ASIO Annual Report 2021-22

ASIO ANNUAL REPORT
2021–22
ANNUAL REPORT
2021–22
asio.gov.au
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Annual Report 2021–22 |

Contents
1 DIRECTOR-GENERAL’S REVIEW 1
2 OVERVIEW OF ASIO 9
Our most important asset is our people 13
Organisational structure 14
3 AUSTRALIAʼS SECURITY ENVIRONMENT AND OUTLOOK 17
4 REPORT ON PERFORMANCE 27
Annual performance statement 2021–22 29
Summary of results 31
Reporting framework 32
ASIO’s purpose 33
Performance measures 35
Performance methodology 36
Analysis of performance 39
Counter-terrorism 42
Counter–espionage and foreign interference 49
Border security 57
ASIO capability program 61
Risk and compliance 65
Report on financial performance 67
| Annual Report 2021–22

5 MANAGEMENT AND ACCOUNTABILITY 69
Corporate governance 71
ASIO’s response to COVID-19 73
External scrutiny 74
Compliance 76
Significant legal matters affecting ASIO’s business 78
Management of human resources 79
Other mandatory information 86
6 FINANCIAL INFORMATION 91
A APPENDICES 113
Appendix A: ASIO resource statement 115
Appendix B: expenses by outcomes 116
Appendix C: report of the Independent Reviewer
of Adverse Security Assessments 117
Appendix D: executive remuneration 121
Appendix E: ASIO’s salary classification structure 125
Appendix F: workforce statistics by headcount 126
Appendix G: recruitment, advertising and market research 129
Appendix H: work health and safety 130
Appendix I: ecologically sustainable development
and environmental performance 132
Appendix J: report on use of questioning warrants 135
Appendix K: correction of material errors in previous annual report 136
List of annual report requirements under schedule 2 of the Public Governance,
Performance and Accountability Rule 140
List of annual report requirements under the ASIO Act 147
Abbreviations and short forms 148
Glossary 150
Index 151
Annual Report 2021–22 |

| Annual Report 2021–22
DIRECTOR-GENERAL’S
REVIEW
2 | Annual Report 2021–22
DIRECTOR-GENERAL’S REVIEW | 1
Director-General’s review
Australia’s security outlook remains complex, challenging and changing.
Complex, because the threat environment is increasingly volatile and shaped by
diverse drivers that range from geopolitical to technical, ideological to environmental.
Challenging, because Australia is being targeted by sophisticated foreign adversaries
that are effectively unconstrained by resources, ethics or laws. Encryption is making
threats to life from lone actors or small groups more difficult to detect.
Changing, because threats are increasingly intersecting, emerging from new places
and blurring the distinctions between ASIO’s legislated responsibilities.
Annual Report 2021–22 | 3

1| DIRECTOR-GENERAL’S REVIEW
Threats to our way of life Threats to life

Espionage and foreign interference Threats to life will always be a priority
has supplanted terrorism as our for ASIO.
principal security concern.
The most likely terrorist attack scenario
Multiple countries are aggressively in Australia continues to be a lone actor
seeking information about Australia’s attack without warning and using
strategic capabilities, economic and a rudimentary and readily available
policy priorities, world-class research and weapon such as a knife or vehicle.
development, and defence technologies.
While ASIO’s overall counter-terrorism
We anticipate hostile foreign powers and caseload is moderating, the threats
their proxies will be particularly interested posed by religiously motivated violent
in obtaining information on AUKUS, extremists and ideologically motivated
the Quad and their associated initiatives. violent extremists remain real. I remain
concerned by the number of young
While cyber remains the most pervasive
Australians who are being radicalised
vector for espionage, the re-opening
and recruited by both cohorts.
of international borders will make it
easier for foreign intelligence services to Specific-issue motivated violent
gather intelligence in person, on location extremism grew during COVID-19 and its
in Australia. associated lockdowns. Angry, alienated
individuals and groups were being
Multiple foreign governments are
driven by a range of grievances,
determined to interfere in Australia’s
including anti-vaccination agendas,
democracy and undermine our sovereignty.
conspiracy theories and anti-government
We see this primarily manifested in the sovereign citizen beliefs. In most cases,
harassment of diaspora communities, these grievances were expressed peacefully,
and attempts to shape political and but in some cases protesters advocated
business decision-making to the foreign the use of violence, and in a smaller
governments’ advantage. number of cases, they used violence—
These attempts are occurring in all states the factors that trigger ASIO’s interest.
and territories, at all levels of government,
on all sides of politics and in the
private sector.

Sabotage In 2022, ASIO launched its ‘Prying Minds’
campaign to raise awareness of the threat
ASIO anticipates malign foreign powers foreign spies and proxies pose to Australia’s
will consider using sabotage to coerce, defence industry. Our awareness raising
disrupt or retaliate during times of reached thousands of employees in defence
escalating geopolitical tensions. industry across engineering, design,
manufacturing, program management,
Pre-positioning malicious code in
logistics and ICT support services. ASIO also
Australia’s critical infrastructure is
established a new secure online portal,
the most likely means.
‘NITRO’—Notifiable Incidents, Threats and
ASIO’s response Reportable Observations—to enable
non‑clearance holders to report concerns
Notwithstanding this complex, challenging about espionage, insider threats and
and changing environment, ASIO remains foreign interference directly to ASIO.
well placed to advance our mission of
ASIO’s most important asset is its people.
protecting Australia and Australians from
We are developing, adapting and adopting
threats to their security.
new ways of working and thinking to
In 2021–22, working with our law stay ahead of Australia’s adversaries,
enforcement partners, our targeted and rapidly evolving technology.
investigations led to multiple disruptions,
Following a significant government
arrests and convictions.
investment, our new capability uplift
We are stepping up our work with program will enhance our ability to
government and industry to harden ‘connect the dots’ through a human-led,
the environment against espionage and data-driven, technology-enabled
foreign interference threats. According approach to threat detection.
to our annual survey, ASIO’s stakeholders
In the reporting period, ASIO made significant
embraced these efforts in the reporting
progress designing and delivering the
period, and noted improvements in our
foundations of the program.
willingness to engage. To build on this,
I established a new Influence and Impact I am particularly pleased with the new
Committee, chaired by my Principal Advisor, relationships and supply chains that are
to provide assurance that our advice is being developed with the technology sector.
reaching the right people, the right way, We will work with Australian companies
at the right time. to leverage emerging technologies and
ensure our capabilities are sharper than
cutting edge.

1| DIRECTOR-GENERAL’S REVIEW

The scale and sophistication of the threats This is why I am committed to ensuring our
facing Australia demands robust and activities are always proportionate to the
resilient security settings. Vetting is a key threat we are confronting and we are using
component of this; only appropriately the least intrusive methods possible.
cleared people should have access to
It is why I am determined that ASIO
our nation’s most sensitive secrets.
always acts within the letter and the spirit
In May, I appointed Ewan Macmillan of the law.
as Deputy Director-General Vetting
And it is why I place such emphasis on
Service Delivery. Ewan is leading the
governance, accountability and transparency.
development and implementation of
a suite of reforms to deliver a vetting ASIO’s Annual Report is an important part
standard to enable consistency, of my ‘trust agenda’, complementing my
assurance and transferability of the regular appearances before Senate
Government’s highest-cleared workforce. Estimates, Parliamentary Committees
and my Annual Threat Assessment.
The vetting capability consolidation will
deliver enhanced cooperation and efficient
use of resources by intelligence agencies,
and position the Government to better
manage and combat the threats posed
to its information, people and assets.
Rigorous oversight Mike Burgess

ASIO must always balance the protection Director-General of Security
of Australians with the protection of their
rights. I do not see these as competing
priorities. To the contrary, they are
complementary priorities.
This is why I welcome the rigorous oversight
provided by the Inspector-General of
Intelligence and Security—who has powers
equivalent to a royal commission—
and the Parliament.

OVERVIEW
OF ASIO
OVERVIEW OF ASIO | 2
Overview of ASIO
ASIO protects Australia and Australians We protect Australia and Australians by:
from threats to their security. understanding our security
Our functions are set out in section 17 environment and identifying
of the Australian Security Intelligence security threats;
Organisation Act 1979 (ASIO Act). hardening the environment against
future threats; and
‘Security’ is defined in section 4 of the
ASIO Act as the protection of Australia working with partners to disrupt
and its people from: threats and reduce harm.
espionage; We communicate and advise to inform
sabotage; operational action, government
decision-making, policy development
politically motivated violence;
and community resilience. We work
promotion of communal violence; with other agencies and authorities to
attacks on Australia’s defence system; or achieve outcomes that protect Australia’s
acts of foreign interference; national interests.
whether directed from, or committed The Director-General of Security is an
within, Australia or not; and independent statutory office holder with
the protection of Australia’s specific responsibilities under the ASIO Act
territorial and border integrity to ensure the work of the Organisation is
from serious threats. limited to what is necessary to discharge
ASIO’s functions.
The definition of security also extends
to the carrying out of Australia’s The Director-General of Security is
responsibilities to any foreign country responsible for ensuring ASIO is free from
in relation to matters noted above. any influences or considerations not
relevant to its functions, and to ensure
ASIO achieves its purpose by obtaining, nothing is done that might lend colour to
correlating, evaluating and communicating any suggestions that ASIO seeks to further
intelligence relevant to security. or protect the interests of any particular
Our anticipatory role means we pursue section of the community.
intelligence which enables the detection
of adverse security events at their
earliest stage.
ASIO also has a function to obtain
foreign intelligence within Australia.

2| OVERVIEW OF ASIO
In 2021–22, ASIO pursued its purpose to Commitment to legality

protect Australia and Australians from
threats to their security through five and propriety
key priorities: ASIO operates in proportion to the
counter-terrorism; threats Australia faces, within the letter
counter-espionage and foreign and the spirit of the law, and in line with
interference; the standards and expectations of the
border security; Australian community. We are subject to a
comprehensive oversight and accountability
ASIO’s capability program; and
framework which underpins and supports
risk and compliance. our commitment to legality and propriety.
Part 4 of this report summarises our
performance in relation to these priorities
during 2021–22.
ASIO’s accountable authority

Mr Mike Burgess, the Director-General of Security, was ASIO’s accountable authority
during the 2021–22 reporting period.
Mr Burgess commenced as Director-General of Security on 15 September 2019.
Period as the accountable authority

within the reporting period
Position title/ Date of

Name position held commencement Date of cessation
Mike Burgess Director-General 15 September 2019 N/A

of Security

Our most important
asset is our people
All of our teams contribute to our mission— ASIO desires and requires diversity. We are
protecting Australia and Australians from proud Aboriginal and Torres Strait Islander
threats to their security. Our success is peoples and second and third generation
built on the imagination and intelligence Australians. We are introverted, extroverted
of our team. and neurodiverse. We want every ASIO
officer to bring their unique skills,
ASIO’s employees are ordinary Australians
experience, perspectives and whole
who do extraordinary things. They are
selves to work.
former nurses, trades professionals,
podiatrists, teachers, engineers, There is no ASIO type, other than innovative
geologists, athletes and journalists. problem solvers—lateral, critical and
They are carers, parents, grandparents creative thinkers. Our people think outside
and community volunteers. They pay the box to get into it without being
mortgages, coach sporting teams, care for detected. They out-think, out-imagine and
loved ones and volunteer to fight fires or out-manoeuvre Australia’s adversaries.
patrol beaches. They are your neighbours
In 2021–22 we recruited 153 new staff
and part of your community. The only
to a diverse range of roles in technology,
difference is, they don’t tell you where
intelligence and corporate areas. We will
they work or what they do.
continue to seek exceptional Australians
for exceptional careers at ASIO.

2| OVERVIEW OF ASIO
Organisational structure
FUTURE
TECHNOLOGY
ADVISOR
Mike Burgess
DIRECTOR-GENERAL OF SECURITY
INTELLIGENCE SERVICE DELIVERY
Chris Teal
COUNTER COUNTER THREAT AND DIGITAL AND HUMINT ANALYSIS

TERRORISM ESPIONAGE AND SECURITY PHYSICAL CAPABILITY AND ASSESSMENT
INTERFERENCE ADVICE ACCESS OPERATIONAL AND ADVICE
CAPABILITY ASSURANCE CAPABILITY
(SNR REP NTH) (SNR REP STH)
COUNTER COUNTER THREAT CAPABILITY AND HUMINT ANALYSIS AND

TERRORISM A ESPIONAGE AND ASSESSMENT ENABLEMENT CAPABILITY ADVICE CAPABILITY
INTERFERENCE A CENTRE DEVELOPMENT
COUNTER COUNTER SECURITY COMPUTER STRATEGIC ANALYSIS AND

TERRORISM B ESPIONAGE AND ASSESSMENTS OPERATIONS HUMINT AND DISCOVERY
INTERFERENCE B OPERATIONAL
ASSURANCE
COUNTER COUNTER OUTREACH/T4 CLOSE ACCESS

TERRORISM C ESPIONAGE AND OPERATIONS
INTERFERENCE C
COUNTER SURVEILLANCE
ESPIONAGE AND
INTERFERENCE D
COUNTER
ESPIONAGE AND
INTERFERENCE E
Figure 1: ASIO’s organisational structure at 30 June 2022

PRINCIPAL
ADVISOR
ENTERPRISE SERVICE DELIVERY VETTING SERVICE

DELIVERY
Hazel Bennett Ewan Macmillan
LEGAL SERVICES TECHNOLOGY ENTERPRISE STRATEGY AND PRIVILEGED

AND DATA SERVICES ENGAGEMENT ACCESS
CAPABILITY
LEGAL ADVICE AND PLATFORMS AND FINANCE AND GOVERNANCE VETTING

OPERATIONAL INFRASTRUCTURE PROCUREMENT AND STRATEGY SERVICES
SUPPORT
ASSESSMENTS AND SOFTWARE AND INTERNAL GOVERNMENT PRIVILEGED

LITIGATION INTELLIGENT SECURITY ENGAGEMENT ACCESS PROJECT
SYSTEMS SERVICES AND OVERSIGHT OFFICE
DATA PEOPLE ELECTRONIC

SURVEILLANCE
REFORM
TECHNOLOGY LEARNING AND

AND DATA DEVELOPMENT
SYNCHRONISATION
INVESTMENT
RECRUITMENT
FACILITIES
SERVICES

AUSTRALIAʼS SECURITY
ENVIRONMENT AND
OUTLOOK
Disruptions and attacks 2014–22
Attacks
Disruptions
2014
2015
2016
2017
2018
2019
2020
2021
2022
Major counter-terrorism disruption (nationalist and racist violent extremism)
Major counter-terrorism disruption (Sunni violent extremism)
Domestic terrorist attack
Major espionage and foreign interference disruption

AUSTRALIA’S SECURITY ENVIRONMENT AND OUTLOOK | 3
Australia’s security environment
and outlook
Threats to Australia’s security feature both The interplay of existing challenges with
persistent elements and more dynamic new and emerging ones has changed
ones that change relatively quickly. how we might categorise them. A foreign
Some threats are fashioned by long-term power can simultaneously be interfering,
forces in the global and domestic spying and using cyber means to position
environments, while others have more for sabotage, for example.
direct and short‑term impacts. Threats to
ASIO operates within the security
our way of life increasingly demand that
environment, aware of its challenges
we shift our focus, with espionage and
and dynamics, and we adapt our
foreign interference now more prominent
responses to best effect.
threats. The threat from hostile foreign
powers and their proxies is pervasive,
Threats to our way of life
multi‑faceted and has the potential to
cause serious harm to our sovereignty, Espionage and foreign interference have
values and national interest. These threats now supplanted terrorism as our principal
originate from multiple countries—not just security concern and will continue to
those that might be considered dominate. These actions by hostile foreign
traditional adversaries. powers are attacks on our way of life—
they seek to undermine our liberal
Threats to life will always remain a
democratic values and systems.
priority for ASIO. Although we are seeing
a reduction in the number of violent
extremists who have both the intention
Foreign interference involves
and capability to undertake terrorist
clandestine, deceptive or
attacks in Australia, the threat
threatening activity conducted
remains real.
on behalf of a foreign power
Rapidly evolving technologies and which aims to affect political
emerging issues continue to reshape or governmental processes
the security environment. From the or is otherwise detrimental
radicalisation of young people to to Australia’s interests.
COVID-19 fuelling grievances in society,
and the challenge of cyber threats across
our networked society and online
‘safe havens’ that advocate extremist
ideologies, identifying threats becomes
harder and requires new approaches
and new expertise.

3| AUSTRALIA’S SECURITY ENVIRONMENT AND OUTLOOK
Foreign interference activities are directed Foreign powers and their proxies,
into many aspects of Australian society— including intelligence services, continue
our communities, values and freedoms, to seek to interfere in Australia’s emerging
political systems, and our national technology endeavours, and to steal
industrial and research base. Foreign proprietary, sensitive and commercially
powers and their proxies engaging in this valuable Australian information.
activity wield a range of capabilities and Successful foreign intelligence operations
harbour various motivations to promote can enable foreign governments to cut
their interests covertly at the expense the time and cost required to replicate
of Australia. a desired technology, as well as to
compromise Australian sovereign
Foreign powers and their proxies remain
capability.
determined to interfere in Australia’s
democracy and undermine our ASIO assessed early in the COVID-19
sovereignty for their own ends. pandemic that foreign governments
However, Australia’s democracy is robust would seek to take advantage of the
and our electoral system is resilient to changed circumstances it brought on
attempts at interference. To help protect to further their own strategic ambitions.
our key institutions and ensure electoral As universities and researchers conduct
integrity in the lead-up to the 2022 federal more of their core business online, this
election, ASIO continued to support offers a larger potential target for hostile
the Australian Electoral Commission. cyber activity.
Foreign powers and their proxies have
also targeted Australia’s universities
Espionage is the theft of Australian
and research sector to shape discourse,
information or capabilities for
promote research to the foreign powers’
passage to another country,
strategic benefit, and to interfere in the
which undermines Australia’s
lives of Australian students and staff
national interest or advantages
when they have travelled overseas.
a foreign country.
To help build resilience in the sector,
ASIO contributed to the refreshed
guidelines released by the University Foreign powers and their proxies
Foreign Interference Taskforce. continue to seek to steal information
about Australia’s political system, defence
capabilities and operations, national
security arrangements, unique science
and technology capabilities, our economic
and trade advantages, our diaspora
communities, and databases of
personal information.

