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Governance at ANSTO

Governance

ANSTO is a highly regulated organisation. Our governance system and processes provide critical guidance to effectively manage ANSTO’s activities. This section outlines the processes and systems that are in place to provide assurance to Government, our stakeholders and the community that we are working within our regulated and mandated requirements.

ANSTO Act

ANSTO is subject to the provisions of various Commonwealth Acts, Regulations made under these various Acts and Commonwealth Awards. The principal Act is the Australian Nuclear Science and Technology Organisation Act 1987 (ANSTO Act) which details the organisation's functions, powers, Board, Chief Executive Officer's duties, staffing, finance and other roles and responsibilities. 
 

The Act (No. 3 of 1987 as amended) and taking into account amendments up to Act No. 46 of 2011, as prepared by the Office of Legislative Drafting and Publishing, Attorney-General's Department, Canberra (27 December 2011) and can be found on the Federal Register of Legislation website. 

ANSTO Board

The ANSTO Board of Directors is appointed by the government to ensure the proper and efficient performance of the functions of ANSTO.

The Board must consider the current policies of the Commonwealth Government in relation to ANSTO's functions, and to Government directives such as the Minister’s Statement of Expectations, that is issued from time to time.

ANSTO Board members

Ms Penelope J Dobson

Penny Dobson

Deputy Chair, currently acting chair

Dip Pharm, MPS, MBA, GAICD

Global pharmaceutical executive and businesswoman

Appointed 24 April 2014
Term concludes 23 April 2019

 

Dr Adi Paterson

Adi Paterson

BSc, PhD

ANSTO Chief Executive Officer

Appointed 1 March 2009
Reappointed effective 1 March 2017
Term concludes 28 February 2022

Emeritus Professor Stephen Buckman, AM 

Stephen Buckman

BSc (Hons), FAPS, FAIP, FinstP

Academic and researcher at ANU

Appointed 23 July 2015
Term concludes 22 July 2020

Professor Brigid Heywood

Brigid Heywood

BSc (Hons), PhD

Deputy Vice-Chancellor (Research) University of Tasmania

Appointed 28 June 2016
Term concludes 27 June 2021

Ms Carol Holley

Carol Holley

BA, FCA, FAICD

Non-executive Director and Chair of Audit Committee of Australian Pharmaceutical Industries Limited Chair of the Audit and Risk Committees of NSW Department of Finance, Services and Innovations, NSW Property and Housing Group, Service NSW, NSW Land and Housing Corporation, NSW Department of Parliamentary Services and National Health Funding Body

Appointed 25 February 2016
Term concludes 24 February 2021

Professor Andrew Scott AM

Andrew Scott

MBBS (Hons), MD, FRACP, FAHMS, FAANMS, DDU, FAICD

Scientific Director, Department of Molecular Imaging and Therapy, Austin Health
Laboratory Head, Olivia Newton-John Cancer Research Institute Member, Ludwig Institute for Cancer Research Professor, Faculty of Medicine, University of Melbourne
Professor, School of Cancer Medicine, La Trobe University Professor, Department of Biochemistry and Molecular Biology, Monash University Board Director, Cancer Trials Australia President, World Federation of Nuclear Medicine and Biology

Appointed 26 September 2007
Reappointed 29 September 2011
Reappointed 25 February 2016, effective 29 September 2016
Term concludes 28 September 2021

 

Professor Margaret Sheil AO

Margaret Sheil

BSc (Hons),PhD, FRACI, FTSE, FANZSMS
Vice-Chancellor, QUT 

Previous roles include Provost at the University of Melbourne and Chief Executive Officer of the Australian Research Council (ARC).

Appointed 28 June 2016
Term concludes 27 June 2021

 

ANSTO Group executive

The ANSTO Group Executive are senior leaders with ANSTO who review and agree on issues and actions with organisation-wide significance.

Collectively they:

  • develop and deliver ANSTO’s Corporate Plan, strategic objectives and business plan actions;
  • lead ANSTO’s Integrated Business Planning and Quality culture;
  • discuss stakeholder, customer / collaborator and Board issues;
  • approve recommended policies and processes for mandated implementation across ANSTO;
  • address organisational issues;
  • drive ANSTO’s priorities; and
  • own ANSTO’s strategic initiatives.

ANSTO Group Executive members

Dr Adrian (Adi) Paterson, Chief Executive Officer

Adi Paterson

Adi Paterson is the CEO of ANSTO. Since March 2009 he has had oversight and responsibility for ANSTO’s multi-facetted portfolio of activities.

Dr Paterson has driven a program of positive change and growth. The transformation process has leveraged outcomes based on the nexus of public science investment and practical innovation. This has had positive impacts on health, industry and the environment.

ANSTO operates the multi-purpose Open Pool Australian Light-water (OPAL) reactor which provides science and irradiation services to Australian and overseas users. Since 2013 ANSTO has operated the Australian Synchrotron. This enables new synergies for the extensive user community in Australia, New Zealand and overseas.

Dr Paterson has experience in key policy areas including science and innovation, energy and the nuclear fuel cycle of relevance to ANSTO’s advisory role. He is a Fellow of the Australian Academy of Technological Sciences and Engineering, Engineers Australia (EA), and the Royal Society of New South Wales.

In 2012 he was recognised by the Sydney Division of Engineers Australia as the 2012 Professional Engineer of the Year. Dr Paterson holds a Bachelor of Science in Chemistry and a PhD in Engineering from the University of Cape Town.

