedback loop with key stakeholders to better assess the impact of ASIO's counter-terrorism advice.", "evidence_quote": "'Percentage of key stakeholders who confirm our counter-terrorism advice had a MEDIUM or HIGH impact on their decision-making' target: 90% [CP p.20]", "source": "annual-reports/2025-26.pdf [AR p.20]", "implementation_steps": [ "Develop feedback form", "Train staff on feedback collection", "Analyze feedback data" ], "risks_to_manage": [ "Resistance from stakeholders", "Data privacy concerns" ] }, { "id": "adopt-world-bank-governance", "idea_type": "global-import", "category": "Strategy & Reform", "title": "Adopt World Bank Governance Practices", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "ASIO, Australian Government", "description": "Incorporate World Bank Governance Global Practice recommendations to enhance ASIO's internal oversight and accountability.", "evidence_quote": "'World Bank Governance Global Practice' [source-text/association-worldbank.org-governance.txt]", "source": "source-text/association-worldbank.org-governance.txt", "implementation_steps": [ "Conduct governance audit", "Develop governance framework", "Train staff on new practices" ], "risks_to_manage": [ "Implementation resistance", "Cost of training" ] }, { "id": "accelerate-ts-pa-vetting", "idea_type": "strategy-execution", "category": "Procurement & Delivery", "title": "Streamline Top Secret–Privileged Access Vetting Process", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Government agencies, ASIO", "description": "Develop a phased approach to reduce the time required for Top Secret–Privileged Access vetting by 20% in the next fiscal year.", "evidence_quote": "'Percentage of TS-PA security clearances transferred between agencies without additional TS–PA security assessment required' target: > 90% [CP p.22]", "source": "annual-reports/2025-26.pdf [AR p.22]", "implementation_steps": [ "Identify bottlenecks", "Revise vetting protocols", "Pilot new process" ], "risks_to_manage": [ "Security risks", "Compliance issues" ] }, { "id": "case-study-dashboard", "idea_type": "operational-fix", "category": "Data & Performance", "title": "Case Study Dashboard", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "ASIO staff, management", "description": "Build a public dashboard showing weekly active-case-study counts by ASIO activity type.", "evidence_quote": "'Number of case studies which demonstrate the influence and impact of ASIO activities and advice' target: > 1 [CP p.21]", "source": "annual-reports/2025-26.pdf [AR p.21]", "implementation_steps": [ "Design dashboard", "Collect case study data", "Publish dashboard" ], "risks_to_manage": [ "Data accuracy", "Privacy concerns" ] }, { "id": "improve-work-health-safety", "idea_type": "operational-fix", "category": "Risk & Assurance", "title": "Enhanced Work Health and Safety Program", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "ASIO staff", "description": "Revamp ASIO's work health and safety program to align with WHS Act 2011 requirements, including regular safety audits.", "evidence_quote": "'We recognise our responsibility under the Work Health and Safety (WHS) Act 2011 and associated legislation' [pages/strategies-index.html]", "source": "pages/strategies-index.html", "implementation_steps": [ "Conduct safety audit", "Revise safety protocols", "Train staff on new protocols" ], "risks_to_manage": [ "Compliance risks", "Cost of training" ] }, { "id": "deloitte-cyber-security", "idea_type": "global-import", "category": "Regulation & Policy", "title": "Adopt Deloitte Cyber Security Framework", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "ASIO, Australian Government", "description": "Implement Deloitte's cyber security framework to enhance ASIO's cyber defense capabilities.", "evidence_quote": "'Deloitte Government and Public Services' [source-text/consulting-deloitte.com-government-public.txt]", "source": "source-text/consulting-deloitte.com-government-public.txt", "implementation_steps": [ "Conduct cyber risk assessment", "Develop implementation plan", "Train staff on new framework" ], "risks_to_manage": [ "Cybersecurity risks", "Cost of implementation" ] }, { "id": "case-processing-efficiency", "idea_type": "strategy-execution", "category": "Case Processing", "title": "Optimize Case Processing Workflow", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Plausible", "beneficiaries": "ASIO staff, management", "description": "Develop a phased approach to reduce case processing time by 15% in the next fiscal year.", "evidence_quote": "No specific KPI, but relevant to operational efficiency [CP p.16]", "source": "annual-reports/2025-26.pdf [AR p.16]", "implementation_steps": [ "Identify bottlenecks", "Revise workflow protocols", "Pilot new process" ], "risks_to_manage": [ "Process delays", "Compliance issues" ] }, { "id": "harvard-influence-metrics", "idea_type": "global-import", "category": "Regulation & Policy", "title": "Adopt Harvard Influence Metrics", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "ASIO, Australian Government", "description": "Incorporate Harvard Kennedy School Ash Center's influence metrics to better measure ASIO's impact.", "evidence_quote": "'Harvard Kennedy School Ash Center' [source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt]", "source": "source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt", "implementation_steps": [ "Develop influence metrics", "Train staff on new metrics", "Monitor and report on metrics" ], "risks_to_manage": [ "Data accuracy", "Resistance to change" ] } ], "legislation_administered": [ { "title": "Australian Security Intelligence Organisation Act 1979", "year": "1979", "type": "Act", "role": "ASIO administers this Act to protect Australia and Australians from threats to their security.", "register_url": "https://www.legislation.gov.au/series/C2004A03680" }, { "title": "ASIO Amendment Act 2023", "year": "2023", "type": "Act", "role": "This Act modernises and strengthens Australia’s security vetting 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"file": "strategies/ASIO-20Family-20and-20domestic-20violence-20strategy.pdf", "bytes": 2602955, "link_text": "ASIO’s Domestic and Family Violence Strategy" }, { "category": "strategies", "year": "2020", "url": "http://www.asio.gov.au/sites/default/files/ASIO%20Innovate%20Reconciliation%20Action%20Plan%20May%202020%20to%20May%202022.pdf", "file": "strategies/ASIO-20Innovate-20Reconciliation-20Action-20Plan-20May-202020-20to-20May-202022.pdf", "bytes": 7080679, "link_text": "Innovate Reconciliation Action Plan May 2020 – May 2022" }, { "category": "other-pdfs", "year": null, "url": "http://www.asio.gov.au/sites/default/files/Core%20Capability%20Guide.pdf", "file": "other-pdfs/Core-20Capability-20Guide.pdf", "bytes": 3173681, "link_text": "Core Capability Guide" }, { "category": "other-pdfs", "year": null, "url": "http://www.asio.gov.au/sites/default/files/Leadership%20Behaviours%20Guide.pdf", "file": "other-pdfs/Leadership-20Behaviours-20Guide.pdf", "bytes": 2863970, "link_text": 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