Espionage enables other activities by Sabotage is damaging or disruptive
the foreign power—for example, further activity against infrastructure—
acts of espionage, foreign interference, including electronic systems—
sabotage, or economic, political, to undermine Australia’s national
or military responses. security or advantage a foreign
power. Acts of sabotage are not
The espionage efforts of our adversaries
limited to irreversible, destructive
are directed at all levels of government as
attacks on physical infrastructure,
well as Australia’s science and technology
and can include small-scale,
sectors, both military and civilian.
selective and temporary acts
Australia’s increasing military capabilities
of degradation or disruption
and defence industry make us an
to networked infrastructure.
attractive target. ASIO works with partners
across government and the private sector,
including in defence, to protect against
Cyber-enabled disruptive and damaging
these national security threats.
attacks on infrastructure are well within
Cyber espionage remains the most the reach of some foreign powers.
pervasive approach adopted by our These attacks have been used abroad
adversaries. The increasing digitisation by foreign powers as coercive or punitive
of our economy, coupled with changes in means to achieve economic or geopolitical
how and where people work, will create objectives against other countries.
new vulnerabilities which, when targeted,
To date we have not observed an attack
could have significant consequences for
of this nature in Australia, but we assess
our economic prosperity, security and
it is possible. Vulnerabilities within
sovereignty. A more interconnected
Australia’s highly interconnected
society—combined with evolving hostile
infrastructure networks provide
cyber capabilities—will continue to
opportunities for foreign powers to
provide foreign powers with opportunities
pre‑position and deploy their disruptive
and the means to remotely disrupt and/or
and damaging cyber capabilities.
damage Australia’s infrastructure
and economy. Attacks against infrastructure in other
nations, while attributed to criminal
ASIO also continues to see hostile powers
groups, demonstrate the potential harm
using online and social media methods
that may result from cyber-enabled
to seek to recruit Australians to give them
disruptive and damaging activities.
privileged access or information. Separate
to espionage funded by hostile powers,
there continue to be instances that ASIO
identifies of individuals abusing their
privileged access to information.

Threats to life Challenges to the environment in

South‑East Asia include the scheduled
Overall, we are seeing a reduction in the release of convicted terrorists and the
number of violent extremists who have return of individuals from Syria and Iraq.
both the intention and capability to Many of these terrorist detainees probably
undertake terrorist attacks in Australia. maintain their violent extremist ideologies
This is down from a peak during the height and the release of some will reintroduce
of the Islamic State of Iraq and the terrorist capability into the environment.
Levant’s (ISIL) global terrorism campaign.
The global growth in ideologically
The threat is not extinguished though,
motivated violent extremism, particularly
and extremists across the ideological
nationalist or racially motivated violent
spectrum remain committed to their
extremists, has been reflected in Australia.
belief in the legitimacy of violence
This has changed what was once a largely,
to achieve their political ambitions.
but not solely, single prominent hue of
Sunni violent extremism represents an concern related to religiously motivated
enduring threat. Religiously motivated violent extremism into a rainbow of
violent extremist groups such as ISIL ideologies and justification for violence
and their affiliated groups, and al-Qa‘ida, in support of them (see Text box 1).
continue to justify violence against
Specific and single-issue violent
the West, including Australia.
extremists of various ideological strains
Driven by local agendas—but with global and influences persist. The COVID-19
ambitions—these groups thrive, either lockdowns provided more opportunity
physically or virtually, in unstable regions for isolated Australians to be exposed
of the Middle East, Africa and South Asia, to online extremist or conspiracy theory
promulgating their ideology, undertaking messaging and misinformation. Some of
attacks and encouraging their adherents these theories and worldviews justify
to engage in violence. Their messaging violence and have led to specific-issue
continues to be consumed by violent violent extremism in Australia. Over the
extremists globally, including Sunni last year we have seen an increase in the
violent extremists here in Australia, willingness of a minority of protesters
across a variety of online platforms. to adopt violence as a tactic including
attacking police, damaging property,
In South-East Asia, violent extremists
or inciting others to do so.
under ISIL’s influence are adapting their
methods. In Indonesia, Jemaah Islamiyah
continues to recruit, train and prepare for
possible future violence. Cross-border
links across the region, and beyond to
international conflict zones, increases the
risk of uptake of new skills and know-how,
attack methods and ideology, altering the
threat environment in South-East Asia.

Text box 1: nationalist and racist
violent extremism
ASIO continues to see Australians drawn to nationalist and racist

violent extremist ideologies.
A key belief system in this cohort is the belief in an
‘inevitable race war’. There is a broad acceptance that at
some stage in the future, society will collapse and a conflict will
break out along racial or ethnic lines, after which there will be the
creation of a white ethno-state.
The vast majority believe that because this race war is ‘inevitable’,
the most important thing right now is to prepare for the impending war.
This ‘prepping’ behaviour includes stockpiling firearms and ammunition,
learning survivalist skills, and seeking to be self-sufficient.
For others, they do not want to wait for the war, and instead try to ‘accelerate’
the process of the race war starting—we call people who subscribe to this
belief-set ‘accelerationists’.
The behaviour of some groups and associated nationalist and racist violent
extremists is becoming more overt and provocative. In some cases, leading
to violent confrontations with members of the public.
While there has been a reduction in the to engage in violence, and provides
number of extremists with the intent to technical advice to do so (see Text box 2).
undertake a terrorist attack, we have And our greatest concern continues to be
seen an increase in the number of minors the threat of a terrorist attack undertaken
represented in ASIO investigations. We see by a single individual or a small group—
this worrying trend in both the religiously irrespective of their specific ideology.
and ideologically motivated violent Such attacks are difficult to detect and
extremism spaces. Addressing this can occur with little to no warning.
trend requires a whole-of-government
A terrorist attack in Australia is more
and community approach, with the
likely to involve readily acquired
radicalisation of minors occurring due
weapons—such as knives and vehicles,
to a variety of sociological, ideological
explosives and/or firearms—and relatively
and personal reasons.
simple tactics. We have seen increased
Both religiously and ideologically interest in new technologies, including 3D
motivated violent extremist groups printed firearms and more complex attack
have produced sophisticated online methodologies.
propaganda which calls on lone actors

Text box 2: the online environment
The internet—primarily via social media and encrypted

communication applications—enables the dissemination
and discussion of violent extremist material within secure,
online echo chambers. The high levels of violent rhetoric
within some of these online extremist networks is
concerning and, while violent rhetoric does not generally
translate to actual violence, the normalisation and
legitimisation of violent responses to public policy probably increases
the likelihood an individual somewhere will mobilise to violence.
We have seen extremist ideologues, in Australia and offshore, seeking to incite
this violence within the community and against the government by combining
conspiracy theories with highly emotive propaganda, particularly in relation
to COVID-19. COVID-19 disinformation, sown by some foreign powers and their
proxies, has also been consumed and amplified within these online echo
chambers—both knowingly and unwittingly. These foreign powers view such
networks as potential vectors to undermine Australian security by generating
uncertainty, division and unrest within the community.


REPORT ON
PERFORMANCE
REPORT ON PERFORMANCE | 4
Annual performance statement 2021–22
Introductory statement
I, as the Director-General of Security and the accountable authority of ASIO, present the
2021–22 annual performance statement for ASIO, as required under paragraphs 39(1)(a)
and (b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
In my opinion, this statement accurately presents the performance of ASIO in achieving
its purpose and complies with subsection 39(2) of the PGPA Act.
Mike Burgess

4| REPORT ON PERFORMANCE
Summary of results
Key performance measures—2021–22 Target (2021–22) Outcome
Counter-terrorism:
Measure 1 impact of operational 80%; HIGH ACHIEVED
activities advice
Counter-terrorism:
Measure 2 impact of policy PARTIALLY
80%; HIGH
development advice ACHIEVED
Counter-espionage and
foreign interference:
Measure 3 80%; MEDIUM ACHIEVED
impact of operational
activities advice
Counter-espionage and
foreign interference:
impact of policy
development advice
Border security:
Measure 5 impact of operational 70%; MEDIUM ACHIEVED
activities advice
Border security: impact of

policy development advice
ASIO capability program: Delivery of

Measure 7 capability ACHIEVED
ASIO capability delivery
milestones
Adherence to
Risk and compliance: risk Commonwealth
Measure 8 ACHIEVED
management framework Risk Management
Policy requirements

Summary of results
The security environment remained Our counter-espionage and foreign
complex, challenging and changing interference frameworks have matured,
in 2021–22. ASIO delivered significant including Counter Foreign Interference
outcomes in the 2021–22 year and met Taskforce arrangements, which position
seven of its eight performance measures, ASIO well to counter this threat. During
partially achieving the remaining measure. 2021–22, we continued to provide trusted
advice to Government and industry on the
ASIO has continued to protect Australia
espionage and foreign interference threat.
and Australians from terrorist threats
We protected Australia by identifying and
in 2021–22. We achieved this through
understanding the nature of these threats,
intelligence collection, investigation
establishing a less permissive environment
and analysis, and by providing our
for foreign actors to undertake this activity,
stakeholders assessments and advice.
and worked with partners to reduce harm.
We have worked to understand the
terrorist threats we face, harden the In 2021–22, ASIO continued to support
environment against those threats, policy development and operational
assist partners to disrupt terrorist attacks, engagement related to Australia’s border
and support law enforcement arrests integrity. This was achieved in the context
and convictions. During 2021–22 we saw of a changed border security threat
the terrorist threat further diversify. environment as a result of COVID-19.
The online environment is amplifying We supported Australia’s border integrity
a range of grievances and the trend of by providing analysis and security advice
increased radicalisation among young in relation to people smuggling activities,
Australians has continued. ASIO remains complex visa applications, and other
well positioned to address future movements of goods and people.
challenges in the terrorism environment.
ASIO’s performance against our counter-
Our well-established relationships
terrorism, counter-espionage and foreign
and contribution to Australia’s
interference and border security performance
counter-terrorism frameworks will
measures was bolstered by our focus on
enable our continued success.
accelerating our capability development
In 2021–22, espionage and foreign and maintaining a robust risk and compliance
interference supplanted terrorism framework. We saw considerable
as ASIO’s principal security concern. improvement in the impact of policy
Threats of foreign interference and development advice in counter-terrorism,
espionage are pervasive and enduring, partially achieving our ambitious target
with espionage and foreign interference on this performance measure. Delivery
in Australia continuing at an unacceptably against our capability program and risk
high level. In this challenging environment, and compliance performance measures
ASIO has excelled against the ambitious has positioned ASIO to meet future
targets we set for ourselves in 2021–22. challenges, stay ahead of technological
change, and accept and engage with risk.

Reporting framework
ASIO operates under the Australian It is anticipated this performance
Government’s outcomes and programs statement will be read with broader
framework. Outcomes are the intended information provided in the ASIO Corporate
results, impacts or consequences of Plan 2021–25 and the Home Affairs
actions by the government as defined Portfolio Budget Statements (PBS),
in the portfolio budget statements for to provide a complete picture of ASIO’s
Commonwealth entities. Government planned and actual performance.
programs are the primary vehicle by which
The alignment between ASIO’s
entities achieve their intended purposes.
purpose, as set out in the ASIO Corporate
Performance reporting requirements Plan 2021–25 and the Outcome and
are part of the Commonwealth Program in the ASIO Budget Statement
performance framework established 2021–22 is shown below.
by the Public Governance, Performance
and Accountability Act 2013.
OUTCOME 1
ASIO To protect Australia, its people and its interests from threats to security
through intelligence collection, assessment and advice to Government
Budget
Statement
PROGRAM 1.1 SECURITY INTELLIGENCE
ASIO operates a single program—Security Intelligence—

focused on delivering Outcome 1
ASIO’S PURPOSE
ASIO
Corporate ASIO protects Australia and Australians from threats to their security
Plan
2021–25
Key performance measures 1–8
Annual
Performance Report against key performance measures
Statement
2021–22

ASIO’s purpose
ASIO protects Australia and Australians from Counter-espionage
threats to their security. Our purpose is
defined in the ASIO Corporate Plan 2021–25. and foreign interference
In 2021–22 ASIO achieved this purpose ASIO has countered espionage and foreign
by delivering outcomes against each interference by protecting Australia from
of the Organisation’s key priorities, threats posed by foreign intelligence
outlined below. services seeking to undermine Australia’s
democratic systems and institutions.
Counter-terrorism ASIO has collected intelligence on,
and investigated, threats targeting
ASIO has countered terrorism by Australian interests. The Organisation
protecting Australians from religiously has continued to provide impactful
motivated and ideologically motivated and trusted advice to government
violent extremism. The Organisation has and industry, and worked to disrupt
continued to collect intelligence within and deter those attempting to undermine
Australia and overseas, analyse and our national interests through espionage
investigate terrorist threats, and work and foreign interference. We have
with partners to strengthen public identified and worked to understand
safety and intervene to disrupt attacks. the threats we face, established a less
Our intelligence collection, investigation permissive environment for espionage
and assessment efforts have enabled and foreign interference, and worked
ASIO to identify and understand the to reduce harm.
threats we face, and to provide impactful
advice that hardened the environment Border security
against, and informed government policy
ASIO has continued to support whole-of-
and responses to, violent extremism.
government efforts to protect Australia’s
border integrity. The Organisation has
provided analysis of, and security advice on,
people smuggling activities, complex visa
applications, and other movements of
goods and people. This has assisted our
partners to maintain the integrity of
Australia’s border protection programs.

Capability program Risk and compliance

ASIO is committed to accelerating our Accepting and engaging with risk is
ability to achieve our purpose, deliver inherent to our role of protecting Australia
against our priorities and position the and Australians from threats to their
Organisation to meet future challenges. security. In a complex security
Through a human-led, data-driven, environment, our risk and compliance
technology-enabled approach, frameworks enabled informed
our capability program aims to address decision-making and effective
capability gaps, keep ASIO in step with prioritisation. ASIO officers continued
technological change, and maintain to act with integrity. We have been
our ability to detect the early signs of impartial, committed to our purpose,
threat activity. The program supports our and operated ethically and with propriety.
ability to invest in, and sustainably adopt, Our frameworks supported our
new technology and tradecraft practices. compliance with the law and enabled
This includes partnering with the dynamic responses to our evolving
Australian technology sector in the threat environment.
development of sovereign capabilities
in key areas of national security,
and further cementing our contribution
to, and ongoing benefit from, our strategic
partnerships. Improved application of
commercial technologies enables a
more agile and sustainable response
to changes in the rapidly evolving
technology environment.

Performance measures
This annual performance statement For the purposes of this report, ‘advice’
provides an assessment of ASIO’s encompasses all forms of communication
achievement of the performance measures to the Australian Government,
set out in the ASIO Corporate Plan 2021–25. government agencies, and industry
and community sector stakeholders
The measures relating to counter-terrorism,
that conveys ASIO’s expertise,
counter-espionage and foreign interference,
intelligence, assessments, priorities and
and border security (measures 1–6) focus
recommendations on security matters.
on the level of impact of ASIO operational
and/or policy advice. When assessing The following definitions were shared with
impact, we consider whether: key stakeholders when determining what
ASIO advice provided context; level of impact our advice (policy and/or
operational) has had on their
ASIO advice was relevant and
decision-making.
practical; and
ASIO advice influenced stakeholder
decision-making.
LOW MEDIUM HIGH

Our advice provided Our advice provided context; Our advice was timely and
little or no context, and was relevant and practical; relevant; practical, focused
did not influence your and, influenced your and provided or enabled
decision‑making. decision‑making. exercisable options; and
directly informed and shaped
your decision-making.
The measures relating to ASIO’s capability program and risk and compliance priorities
(measures 7–8) focused on the delivery of mission effects and outcomes through the
delivery of capability program objectives and milestones, and adherence to the
requirements of the Commonwealth Risk Management Policy.
Further details, rationale and targets related to all ASIO performance measures
are discussed in the ASIO Corporate Plan 2021–25.

Performance methodology
Performance against ASIO’s priorities has Stakeholders are:
been measured through a combination drawn from relevant federal,
of quantitative and qualitative methods, state and territory governments,
including defined targets, case studies, and private enterprise;
stakeholder feedback and identified
ongoing, frequent recipients
milestones. Our performance—and the
of ASIO advice; and
delivery of impactful effects and outcomes
against these priorities—is measured engaged in operational activities
and reported in a manner which or policy development related
safeguards our sensitive capabilities, to ASIO’s key activities.
information and tradecraft. The 2022 ASIO stakeholder survey collected
This annual performance statement is quantitative and qualitative data on ASIO’s
the second year we have assessed our performance from 68 stakeholders from
performance using percentage-based a wide cross-section of commonwealth
impact targets (measures 1–6). and state departments and agencies,
Measuring outcomes in this way is and from industry and academia.
important to ensure we are focusing Feedback was sought against performance
our efforts and delivering meaningful measures 1–6 as well as more generally
advice to stakeholders. We will continue in relation to ASIO’s value, engagement
to progressively refine our performance and impact.
measures to improve our ability to The 2022 survey used a combination of
measure ASIO’s impact and demonstrate written questionnaires (48 stakeholders)
our effectiveness in a transparent way. and interviews (36 stakeholders) to seek
Assessment of our performance against stakeholder’s views—16 stakeholders
measures relating to counter-terrorism, completed both a questionnaire
counter-espionage and foreign and interview.
interference, and border security
(measures 1–6) has been informed by
stakeholder feedback throughout the
year, including ASIO’s annual survey of
key stakeholders, undertaken by an
independent surveyor.

Survey results were used to determine Our performance against our risk and
ASIO’s performance against measures 1–6. compliance measure (measure 8—risk
Further context on our performance was management framework) has been
gathered through internal triannual informed by an assessment of our
performance reporting and regular compliance with the Commonwealth Risk
stakeholder engagement throughout Management Policy, which sets out nine
the year. Similarities in measures 1–6 elements with which entities must comply
between the 2020–21 and 2021–22 in order to establish an appropriate
reporting periods have also allowed for system of risk oversight and management.
a comparison of our results over time.
These trends are discussed as part
of our 2021–22 performance report.
Assessment of our performance
against our capability program measure
(measure 7—ASIO capability delivery)
has been informed by a range of inputs,
including independent review, internal
and external program governance,
assessments of benefits realisation,
staff feedback, the development of key
enabling partnerships, the on-boarding
of capability-related resources, and other
program delivery metrics such as budget
and time frame.