Peter Arambatzis, Group Chief Financial Officer Group Executive, Business Operations Systems

Peter Arambatzis

Peter Arambatzis was appointed Group Chief Financial Officer of ANSTO on 3 May 2010. He brings to ANSTO over 25 years of operational, commercial and financial experience within the healthcare and financial service sectors gained domestically and internationally across Asia, Europe and North America, and has a detailed understanding of manufacturing systems & processes, consulting service, healthcare financial services and products.

Among his strategic roles prior to joining ANSTO, he was the North America CFO for a multibillion dollar GE Healthcare Financial Services operation.

As Group Chief Financial Officer of ANSTO, Peter is responsible for all Finance & Controllership related activities, Supply Chain & Logistics, Quality Compliance & Continuous improvement, the Information & Digital Technology business area and is also the business owner and project leader for several key organisational initiatives.

Peter has completed a Bachelor of Business and a Master of Business Administration. He is a member of the Australian Society of Certified Practicing Accountants and the Australian Institute of Company Directors.

Michael Beckett, Group Executive, Asset Management and Services Group       ​​​​

Michael Beckett

Michael Beckett is responsible for the provision and support of Asset Management services across ANSTO including the management of its sites. He holds a Master of Business Administration (MBA) from the Open University (UK).

Michael has been leading ANSTO’s program of integrating the Australian Synchrotron into ANSTO. He is currently anchoring the project to establish the ANSTO Innovation Hub.

Michael was until Oct 2015, ANSTO’s Chief Information Officer. He has more than 40 years’ experience in the IT industry, and held a number of roles from computer operations through product marketing in Europe. Prior to joining ANSTO, he worked for the NSW Government.

Robert Blissett, Group Executive, People, Culture, Safety and Security

Rob Blissett

 ​​​Robert Blissett is responsible for the provision and leadership of human resources, workplace health and safety and, protective and nuclear security. He holds both post graduate and undergraduate qualifications in commerce and industrial administration from the University of Wollongong. Rob has 23 years' experience in a broad range of human resource functions across numerous industries including mining, media, chemical manufacturing and heavy equipment hire. Rob also has 15 years' operational experience in New South Wales Police.

Prior to joining ANSTO Rob was the General Manager, Human Resources at Staging Connections overseeing a diverse technical and creative work force across the Middle East and Asia Pacific.

Rob maintains professional external interests in leadership and change management including the School of Engineering and Technology Central Queensland University as a visiting lecturer and formerly held a position on the ANSTO Nuclear Medicine (ANM) Board.

Shaun Jenkinson, Group Executive, Transformation and Engagement

Shaun Jenkinson

Shaun Jenkinson joined ANSTO in March 2010, working with the team in ANSTO Health to ensure a reliable supply of radioisotopes to the domestic market as well as delivering export sales growth.

As Group Executive Nuclear Business his responsibilities cover all commercial operations including ANSTO Health, ANSTO Minerals, ANSTO Silicon, Mo-99 Operations, ANSTO Radiation Services, Business Development and International business partnerships.

Shaun has a degree in Biotechnology, is a graduate of the Australian Institute of Company Directors and currently a board member of the Australian Synchrotron.

He has over 25 years’ experience in the pharmaceutical industry, medical equipment and medical devices. During that time Shaun has held senior positions with large global companies, both in the UK and Australia, delivering top and bottom line growth across a range of products in different market segments.

Shaun has whole of business experience and most recently has focused on driving excellence through business integration, process redesign, removing waste and implementing quality management within organisations. The output of which is to deliver competitive advantage by meeting the customers’ needs and building long term business partnerships for sustainable future growth.

Jayne Senior, Group Executive, Customer Advocacy and Value Chain

Jayne Senior

Jayne joined ANSTO in February 2016 and brought into our organisation a wealth of executive and senior management experience with global manufacturers in consumer health, food and baby care products, and a privately owned and operated Australian manufacturer and exporter.

Her strength in corporate strategy development and execution has been evident in her work to lead the ANM project to its recent milestone of practical completion and related operational readiness and commissioning activities.

Simone Richter, Group Executive Nuclear Science & Technology, and Landmark Infrastructure

Simone Richter

Dr Simone Richter is the Group Executive Nuclear Science & Technology, and Landmark Infrastructure. She was a founding director of one of Europe’s largest research infrastructure projects – the Facility of Antiproton and Ion Research (FAIR GmbH) in Germany, which is currently under construction. She has a wide range of experience in research management, capital programs, international science partnerships, and the German and European research landscape and system.

Simone joined ANSTO in 2016 to oversee ANSTO research; and the operations and strategic development of research infrastructure accessed by hundreds of national and international scientists and industry partners per year. The role specifically sees Dr Richter focus on fostering innovation in research, as well as the development of future science infrastructure and capabilities.

Simone studied physics at the Darmstadt University of Technology in Germany and holds a PhD in nuclear and accelerator physics.

Con Lyras, Group Executive Capital Programs and Chief Engineer  ​​​​

Con Lyras

Con Lyras has extensive experience in delivering best practice engineering support on a world-class scale. Prior to joining ANSTO he was Senior Manager Aircraft Maintenance at QANTAS (Sydney) overseeing the maintenance and maintenance planning of the airline’s Boeing 747 and Boeing 767 fleet.

Since joining ANSTO Con’s main focus has been to identify and implement change to ensure that Engineering and Capital Programs provide efficient, safe and cost effective support to the organisation. Con established the ANSTO project governance and project delivery office. Con is the Chair of the ANSTO Executive Committee Workplace Health & Safety & the Environment, as well as the ANSTO Engineering Council.

Con holds a Bachelor of Engineering degree, he is Chair of the Board of PETNET Solutions Australia, a Chair of the Board of ANSTO Nuclear Medicine (ANM), is a member of the Australian Animal Health Laboratories Safety Assessment Group (ASAG), is Chair of the International Atomic Energy Agency Decommissioning Network (IDN) advisory committee, a member of the Australian Institute of Company Directors (MAICD) and a member of the Institute of Engineers Australia (MIEAust).