Qualitative and quantitative methodologies

External
Defined Case Stakeholder Identified
surveys/
targets studies feedback milestones
assessments
1 Counter-terrorism: impact of operational activities advice

M E A S U R E S
2 Counter-terrorism: impact of policy development advice
3 Counter-espionage and foreign interference: impact of operational activities advice
4 Counter-espionage and foreign interference: impact of policy development advice

P E R F O R M A N C E
5 Border security: impact of operational activities advice
6 Border security: impact of policy development advice
7 ASIO capability program: ASIO capability delivery
8 Risk and compliance: risk management framework

Analysis of performance
ASIO achieved its purpose during the ASIO’s 2021–22 performance reporting
2021–22 reporting period through the saw increased impact ratings from
delivery of outcomes against our stakeholders and an overall improvement
key priorities. with the achievement of seven of eight
performance measures in 2021–22
ASIO’s stakeholders were overwhelmingly
compared with seven of nine measures
positive about ASIO’s impact in 2021–22.
achieved in 2020–21.
The 2022 independent stakeholder survey
reported that ASIO is highly rated on its As noted in ‘performance methodology’,
professionalism, subject matter expertise, similarities in measures 1–6 between the
and responsiveness. The ASIO of 2022 2020–21 and 2021–22 reporting periods
is seen as a more engaged and open have also allowed for a comparison of
Organisation which is more attuned our results over time. Results against our
to the interests, needs and equities counter-terrorism measures, in particular,
of its stakeholders. show improvements in our impact ratings.
Similarly, stakeholder ratings of ASIO’s
Stakeholders commented that ASIO’s
impact for countering espionage and
higher public profile has strengthened its
foreign interference has increased.
reputation and impact. Greater engagement
We have set ambitious targets for our
in the public sphere has aided awareness
counter-espionage and foreign interference
of security threats and prompted important
measures (80% HIGH) in the ASIO Corporate
discussions on security issues within
Plan 2022–26, and our 2021–22 trajectory
departments and agencies, as well as
sets ASIO up well to achieve these results.
with industry and international partners.
In 2021–22, ASIO continued to protect
Partners commented favourably on
Australia and Australians from threats
ASIO’s support to their own capability
to their security. We countered terrorism
development, both in terms of ASIO’s
through intelligence collection,
advice on emerging trends in the security
investigation and analysis, and provided
environment, informing capability decisions,
partners with trusted advice and
as well as ASIO’s advice into capability
assessments. ASIO conducted successful
decisions and direct sharing of capability.
operational activity to counter threats,
This capability sharing extends across
and contributed to the operational
both technical and human domains—
activity of others.
ASIO secondees embedded with partner
agencies are highly valued for their
subject matter expertise, understanding
of the stakeholder’s business needs,
and networks.

We countered espionage and foreign

interference from foreign powers and
their proxies. We uncovered and identified
threats to Australian Government,
defence, political and other national
interests. Our advice to government and
industry raised awareness of threats and
established a less permissive environment
for covert actors to operate.
The scale and sophistication of the
threats facing Australia required ASIO to
be proactive in our advice to government
and industry. ASIO continued to invest
in our people and capabilities to help
our stakeholders better understand,
identify and manage security threats.
Our continued investment in partnerships
recognises that security is a shared
responsibility, and ASIO will continue
to work with others, across policy,
law enforcement, intelligence, industry
and community sectors to continue to
protect Australia and Australians from
threats to their security.

Counter-terrorism
ASIO has countered terrorism by protecting Australians

from religiously motivated and ideologically motivated
violent extremism. The Organisation has continued to
collect intelligence within Australia and overseas, analyse
and investigate terrorist threats, and work with partners to
strengthen public safety and intervene to disrupt attacks.
Our intelligence collection, investigation and assessment
efforts have enabled ASIO to identify and understand
the threats we face, and to provide impactful advice
that hardened the environment against, and informed
government policy and responses to, violent extremism.

Counter-terrorism
Result—impact of ASIO’s counter-terrorism operational
activities advice
1. Impact of operational activities advice
Measure The percentage of key stakeholders who confirm our counter-terrorism

advice had a HIGH impact on their decision-making in informing
counter-terrorism operational activities, managing security risks
and disrupting activities that threatened Australia’s security.
Target
80%; HIGH Outcome ACHIEVED
(2021–22)
Source ASIO Corporate Plan 2021–25 (p.14) | PBS 2021–22, Outcome 1 (table 2.1.2)
2021–2022 result 2020–2021 result
84% HIGH; 16% MEDIUM 58% HIGH; 93% MEDIUM or higher

(target: 80% HIGH)
Stakeholder survey results against our These stakeholders are considered by the
‘counter-terrorism—impact of operational independent surveyor to be central to the
activities advice’ were overwhelmingly counter-terrorism mission.
positive, exceeding the target we set
This outcome represents an improvement
ourselves in the ASIO Corporate
from our results in 2020–21, when
Plan 2021–25.
58 per cent of respondents reported
84 per cent of principal stakeholders said ASIO’s impact was HIGH (and 93 per cent
ASIO achieved a HIGH impact, with a further of respondents reported ASIO’s impact
16 per cent of principal stakeholders rating was MEDIUM or higher).
ASIO’s performance as MEDIUM.
Commentary and feedback provided
Principal stakeholders are Commonwealth during the survey was positive.
and State law enforcement agencies, Stakeholders noted that ASIO is a
national intelligence agencies, and central ‘professional, expert and responsive’
policy departments (Home Affairs, organisation and a ‘respected,
Prime Minister and Cabinet, Department authoritative source of threat
of Foreign Affairs and Trade, Defence, advice and assistance’.
Attorney-General’s and State
Premiers Departments).

Stakeholder feedback shows ASIO’s advice In early to mid-2022, in unrelated cases,
has supported an increased understanding two individuals were found guilty of
of the terrorism environment, particularly the offence of advocating terrorism
in shaping partners’ operational activity (in contravention of section 80.2C of
and capability investment. Partners the Criminal Code Act 1995) in support
commented on ASIO’s crucial role in of nationalist and racist violent
providing the necessary capability uplift extremist (NRVE) ideologies. Both cases
to enable their responses to changes commenced as ASIO investigations in
in the terrorism threat environment. 2020 and quickly transitioned to Joint
Counter Terrorism Team–led criminal
Additional feedback received throughout
investigations. The offenders in these
the year demonstrated the positive
cases represent the second and third
impact ASIO had on stakeholders’
individuals convicted in Australia of
operational decision-making.
terrorism-related offences because
Key themes included ASIO’s advice
of their NRVE ideologies, and the
to inform Government’s High Risk
second and third individuals convicted
Terrorism Offenders (HRTO) framework,
of the relatively new offence of
public awareness in relation to the
advocating terrorism.
radicalisation of minors, and support
to partners in relation to the ongoing During the reporting period, ASIO
implications of the conflict in Syria and Iraq. provided tailored and timely briefings
to government and industry partners
Examples demonstrating ASIO’s impact in relation to a range of trends and
on counter-terrorism operational developments in the terrorism threat
activities advice include the following. environment, informing partners’
planning and operations.
ASIO’s advice provided context,
was relevant and practical, State partners directly attributed an
increase in reporting in relation to the
and influenced decision-making
radicalisation of minors to increased
ASIO advice continued to inform awareness of the issue as a result of
development and implementation of ASIO public commentary.
the whole-of-government framework
for responding to HRTOs. ASIO advice
directly informed development of
the HRTO Regime Implementation
Framework. The framework will
ensure effective coordination and
interoperability between ASIO, our law
enforcement colleagues, and other
Commonwealth and State/Territory
agencies, in managing the release of a
large cohort of terrorist offenders over
the next 10 years and beyond.

ASIO provided partners with During the reporting period,

relevant and practical advice on ASIO advice informed the operations
the difference between NRVE and of a range of key partners in relation to
religiously motivated violent the security environment in Syria and
extremism (RMVE), in particular Sunni the status of Australian women and
violent extremism, within Australia. children in Syrian internally displaced
Our advice on how the respective person (IDP) camps.
cohorts’ source and distribute
propaganda—and their comparative
approaches to operational and
communications security—
is informing investigative strategies,
operational activities, capability
development and policy responses.
Between July and

December 2021,
minors, on average,
comprised more than
half of ASIO’s 10 highest
priority counter-terrorism
investigations each week

Result—impact of ASIO’s counter-terrorism policy
development advice
2. Impact of policy development advice
Measure The percentage of key stakeholders who confirm our counter-terrorism

advice had a HIGH impact on their decision-making in relation to policy
development and responses to terrorism.
Target
80%; HIGH Outcome PARTIALLY ACHIEVED
(2021–22)
2021–2022 result 2020–2021 result
71% HIGH; 29% MEDIUM 56% HIGH; 100% MEDIUM or higher

(target: 80% HIGH)
The 2022 stakeholder survey results While not achieving the target of
against our ‘counter-terrorism—impact of 80 per cent HIGH impact, these results
policy development advice’ did not meet demonstrate a considerable improvement
the ambitious targets we set ourselves in on ASIO’s 2020–21 results. In 2020–21,
the ASIO Corporate Plan 2021–25. 56 per cent of respondents reported
ASIO had achieved a HIGH impact
71 per cent of principal stakeholders
against this measure, and 100 per cent
responded that ASIO achieved a HIGH
of stakeholders reported ASIO’s impact
impact for counter-terrorism policy
was MEDIUM or higher.
development advice, with a further
29 per cent of stakeholders indicating In particular, stakeholders highlighted
ASIO’s advice had a MEDIUM impact. the importance of ASIO’s advice in
relation to the ongoing implications of
Principal stakeholders are Commonwealth
foreign fighters and the Syria conflict.
and State law enforcement agencies,
These stakeholders said ASIO’s work had
national intelligence agencies, and
been foundational for their consideration
central policy departments (Home Affairs,
of residual risk and mitigation strategies.
Prime Minister and Cabinet, Department
Examples used included ASIO’s
of Foreign Affairs and Trade, Defence,
contribution to whole-of-government
Attorney-General’s and State Premiers
efforts in relation to High Risk Terrorism
Departments). These stakeholders
Offenders (HRTO) and ASIO’s advice in
are considered by the independent
relation to the diversifying terrorism
surveyor to be central to the
threat environment.
counter-terrorism mission.

Additional feedback received throughout ASIO advice informed the Committee’s

the 2021–22 year was similarly positive. recommendation to expand the listing
Particular examples demonstrated ASIO’s to the entirety of Hamas, which was
impact on listings of terrorist organisations accepted by the Government.
under the Criminal Code and advice ASIO’s timely, relevant and practical
provided to government and industry to advice on proscription cases during
support their ability to strengthen their the reporting period empowered
own security posture and reduce their whole-of-government decision-making
exposure to terrorist threats. on terrorist organisation listings to
Examples demonstrating ASIO’s impact harden the environment and enable
on counter-terrorism policy development activities to disrupt the capabilities of
advice include the following. terrorist organisations. ASIO advice
contributed to the listing of 15 terrorist
ASIO’s advice provided context, organisations under the Criminal Code
was relevant and practical, during 2021–22.
and influenced decision-making During the 2021–22 period, ASIO threat
assessments and analytical reports
During 2021–22, ASIO advice
provided context to government,
contributed to the development
foreign intelligence and security
of new terrorism-related legislation
partners, and industry stakeholders on
and informed reviews of existing
specific security environments, global
legislation to ensure they remain
terrorism trends and developments,
necessary and proportionate to
and key threat actors and targets.
the evolving terrorist threat.
ASIO contributions over the period ● Targeted advice was provided to
informed ongoing development of more than 40 representatives from
the Extended Supervision Orders (ESO) the Australia-Africa Minerals &
Bill and an inquiry into the operation Energy Group to enhance the
of the Temporary Exclusion Orders security of Australians and
(TEO) legislation. Australia’s interests against
terrorist threats in the region.
ASIO provided stakeholders impactful
Partnering with the Department
advice, intelligence assessments and
of Foreign Affairs and Trade (DFAT),
briefs regarding the rise of ideologically
ASIO addressed ongoing concerns
motivated violent extremism (IMVE)
of Australian companies related to
actors and groups in Australia and
their employees’ safety due to the
their security relevance.
rising number of terrorist attacks
During 2021–22, ASIO attended the
in regions where Australian mining
Parliamentary Joint Committee on
sites are located.
Intelligence and Security (PJCIS)
on the re-listing of Hamas’s Izz al-Din
al-Qassam Brigades, as part of its
review into the re-listing of five
terrorist organisations.

● ASIO’s biannual threat assessment ● An OFFICIAL version of ASIO’s
was shared with business and annual Crowded Places Threat
industry subscribers via the Assessment has had wide reach
ASIO Outreach Portal and in and impact with government and
external engagements. Our advice industry. It has been viewed/
highlighted the increasing volatility downloaded hundreds of times
in the security environment driven since being added to the Outreach
by specific-issue grievances portal in November 2021.
surrounding the pandemic. ● During the reporting period, our
ASIO advice supported government advice and intelligence informed
and businesses to strengthen their whole-of-government efforts to
security posture and reduce exposure mitigate the terrorist threat to
to threats. Australians and Australian interests,
including through:
ACCESS SECURITY ASSESSMENTS
131 877
to AusCheck, including for individuals seeking
12 667
individuals seeking access to security-sensitive
Aviation Security Identification Cards (ASICs) and chemicals, biological agents or nuclear sites
Maritime Security Identification Cards (MSICs)
Counter-terrorism products Products that span both counter-terrorism

and counter-espionage and foreign interference

Counter–espionage and foreign interference
ASIO has countered espionage and foreign interference by

protecting Australia from threats posed by foreign intelligence
services seeking to undermine Australia’s democratic systems and
institutions. ASIO has collected intelligence on, and investigated,
threats targeting Australian interests. The Organisation has
continued to provide impactful and trusted advice to government
and industry, and worked to disrupt and deter those attempting
to undermine our national interests through espionage and foreign
interference. We have identified and worked to understand the
threats we face, established a less permissive environment for
espionage and foreign interference, and worked to reduce harm.

Counter–espionage and foreign
interference
Result—impact of ASIO’s counter–espionage
and foreign interference operational activities advice
Measure The percentage of key stakeholders who confirm our counter–espionage

and foreign interference advice had a MEDIUM impact on their
decision‑making in informing counter–espionage and foreign interference
operational activities, managing security risks and disrupting activities
that threatened Australia’s security.
Target
80%; MEDIUM Outcome ACHIEVED
(2021–22)
2021–2022 result 2020–2021 result
80% HIGH; 12% MEDIUM 89% MEDIUM or higher

(target: 70% MEDIUM)
The 2022 stakeholder survey results In 2022, 80 per cent of stakeholders rated
show ASIO exceeded targets against ASIO’s impact on counter-espionage and
our ‘counter-espionage and foreign foreign interference operational activity
interference—impact of operational as HIGH. A further 12 per cent rated
activities advice’ measure set in the ASIO’s impact as MEDIUM. These results
ASIO Corporate Plan 2021–25. demonstrate a significant improvement
on our 2020–21 results, when 89 per cent
of stakeholders rated our support as
MEDIUM or higher.

These results were also delivered in an ASIO’s advice provided context,

environment where espionage and foreign was relevant and practical,
interference overtook terrorism as ASIO’s and influenced decision-making
principal security concern, reflecting the
During the reporting period ASIO
increasing prominence of our efforts
investigations identified multiple
against this threat.
compromises of Australian victims
In particular, stakeholders noted the by state-sponsored cyber groups
importance of ASIO’s public statements and worked with victims and the
and outreach. The ASIO of 2022 is Australian Cyber Security Centre (ACSC)
seen as an engaged and open partner to protect the sensitive information
that is more attuned to the equities of contained in these systems.
others. The work of ASIO’s outreach and
During 2021–22, ASIO published
engagement across government, industry
advice on the full spectrum of threats
and other sectors was highlighted.
faced by Australia’s data storage and
Feedback demonstrated ASIO’s impact
processing sector. This suite of
on partners’ understanding of the threat
assessments, which included
environment, enabling those partners to
unclassified material provided to
more proactively harden their organisations
industry partners, continues ASIO’s
against threats. Greater information
broader strategy of supporting sectors
sharing, particularly in relation to the
to harden against foreign interference.
ASIO-led Counter Foreign Interference
We contributed to an education and
Taskforce (CFITF) was also highlighted.
hardening campaign targeting the
Similar feedback was provided by Australian clearance holder cohort,
stakeholders throughout the year, covering responsibilities, obligations
including on the support ASIO provided and contact reporting requirements.
to inform their own hardening against This campaign across government
compromise, ASIO’s support to electoral and industry is designed to bring
integrity processes, and our advice to about positive changes in clearance
Defence in relation to the security holder behaviour.
implications of AUKUS.
ASIO advice shaped stakeholder
Further examples demonstrating ASIO’s improvements to protection
impact on counter-espionage and foreign mechanisms for Australian
interference operational activities advice intellectual property with
include the following. dual-use or military applications.
ASIO’s bilateral secondment
arrangements with the Australian
Government Security Vetting
Agency continue to contribute to
collaboration and provide context
to decision-making, processes and
requirements for both organisations.

ASIO protected government During the reporting period,
information from compromise during ASIO hosted the inaugural annual
the reporting period by assisting CFITF conference with State and
with the identification of potential Federal police counterparts.
malicious insiders, promoting stronger The conference was focused on
security cultures and lifting federal increasing understanding of the
agency contact reporting rates. CFITF construct and delivering
Our advice significantly improved thematic briefs with a focus on
security posture across multiple community interference. We shared
government agencies. advice on integration of State police
● ASIO broadened efforts to increase into CFITF activities and community
government and industry partner interference responses which will
understanding of, and resilience to, help in hardening the environment
espionage, foreign interference (EFI) at a local level.
and sabotage threats to critical Throughout 2021–22, ASIO continued
infrastructure sectors, through the a focus on education campaigns for
sharing of assessments and advice clearance holders and engagement
and our active outreach program. with government agencies to
During the period we published harden against foreign intelligence
OFFICIAL level ASIO assessments service access to government
on EFI threats to the mining and information through the insider threat.
resources, data storage and ASIO presented at a range of fora
processing, banking and finance, including agency induction courses,
and healthcare and medical insider threat seminars and security
sectors. We provided briefings awareness courses for government
to or engaged with partners in officials posted overseas.
the aviation, financial, mining,
quantum research, energy and
maritime sectors.
● ASIO provided advice and oversight
in the trial for a new access check
scheme, the Naval Shipbuilding
Sustainment Identity Card (NSSIC).
The scheme was trialled as a
mechanism to identify individuals
of security concern at the Osborne
Naval Ship facility. The NSSIC
scheme will be rolled out formally
for the Osborne precinct in early
2023 and we anticipate receiving
around 7500 checks over the
next 12 months.

CASE STUDY
In early 2022, ASIO launched the Prying Minds campaign to provide defence
industry with information on the threat from foreign intelligence activity. As part
of the campaign, an online portal—Notifiable Incidents, Threats and Reportable
Observations (NITRO)—was established, to provide a mechanism for non-clearance
holders to report information related to espionage, insider threats or foreign
interference. The portal and campaign are specifically designed to provide a
mechanism to collaborate with business and institutions to help preserve Australia’s
sovereign capability and commercial and scientific advantage and protect Australia’s
$270 billion investment in defence industry.
We estimate the reach of the message to our target audience via launch activities
(a dedicated webpage hosting a suite of information resources and an extensive
outreach program including social media), was tens of thousands. In addition,
ASIO continues to support the hardening of 15 000 small and medium defence
industry companies against espionage and foreign interference, via targeted
engagements and threat briefings Australia-wide.

Result—impact of ASIO’s counter-espionage and
foreign interference policy development advice
Measure The percentage of key stakeholders who confirm our counter–espionage

and foreign interference advice had a MEDIUM impact on their decision-
making in relation to espionage and foreign interference–related policy
development and responses to this threat.
Target
(2021–22)
2021–2022 result 2020–2021 result

Like measure 3, 2022 stakeholder survey ASIO’s public profile was again highlighted
results show ASIO well exceeded the as a positive factor in strengthening ASIO’s
targets set against our ‘counter-espionage reputation and impact, and in helping to
and foreign interference—impact of policy raise awareness of security threats. ASIO is
development advice’ measure set in the seen to be more open with trusted partners,
ASIO Corporate Plan 2021–25. and more attuned to the interests of
policy agencies. Survey respondents
73 per cent of stakeholders reported
noted the importance of ASIO building
that ASIO had a HIGH impact on their
community understanding of threats.
decision-making. A further 24 per cent
rated ASIO’s impact as MEDIUM. Feedback received from stakeholders
These results were an improvement on throughout the year noted ASIO’s
ASIO’s 2020–21 results, demonstrating the increased efforts to produce assessments
increasing prominence of espionage and and advice for a broader audience,
foreign interference threats and demand and the support and advice provided to
for ASIO reporting, assessments harden Australia’s electoral institutions.
and advice.

Further examples demonstrating ASIO’s During 2021–22, ASIO shared

impact on counter-espionage and international connections and security
foreign interference policy development and intelligence expertise to build
advice include the following. Defence and National Intelligence
Community (NIC) understanding of the
ASIO’s advice provided context, impact of AUKUS arrangements on
was relevant and practical, the security environment and threat to
and influenced decision-making AUKUS capabilities. We will continue to
leverage our international partnerships
In 2022, ASIO contributed advice
to determine NIC resource and
to support whole-of-government
capability commitments required
responses to Russia’s invasion
to support AUKUS.
of Ukraine.
ASIO raised awareness of the threat
Throughout 2021–22, ASIO worked
of espionage and foreign interference
to produce an increased number
against Australia’s critical infrastructure
of assessments at the OFFICIAL
sectors through a range of briefings
classification level to provide context
and products during this period.
and reach a broader cross-section
This included engagement with
of stakeholders. This relevant and
members of the Banking and
practical advice generated significant
Finance Sector Group and the
interest from ASIO’s Outreach
Communications Sector Group
website subscribers, as well as from
to improve understanding of the
Commonwealth and State agencies.
espionage and foreign interference
We increased partner understanding
threat to key decision-makers,
of the threat from political interference
offshore facilities and supply chains.
at all levels of government through
defensive briefings to reduce Our personnel security assessments
vulnerabilities in electoral systems and continued to play a pivotal role in assisting
candidates, and through our advice to the Australian Government to manage
the Electoral Integrity Assurance threats to Australia’s national security
Taskforce. We published assessments associated with access to privileged
on espionage and foreign interference government information, places,
threats to the federal election and a activities and capabilities.
state jurisdiction. This has supported In 2021–22, ASIO finalised 35 622
more robust and resilient political personnel security assessment
systems and election processes. referrals, comprising 31 381
assessments for Baseline, Negative
Vetting (NV) 1 and 2 clearances and
4241 assessments for Positive Vetting
(PV) clearances. The 2021–22 figure
is a slight reduction on the 39 320
assessments finalised in 2020–21.

35 622 personnel security

assessment referrals
4241
assessments for
Positive Vetting (PV) clearances
31 381
3698 assessments for Baseline,
decrease compared Negative Vetting (NV) 1 and 2
with 2020–21 clearances
During the reporting period, ASIO provided the following:
160
counter-espionage products that span both
and foreign interference counter-terrorism and
products counter-espionage and
foreign interference

Border security
ASIO has continued to support whole-of-government efforts to

protect Australia’s border integrity. The Organisation has provided
analysis of, and security advice on people smuggling activities,
complex visa applications, and other movements of goods and
people. This has assisted our partners to maintain the integrity
of Australia’s border protection programs.

Border security
Result—impact of ASIO’s border security operational
activities advice
Measure The percentage of key stakeholders who confirm our advice on countering
serious threats to Australia’s border integrity, security-sensitive areas or
substances had a MEDIUM impact on their decision-making in relation
to actions and activities to disrupt and defend against serious threats
to Australia’s border integrity, security-sensitive areas or substances.
Target
(2021–22)
2021–2022 result 2020–2021 result

Stakeholder survey results show that Examples demonstrating ASIO’s impact

38 per cent of stakeholders rated on stakeholder policy development
ASIO’s performance against ASIO’s include the following.
‘border security—impact of operational
activities’ advice as HIGH. A further ASIO’s advice provided context,
56 per cent of stakeholders rated ASIO’s was relevant and practical,
impact as MEDIUM. and influenced decision-making
These results exceeded targets set in ASIO tactical intelligence assessments
the ASIO Corporate Plan 2021–25, informed Operation Sovereign Borders
and demonstrated a similar performance (OSB) assessments and decision-making
against this measure to those in our in relation to people smuggling
2020–21 results. lead reporting.
Reporting received throughout In this period, our assessments
the year demonstrated ASIO’s provided context for National
support to whole-of-government Intelligence Community (NIC) partners
border integrity activities. in relation to people smuggling lead
reporting. OSB provided positive
feedback in relation to ASIO’s support.

ASIO finalised 6474 visa security assessments for the 2021–22 financial year,
with 2493 (nearly 40 per cent) of those having been finalised between March and
June 2022 (inclusive). This was on par with the 5971 assessments finalised in 2020–21.
Table 1: Completed visa assessments
Type of referral 2019–20 2020–21 2021–22
Temporary visas 589 506 320

Permanent residence and citizenship 49 24 43
Onshore protection (air) 8 7 8
Offshore refugee/humanitarian 115 43 6
Illegal maritime arrivals 14 4 3
Other referred caseloads 1740 909 961
Resolution of national security border alerts 8530 4478 5133
Total 11 045 5971 6474

Result—impact of ASIO’s border security policy
development advice
Measure The percentage of key stakeholders who confirm our advice on countering
serious threats to Australia’s border integrity, security-sensitive areas or
substances had a MEDIUM impact on their decision-making in relation to
policy development and responses to serious threats to Australia’s border
integrity, security-sensitive areas or substances.
Target
(2021–22)
2021–2022 result 2020–2021 result

Stakeholder survey results show that Examples demonstrating ASIO’s impact

42 per cent of stakeholders rated ASIO’s on border security operational activities
performance against ASIO’s ‘border advice include the following.
security—impact of policy development
advice’ as HIGH. 42 per cent of ASIO’s advice provided context,
stakeholders rated ASIO’s impact was relevant and practical,
as MEDIUM. and influenced decision-making
These results exceeded targets set in the ASIO’s advice to the Department of
ASIO Corporate Plan 2021–25 and were Home Affairs provided relevant and
similar to the result achieved against practical input to assist Home Affairs
this measure in 2020–21. strategic assessments relating to
Reporting received throughout people smuggling via aviation
the year demonstrated ASIO’s stream networks.
support to whole-of-government ASIO’s assessment product was
border integrity activities. sought by National Intelligence
Community (NIC) partners to provide
context on the people smuggling
threat environment.

Capability program
ASIO is committed to accelerating our ability to achieve

our purpose, deliver against our priorities and position the
Organisation to meet future challenges. Through a human-led,
data-driven, technology-enabled approach, our capability
program aims to address capability gaps, keep ASIO in step with
technological change, and maintain our ability to detect the
early signs of threat activity. The program supports our ability to
invest in, and sustainably adopt, new technology and tradecraft
practices. This will include partnering with the Australian
technology sector in the development of sovereign capabilities
in key areas of national security, and further cementing our
contribution to, and ongoing benefit from, our strategic
partnerships. Improved application of commercial technologies
will enable a more agile and sustainable response to changes
in the rapidly evolving technology environment.

ASIO capability program
Result—ASIO capability program
7. ASIO capability delivery
Measure The capability program delivers mission effects and outcomes

through achieving deliverables consistent with capability program
objectives and milestones.
Qualitative and quantitative

Target measures demonstrate
Outcome ACHIEVED
(2021–22) delivery of capability program
milestones across the period.
Source ASIO Corporate Plan 2021–25 (p.20)
In 2021–22, ASIO commenced a major The first year of the program was
capability uplift program, aimed at planned to ensure the establishment of
accelerating our ability to achieve ASIO’s enduring foundations, with a significant
purpose, deliver against our priorities, focus on program governance and
and position the Organisation to meet documentation. Eleven projects
future challenges. The capability program were initiated this year, with some
was enabled by the significant investment initial milestone deliverables achieved.
made by government in 2021.
Performance methodology for the
The capability program priority reflects capability program has focused on four
a multi-year, multi-disciplinary program inputs: program governance, program
which supports ASIO’s ability to invest in, documentation, program milestones,
and sustainably adopt, new technology and program deliverables and benefits.
and tradecraft, in partnership with the These four inputs were assessed as
Australian technology sector. The program on-track as at the end of the
is focused on addressing capability gaps, 2021–22 reporting period.
keeping ASIO in step with technological
change, and maintaining our ability to
detect threats at their earliest stage.

A First Stage Gateway Review of the Introduced two sub-program

capability program was completed in early governance bodies, to be implemented
February 2022 and identified challenges at from 1 July 2022, which will oversee
the organisational, portfolio, program and alignment and interdependency of
project level. With specialist external specific projects with ongoing
support from industry partners, program capability management and delivery.
milestones and internal governance
Established partnerships with industry
demonstrates that all elements of the
to support, evolve and improve
capability program were on-track by
portfolio, program and project
the end of the 2021–22 reporting period.
management approaches.
Milestones and developments against
Identified an Independent Program
the capability program measured during
Assurance Capability to provide
2021–22 include the following.
independent oversight and advice
Program governance to the program SRO.
Established the Capability Program Program documentation
Board as the senior oversight body,
Established program and project
chaired by the Director-General
reporting and artefacts, refined
of Security and including
through the CIC and embedded
external members.
within a monthly reporting cycle.
Established a Program Management
Documentation has reliably reported
Office to provide program coordination,
budget, scope and schedule progress
progress reporting, and prepare
at both the program and project level.
consolidated reporting.
Established project proposals for
Established internal governance
each project over the first four years
oversight for the capability program
of the capability program. Proposals
through a dedicated sub-committee
assign responsibilities for delivery
of ASIO’s Capability Investment
and establish the foundations for
Committee (CIC), chaired by ASIO’s
progress measurement.
Deputy Director-General Enterprise
Service Delivery, who is the program’s Established risk reporting at project
Senior Responsible Officer (SRO). and program level which is reviewed
monthly.
Established individual project
boards to coordinate resourcing, Engaged a change management
scheduling, risks and issues, specialist to ensure key stakeholders
and project interdependencies. are engaged in the change process
and deliver a change management
approach.
Program documentation continues
to be refined to track progress,
outcomes and areas of focus.

Program milestones
Since commencement, the program
has met the majority of milestones set
at the time of program design, with
a small number of projects receiving
approved extensions to schedules.
The shifts should not impact key
project deliverables or the realisation
of program benefits.
Program deliverables and benefits
Undertook stakeholder workshops
to discuss and map program benefits.
Benefits identified for all active
projects supported by the
development of benefit profiles
and baselines.
Project benefit metrics continue to be
defined and introduced, with ongoing
work carrying across to the next
reporting period.

Risk and compliance
Accepting and engaging with risk is inherent to our role to

protect Australia and Australians from threats to their security.
In a complex security environment, our risk and compliance
frameworks enable informed decision-making and effective
prioritisation. ASIO officers act with integrity. We are impartial,
committed to our purpose, and operate ethically and with
propriety. Our frameworks support our compliance with
the law and enable dynamic responses to our evolving
threat environment.

Risk and compliance
Result—risk and compliance
8. Risk management framework
Measure ASIO’s risk management framework, culture and practices are consistent
with the requirements of the Commonwealth Risk Management Policy.
Adherence to the
requirements of the
Commonwealth Risk
Target
Management Policy in Outcome ACHIEVED
(2021–22)
order to identify and
manage risk, and drive
a compliance culture.
Source ASIO Corporate Plan 2021–25 (p.21)
Maintaining an appropriate system of The Risk Appetite and Tolerance

risk oversight and management ensures Statement, which establishes the
ASIO can fulfil its purpose—to protect Organisation’s approach to risk,
Australia and Australians from threats guides the nature and level of risk
to their security. Our enterprise risk ASIO is willing to accept to achieve
management framework ensures we its objectives, and helps establish
engage with risk in all aspects of our a strong risk management culture.
business, and apply a sophisticated
The Enterprise Risk Register, which
understanding of risk management
records ASIO’s enterprise risks, their
practices to identify, evaluate and
ratings and how they are managed.
respond to risks and opportunities.
ASIO’s framework includes the
following documents, approved
by the Director-General as ASIO’s
accountable authority:
The Risk Management Policy, which
defines the Organisation’s approach to
the management of risk, supports its
strategic direction, articulates key
roles and responsibilities for managing
risk within ASIO and includes the
processes and tools which embed risk
management into business processes.

Key outcomes ASIO’s risk and compliance culture

is identified as a key element in our
In 2021–22, ASIO maintained compliance enterprise risk management framework,
with all elements of the Commonwealth supported by the senior executive
Risk Management Policy, demonstrating leadership who sets risk appetite and
our commitment to an appropriate tolerance. Strategic engagements
system of risk oversight and management. were conducted across a wide range
ASIO matured the risk framework of internal stakeholders, promoting
in the areas of practice, procedure, an open and proactive approach
culture and leadership. Processes were to managing, reporting and
refined, supporting accountability and communicating risk.
transparency, with a collaborative All ASIO divisions assessed and
approach to risk. This included: reported risk across ASIO’s six risk
● progressing integration with the categories (legal and propriety,
enterprise compliance framework, financial, capability, security, health
bringing greater awareness of and safety, reputation). Risk and
compliance risks; compliance templates were refined
● reviewing the language in the to ensure assessments and reporting
list of accountabilities and highlighted the consideration of
responsibilities to ensure that ASIO’s risk tolerance thresholds across
staff responsibilities are these six categories. Divisional Risk
appropriately defined; and Registers were mapped to the
Enterprise Risk Register, reflecting
● developing an education package
the top down and bottom up
to further support and assist
approach to ASIO’s enterprise risk
staff in their implementation
management framework.
of the enterprise risk
management framework. Policies and procedures within
the Organisation were reviewed to
ASIO conducted dedicated
align with the risk framework and
senior executive discussions on
consider ASIO’s risk appetite and
contemporary thinking about
tolerance thresholds. For example,
enterprise risk management,
risk management has been
focusing on embedding a shared
incorporated into business
understanding of risk across the
processes to support the Crisis
Organisation, linking day-to-day
Management Team to manage
decisions with enterprise risk.
transition arrangements to
‘COVID-normal’ in each of the
states and territories.

Report on financial performance
The 2021–22 financial statements report In 2021–22 ASIO received $87.0 million in
a $94.1 million operating deficit compared capital funding through the departmental
with an $82.2 million operating deficit the capital budget for asset replacement
previous financial year. ASIO’s 2021–22 and equity injections. This compares
operating funding from government was to $92.7 million in 2020–21. This funding
$480.3 million compared to $455.2 million has been applied to the necessary
in 2020–21. In 2021–22 ASIO incurred development, enhancement and
$140.7 million in depreciation and replacement of assets to support
amortisation expenses (including for the ASIO’s operational effectiveness in
right-of-use leased assets) noting that the the increasingly fluid security and
Australian Government does not provide technology environments.
operating funding for these expenses.
A table summarising ASIO’s total resources
ASIO also incurred $34.7 million in
for 2021–22 is provided at Appendix A.
principal repayments for leased assets
reflecting the implementation of Our total expenses by outcome for this
Australian Accounting Standards Board reporting period are at Appendix B.
Standard ‘Leases’ (AASB 16 Leases)
which became effective on 1 July 2019.
After adjusting for these items, the 2021–22
operating result is a surplus of $11.9 million
compared to $25.6 million in 2020–21.
This surplus includes $11.5 million as a
result of the impact of movements in
government bond rates on the valuation
of employee leave provisions.