Pamela Naidoo-Ameglio, Group Executive, Nuclear Operations

Pamela Naidoo-Ameglio

Pamela has more than 23 years’ experience in mining technology, operational, geoscience and corporate roles in Africa and Australasia. Pamela is a Non-Executive Director of the Australasian Institute of Mining and Metallurgy (AusIMM). She has a strong record of successful project management, inclusive communication and leadership and staff capability development.

She joins us from her most recent roles where she led improvement initiatives at GEMCO in the Northern Territory, and before that, leading and overseeing technology transformation and implementation for BHP Billiton Group. Pamela has played a leading role in breaking down gender barriers, founding Women in Mining South Africa (WIMSA) and was recognised in the inaugural 100 Global Inspirational Women in Mining 2013.

 

Executive Remuneration for the year ended 30 June 2018

Total Remuneration No. Exec Average Reportable Salary  Average Contributed Super Average Allowances Average Bonus Paid Average Total Remuneration
    $ $ $ $ $
$125,001 to $225,000 2 150,549 15,321 900 12,108 178,878
$350,001 to $450,000 3 245,667 35,917 - 88,320 369,904
$450,001 to $550,000 4 322,649 32,826 - 135,287 490,762
$650,001 to $750,000 1 493,350 25,000 - 101,959 620,309
Total 10          

 


Remuneration for the year ended 30 June 2018 of Highly Paid Officers (>$200,000)

Total Remuneration No.  Average Reportable Salary  Average Contributed Super Average Allowances Average Bonus Paid Average Total Remuneration
    $ $ $ $ $
$200,000 to $225,000 23 175,032 29,661 - 6,515 211,208
$225,001 to $250,000 14 184,991 31,284 - 22,920 239,195
$250,001 to $275,000 11 198,477 32,580 - 32,328 263,385
$275,001 to $300,000 5 223,111 36,226 - 26,442 285,779
$300,001 to $325,000 2 228,798 30,216 - 45,178 304,192
$325,001 to $375,000 2 261,102 37,580 - 45,467 344,149
Total 57          

Executive Remuneration for the year ended 30 June 2017

Total Remuneration No. of Executives Average Reportable Salary
$
Average Contributed Super
$
Average Allowances
$
Average Bonus Paid
$
Average Total Remuneration
$
$300,001 to $400,000 3 267,681 35,466 - 45,743 348,891
$450,001 to $550,000 4 373,399 40,275 - 75,303 488,976
$575,001 to $600,000 1 474,333 33,942 - 81,567 589,842
Total 8          

 

The above represents the remuneration for the year ended 30 June 2017 for the ANSTO Group Executives as at 30 June 2017.


Remuneration for the year ended 30 June 2017 of Highly Paid Officers (>$200,000)

Total Remuneration No. of Officers Average Reportable Salary
$
Average Contributed Super
$
Average Allowances
$
Average Bonus Paid
$
Average Total Remuneration
$
$200,001 to $225,000 15 174,155 26,607 - 8,765 209,527
$225,001 to $250,000 15 183,106 26,982 - 21,663 231,751
$250,001 to $275,000 13 205,084 30,986 - 21,503 257,573
$275,001 to $350,000 5 240,313 24,056 - 29,443 293,812
$325,001 to $350,000 1 249,587 34,320 - 42,412 326,319
$600,001 to $625,000* 1 578,258 6,731 - 16,515 601,504
Total 49          

* Relates to a terminating position

ANSTO's vision

To deliver excellence in innovation, insight and discovery through our people, partnerships, nuclear expertise and landmark infrastructure.

ANSTO's purpose

As outlined in the ANSTO Act 1987, the organisations core functions are to:

  • Conduct research and development in relation to nuclear science and technology
  • Produce and use radioisotopes, isotopic techniques and nuclear radiation for medicine, science, industry, commerce and agriculture
  • Encourage and facilitate the application and use of the results from research and development
  • Manage radioactive materials and waste arising from various prescribed activities
  • Provide goods and services related to core activities
  • Provide advice to government and undertake international liaison in nuclear-related matters
  • Make available facilities, equipment and expertise for research in nuclear science and technology
  • Publish scientific and technical reports, periodicals and papers, and provide public information and advice

 ANSTO's core values

  1. Curiosity: Harness our curiosity to explore new opportunities and create an environment where ideas can thrive
  2. Excellence: Consistently delivering high value outcomes and looking for ways to improve the quality of our performance
  3. Leadership: Ownership, accountability and working with integrity to inspire and motivate others
  4. Trust and respect: An inclusive environment that's built on our trust and respect for each other's contributions and capabilities
  5. Working together: Success through collaboration, team work and a sense of collective purpose
  6. Safe, secure and sustainable: Three key principles that underpin everything we do and every decision we make

Strategic priority one - Delivering world-class research and innovation in nuclear science and technology

ANSTO has a proud history of success in fundamental and applied research. ANSTO's unique strength lies in research in interactions and phenomena at the molecular, atomic and sub-atomic scales and relating this to complex physical and biological systems.

ANSTO will focus on its strengths including:

  • Materials Engineering research, with a focus on behaviour of materials in extreme environments for application in next generation energy systems and national security. ANSTO has applied research in support of commercial opportunities in nuclear waste management.
  • Environmental research, with an emphasis on the application of nuclear methods to understand past climate events, the sustainability of groundwater systems and assessing human impacts on environmental systems.
  • ANSTO LifeSciences research and innovation in radionuclide and radiopharmaceutical development and novel imaging techniques to support a broad set of life sciences disciplines. 
  • Neutron scattering research to support developments in diverse fields such as plastics, minerals, engineering, pharmaceuticals, electronics and biology. 