MANAGEMENT AND
ACCOUNTABILITY
MANAGEMENT AND ACCOUNTABILITY | 5
Corporate governance
Our governance processes guide us in establishing the Influence and Impact
achieving our mission and meeting public Committee to drive matters relating to
expectations of probity, accountability or impacting ASIO’s influence agenda,
and transparency. and to give account of performance
against ASIO’s objectives and
The Director-General of Security is the
endorsed lines of effort.
accountable authority for ASIO under
the Public Governance, Performance
and Accountability Act 2013 (PGPA Act).
Executive Committee
The Director-General is supported The Executive Committee is ASIO’s
by a number of corporate governance peak governing body, advising the
committees, including ASIO’s peak Director-General on matters requiring
governing body (the Executive executive decision-making. The Executive
Committee); three internal advisory Committee’s purpose is to provide
committees (the Security and oversight of all ASIO activities, including
Compliance Committee, the Capability the effective management of ASIO’s risks.
and Investment Committee, and the The Executive Committee sets and
Influence and Impact Committee); reviews the Organisation’s risk appetite
and an independent advisory committee and tolerance, determines whether
(the Audit and Risk Committee). ASIO’s overall level of risk is acceptable,
and considers whether the risk
Throughout 2021–22, ASIO continued management framework
to refine its enterprise management remains effective.
and governance practices, including by:
reviewing ASIO’s approach to Security and Compliance
enterprise risk management and
establishing a comprehensive work
Committee
plan to mature risk management The Security and Compliance Committee,
practices against the Commonwealth chaired by Deputy Director-General
Risk Management Maturity Model; Intelligence Service Delivery, makes
continuing updates to ASIO’s business recommendations to the Executive
continuity framework, supported Committee on significant security and
by dedicated crisis management compliance matters relating to or
guidance materials, to ensure the impacting ASIO, including the successful
Organisation is positioned to sustain delivery of ASIO’s strategic objectives
high-priority operations in the event and management of enterprise risk.
of a significant disruption; and

5| MANAGEMENT AND ACCOUNTABILITY
Capability and Investment Influence and Impact

Committee Committee
The Capability and Investment The Influence and Impact Committee,
Committee, chaired by the Deputy chaired by the Principal Advisor,
Director-General Enterprise Service makes recommendations to the Executive
Delivery, makes recommendations to Committee on significant matters relating
the Executive Committee on significant to or impacting on ASIO’s influence
matters relating to organisational agenda and gives account of performance
capability and investment and against ASIO’s objectives and endorsed
ensures their alignment to ASIO’s lines of effort.
strategic objectives.
Audit and Risk

Director–General of Security
Committee
(Quarterly)
Executive Committee
Chaired by external member
Independent advisory committee to the
Director-General on the design, operation
and performance of ASIO’s internal (Fortnightly)
governance, risk and control frameworks Chaired by the Director-General of Security
and compliance
Primary decision-making committee in ASIO
Security and Influence and Capability and

Compliance Committee Impact Committee Investment Committee
(Monthly) (Monthly) (Monthly)

Chaired by Deputy Chaired by Principal Advisor Chaired by Deputy
Director-General to the Director-General Director-General
Intelligence Service Delivery Enterprise Service Delivery
Primary advisory committee
Primary advisory committee to Executive Committee on Primary advisory committee
to Executive Committee influence and impact matters to Executive Committee on
on organisational security organisational capability
and compliance matters and investment matters
Figure 2: ASIO’s governance framework

ASIO’s response to COVID-19
ASIO continued to mature its response Acknowledging the evolving nature of
to COVID-19 to ensure continued coverage the COVID-19 environment, responsibility
of high-priority targets related to our for continuing oversight and action
counter-terrorism and counter-espionage transitioned to a new COVID-19
and foreign interference missions. Coordination Team (CCT), chaired by
the Deputy Director-General Enterprise
From the onset of the COVID-19 pandemic,
Service Delivery, in December 2021.
ASIO’s COVID-19 response was led by the
Since that time, the CCT has been
ASIO Crisis Management Team (CMT).
leading the way for ASIO to resume
The CMT managed ASIO’s posture to the
a ‘COVID-normal’ way of working.
pandemic, ensuring compliance with
public health directions while applying The CCT continues to monitor the
mitigations to potential impacts on staff COVID-19 environment, ensuring ASIO
and daily operations. To reduce the risk remains agile in ensuring workforce safety
of exposure to COVID-19 within the and business continuity.
workplace, the CMT oversaw the
implementation of adaptive working
arrangements for staff and supported
transition to ‘COVID-normal’ arrangements.

External scrutiny
Parliamentary Joint Senate Legal and
Committee on Intelligence Constitutional Affairs
and Security Committee
The Parliamentary Joint Committee on ASIO appeared before the Senate Legal
Intelligence and Security (PJCIS) performs and Constitutional Affairs Committee as
a key role in ASIO’s independent oversight part of the Senate Estimates process on
and accountability framework by 25 October 2021, 14 February 2022 and
providing assurance to the Australian 31 March 2022.
community about ASIO’s performance
ASIO’s evidence to the committee can
of its functions.
be found in the estimates Hansard for
The PJCISʼs remit includes overseeing those days (refer to www.aph.gov.au/
ASIO’s administration and expenditure, Parliamentary_Business/Senate_
reviewing national security bills, and Estimates and navigate to the
ensuring national security legislation relevant hearing).
remains necessary, proportionate
and effective. Inspector-General of
In 2021–22, ASIO provided a written Intelligence and Security
submission to the PJCIS Review of
Administration and Expenditure No. 20 The Inspector-General of Intelligence and
(2020–21). Beyond administration and Security (IGIS) assists ministers to oversee
expenditure, ASIO also contributed to and review the activities of intelligence
a number of PJCIS reviews and inquiries, agencies for legality and propriety.
including: The IGIS performs this function through
the review of the National Security inspections, inquiries, and investigations
Legislation Amendment into complaints. The IGIS is also required
(Comprehensive Review and to assist the government to assure
Other Measures No. 1) Bill 2021; the public and the Parliament that
the review of the Counter-Terrorism Commonwealth intelligence and
(Temporary Exclusion Orders) Act 2019; security matters are open to scrutiny.
the review of the Foreign Influence The IGIS has statutory powers akin to
Transparency Scheme Act 2018; those of a standing royal commission.
the review of the Migration and
Citizenship Legislation Amendment
(Strengthening Information Provisions)
Bill 2020; and
reviews of the listing and relisting
of terrorist organisations.

Meeting our legal obligations and In conducting reviews the INSLM
embodying the highest ethical standards has access to all relevant material,
is critical to maintaining the trust of the regardless of national security
Australian public and our ongoing classification, can compel answers to
effectiveness as Australia’s security questions, and holds public and private
intelligence organisation. hearings. INSLM reports are tabled
in Parliament.
Every ASIO officer is responsible
for complying with our legislated During 2021–22, ASIO made a submission
requirements, the Minister’s Guidelines to the INSLM on their review into Division
for ASIO, and associated internal policies 105A of the Criminal Code Act 1995 (Cth).
and procedures. Central to this is acting
with integrity and ensuring proportionality Independent Reviewer
in all our work. of Adverse Security
During 2021–22 the IGIS regularly Assessments
inspected activities across our operational
functions and investigated any complaints The Independent Reviewer of Adverse
received by the Office. We are committed Security Assessments (Independent
to acting with legality and propriety, Reviewer) reviews adverse ASIO security
and in 2021–22 we continued to take assessments that impact individuals who
action to address issues the IGIS identified are in immigration detention and who
as requiring improvement. have been found by Home Affairs to be
owed protection under international law.
During the reporting period, we continued
The Independent Reviewer conducts a
to support the IGIS’s important work by
primary review of each adverse security
proactively briefing IGIS staff on a number
assessment. For eligible individuals, these
of operational matters, including new
assessments are periodically reviewed—
capabilities and initiatives.
every 12 months—for the duration of the
adverse assessment.
Independent National
Appendix C provides the Independent
Security Legislation Reviewer’s annual report for the 2021–22
Monitor reporting period.
The Independent National Security
Legislation Monitor (INSLM) independently
reviews the operation, effectiveness and
implications of national security and
counter-terrorism laws; and considers
whether the laws contain appropriate
protections for individual rights, remain
proportionate to terrorist or national
security threats, and remain necessary.

Compliance
Ethical behaviour and integrity are core During the reporting period,
values of the Organisation, and are ASIO undertook a program of compliance
essential to sustaining the confidence and audits and performance reviews.
trust of the Parliament and the Australian
people. We earn this confidence through Compliance function
strict compliance with the law, stringent
ASIO’s compliance function is focused
application of policies and procedures,
on ensuring the Organisation continues
and active cooperation with external
to demonstrate our commitment to
oversight bodies.
the highest standards of ethics and
Centralised internal audit and compliance compliance with all applicable laws,
functions are key components of ASIO’s regulations, rules and policies.
approach to corporate governance.
During the reporting period our
These provide assurance to the
centralised compliance function and
Director‑General that our risk, control
internal assurance frameworks continued
and compliance measures ensure our
to strengthen, and ASIO commissioned an
resources are used efficiently, effectively
independent review of the maturity of the
and ethically. This includes taking all
compliance function. The review found
reasonable steps to prevent, deter and
the centralised compliance function has
address fraud. These efforts also serve to
played an important role in improving
ensure ASIO is positioned to meet current
ASIO’s compliance.
and future security challenges.
Internal audit function ASIO Audit and Risk

Committee
ASIO’s internal audit function is designed
to add value and improve our operations The ASIO Audit and Risk Committee is an
and service delivery. By applying a independent advisory body, responsible
systematic and disciplined approach for providing independent assurance and
to evaluation and advice, the function advice to the Director-General and the
supports effective and efficient internal Executive Committee on ASIO’s risk
control and governance frameworks. oversight and management, financial and
performance reporting responsibilities,
Subject to security policies and
and systems of internal control.
operational considerations, our internal
audit function has unrestricted access
to all ASIO premises, work areas,
documentation and information
necessary to meet its responsibilities.

The committee operates under a charter The ASIO Fraud Control Plan 2021–23
which sets out its functions and documents our approach to
responsibilities in accordance with section fraud awareness, prevention, detection,
45 of the PGPA Act and section 17 of the reporting and investigation, and our
Public Governance, Performance and commitment to ensuring efficient,
Accountability Rule 2014.1 effective and ethical use of resources.
This includes the information and data
Under the Audit and Risk Committee’s
we collect as well as the resources
charter, the committee has four external
received from Government. Our fraud
members, including an external chair,
prevention measures are in line with
as well as observers from the Australian
the Commonwealth Fraud Control
National Audit Office.2 The committee
Framework 2017.
members have a broad range of
appropriate qualifications, knowledge, During the reporting period ASIO
skills and experience relevant to the conducted fraud pressure testing on a
operations of ASIO. This includes at least sample of countermeasures (also known
one member with accounting or related as controls) identified in our Fraud Risk
financial management experience, and an Assessment. This allowed us to identify
understanding of accounting and auditing fraud vulnerabilities and determine the
standards in a public sector environment. effectiveness of our countermeasures.
On appointment, committee members
As part of this framework, all staff must
receive an induction briefing on ASIO
complete mandatory e-Learning on ethics
governance and operations.
and accountability, including modules on
During this reporting period, the Audit fraud, during induction and then at least
and Risk Committee met five times every three years thereafter.
(four quarterly meetings and an
The ASIO Fraud Strategy Statement 2021
extraordinary meeting convened for
(www.asio.gov.au/resources/strategy-
the financial statements review) with
and-policy/asio-fraud-strategy-statement)
each meeting having a quorum.
provides further information on our fraud
control and management arrangements.
Fraud control
and management
ASIO has zero tolerance for fraudulent
behaviour. ASIO treats both suspected
and actual fraud seriously and takes all
reasonable measures to prevent, detect
and investigate fraudulent behaviour.
1 Consistent with the determination issued to ASIO by the Minister for Finance under section 105D of the
Public Governance, Performance and Accountability Act 2013, a direct electronic address for the charter
determining the functions of ASIO’s Audit and Risk Committee has been deleted from the version of the Annual
Report 2021–22 tabled in Parliament. (Appendix R)
Public Governance, Performance and Accountability Act 2013, membership and remuneration details have been
deleted from the version of the Annual Report 2021–22 tabled in Parliament. (Appendix R)

Significant legal matters affecting

ASIO’s business
During 2021–2022 ASIO continued to be Criminal prosecutions,
involved in numerous legal proceedings
in courts and tribunals. Matters have coronial inquests and
included prosecutions, judicial and merits civil proceedings
review matters, coronial inquests and
civil proceedings. In collaboration with our law enforcement
partners and prosecuting authorities—
Administrative Appeals and with appropriate protections—
ASIO provided information for use as
Tribunal evidence, and responded to subpoenas
ASIO was involved in proceedings before and disclosure requests in a number
the Administrative Appeals Tribunal (AAT). of criminal prosecutions. ASIO has also
Most of these proceedings were reviews provided information to assist coroners
of ASIO security assessments. There were in inquests and has been a respondent
16 reviews of ASIO security assessments to one civil claim.
active in 2021–2022. These ASIO security
assessments relate to eligibility for Federal and High Court
passports, visas, security clearances, reviews—security
citizenship and the use and supply of assessments
telecommunications carriage services.
ASIO was involved in Federal and High
Over the reporting period, ASIO also
Court proceedings, both as a respondent
assisted the AAT in four reviews of
in security assessment reviews and as an
National Archives access decisions in
interested party in other proceedings.
which exemptions had been claimed
We worked closely with other
to protect ASIO material from release.
stakeholders to manage the collective
AAT decisions are reported on the Commonwealth interest.
Australasian Legal Information Institute
(AustLII) website (www.austlii.edu.au).

Management of human resources
Current workplace People strategy
agreement ASIO continued to implement its
ASIO’s terms and conditions of employment five-year Workforce Plan 2025 to ensure
are set out in a determination approved by the Organisation is well positioned to
the Director-General under the ASIO Act. meet current and future workforce
Executive remuneration is discussed challenges. The three key areas of focus
at Appendix D. outlined in the plan are capability,
efficiency and engagement.
The salary ranges available for
employees by classification level Actions completed in the second year
are shown at Appendix E. of the plan included:
embedding the People Capability
Performance Framework through the Organisation’s
people processes;
management
conducting a work and workforce
The ASIO Performance Management redesign pilot to target the key areas of
Framework supports the development capability, efficiency and engagement
of the skills and capability required to in the workplace;
achieve the Organisation’s strategic conducting an all-staff pulse check
and operational goals. survey; and
Consistent with policy requirements, developing an updated staff
all ASIO employees participated in the mobility policy.
2021–22 performance management cycle.
These deliverables support the ongoing
ASIO’s Performance Management professional development, retention and
Framework was revised in 2021 to support engagement of staff.
increased employee engagement and
improve the quality of performance and
development discussions through closer
alignment of performance expectations,
career goals and development needs.
The framework includes career
conversations and aims to support talent
through relevant learning experiences.
ASIO’s ongoing commitment to support
and develop our leaders through
manager-once-removed feedback
continues to be incorporated into the
performance management conversations.

Diversity and inclusion ASIO has also delivered against its

commitment on its initial Reconciliation
ASIO continues to be committed to a Action Plan (RAP) in 2022. The RAP was
diverse and inclusive work environment pivotal in providing greater awareness of
where all employees are valued and the importance of our Indigenous history
respected, and can reach their full and the role that all employees play in
potential as part of a highly capable, reconciliation in ASIO.
innovative and adaptive workforce.
Statistics on the diversity of our workforce
We know that inclusion fosters innovation
are provided at Appendix F.
and creativity, and increases productivity.
It increases employee satisfaction and ASIO’s seven staff-led diversity networks
retention, and ensures our people are form an essential part of creating a diverse
physically and psychologically safe. and inclusive culture. Our networks
Inclusion promotes equal opportunity empower individuals to initiate change
and supports our people to be their best. and work together to achieve our diversity
and inclusion goals.
The Diversity and Inclusion Strategy 2021–24
is the roadmap for prioritising action and The ASIO Diversity and Inclusion Council
monitoring the progress of our diversity provides oversight of the diversity
and inclusion objectives. The progress networks, strategic alignment of diversity
of diversity and inclusion was reflected activities and annual reporting of
in our staff survey where 90 per cent of network outcomes.
staff support diversity and inclusion
within ASIO.
ASIO’s commitment to inclusion has
continued to mature, particularly in
respect of disability support, and in the
past few years our CapABILITY network
has been an influential advocate towards
disability awareness and inclusion.
This has culminated in the development
and launch of ASIO’s Disability Action Plan
(2022–2024). The plan clearly sets out
ASIO’s intention to create a workplace that
is more inclusive of people with disability,
or disability-related caring responsibilities,
and recognises the tangible benefits to
ASIO’s outcomes.

Diversity networks
aGENda Introverts
Our gender-equity network promotes Our introverts network contributes to all staff
equal opportunity for the ASIO workforce, being heard, recognised and valued for their
regardless of gender. The aGENda network contributions, regardless of how introverted or
organises events and initiatives to ensure extroverted they are. The network champions
gender equity considerations continue to diversity in thinking and communication
shape the corporate agenda. The aGENda style, and contributes to a positive workplace
network is committed to tangible outcomes culture by progressing improvements to ASIO’s
through policy reform, awareness raising, policies and procedures to support introverted
research, advocacy and engagement employees to reach their full potential.
with government for improved gender
equity outcomes across the national Mozaik
security community.
Our Mozaik network is ASIO’s cultural
ASIOpen and linguistic diversity network.
Mozaik advocates for, and on behalf of,
Our gender and sexually diverse network ASIO’s culturally and linguistically diverse
promotes an inclusive workplace culture workforce, and collaborates with staff and
and supports gender and sexually diverse management to develop tangible work
employees to be open and authentic in the programs to remove potential barriers
workplace. ASIOpen celebrates the benefits to acceptance, and opportunity.
of inclusivity and drives reform on gender and
sexually diverse issues through information Mudyi
sharing, hosted events and policy reform.
ASIO acknowledges the traditional owners
CapABILITY of this land and pays respect to elders past,
present and emerging. Our Aboriginal and
Our CapABILITY network represents staff Torres Strait Islander network is committed to
experiencing all forms of physical and mental supporting reconciliation by fostering a culture
health issues, neurodiversity and caring where diversity is appreciated and supported,
responsibilities. CapABILITY advocates for and which contributes to the coming together
increased awareness, acceptance and respect of Australians in an equal and inclusive society.
for all forms of ability within ASIO. CapABILITY Mudyi helps drive corporate initiatives that
works in ASIO to overcome barriers to staff support diversity and improve the workplace
access and participation within ASIO’s physical experience for Indigenous Australian people.
environment and to promote the acceptance
and celebration of neurodiversity within Parents’ Network
the Organisation.
This network is for ASIO staff who are parents,
or who are about to become parents, and helps
parents—both while they are on leave and as
they return to work—to navigate flexible and
part-time working arrangements.