Where appropriate, ANSTO will collaborate and partner with other Australian science and technology organisations to ensure that there is a national approach to researching major themes in key priority areas.

Strategic collaboration will be critical to ensure the optimisation of scarce resources, to maximise the contribution of complementary skill sets and to support work on landmark projects.

We will recognise our success by:

  • Achieving high impact research outcomes from projects including use of accelerator systems in studying radiation and climate phenomena
  • Generating new sources of revenue from successful creation of new ventures and technology transfer
  • The depth and impact of collaborative research outcomes

Strategic priority two - Expand ANSTO's reach and contribution, exploiting landmark technologies

This strategic priority area comprises a number of specific objectives including establishing a national presence, expanding ANSTO’s leadership role in the Australian nuclear science and technology community, re-engaging in a number of areas that are of global scientific significance, strengthening local and global networks and specific communities, and examining involvement in global fusion research programmes and the Large Hadron Collider and its multiplicity of associated programmes.

We will recognise our success by:

  • The scope and impact of our national presence 
  • Development of national networks and communities for cyclotrons, accelerator science, engineering and nuclear engineering education 
  • Serving users of our neutron scattering, isotope and accelerator facilities through AINSE, competitive research programmes, graduate and post-graduate development programmes and research partnerships 
  • Engagement with the global scientific community in key areas of interest

Strategic priority three - 

Serve the nuclear needs of the Government, industry, community and people of Australia

ANSTO performs a number of essential services on behalf of the Australian Government and community. These include the provision of radiopharmaceuticals for medical diagnosis and therapy as well as expanding nuclear knowledge and capability in areas such as nuclear safety, security and safeguards, radioactive waste management and nuclear forensics.

ANSTO also plays a vital role in providing expert and independent advice to the Government, proactively supporting the safe use of nuclear science and technology in our region and internationally. These roles will continue.

ANSTO will work to raise community shortfalls in the international market and industry awareness of the applications, benefits and risks of nuclear science and technology, as well as to increase industry utilisation of nuclear science and technology.

We will recognise our success by:

  • The operational performance of our facilities and equipment, particularly OPAL and the radiopharmaceuticals production facilities 
  • Engagement with the international community, including the IAEA, on nuclear safety, security and non-proliferation 
  • Continued safe handling, management and storage of radioactive waste 
  • Progress in raising Government, community and industry awareness of nuclear science and technology and its benefits
  • Provision of radioisotopes 

Strategic priority four - Drive organisational renewal

ANSTO will sharpen its focus on long-term financial sustainability. This will include the judicious use of government appropriations and the maintenance of appropriate internal controls and governance structures. We will seek to increasingly leverage our research and development activities and grow revenue in areas of competitive advantage such as waste management technologies.

ANSTO will also strengthen engagement with the academic and student communities to ensure that Australia trains a new generation of nuclear science and technology researchers, engineers and technicians, whilst continuing to attract the best scientists from abroad.

We will recognise our success by:

  • Our financial performance, including growth in commercial revenue
  • Investment in our people and partners
  • Predictive and proactive maintenance and development of our facilities and landmark infrastructure
  • The pipeline of future scientists, engineers and leaders developed from internal sources
  • The ability to attract world-class researchers from across the globe

ANSTO Charters

Risk and Audit Committee Charter

The Board of ANSTO has established the Risk & Audit Committee in compliance with section 32 of the Commonwealth Authorities and Companies Act 1997.  This charter sets out the Committee’s objectives, authority, composition and tenure, roles and responsibilities, reporting and administrative arrangements. 


Objective

The objective of the Committee is to provide independent assurance and assistance to the Board on ANSTO’s risk, control and compliance framework, and its external accountability responsibilities. 


Authority

The Board authorises the Committee, within the scope of its role and responsibilities, to:

  • Obtain any information it needs from any employee and/or external party (subject to their legal obligation to protect information)
  • Discuss any matters with the external auditor, or other external parties (subject to confidentiality considerations)
  • Request the attendance of any employee, including directors, at Committee meetings
  • Obtain external legal or other professional advice, as considered necessary to meet its responsibilities, at ANSTO’s expense

​​​​​​Composition and tenure

The Board is responsible for the appointment of Committee members. The Committee will consist of at least three members drawn from the Board.The Board will appoint a non-executive member as Chair of the Committee and the Chair will rotate every three years.2

Members will be appointed for an initial period not exceeding three years after which they will be eligible for extension or re-appointment, after a formal review of their performance. The Chief Executive Officer, Chief Finance Officer, the Head of Internal Audit or representatives from ANSTO management will not be members of the Committee, but may attend all or part of meetings as observers as invited by the Chair.

The members, taken collectively, will have a broad range of skills and experience in audit and risk management relevant to the operations of ANSTO. At least one member of the Committee should have accounting or related financial management experience with an understanding of accounting and auditing standards in a public sector environment.


Roles and responsibilities

The Committee has no executive powers, unless delegated to it by the Board.

The Committee is directly responsible and accountable to the Board for the exercise of its responsibilities. In carrying out its responsibilities, the Committee must at all times recognise that primary responsibility for management of ANSTO rests with the Chief Executive Officer.

The responsibilities of the Committee may be revised or expanded in consultation with, or as requested by, the Board from time to time.

The Committee’s responsibilitiesare to: 

Risk management

  • Review whether management has in place a current and comprehensive risk management framework, and associated procedures for effective identification and management of ANSTO’s financial and business risks, including fraud
  • Review whether a sound and effective approach has been followed in developing strategic risk management plans for major projects or undertakings
  • Review the impact of ANSTO’s risk management framework on its control environment and insurance arrangements
  • Receive at the close of each financial year, a comprehensive report from the Chief Financial Officer detailing ANSTO’s insurance arrangements, the extent of coverage of specific risk exposures and claims made and pending during the period
  • Review whether a sound and effective approach has been followed in establishing ANSTO’s business continuity planning arrangements, including whether disaster recovery plans have been tested periodically
  • Review ANSTO’s fraud and corruption control plan and public interest disclosure framework and satisfy itself ANSTO has appropriate processes and systems in place to capture and effectively investigate fraud and corruption related information

Control framework 

  • Review whether management’s approach to maintaining an effective internal control framework, including over external parties such as contractors and advisors, is sound and effective4
  • Review whether management has in place relevant policies and procedures, including Chief Executive Instructions or their equivalent, and that these are periodically reviewed and updated prior to their submission to the Board for approval
  • Determine whether the appropriate processes are in place to assess, at least once a year, whether policies and procedures are complied with
  • Review whether appropriate policies and procedures are in place for the management and exercise of delegations and whether there are any major financial transactions outside normal business and/or in excess of authorities
  • Consider how management identifies any required changes to the design or implementation of internal controls
  • Review whether management has taken steps to embed a culture which is committed to ethical and lawful behaviour including regularly reviewing the corporate code of ethics prior to submission to the Board for approval
  • Review whether proper systems are in place for approval of any related party transactions or management of any conflicts of interests concerning employees

External accountability 

  • Review the financial statements and provide advice to the Board (including whether appropriate action has been taken in response to audit recommendations and adjustments), and recommend their signing by the Chair of the Board
  • Satisfy itself that the financial statements are supported by appropriate management signoff on the statements and on the adequacy of the systems of internal controls
  • Review the processes in place designed to ensure that financial information included in ANSTO’s annual report is consistent with the signed financial statements
  • Satisfy itself that ANSTO has appropriate mechanisms in place to review and implement, where appropriate, relevant Parliamentary Committee reports and recommendations
  • Satisfy itself that ANSTO has a performance management framework that is linked to organisational objectives and outcomes5 

Legislative compliance 

  • Determine whether management has appropriately considered legal and compliance risks as part of ANSTO’s risk assessment and management arrangements
  • Receive and consider at the close of each financial year, a report from the ANSTO Legal Counsel, detailing all outstanding significant legal issues for  ANSTO
  • Review the effectiveness of the system for monitoring ANSTO’s compliance with relevant laws, regulations and associated government policies.

Internal audit 

  • Act as a forum for communication between the Board, senior management and internal and external audit6
  • Review the internal audit coverage and annual work plan, ensure the plan is based on ANSTO’s risk management plan, and approve the scope and approach of the plan; advise the Board on the adequacy of internal audit resources to carry out its responsibilities, including completion of the approved internal audit plan
  • Oversee the coordination of audit programs conducted by internal and external audit and other review functions
  • Review all audit reports and provide advice to the Board on significant issues identified in audit reports and action taken on issues raised, including identification and dissemination of good practice
  • Monitor management’s implementation of internal audit recommendations
  • Review the internal audit charter to ensure appropriate organisational structures, authority, access and reporting arrangements are in place
  • Periodically review the performance of internal audit
  • Provide advice to the Board on the appointment or cessation of the Head of internal audit7

External audit

  • Act as a forum for communication between the Board, senior management and internal and external audit
  • Provide input and feedback on the financial statement and performance audit coverage proposed by external audit and provide feedback on the audit services provided
  • Review all external plans and report8 in respect of planned or completed audits and monitor management’s implementation of audit recommendations
  • Provide advice to the Board on action taken on significant issues raised in relevant external audit reports and better practice guides 
     

Responsibilities of members

Members of the Committee are expected to understand and observe the legal requirements of the CAC Act. Members are also expected to:

  • Contribute the time needed to study and understand the papers provided
  • Apply good analytical skills, objectivity and good judgment
  • Express opinions frankly, ask questions that go to the fundamental core of the issue and pursue independent lines of enquiry

Reporting

The Committee will regularly, but at least once a year, report to the Board on its operation and activities during the year. The report should include:

  • A summary of the work the Committee performed to fully discharge its responsibilities during the preceding year
  • A summary of ANSTO’s progress in addressing the findings and recommendations made in internal, external and Parliamentary Committee reports
  • An overall assessment of ANSTO’s risk, control and compliance framework, including details of any significant emerging risks or legislative changes impacting ANSTO
  • Details of meetings, including the number of meetings held during the relevant period, and the number of meetings each member attended

The Committee may, at any time, report to the Board any other matter it deems of sufficient importance to do so. In addition, at any time an individual Committee member may request a meeting with the Chair of the Board.


Administrative arrangements

Meetings

The Committee will meet at least four times per year. A special meeting may be held to review ANSTO’s annual financial statements. The Chair is required to call a meeting if asked to do so by the Board, or another Committee member.

Attendance at meetings and quorums

A quorum will consist of a majority of Committee members. Meetings can be held in person, by telephone or by video conference.

The Head of Internal Audit and external audit representatives will be invited to attend each meeting, unless requested not to do so by the Chair of the Committee. The Committee may also request the Chief Finance Officer or other employees to attend Committee meetings or participate in certain agenda items.

The Committee will meet separately with both the internal and external auditors at least once a year.

The Chair of the Board and/or the Chief Executive Officer may be invited to attend Committee meetings to participate in specific discussions or provide strategic briefings to the Committee.