ASIO Ombudsman Asset management

The ASIO Ombudsman is an external The Organisation’s governance framework
service provider who works to resolve for managing assets so that asset
employee issues or concerns impartially balances in the financial statements
and informally through advice, are accurately reported includes:
consultation and mediation.
asset investment and replacement,
During the reporting year, the ASIO through setting an annual budget that
Ombudsman supported employees reflects both government priorities
and line managers through: and ongoing business requirements.
informal discussions; The budget is monitored monthly and
reviewed regularly during the year to
input and discussions on training
ensure planned expenditure reflects
documents and general policy
business requirements;
application; and
undertaking a rolling annual stocktake,
information-sharing, such as
impairment review and useful life
best-practice policy and
expectancy review to update and
research papers.
verify the accuracy of asset records;
In addition, the following formal conducting fair-value measurement
engagements occurred: through three-yearly revaluations of all
three staff requests on the application tangible assets, which is completed by
of the COVID-19 vaccine policy; qualified external valuers. A materiality
completion of two staff reviews; review is undertaken in the years
five inquiries into staff concerns; and between valuations;
discussions with staff networks. maintaining property, plant and
equipment assets through
In 2021–22 the ASIO Ombudsman did not maintenance programs; and
undertake any public interest disclosure
providing a centralised procurement
reviews; however, advice on public
policy and advice service, including
interest disclosure procedures
quality control oversight.
was provided.

Purchasing Consultancies
During 2021–22 ASIO adhered to the ASIO applied the CPR and Department
Commonwealth Procurement Rules (CPR) of Finance guidance when selecting and
and associated policy and guidelines. engaging consultants. We also followed
ASIO’s compliance was monitored by the internal policy and associated procedures
Audit and Risk Committee as well as the on identifying and determining the nature
Security and Compliance Committee. of a contract. This ensured that we used
No significant issues were identified appropriate methods for engaging and
and overall compliance was acceptable. contracting consultants.
Annual reports contain information ASIO engaged consultants when we
about actual expenditure on reportable needed professional, independent and
consultancy contracts. Information on expert advice or services that were not
the value of reportable consultancy available within the Organisation.
contracts is available on the AusTender
As shown in table 2, during 2021–22,
website. Annual reports contain
20 new consultancy contracts were
information about actual expenditure
entered into involving total actual
on reportable non‑consultancy contracts.
expenditure of $8.8 million. In addition,
Information on the value of reportable
15 ongoing consultancy contracts were
non‑consultancy contracts is available
active during the period, involving total
on the AusTender website. ASIO is not
actual expenditure of $2.9 million.
required to publish information on the
AusTender website, in line with authorised
exemptions to avoid prejudice to essential
security interests. A list of consultancy and
non-consultancy contracts to the value
of $10 000 or more during this reporting
period, and the total value of each of those
contracts over the life of each contract,
is available to the PJCIS on request,
which oversees our administration
and expenditure.
Table 2: Expenditure on consultancy contracts for the current reporting period (2021–22)
Expenditure
$’000
Number (GST inc.)
New contracts entered into during the reporting period 20 8823

Ongoing contracts entered into during a previous
reporting period 15 2966
Total 35 11 789

Table 3: Expenditure on non-consultancy contracts for the current reporting period

(2021–22)
Expenditure
$’000
Number (GST inc.)
New contracts entered into during the reporting period 409 112 196
Ongoing contracts entered into during a previous
reporting period 224 75 196
Total 633 187 392
Non-consultancy Exempt contracts

contracts The Director-General has applied
As shown in table 3, in the 2021–22 measures necessary to protect
reporting period ASIO entered into national security which exempt ASIO
409 new non-consultancy contracts at from publishing details of contract
a value of $112.2 million, and in addition, arrangements, including standing offers,
224 ongoing non-consultancy contracts at in accordance with clause 2.6 of the CPR.
a value of $75.2 million were active during Details of our arrangements, contracts
the reporting period. and standing offers are available to the
PJCIS on request.
Australian National Audit
Procurement initiatives
Office access clauses
to support small business
During this reporting period, ASIO did
not enter into any contracts valued at ASIO supports small business participation
$100 000 or more that did not provide in the Commonwealth Government
the Auditor-General with access to procurement market. Small and Medium
the contractor’s premises. Enterprises (SME) and Small Enterprise
participation statistics are available
on the Department of Finance’s website
www.finance.gov.au.

Our procurement practices to support
SME include:
standardising contracts and
approach-to-market templates,
using clear and simple language;
ensuring information is easily
accessible through the electronic
advertisement of business
opportunities and electronic
submission and responses; and
using electronic systems to facilitate
the Department of Finance’s
Procurement On-Time Payment Policy
for Small Business, including
payment cards.
ASIO recognises the importance of
ensuring that small businesses are
paid on time. The results of the Survey
of Australian Government Payments
to Small Business are available on the
Treasury’s website.

Other mandatory information

Advertising and market All levels of government have committed
to deliver more comprehensive and visible
research reporting under the Strategy. A range of
During 2021–22, ASIO conducted reports on progress of the Strategy’s
the following advertising campaigns: actions and outcome areas will
recruitment and marketing. Further be published and available at
information on these advertising www.disabilitygateway.gov.au/ads.
campaigns is available at www.asio.gov.au Appendix F of ASIO’s annual report
and in the reports on Australian provides information on the diversity
Government advertising prepared by of our workforce, including statistics on
the Department of Finance. Those reports people with a disability. The annual report
are available on the Department of is also available at www.asio.gov.au.
Finance’s website (see also Appendix G).
ASIO does not fall within the definition Commonwealth Child Safe
of agencies covered by the reporting Framework—statement
requirements of section 311A of the of compliance
Commonwealth Electoral Act 1918.
ASIO has a strong commitment to child
Disability reporting safety, protecting and safeguarding
children, while promoting and maintaining
Australia’s Disability Strategy 2021–2031 a culture that provides a safe environment
(the Strategy) is the overarching for children.
framework for inclusive policies, programs
and infrastructure that will support ASIO’s purpose is to protect Australia and
people with disability to participate in all Australians from threats to their security.
areas of Australian life. The Strategy sets In meeting this purpose, ASIO has
out where practical changes will be made occasional contact with minors,
to improve the lives of people with including direct and indirect contact.
disability in Australia. It acts to ensure An annual risk assessment of ASIO’s roles
the principles underpinning the United and activities has been undertaken to
Nations Convention on the Rights of ensure that existing and emerging risks
Persons with Disabilities are incorporated to children are identified and addressed.
into Australia’s policies and programs that It was assessed that risks to the safety
affect people with disability, their families of children and young people as a result
and carers. of ASIO’s activities has a rare likelihood
of occurrence (with effective mitigations
in place). The overall risk to the safety
of children and young people in 2021–22
was assessed as medium.

ASIO’s activities are consistent with Archives Act 1983
each of the four requirements of the
Commonwealth Child Safe Framework ASIO is an exempt agency under the
(CCSF). Further, ASIO’s operational and Freedom of Information Act 1982 but is
investigative activity involving children is subject to the release of records under
managed through the application of laws the Archives Act 1983 (Archives Act).
and policies to support children’s physical This provides for public access to
and psychological safety, the maintenance Commonwealth records in the ‘open
of a workforce that is appropriately period’. The current open period covers
trained, qualified and compliant with all Commonwealth records created before
mandatory obligations, and the effective 2002. ASIO works closely with the National
identification, reporting and management Archives of Australia to facilitate access
of child-related incidents. In addition, to ASIO records.
strong safeguards are embedded in
During the reporting period, ASIO received
legislation relating to the compulsory
256 requests for access to ASIO records,
questioning of minors under the
and completed a total of 239 requests,
ASIO Act 1979. Staff are aware of the
equating to 42 037 pages requiring
sensitivities that apply when working
assessment.
with children and have access to specialist
advice as required. The lower number of requests completed
within 90 days 2021–22 is due in part to:
By complying with the requirements
the allocation of resources to complete
of the CCSF, adhering to ASIO’s policies
a number of requests with a high
and procedures, and identifying and
volume of content;
controlling the identified child-related
risks, the possibility of harm to children a significant allocation of resources
is mitigated. to assist with an AAT case; and
a decrease in available resources
ASIO’s review of child-related risks during
to undertake assessments.
2021–22 will be used to further refine
policies and procedures, and improve
staff awareness.

Table 4: Access to ASIO records
2017–18 2018–19 2019–20 2020–21 2021–22
Applications for
record access 345 344 334 537 256
Requests completed 310 410 399 538 239
Pages assessed 36 312 57 783 72 820 47 913 42 037
Percentage of
requests completed
within 90 days 66.7% 60% 59% 79% 53%
Australian Security Appendix N relating to use of technical

assistance requests, technical assistance
Intelligence Organisation notices and technical capability notices,
Act 1979 Appendix O relating to use of special
powers under warrant and other powers,
ASIO is required by section 94 of the and Appendix P relating to applications
ASIO Act to include in its annual report, for international production orders.
details on its use of questioning warrants;
special intelligence operation authorities; These appendices are provided separately
authorisations for access to to the Minister for Home Affairs and,
telecommunications data; technical as required by the ASIO Act, to the Leader
assistance notices and technical of the Opposition.
capability notices; special powers
under warrant and other powers; Work Health and Safety
and applications for international Act 2011
production orders.
Schedule 2, part 4 of the Work Health and
The statement on questioning warrants Safety Act 2011 requires non-corporate
is provided at Appendix J. To ensure Commonwealth entities to include in their
compliance with section 94 of the ASIO annual reports information on health and
Act, and to avoid prejudice to security, safety outcomes and initiatives taken
the Minister for Home Affairs, on advice during the reporting period to ensure the
from the Director-General of Security, health, safety and welfare of workers who
has made deletions from the annual carry out work for them.
report tabled in Parliament. The following
deletions have been made under section Our report for 2021–22 is provided
94(5) of the ASIO Act; Appendix L relating at Appendix H.
to special intelligence operation
authorities, Appendix M relating
to authorisations for access
to telecommunications data,

Environment Protection
and Biodiversity
Conservation Act 1999
Section 516A of the Environment Protection
and Biodiversity Conservation Act 1999
requires Commonwealth entities to report
on how the activities of the entity during
the period accorded with the principles
of ecologically sustainable development.
Our report for 2021–22 is provided
at Appendix I.

FINANCIAL
INFORMATION
FINANCIAL INFORMATION | 6
Financial information
ASIO prepared financial statements for the For national security reasons the
year ended 30 June 2022 that comply with financial information provided in this
subsection 42(2) of the Public Governance, Annual Report has been summarised
Performance and Accountability Act 2013 into higher‑order categories and detailed
(PGPA Act), and are based on properly notes have been removed, as allowed
maintained financial records as per by the application of section 105D
subsection 41(2) of the PGPA Act. These of the PGPA Act.
financial statements have been audited by
the Australian National Audit Office (ANAO)
who have issued an unmodified
audit opinion.
The audited financial statements together
with the ANAO audit opinion and the
Statement by the Director-General of
Security have been provided to the
Minister for Home Affairs as required by
subsection 43(1) of the PGPA Act, through
their inclusion in the classified Appendices
to the ASIO Annual Report 2021–22
(Appendix Q).

CONTENTS
STATEMENT OF COMPREHENSIVE INCOME 97
STATEMENT OF FINANCIAL POSITION 98
STATEMENT OF CHANGES IN EQUITY 99
STATEMENT OF CASH FLOWS 100
NOTES TO THE FINANCIAL STATEMENTS 101
Overview 101
1. Financial performance 102
1.1 EXPENSES 102
1.2 OWN-SOURCE REVENUE 102
2. Financial position 103

2.1 FINANCIAL ASSETS 103
2.2 NON-FINANCIAL ASSETS 103
2.3 PAYABLES 105
2.4 INTEREST BEARING LIABILITIES 105
2.5 PROVISIONS 105
3. Funding 106
3.1 APPROPRIATIONS 106
4. Managing uncertainties 107

4.1 CONTINGENT ASSETS AND LIABILITIES 107
4.2 FINANCIAL INSTRUMENTS 107
5. Other information 108

5.1 CURRENT/NON-CURRENT DISTINCTION FOR ASSETS AND LIABILITIES 108
5.2 KEY MANAGEMENT PERSONNEL REMUNERATION 108
5.3 RELATED PARTY DISCLOSURES 109
5.4 MAJOR BUDGET VARIANCES 110
Due to rounding, figures presented throughout these financial statements may not add precisely to the totals provided.

STATEMENT OF COMPREHENSIVE INCOME
for the period ended 30 June 2022
Original
2022 budget 2022 2021
Notes $’000 $’000 $’000
EXPENSES 1.1 596 686 615 237 554 071
OWN-SOURCE INCOME 1.2

Revenue 17 883 24 579 16 281
Gains 4437 145 369
Net cost of services (574 366) (590 513) (537 420)
REVENUE FROM GOVERNMENT 3.1 480 266 475 602 455 198
DEFICIT ON CONTINUING OPERATIONS (94 100) (114 911) (82 222)
OTHER COMPREHENSIVE INCOME (5) - -
TOTAL COMPREHENSIVE LOSS (94 105) (114 911) (82 222)

6| FINANCIAL INFORMATION
STATEMENT OF FINANCIAL POSITION

as at 30 June 2022
Original
2022 budget 2022 2021
Notes $’000 $’000 $’000
ASSETS
Financial assets 2.1 184 200 120 602 157 749
Non-financial assets 2.2 860 013 894 698 924 115
TOTAL ASSETS 1 044 213 1 015 300 1 081 864
LIABILITIES
Payables 2.3 24 437 23 837 14 532
Interest bearing liabilities 2.4 553 165 563 498 587 065
Provisions 2.5 94 895 102 288 101 435
TOTAL LIABILITIES 672 497 689 623 703 032
NET ASSETS 371 716 325 677 378 832
EQUITY
Parent equity interest
Contributed equity 1 095 003 1 100 794 1 008 014
Reserves 90 369 90 373 90 374
Accumulated deficit (813 657) (865 490) (719 556)
TOTAL EQUITY 371 716 325 677 378 832

STATEMENT OF CHANGES IN EQUITY
Original
2022 budget 2022 2021
$'000 $’000 $’000
RETAINED EARNINGS
Opening balance (719 556) (750 579) (637 334)
Comprehensive income
Deficit for the period (94 100) (114 911) (82 222)
Closing balance (813 657) (865 490) (719 556)
ASSET REVALUATION RESERVE

Opening balance 90 374 90 373 90 374
Other comprehensive income (5) - -
Closing balance 90 369 90 373 90 374
CONTRIBUTED EQUITY
Opening balance 1 008 014 1 008 014 915 296
Transactions with owners
Contributions by owners
Equity injection—appropriation 48 501 48 501 10 456
Departmental capital budget 38 488 44 279 82 262
Closing balance 1 095 003 1 100 794 1 008 014
CLOSING BALANCE ATTRIBUTABLE

TO THE AUSTRALIAN GOVERNMENT 371 716 325 677 378 832
Accounting policy
Equity injections
Amounts appropriated which are designated as ʻequity injectionsʼ for a year (less any formal
reductions) and departmental capital budgets (DCBs) are recognised directly in contributed equity
in that year.

STATEMENT OF CASH FLOWS

Original
2022 budget 2022 2021
$’000 $’000 $’000
OPERATING ACTIVITIES
Cash received
Appropriations 521 366 507 257 452 579
Other 40 016 41 714 36 474
Cash used 517 738 508 055 456 595
NET CASH FROM/(USED BY)
OPERATING ACTIVITIES 43 644 40 916 32 458
INVESTING ACTIVITIES
Cash received 195 - 417
Cash used 74 841 102 879 83 946
INVESTING ACTIVITIES (74 646) (102 879) (83 529)
FINANCING ACTIVITIES
Cash received 74 220 95 702 82 839
Cash used 34 749 36 112 34 241
FINANCING ACTIVITIES 39 471 59 590 48 598
Net increase (decrease) in cash held 8469 (2373) (2473)

Cash and cash equivalents at the beginning
of the reporting period 13 787 15 247 16 260
CASH AND CASH EQUIVALENTS AT THE END
OF THE REPORTING PERIOD 22 256 12 874 13 787

NOTES TO THE FINANCIAL STATEMENTS
Overview
The basis of preparation
The financial statements underpinning this financial information are general purpose
and required by section 42 of the Public Governance, Performance and Accountability Act
2013 (PGPA Act).
The financial statements have been prepared in accordance with:
Public Governance, Performance and Accountability (Financial Reporting)
Rule 2015 (FRR); and
Australian Accounting Standards and Interpretations issued by the Australian
Accounting Standards Board (AASB) that apply for the reporting period.
The underlying financial statements have been prepared on an accrual basis and are
in accordance with the historical cost convention, except for certain assets and liabilities
at fair value. Except where stated, no allowance is made for the effect of changing prices
on the results or the financial position. The financial information is presented in
Australian dollars.
New accounting standards

There were no new or revised accounting standards that are applicable to the current
reporting period.
Taxation
ASIO is exempt from all forms of taxation except fringe benefits tax and the goods
and services tax (GST).
Events after the reporting period

There was no subsequent event that had the potential to significantly affect the ongoing
structure or financial position or performance of ASIO.

1. Financial performance
1.1 EXPENSES
Accounting policy
ASIO has elected not to recognise right-of-use assets and lease liabilities for short-term leases that
have a lease term of 12 months or less and leases of low-value (less than $10 000). ASIO recognises
the lease payments associated with these leases as an expense on a straight-line basis over the
lease term.
1.2 OWN-SOURCE REVENUE

Accounting policy
Revenue from the sale of services is recognised by reference to the stage of completion of contracts at
reporting date. This is determined by the proportion that costs incurred to date bear to the estimated
total costs of the transaction.
Resources received free of charge are recognised as revenue when, and only when, a fair value can
be reliably determined and the services would have been purchased if they had not been donated.
Use of those resources is recognised as an expense. Resources received free of charge are recorded
as either revenue or gains depending on their nature.

2. Financial position
2.1 FINANCIAL ASSETS
All receivables are expected to be recovered in no more than 12 months.
Credit terms for goods and services were within 30 days (2021: 30 days).
Financial assets were assessed for impairment at 30 June 2022.
No indicators of impairment have been identified.
Accounting policy
Trade and other receivables are:
held for the purpose of collecting contractual cash flows where the cash flows are solely
payments of principal and interest and not provided at below-market interest rates;
adjusted on initial measurement for expected credit losses; and
subsequently measured at amortised cost using the effective interest method adjusted
for any loss allowance.
2.2 NON-FINANCIAL ASSETS

Impairment
Non-financial assets are assessed for impairment at the end of each reporting period. Any reduction
in assetsʼ carrying value due to impairment throughout the year has been accounted for in the
statement of comprehensive income.
Sale or disposal
Property, plant, equipment and computer software of an immaterial value only is expected to be sold
or disposed of within the next 12 months.
Accounting policy
Acquisition of assets
Assets are recorded at cost except as stated below. The cost of acquisition includes the fair value
of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured
at their fair value.
Purchases of non-financial assets are initially recognised at cost in the statement of financial position,
except for purchases costing less than $4000, which are expensed in the year of acquisition (other
than where they form part of a group of similar items which are significant in total).