Secretariat

A Board-appointed person will provide secretariat support to the Committee. The Secretariat will ensure the agenda for each meeting and supporting papers are circulated, after approval from the Chair, at least one week before the meeting, and ensure the minutes of the meetings are prepared and maintained. Minutes must be approved by the Chair and circulated within two weeks of the meeting to each member and Committee observers, as appropriate.


Conflicts of interest

Once a year Risk & Audit Committee members will provide written declarations to the Board stating they do not have any conflicts of interest or related party transactions that would preclude them from being members of the Committee.

Risk & Audit Committee members must declare any conflicts of interest at the start of each meeting or before discussion of the relevant agenda item or topic. Details of any conflicts of interest should be appropriately minuted.

Where members or observers at Risk & Audit Committee meetings are deemed to have a real, or perceived, conflict of interest it may be appropriate that they are excused from Committee deliberations on the issue where a conflict of interest exists.


Induction

New members will receive relevant information and briefings on their appointment to assist them to meet their Committee responsibilities.


Assessment arrangements

The Chair of the Committee, in consultation with the Chair of the Board, will initiate a review of the performance of the Committee at least once every two years. The review will be conducted on a self-assessment basis (unless otherwise determined by the Board) with appropriate input sought from the Board, the Chief Executive Officer, the internal and external auditors, management and any other relevant stakeholders, as determined by the Board.


Review of Charter

At least once a year the Committee will review this charter and the Internal Audit Charter. This review will include consultation with the Board.

Any substantive changes to the charter will be recommended by the Committee and formally approved by the Board.


Chair responsibility

The Chair shall keep the Board informed of the Committee’s activities by providing each Board member with a full set of Risk & Audit Committee papers (in advance) for each Board meeting that directly follows the Risk & Audit Committee meeting, together with a verbal report on those matters specially drawn to the Board’s notice at the Board meeting.

The Chair shall also arrange for prompt circulation to each member of the Board a copy of the approved minutes of the Committee’s meetings.

At least once a year the Chair shall provide a formal report to the Board, to coincide with the submission of the annual financial statements for the approval of the Board.

Approved by the ANSTO Board on 4 August 2011


References

  1. The Board may elect to stagger the rotation of members. If so, the Audit Committee may have a temporary increase in the number of members until the transition process has been completed.
  2. The Board may also wish to appoint a Deputy Chair to act as Chair when the Chair is unavailable to attend meetings.
  3. The Audit Committee’s responsibilities will be affected by whether the entity has established a separate Committee to undertake particular responsibilities, for example a risk or fraud Committee. In such cases it would be appropriate for the Audit Committee to confirm the responsibilities of the other Committees and periodically share current and relevant information between each Committee.
  4. The Sarbanes-Oxley Act of 2002 requires the Chief Executive Officer and Chief Finance Officers in public companies listed in the United States to provide formal certification as to the effectiveness of the internal control framework over financial reporting. This practice could be adopted by Australian Government public sector Audit Committees in discharging their responsibilities in respect of an entity’s control framework.
  5. It is recognised that in some entities this role is undertaken by the Board.
  6. Section 32 of the CAC Act requires Audit Committees in CAC entities to provide a forum for communication between the directors, and the entity’s senior managers and internal and external auditors.
  7. Amend as appropriate depending on whether internal audit services are in-house, co-sourced or outsourced.
  8. This should include being advised of the implications for the entity of audit recommendations and guidance arising from such things as cross-agency audits and better practice guides.

Service Charter

This Service Charter sets out a statement of what ANSTO does and the standards of product and service you can expect from the organisation.

ANSTO has a commitment to quality as per the requirements for ISO9001. Read more.

Who we are

ANSTO is Australia's national nuclear organisation. Its functions and activities are set down by the ANSTO Act 1987. ANSTO is a statutory authority with its own Board and reports to the Australian Parliament.

What we do

We offer products and services and undertake research and development projects in:

  • The application, manufacture and supply of radiopharmaceuticals
  • Irradiation services including radioactivity and dosimetry standardisation
  • Radiation protection and occupational health and safety
  • Environmental monitoring and dosimetry services
  • The design, construction, installation and testing of equipment and facilities to meet rigorous regulatory standards
  • Risk, reliability and safety management
  • The management of radioactive wastes
  • Environmental management
  • The application of isotopes, neutrons and radioanalytical techniques to understanding environmental and industrial processes and providing solutions
  • Analysis, characterisation and modification of materials by neutrons, ion beams and X-rays, and
  • The processing of minerals and ceramics

Our mission

  • To provide expert scientific and technical advice across the nuclear fuel cycle to government and to support Australia's national strategic and nuclear policy objectives
  • To operate large nuclear science and technology based facilities in Australia and overseas for the benefit of industry and the Australian research and development community, including postgraduate students and staff in higher education
  • To undertake research on specific topics to advance the understanding of nuclear science and the nuclear fuel cycle
  • To apply resulting technologies and other relevant unique capabilities to focused research and development and other scientific activities to increase the competitiveness of Australian industry and improve the quality of life for all Australians

Our core values

  1. Curiosity: Harness our curiosity to explore new opportunities and create an environment where ideas can thrive
  2. Excellence: Consistently delivering high value outcomes and looking for ways to improve the quality of our performance
  3. Leadership: Ownership, accountability and working with integrity to inspire and motivate others
  4. Trust and respect: An inclusive environment that's built on our trust and respect for each other's contributions and capabilities
  5. Working together: Success through collaboration, team work and a sense of collective purpose
  6. Safe, secure and sustainable: Three key principles that underpin everything we do and every decision we make

Our customers

ANSTO's customers come from both Australia and overseas. They include:

  • Companies engaged in manufacturing, mining, mineral processing, environmental management, the health sector, petrochemical, energy and other technology based industries, and emerging high technology companies
  • Government and international organisations
  • Academia and research organisations

ANSTO works with its customers in a number of ways. These include:

  • Supplying products and services
  • Undertaking research and development for and in partnership with government, industry and other research organisations
  • Licensing our intellectual property for use elsewhere
  • Providing consultancies
  • Sponsored research
  • Joint business activities

Our customer service standards

We will:

  • Treat all customers fairly, impartially and courteously
  • Respond promptly to our customers requests
  • Understand our customers business needs
  • Provide fair and easily understood business arrangements that include mutual understanding and identification of each party's obligations
  • Ensure our proposals, quality of service, reports and products are of a high standard
  • Ensure the consistency and timeliness of service delivery with contractual terms
  • Provide appropriate follow up advice and support
  • Maintain appropriate confidentiality
  • Comply with relevant health, safety and environmental regulations and guidelines
  • Listen to our customers when they suggest ways to improve our services and give serious consideration to all suggestions

If you phone, we will:

  • answer your call promptly during normal office hours
  • tell you the name of the person and area you have contacted
  • transfer or refer you to an appropriate person if we are unable to assist you at first instance
  • take your contact details and tell you when you can expect to receive a response, if we are not able to answer your query immediately

If you submit an enquiry, we will:

  • Acknowledge receipt of your request within two working days
  • Reply within 10 working days or, if your business inquiry is more complex and requires more time, inform you of our progress in answering it

If you write, we will:

  • Reply within 10 working days or, if more time is required, inform you of the progress of your business inquiry
  • Provide contact names and phone numbers in all correspondence

ANSTO is a body corporate. Decisions on programs and activities within the organisation rest with the organisation.


How to get information

ANSTO seeks to assist the community in being well informed on our objectives and activities by providing up-to-date information in a wide variety of forms, including an Internet website.

To this end, we will provide reasonable information on our organisation, funding and activities free of charge to the community. We will also provide leaflets, booklets or other publications, where they are available, free of charge.

Information held by ANSTO and relevant to its functions as described under the ANSTO Act will be provided to the public within 20 working days, and will be in plain English. A request for such information must be as specific as possible and, unless of a straight-forward nature, in writing.

Public enquiries on an urgent issue will receive an immediate response from ANSTO. However, where the request would involve the use of substantial resources or produce an extensive workload, we will:

  • Provide the inquirer with an estimate of the resources or workload involved, identifying all subject headings relating to the request
  • Negotiate a more specific request, a fee for the provision of the information, and a time-frame for delivery

ANSTO is not able to make available:

  • Information that is confidential from a personal, business, legal, government or national security perspective, or is incomplete or in draft reports
  • Documents containing information which would come within the exemptions specified in the Freedom of Information Act 1982 or documents which could clearly endanger safety

ANSTO reserves the right to publicly disclose any request for information and any information provided pursuant to this Service Charter.


Monitoring and review

We welcome your feedback on our performance so we can improve our standards of service. If you have a compliment or suggestion, we will ensure that the relevant staff receive recognition or ideas for consideration.

If you are not satisfied with our services or have any concerns about them, please discuss this with the person you dealt with or their supervisor, and he or she will try to resolve your concerns.

If you are dissatisfied at any time with our handling of your complaint, or you feel that your complaint has still not been dealt with satisfactorily using ANSTO's internal mechanism, you may contact an office of the Commonwealth Ombudsman. The Commonwealth Ombudsman has offices in each State and Territory except Tasmania.

Complaints can be made:

  • In person at any of these offices
  • By telephoning 1300 362 072
  • By writing to: The Commonwealth Ombudsman, GPO Box 442, Canberra, ACT 2601
  • Via the internet on the Commonwealth Ombudsman's home page

Checking our performance

We will:

  • Monitor and evaluate our performance against the standards we have set in this Charter
  • Report on our performance in the ANSTO Annual Report
  • Make improvements on the basis of the monitoring process

Statement of Expectations

The Minister for Industry and Science provided this Statement of Expectations to ANSTO on 4 June 2015.

A PDF of the original letter containing the Statement of Expectations and the responding Statement of Intent is available to all staff.

Statement of Expectations

Dear Mr McDowell

I am writing to outline my expectations of the Australian Nuclear Science and Technology Organisation (ANSTO) to assist with the Australian Government’s commitment to the effective governance and performance of its agencies, guided by the Public Governance, Performance and Accountability Act 2013 (the PGPA Act).

In writing this Statement of Expectations, I acknowledge the functions of ANSTO as set out under the Australian Nuclear Science and Technology Organisation Act 1987 (ANSTO Act).

It is imperative that, in exercising its functions and meeting its legislated requirements, ANSTO takes into account the Government’s broad policy framework and what I see as key priorities.

Policy context

The Government’s Industry Innovations and Competitiveness Agenda aims to achieve a lower cost, business friendly environment; a more skilled labour force; a better economic infrastructure; and an industry policy that fosters entrepreneurship.

As you are aware, the Government is committed to fostering a strong science and research base as a foundation for a competitive Australia. Science and research are central to driving innovation and technology development and for enhancing productivity and ensuring a strong future for Australian industry.