Property, plant, equipment and computer software (excluding right-of-use assets)

Following initial recognition at cost, property, plant and equipment is carried at fair value less
subsequent accumulated depreciation and accumulated impairment losses. Valuations are
conducted with sufficient frequency to ensure that the carrying amounts of assets do not materially
differ from the assets’ fair values as at the reporting date. The regularity of independent valuations
depends upon the volatility of movements in market values for the relevant assets.
Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity
under the heading of asset revaluation reserve except to the extent it reversed a previous revaluation
decrement of the same asset class that was previously recognised in the surplus/deficit. Revaluation
decrements for a class of assets are recognised directly in the surplus/deficit except to the extent they
reversed a previous revaluation increment for that class.
Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying
value amount of the asset and the asset restated to the revalued carrying amount of the asset.
The carrying amount of the asset after revaluation equals its revalued amount.
Depreciable property, plant and equipment assets are written-off to their estimated residual values
over their estimated useful lives to ASIO using, in all cases, the straight-line method of depreciation.
Leasehold improvements are depreciated on a straight-line basis over the lesser of the estimated
useful life of the improvements or the unexpired period of the lease.
All assets were assessed for impairment at 30 June 2022. Where indications of impairment exist,
the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s
recoverable amount is less than its carrying amount.
An asset is derecognised upon disposal or when no further future economic benefits are expected
from its use or disposal.
Fair value measurement
ASIOʼs assets are held for operational purposes and not held for the purpose of deriving a profit.
The current use of all non-financial assets is considered their highest and best use.
Comprehensive valuations are carried out at least once every three years. ASIO engaged the services
of a qualified valuer to conduct a materiality review of carrying amounts for all non-financial assets
(excluding software and lease right-of-use assets) as at 31 March 2022. The valuer has provided written
assurance to ASIO that the models developed are in compliance with AASB 13 Fair Value Measurement.
The methods utilised to determine and substantiate the unobservable inputs are derived
and evaluated as follows:
Physical depreciation and obsolescence–Assets that do not transact with enough frequency or
transparency to develop objective opinions of value from observable market evidence have been
measured utilising the Current Replacement Cost approach. Under the Current Replacement Cost
approach, the estimated cost to replace the asset is calculated and then adjusted to take into
account physical depreciation and obsolescence. Physical depreciation and obsolescence has
been determined based on professional judgement regarding physical, economic and external
obsolescence factors relevant to the asset under consideration. For all leasehold improvement
assets, the consumed economic benefit/asset obsolescence deduction is determined based
on the term of the associated lease.
Assets classified in a particular level input in the current financial reporting period may be reclassified
into a different level in subsequent periods as identified during the revaluation process.

2.3 PAYABLES
Settlement is usually made within 30 days.
2.4 INTEREST BEARING LIABILITIES

Accounting policy
For all new contracts entered into, ASIO considers whether the contract is, or contains a lease.
A lease is defined as ‘a contract, or part of a contract, that conveys the right to use an asset
(the underlying asset) for a period of time in exchange for consideration’.
Once it has been determined that a contract is, or contains, a lease, the lease liability is initially measured
at the present value of the lease payments unpaid at the commencement date, discounted using the
interest rate implicit in the lease, if that rate is readily determinable, or the Organisation's incremental
borrowing rate. Subsequent to initial measurement, the liability will be reduced for payments made
and increased for interest. It is remeasured to reflect any reassessment or modification to the lease.
When the lease liability is remeasured, the corresponding adjustment is reflected in the right-of-use
asset or profit and loss depending on the nature of the reassessment or modification.
2.5 PROVISIONS
Accounting judgements and estimates
Leave provisions involve assumptions based on the expected tenure of existing staff, patterns of leave
claims and payouts, future salary movements and future discount rates.
Accounting policy
Liabilities for short-term employee benefits and termination benefits expected within 12 months
of the end of the reporting period are measured at nominal amounts.
The liability for employee entitlements includes provision for annual leave and long service leave.
The leave liabilities are calculated on the basis of employees' remuneration at the estimated
salary rates that will apply at the time the leave is taken, including ASIO's employer superannuation
contribution rates, to the extent that the leave is likely to be taken during service rather than
paid out on termination.
The liability for leave has been determined by reference to the work of an actuary as at May 2020.
ASIO makes employer contributions to employees' superannuation schemes at rates determined
by an actuary to be sufficient to meet the current cost to the Government. ASIO accounts for the
contributions as if they were contributions to defined contribution plans.
Superannuation payable as at 30 June represents outstanding contributions for the final fortnight of the year.

3. Funding
3.1 APPROPRIATIONS
3.1.A Annual departmental appropriations
Ordinary
annual Capital Equity
services budget injections
$’000 $’000 $’000
2022
Appropriation Act
Annual appropriation 480 266 38 488 48 501
PGPA Act
Section 74 transfers 37 723 - -
Total appropriation 517 989 38 488 48 501
Appropriation applied (current and prior years) (510 305) (35 800) (38 420)
Variance 7684 2688 10 081
2021
Appropriation Act
Annual appropriation 455 198 82 262 10 456
PGPA Act
Section 74 transfers 19 099 - -
Total appropriation 474 297 82 262 10 456
Appropriation applied (current and prior years) (454 432) (72 782) (10 057)
Variance 19 865 9480 399

4. Managing uncertainties
4.1 CONTINGENT ASSETS AND LIABILITIES
Quantifiable liabilities
ASIOʼs contingent liabilities relate to claims for damages or costs. ASIO is defending the claims.
Unquantifiable contingencies
At 30 June 2022, ASIO had a number of legal claims against it. ASIO has denied liability and is
defending the claims. It is not possible to estimate the amounts of any eventual payments that
may be required in relation to these claims.
Accounting policy
Contingent liabilities and contingent assets are not recognised in the statement of financial position
but are reported in the relevant schedules and notes. They may arise from uncertainty as to the
existence of a liability or asset, or represent an existing liability or asset in respect of which the amount
cannot be reliably measured. Contingent assets are reported when settlement is probable, but not
virtually certain, and contingent liabilities are recognised when settlement is greater than remote.
4.2 FINANCIAL INSTRUMENTS

Accounting policy
Financial assets
ASIO classifies its financial assets as ʻmeasured at amortised costʼ. Financial assets included
in this category must meet two criteria:
the financial asset is held in order to collect the contractual cash flows; and
the cash flows are solely payments of principal and interest on the principal outstanding amount.
Amortised cost is determined using the effective interest method with income recognised
on an effective interest rate basis.
Financial assets are recognised when ASIO becomes party to a contract and, as a consequence,
has a legal right to receive or obligation to pay cash and derecognised when the contractual rights
to the cash flows from the financial asset expire or are transferred upon trade date.
Financial assets are assessed for impairment at the end of each reporting period. Allowances are
made when collectability of the debt is no longer probable.
Financial assets are assessed for impairment at the end of each reporting period based on an amount
equal to the lifetime expected credit losses. A write-off directly reduces the gross carrying amount
of the financial asset.
Financial liabilities
Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent
that the goods or services have been received (and irrespective of having been invoiced). Supplier and
other payables are derecognised on payment.

5. Other information
2022 2021
$’000 $’000
5.1 CURRENT/NON-CURRENT DISTINCTION FOR ASSETS

AND LIABILITIES
Assets expected to be recovered in:
No more than 12 months 210 056 181 677
More than 12 months 834 157 900 187
Total assets 1 044 213 1 081 864
Liabilities expected to be recovered in:

No more than 12 months 88 347 41 626
More than 12 months 584 150 661 406
Total liabilities 672 497 703 032
5.2 KEY MANAGEMENT PERSONNEL REMUNERATION

Key management personnel are those persons having authority and responsibility for planning,
directing and controlling the activities of ASIO, directly or indirectly. ASIO has determined key
management personnel to be the Director-General and members of the Executive Committee.
Short-term employee benefits 2257 2047

Long-term employee benefits 117 144
Post-employment benefits 363 343
Total key management personnel remuneration expenses 2737 2534
The number of key management positions as at 30 June 2022 is 6 (2021: 5).
Membership of the Executive Committee changed throughout 2021–22. Several key management
positions were occupied by different officers for portions of the year.
The above key management personnel remuneration excludes the remuneration and other benefits
of the portfolio ministers whose remuneration and other benefits are set by the Remuneration
Tribunal and are not paid by ASIO.

5.3 RELATED PARTY DISCLOSURES
Related party relationships
ASIO is an Australian Government–controlled entity. ASIO's related parties are key
management personnel including the portfolio ministers and Executive Committee,
and other Australian Government entities.
Transactions with key management personnel
Given the breadth of government activities, key management personnel and
their associates may transact with the government sector in the same capacity
as ordinary citizens. Such transactions include the payment or refund of taxes,
receipt of a Medicare rebate or higher education loans. These transactions
are not disclosed in this note.
All related party transactions with key management personnel during 2021–22
were in the ordinary course of business and do not require separate disclosure.
Transactions with other Australian Government entities
ASIO transacts with Commonwealth Government entities at armʼs length for the
provision of goods and services in the normal course of business. These transactions
are not disclosed in this note.

5.4 MAJOR BUDGET VARIANCES

The following provides an explanation of variances between the original budget
as presented in the 2021–22 Portfolio Budget Statements (PBS) and the 2021–22
actual result. The budget is not audited. Explanations are provided for major budget
variances only. Variances are treated as major when it is considered important for
the reader’s understanding or is relevant to an assessment of the discharge of
accountability and to an analysis of ASIO’s performance.
The nature and timing of the Commonwealth’s budget process can also contribute to
the variances. The original budget as presented in the 2021–22 PBS may be amended
by Government throughout the year. ASIO’s budget for 2021–22 was updated as part
of the 2021–22 Additional Estimates.
Expenses
Actual expenses are $18.551 million (3%) lower than original budget reflecting:
depreciation and amortisation expenses were lower than original budget due
to delays in the timing of asset purchases;
employee benefits were lower than original budget due to the impact of movements
in the 10 year bond rate and the lower than anticipated staffing levels; and
supplier expenses were higher than original budget primarily due to the level
of operational activity.
Income
Income is $2.260 million (<1%) higher than original budget reflecting:
an increase of $4.664 million in revenue from government as a result
of an estimates variation at the 2021–22 Additional Estimates; and
own source revenue was $2.405 million less than budget. This budget is dependent
on activities undertaken by external parties which was less than anticipated due
to the ongoing impact of COVID–19.
Assets
Total assets are $28.913 million higher (3%) than original budget. Financial assets are
$63.598 million higher than budget largely due to undrawn appropriation as a result
of reduced expenditure through the year. These funds form part of the trade and other
receivables balance and will be available in 2022–23.
Non-financial assets are $34.685 million lower than original budget. The variance
across all asset categories is a result of purchases being less than anticipated due
to supply chain delays.

Liabilities
Total liabilities are $17.126 million lower (2%) than original budget. The variance
is largely attributable to the employee provision being less than budget due to
the impact of movements in the 10 year bond rate.
Statement of changes in equity
Total equity is $46.039 million higher than budget. The result reflects the $20.811 million
additional surplus against original budget from continuing operations and a
$31.023 million variance in the opening balance on retained earnings. Opening
balances in the original budget include estimated actuals at the time the 2021–22 PBS
was developed prior to the end of the 2020–21 financial year. Additionally
$5.791 million of departmental capital budget has been quarantined by the
Department of Finance as an approved movement of funds request with the amount
to be reappropriated after the appropriations extinguishment period (due to the
three-year sun setting clause).
Statement of cash flows
The amounts reported in the statement of cash flows reflect the cash impact of
figures disclosed in the statement of comprehensive income and statement of
financial position. Consequently, cash flow variances are attributable to the relevant
variance explanations provided above.

APPENDICES
APPENDICES | A
Appendix A: ASIO resource statement
Actual available Payments Balance
appropriation made remaining
2022 2022 2022
$’000 $’000 $’000
Departmental
Annual appropriations—ordinary annual services1
Prior year appropriation 125 696 125 696 -
Departmental appropriation2 480 266 382 700 97 566
Section 74 external revenue3 35 132 31 358 3774
Departmental capital budget 4
38 488 14 820 23 668
Cash on hand 13 787 (8469) 22 256
Annual appropriations—other services—non‑operating 5
Prior year appropriation 7919 7919 -

Equity injections 48 501 30 501 18 000
Total net resourcing and payments for ASIO 749 789 584 525 165 264
Appropriation Act (No.1) and Appropriation Act (No. 3).

1
2
Excludes departmental capital budget (DCB).
3
External receipts under section 74 of the Public Governance, Performance and Accountability Act 2013.
4
Departmental capital budgets are not separately identified in Appropriation Act (No.1) and Appropriation Act (No.3)
and form part of ordinary annual services items. For accounting purposes, this amount has been designated as a
ʻcontribution by ownerʼ.
5
Supply Act (No.2), Appropriation Act (No.2) and Appropriation Act (No. 4).

A| APPENDICES
Appendix B: expenses by outcomes

Actual
Outcome 1: To protect Australia, its people and its Budget¹ expenses Variation
interests from threats to security through intelligence 2022 2022 2022
collection, assessment and advice to Government $’000 $’000 $’000
Program 1.1: Security Intelligence

Departmental expenses
Departmental appropriation 480 266 420 686 59 580
Section 74 external revenue2 24 579 35 132 (10 553)
Expenses not requiring appropriation
in the budget year3 115 056 140 868 (25 812)
Total for Program 1.1 619 901 596 686 23 215
Total expenses for Outcome 1 619 901 596 686 23 215
Full-year budget, including any subsequent adjustments made at Additional Estimates and reductions under
1
Public Governance, Performance and Accountability Act 2013 section 51.

2
Expenses incurred in relation to receipts retained under Public Governance, Performance and Accountability Act 2013
section 74.
3
Expenses not requiring appropriation in the budget year are depreciation, amortisation expenses and resources received
free of charge.

APPENDICES | A
Appendix C: report of the
Independent Reviewer of Adverse
Security Assessments
Appointment of the The Independent Reviewer’s terms of
reference and other relevant information
Independent Reviewer are available at www.ag.gov.au/asareview.
of Adverse Security The Independent Reviewer undertakes a
Assessments primary review of each adverse security
assessment which comes within the terms
Mr Robert Cornall AO was first appointed
of reference and periodic reviews every
as Independent Reviewer of Adverse
12 months thereafter while the person
Security Assessments on 4 September
remains in detention and ineligible to hold
2015. He completed his appointment on
a visa because they are subject to the ASA.
16 January 2022 and Mr Philip Moss AM
was appointed Independent Reviewer In the past, the Independent Reviewer
for a term of three years commencing has commonly delayed a periodic review
on 17 January 2022. pending the outcome of an internal review
by ASIO with the agreement of the
The role of the person’s solicitor. This arrangement
has avoided the need for the person to
Independent Reviewer respond to two reviews about the same
The Independent Reviewer of Adverse matter at the same time.
Security Assessments conducts an It also recognises the reality that:
independent advisory review of any
if the internal review results in a
Australian Security Intelligence
qualified or non-prejudicial security
Organisation (ASIO) adverse security
assessment, the person no longer
assessment (ASA) furnished to the
falls within the Reviewer’s terms of
Department of Home Affairs in respect
reference and no periodic review is
of an eligible person, being such a
required, or
person who:
if the internal review results in a
remains in immigration detention, and
further adverse security assessment,
has been found by Home Affairs to be that ASA will become the subject of a
owed protection obligations under primary review, replacing the former
international law, and ASA and the need for the outstanding
is ineligible for a permanent protection periodic review.
visa, or has had their permanent
protection visa cancelled, because
they are the subject of an ASA.

A| APPENDICES
I have decided to adopt this approach This outcome was the first time an internal
in relation to annual periodic reviews review had resulted in a non-prejudicial
and have informed relevant legal security assessment during the former
representatives accordingly. Independent Reviewer’s six-year period
in office. ASIO advised the change of
Reviews required or circumstances that had led to this outcome
undertaken during in an email dated 1 December 2021:
the year
During the year, the Independent Reviewer The change in circumstances giving
dealt with adverse security assessments rise to a new assessment for
furnished in respect of four eligible persons. [the person] included new
Of these four cases, two were dealt with information provided by [the person],
and finalised during the reporting year the limited new or current adverse
and two remain current. reporting about [the person’s]
activities or associations, and the
Case 1 (being Person 3 in the Independent continued suppression of the
Reviewer’s 2020–21 Report): At the people smuggling environment.
commencement of the year, ASIO was
undertaking an internal review of this
person’s adverse security assessment As a result, this matter is now at an end.
furnished on 16 October 2019.
Case 2 (being Person 5 in the Independent
On 20 August 2021, ASIO advised Reviewer’s 2020–21 Report): At the
the Reviewer: commencement of the year, ASIO was
also undertaking an internal review of this
person’s adverse security assessment
… that on 17 August 2021 the furnished on 20 November 2017.
approved furnishing a non- Before the internal review was completed,
prejudicial security assessment ASIO advised in an email dated
to the Department of Home Affairs 30 November 2021 that:
in respect of [the person’s]
suitability to hold a permanent
On 23 November ASIO received
protection visa.
information from Home Affairs
that [the person] had elected to
be voluntarily removed from
Australia and is due to depart on
13 December 2021. … in the light
of the above information we will no
longer be progressing this review.

APPENDICES | A
The Independent Reviewer was On 9 May 2022, the Director-General
subsequently advised on 20 December 2021 informed me that ASIO had commenced
that [the person] had departed Australia. an internal review of the person’s adverse
assessment. This internal review is
The Independent Reviewer informed the
expected to be completed by August 2022.
person’s solicitor of these communications
In the meantime, this person (now
and that this matter was now at an end.
re-named Person A for the purposes of
Case 3 (being Person 2 in the Independent this report), who was detained in 2019,
Reviewer’s 2020–21 Report): Person 2 remained in immigration detention.
was the subject of an adverse security
If this internal review results in a new ASA,
assessment dated 21 October 2019 which
I will conduct a primary review during the
was replaced by a second ASA furnished
2022–23 financial year. If the outcome is
to Home Affairs on 15 July 2020.
a qualified or non-prejudicial security
The former Independent Reviewer assessment, my function as the
provided a primary review of the second Independent Reviewer would cease
ASA on 15 March 2021. The Independent in relation to Person A.
Reviewer concluded:
Case 4 (being Person 4 in the Independent
Reviewer’s 2020–21 Report): Person 4
Based on all the information before (now renamed Person B for the purposes
this review, it is my view that of this report) has been the subject of
[the person] is unlikely to present two adverse security assessments which
a direct or indirect risk to security have been reviewed by the Independent
in future. In accordance with the Reviewer. The second ASA was furnished
opinion expressed above and the by ASIO on 27 October 2020 and the
provisions of the ASIO Act, my Independent Reviewer’s primary
recommendation is that ASIO issue review was delivered on 5 May 2021.
a qualified security assessment in At the commencement of the year,
respect of [the person]. the second ASA remained on foot and due
for a periodic review by the Independent
Reviewer in May 2022. On 31 May 2022,
The Director-General did not accept this the Director-General wrote to me
advisory recommendation. The ASA as follows.
remained on foot and due for a periodic
review commencing in March 2022.