In this policy context, my expectations include:

  • I expect that ANSTO will actively engage in specific actions and the overall spirit of the Boosting Commercial Returns from Research agenda, ensuring the Commonwealth’s $9.2 billion per year investment in research furthers the interests of the Australian community and maximises commercial returns. In particular, I ask that ANSTO work with my department to develop opportunities and options for increased engagement with the private sector where appropriate.
  • The Government released a set of Science and Research Priorities on 26 May 2015. These priorities were developed by the Chief Scientist and considered by the Commonwealth Science Council (CSC). I expect that ANSTO will give consideration as to how it can best contribute to these research areas of national priority.
  • I expect ANSTO to contribute to the Government’s Science, Technology, Engineering and Mathematics (STEM) agenda to increase Australia’s STEM performance.
  • The Government will respond to the Research Infrastructure Review. I expect ANSTO to provide input, through my department, to this process of policy development including on matters such as depreciation, governance, access management, long term planning and prioritisation, and sources of funding.
  • With these policy priorities in mind, I expect ANSTO to continue to deliver world class research. As Australia’s national home of nuclear expertise and nuclear science facilities, I expect ANSTO to conduct a broad spectrum of nuclear related research and development, and possess expert understanding of global developments across the nuclear fuel cycle. In doing so, it should both focus its scientific research on areas where it has or can establish a competitive edge, in terms of excellence and scale; and encourage the application and adoption of the research, especially where it can drive improvements in Australia’s economic competitiveness.

Partnerships and collaboration

I expect ANSTO to assist the Government in protecting the national interest through ANSTO providing specialised nuclear advice to the Government, and acting as a means of liaison between Australia and other countries on matters relating to ANSTO’s activities. I particularly look forward to ANSTO supporting me in my role as Deputy Chair to the Prime Minister of the CSC. I also encourage ANSTO’s active engagement with the South Australian Royal Commission in the provision of factual information and analysis.

  • I also expect ANSTO to engage with the Chief Scientist of Australia, including when a member of the National Science, Technology and Research Committee.
  • In advancing the Government’s agenda, I expect ANSTO to collaborate with universities, other publicly funded research agencies, medical research institutes and industry, to achieve common objectives:
    • In particular, ANSTO should not rely entirely on its own resources but should also use national and international collaboration to increase the capacity and responsiveness of the nation’s overall ability to translate research into outcomes.
  • I expect ANSTO to work in partnership with business to identify and develop the science to address industry problems and to underpin Australia’s aim of increased competitiveness. The knowledge and ideas of its researchers can substantially improve the productivity of industry and businesses. ANSTO and business should therefore work together to continue growth in the knowledge-based sectors, with a particular emphasis on translating research into commercial outcomes. I expect ANSTO to engage with those industries where ANSTO’s capability and intellectual property can help them to become globally competitive.

Science assets and staff

  • ANSTO should maximise use of its national scientific facilities by Australian and international researchers, including by encouraging industry access to relevant facilities.
    • In encouraging such access, ANSTO has a role to play in communication and educating business about the benefits such infrastructure can provide.
    • In particular, I expect ANSTO to work with my department in progressing the potential transfer of ownership of the Australian Synchrotron to ANSTO, and in developing its long term funding arrangements, while maintaining a robust merit-based open access regime.
  • Consistent with your legislative functions, I expect ANSTO to promote careers in science and provide a career path for research and technical staff. In particular, ANSTO should invest in industry relevant research training. I also expect ANSTO to encourage engagement between researchers and business, including by facilitating mobility between ANSTO and other research organisations and industry.
  • Research publications produced by ANSTO that arise from public funding should be openly available at no charge within twelve months of original publication.
    • This could be done by making publications accessible via the agency web site; by depositing the output to an organisation, institution or discipline electronic archive that provides open access; by publishing in open access journals; or by ensuring publications are available on a journal or publisher web site.
  • I expect ANSTO to encourage its researchers to be entrepreneurial by providing training and appropriate incentives, together with an intellectual property and research translation framework to support realisation of commercialisation outcomes. I expect ANSTO to support risk taking, within the context of maintaining good governance and learning from failure.
  • In particular, I expect that ANSTO will identify and take, where practicable, opportunities to support new companies and commercialise ANSTO discoveries and expertise.
  • Building on ANSTO’s core values and its commitment to increase accountability and performance through a focus on outcomes, I expect ANSTO to maximise its capacity to provide specialised services and products. This includes providing nuclear medicine to the Australian community, and increasingly to the global community.
    • In manufacturing nuclear medicines, I expect ANSTO to undertake this function efficiently, effectively and in line with best practice manufacturing principles; and
    • As part of ANSTO’s financial accountability, I expect ANSTO to ensure that in pricing nuclear medicines, it reflects the costs of production, transportation and radioactive waste treatment, storage and management.

Communication with my Office and the Department

  • I look forward to ANSTO working closely with the department. Aside from regular meetings between you and me, I expect there to be regular meetings between the senior executives of ANSTO and the department. I am keen to promote the scientific work of ANSTO and encourage you to work with my department in meeting this objective.
  • I expect ANSTO to keep me and my department informed, in a timely and accurate way, of significant issues relating to the financial health, culture and work of the organisation. I also expect ANSTO to provide input and information to the department as required, ensuring that advice to my office and the Government canvasses relevant issues and sensitivities and reflects a portfolio response. I expect ANSTO to provide copies of ministerial briefings and correspondence to the relevant areas of my office and my department, in parallel. Further, I expect ANSTO to provide prior notice, to my office and my department, of significant announcements and events that are likely to attract media attention.
  • In accordance with the PGPA Act, I expect ANSTO to develop an annual corporate plan and to provide that plan to me, as the responsible portfolio Minister, and the Minister for Finance. In developing the corporate plan, I expect the Board to consult with me and my department, and to take into account the priorities and policies of the Government especially as articulated in this Statement of Expectations.

I look forward to receiving your response outlining how the Board proposes to deliver on these priorities.

Yours sincerely,

Ian Macfarlane