A| APPENDICES
As you know, the Federal Court of New matters arising

Australia [Plaintiff S111A/2018 v
Minister for Home Affairs (No 4) during the year
[2022] FCA 329] made final orders There were no new matters referred to
setting aside Adverse Security the Independent Reviewer during 2021–22.
Assessments (ASAs) furnished
in 2018 and 2020 in respect of Post 30 June 2022
[the person] and Minister for
development
Home Affairs’ decision to refuse
[the person] a protection visa. On 5 August 2022, the Director-General
I have approved filing an appeal of furnished a non-prejudicial security
the orders setting aside the ASAs. assessment to the Department of
Home Affairs in regard to Person A.
Because the Minister’s decision
to refuse [the person] a protection Acknowledgement
visa has been set aside, a new visa
decision will need to be made by of Mr Robert Cornall AO
the Minister. I can advise ASIO The first six and a half months of the
has commenced a new security period covered by this report relate to
assessment for the visa decision Mr Cornall’s term of appointment as
process following referral from Independent Reviewer. I take this
the Department of Home Affairs. opportunity to acknowledge Mr Cornall’s
longstanding contribution in the role and
to thank him for his work during that time
In the meantime, Person B remains in
and support when I commenced.
immigration detention. If the new security
assessment were to result in an ASA,
I would commence a primary review. Philip Moss AM
Person B has been held in immigration
detention since 2012. Independent Reviewer of Adverse
Security Assessments

APPENDICES | A
Appendix D: executive remuneration
Key management The following tables show the
remuneration of key management
personnel remuneration personnel, senior executives and other
Categories of ASIO’s key management highly paid staff in 2021–22 in accordance
personnel include: with the Public Governance, Performance
and Accountability Rule 2014.
the Director-General of Security; and
members of the Executive Committee.
Remuneration policies,
practices and governance
The Director-General’s remuneration is
set by the Remuneration Tribunal under
section 13 of the Remuneration
Tribunal Act 1973.
Remuneration of ASIO’s senior executive
employees is established through
determinations made under section 84
of the Australian Security Intelligence
Organisation Act 1979 (ASIO Act), and
guided by the Australian Government’s
Workplace Bargaining Policy 2018.

122 |
Information about remuneration for key management personnel
A|
Post-employment Termination Total
Short-term benefits benefits Other long-term benefits benefits remuneration
Long Other
APPENDICES
Base Other benefits Superannuation service long-term

salary1 Bonuses and allowances contributions leave2 benefits
Name Term Position title $ $ $ $ $ $ $ $
Annual Report 2021–22

Mike 1 Jul 21–
BURGESS 30 Jun 22 Director-General³ 631 972 0 0 89 409 14 494 0 0 735 875
Heather 1 Jul 21–
COOK 18 Mar 22 Deputy Director-General 249 189 0 0 48 551 26 644 0 0 324 383
Chris 19 Mar 22–
TEAL 30 Jun 22 Deputy Director-General 112 712 0 0 19 132 3705 0 0 135 548
Hazel 1 Jul 21–
BENNETT 30 Jun 22 Deputy Director-General 493 795 0 0 80 402 13 329 0 0 587 526
Ewan 16 May 22–
MACMILLAN 30 Jun 22 Deputy Director-General 51 855 0 0 9 370 39 008 0 0 100 232
Name 1 Jul 21–
withheld4 30 Jun 22 Principal Advisor 359 584 0 0 58 277 10 559 0 0 428 421
Name 1 Jul 21–
withheld4 3 Apr 22 General Counsel 273 328 0 0 46 077 6084 0 0 325 488
Name 4 Apr 22–
withheld4 30 Jun 22 General Counsel 84 892 0 0 11 765 3264 0 0 99 921
1
Includes base salary, salary-related allowances and annual leave calculated in accordance with Department of Finance requirements: Resource management guide no. 138: Commonwealth entities
executive remuneration reporting guide for annual reports.
2
Does not represent one year's leave accrual at officer's current salary. Value is in accordance with Department of Finance requirements: Resource management guide no. 138: Commonwealth entities
3
The prorata remuneration in this table differs from that shown in Remuneration Tribunal (Remuneration and Allowances for Holders of Full-time Public Office) Determination 2021 because the
Department of Finance (in Resource management guide no. 138: Commonwealth entities executive remuneration reporting guide for annual reports) specifies a different basis of determining
the value of superannuation.
4
The Principal Advisor and General Counsel are non-declared officers. To comply with section 92 of the ASIO Act these names have been withheld.
Information about remuneration for senior executives
Short-term benefits benefits Other long-term benefits benefits remuneration
Average Average other Average Average other Average
Number base Average benefits and superannuation Average long long-term termination Average total
of senior salary2 bonuses allowances contributions service leave3 benefits benefits remuneration
Remuneration bands executives1 $ $ $ $ $ $ $ $
$0 to $220 000 12 65 775 0 0 9869 3218 0 0 78 863

$220 001 to $245 000 2 191 031 0 0 29 185 10 996 0 0 231 212
$270 001 to $295 000 2 236 612 0 0 30 463 22 226 0 0 289 301
$295 001 to $320 000 24 250 601 0 3826 42 352 8417 0 0 305 196
$320 001 to $345 000 6 273 075 0 2011 40 007 15 189 0 0 330 282
$345 001 to $370 000 3 274 262 0 14 867 42 827 25 601 0 0 357 557
$370 001 to $395 000 6 310 913 0 6381 50 472 10 171 0 0 377 936
$395 001 to $420 000 3 320 415 0 13 801 45 722 16 943 0 0 396 882
$445 001 to $470 000 1 385 380 0 0 56 732 4351 0 0 446 463
$495 001 to $520 000 2 350 513 0 7325 43 415 7045 0 95 342 503 640
1
Several senior executive positions were occupied by different officers for portions of the year.
2
This includes base salary, salary-related allowances and annual leave calculated in accordance with Department of Finance requirements: Resource management guide no. 138: Commonwealth entities
3

APPENDICES
|
A
| 123
124 |
Information about remuneration for other highly paid staff
A|
Short-term benfits benefits Other long-term benefits benefits remuneration
Average other Average Average other Average
APPENDICES
Number of Average base Average benefits and superannuation Average long long-term termination Average total
highly paid salary1 bonuses allowances contributions service leave2 benefits benefits remuneration
Remuneration band staff $ $ $ $ $ $ $ $

$220 001 to $245 000 16 196 664 0 5050 27 949 9218 0 0 238 880
$245 001 to $270 000 18 211 868 0 1400 35 087 8893 0 0 257 248
$270 001 to $295 000 7 240 691 0 3157 30 027 7612 0 0 281 488
$295 001 to $320 000 2 238 844 0 32 969 29 631 6430 0 0 307 873
$320 001 to $345 000 6 259 747 0 1091 24 596 16 482 0 34 484 336 400
$345 001 to $370 000 2 312 554 0 0 30 134 6681 0 0 349 369
$470 001 to $495 000 2 314 639 0 0 38 117 9513 0 114 765 477 034
1
This includes base salary, salary-related allowances and annual leave calculated in accordance with Department of Finance requirements: Resource management guide no. 138: Commonwealth entities
2
APPENDICES | A
Appendix E: ASIO’s salary
classification structure
Senior Executive Service Minimum salary Maximum salary
SES Band 3 $332 943
SES Band 2 $259 047
SES Band 1 $207 237
Senior employees
AEE3 $166 399
AEE2 $140 621 $166 399
AEE1 $122 690 $137 106
Employees
AE6 $96 535 $108 769
AE5 $87 344 $93 751
AE4 $79 593 $85 398
AE3 $70 391 $76 916
AE2 $61 909 $68 574
AE1 $53 438 $59 362
Note: Figures are as applied in 2021–22 and exclude Individual Salary Agreements. The salary figures include a 7.5 per cent
service allowance. The service allowance is paid to all employees and recognises the imposition of security, professional
and personal restrictions applicable to working at ASIO.

A| APPENDICES
Appendix F: workforce statistics

by headcount
Public Governance, Performance and Accountability Rule (PGPA Rule)
section 17AG(4)(aa)
Statistics of ongoing employees by gender—current report period (2021–22)
Male Female Indeterminate

Full- Part- Total Full- Part- Total Full- Part- Total
time time male time time female time time indeterminate Total
Total 897 41 938 678 213 891 - - - 1829
PGPA Rule section 17AG(4)(aa)
Statistics of non-ongoing employees by gender—current report period (2021–22)

Total 2 13 15 - 3 3 - - - 18
Statistics of ongoing employees by gender—previous report period (2020–21)

Total 964 40 1004 686 231 917 - - - 1921
Statistics of non-ongoing employees by gender—previous report period (2020–21)

Total 3 10 13 2 4 6 - - - 19

APPENDICES | A
Statistics on full-time and part-time employees—current report period (2021–22)
Ongoing Non-ongoing
Total Total non-
Full-time Part-time ongoing Full-time Part-time ongoing Total
Total 1575 254 1829 2 16 18 1847
Statistics on full-time and part-time employees—previous report period (2020–21)
Ongoing Non-ongoing
Total Total non-
Total 1650 271 1921 5 14 19 1940
Employment type by location—current report period (2021–22)1
Non-
Ongoing ongoing Total
All locations 1829 18 1847

Total 1829 18 1847
Employment type by location—previous report period (2020–21)2
Non-
Ongoing ongoing Total
All locations 1921 19 1940

Total 1921 19 1940
Public Governance, Performance and Accountability Act 2013, the locations of staff has been deleted from
the version of the Annual Report 2021–22 tabled in Parliament. (Appendix S)
Public Governance, Performance and Accountability Act 2013, the locations of staff has been deleted from
the version of the Annual Report 2021–22 tabled in Parliament. (Appendix S)

A| APPENDICES
PGPA Rule section 17AH(1)(c)
People with a disability employment—current reporting period (2021–22)
Total
Ongoing 25
Non-ongoing -
Total 25
PGPA Rule section 17AH(1)(c)
People with a disability employment—previous reporting period (2020–21)
Total
Ongoing 27
Non-ongoing -
Total 27

APPENDICES | A
Appendix G: recruitment,
advertising and market research
ASIO seeks exceptional people for During the reporting year, ASIO continued
exceptional careers. We seek to reflect to adapt and refine its approach to
the diversity of the community we protect, recruitment in response to the evolving
and continue to develop and implement COVID-19 environment. There was
attraction strategies to achieve this. a greater focus on growing our own
capability through entry-level roles
In the financial year 2021–22, ASIO
in intelligence, technology and corporate
expended $626 761 on advertising
functions, and technologist recruitment
and marketing for recruitment activities
more broadly.
and campaigns. Further information on
these advertising campaigns is available ASIO is endeavouring to increase
at www.asio.gov.au and in the reports awareness in the community of ASIO
on Australian Government advertising careers through its presence on social
prepared by the Department of Finance. media platforms.
Those reports are available on the
Department of Finance’s website.

A| APPENDICES
Appendix H: work health and safety

ASIO is committed to providing a safe The current program includes varied
work environment for all staff. Work health wellbeing initiatives such as the:
and safety considerations are integrated workplace influenza vaccination
into the planning and delivery of ASIO’s program;
activities across a range of work
Employee Assistance Program
environments.
and Manager Assist service;
ASIO has initiated a number of programs ergonomic program; and
aimed at building a positive safety culture,
health promotion—including
promoting health and wellbeing, and
Work Health and Safety Month,
increasing safety awareness within
RuOK? Day and Mental Health Week.
the workforce.
Our safety risk management strategies Incidents
reinforce legislative compliance and a
In accordance with legislated notification
culture of continual improvement, focused
obligations, ASIO reported two incidents
on identifying and monitoring safety risks
to Comcare in 2021–22. Comcare was
and implementing appropriate controls.
provided with detailed information about
ASIO is actively engaged with the the incidents and the process that ASIO
challenges of COVID-19 and, in response was undertaking to address the incidents.
to the pandemic, the Organisation has In response to the reports, no further
implemented a range of strategies to action was taken by Comcare.
manage risks to ASIO’s core business
The following table outlines safety
functions and to the safety of its
incidents by mechanism of injury
workforce.
for the period 2021–2022.
Health and wellbeing
ASIO’s health and wellbeing program
aims to promote positive physical and
psychological wellbeing by encouraging
staff to take proactive steps in relation
to their wellbeing.

APPENDICES | A
Table 5: Total number of injuries by type
Other and unspecified injuries

Fractures
Sprains and strains
Internal injury of chest abdomen and pelvis
Open wound
Superficial injury
Contusion
Disease
Foreign body on external eye
Burns
Poisoning/toxic effects of substances
Symptoms related to traumatic event
No injury sustained
0 5 10 15 20 25

A| APPENDICES
Appendix I: ecologically sustainable

development and environmental
performance
ASIO is committed to enhancing our environmental sustainability. We strive to operate
in an environmentally responsible manner, making every effort to use our resources
efficiently and manage our waste effectively.
Theme Performance measure Indicator(s)1 2020–21 2021–22
Energy Total consumption Amount of electricity consumed 20 103 439 20 448 315
efficiency of energy (kWh)
Amount of gas consumed (MJ) 15 146 638 12 620 048
Amount of other fuels consumed (L) 68 306 50 191
Total production of Total amount of energy produced 443 834 231 698
energy from sources (kWh) from alternate sources
other than grid-
connected electricity
provider
Energy produced (kWh) from gas 180 072 35 258
cogeneration plant
Energy produced (kWh) 263 762 196 440

from solar panels (green energy)
Greenhouse gas Amount of greenhouse gases 23 886 15 227

emissions produced (tonnes)
Environmental TL&P less than 7,500 MJ/person/ 11 956 10 255
Performance targets— annum
tenant light & power
(TL&P) and central
services
Central services less than 575 360
400 MJ/m²/annum
Energy rating NABERS2 Energy for Offices (1-6) 6 stars 6 stars

APPENDICES | A
Steps taken Measures to review and improve

to reduce effect reducing the effect
Work continued on the ASIO again participated in national
LED light replacement environmental events such as
program to reduce the Earth Hour
use of fluorescent and
metal-halide lights
Optimising the efficiency
of the air-conditioning
system—reducing the
demand on boilers,
chillers and cooling
towers
Regular scheduled
cleaning of solar panels
to maximise energy
production
Waste3 Total waste production— Amount of waste produced (tonnes) 180.85 123.75
this includes all waste
(unwanted by-products)
produced when
undertaking the functions
of the agency
Un-recyclable waste Amount of waste going to landfills 46.50 35.07
production—this includes (tonnes)
all wastes that are not
re-used or recycled
Recyclable waste Amount of waste going to recycling 126.46 76.51
production (excluding facilities (tonnes)
office paper)
Paper usage Amount of waste paper going to 7.89 12.17
recycling facilities (tonnes)
Amount of paper sourced from 10.81 10.04

recyclable sources (tonnes)
Percentage of paper sourced from 100 96
recyclable sources
Relative waste Amount of the total waste (kg) 126.91 83.84
production per employee
Waste rating NABERS waste rating (1–6) 6 stars 5 stars

A| APPENDICES
Steps taken Measures to review and improve

to reduce effect reducing the effect
‘Follow-me’ printing and Refining waste processes and
double sided printing minimisation techniques
and copying remained
Continue to promote environmental
as the default setting on
awareness across our organisation
printers to reduce paper
through sustainable initiatives
waste
Continued sourcing
office copy paper from
sustainably managed
sources
Used coffee bean
grounds continue to be
mulched into the garden
beds of the Ben Chifley
Building
Water Total consumption of Amount of water consumed (kL) 48 245 47 695
water—this includes all
water consumed when
undertaking the functions
of the agency
Rainwater capture Amount of rainwater captured (ML) 15.33 18.33
and use—includes all
Amount of captured rainwater used 15.33 18.33
rainwater captured
(ML)
on site
Relative consumption of Amount of total water use (kL) 33.86 32.31
water—per employee per employee
Water rating NABERS water rating (1–6) 1.5 stars 2.5 stars
Steps taken to Measures to review and improve
reduce effect reducing the effect
ASIO consumes fresh All captured stormwater is used, for
water from the public irrigation and toilet flushing—reducing
water network, artesian the reliance on potable and bore water
water sources and rainfall
Notes:
1. Figures relate to ASIO’s Ben Chifley Building only.
2. The National Australian Built Environment Rating System (NABERS) measures a building’s energy efficiency,
carbon emissions, water consumption, and waste produced and delivers a performance based on a rating from 1 to 6,
expressed as a number of stars for comparison with similar buildings.
3. Waste data is supplied by an external contractor. Where accuracy is impacted by circumstances out of ASIO’s control,
a correction based on the known monthly weight collections has been applied.

APPENDICES | A
Appendix J: report on use
of questioning warrants
ASIO is required under section 94 of the ASIO Act to provide in its annual report details
of its use of questioning warrants.
Item 18 of Schedule 1 to the Australian Security Intelligence Organisation Amendment
Act 2020 (ASIO Amendment Act) provides that section 94 of the ASIO Act as amended
by Part 1 of Schedule 1 to the ASIO Amendment Act applies in relation to annual reports
prepared on or after the commencement of item 18.
The details are provided in the following table.
Subsection Description 2019–20 2020–21 2021–22
94(1)(a) The total number of requests made during 0 3 1

the period under Division 3 of Part III to the
Attorney-General for the issue of warrants
under that Division (including the number
of requests made orally)
94(1)(b) The total number of warrants issued during 0 3 1
the period under that Division (including the
number of warrants issued orally)
94(1)(c) The number of times persons were 0 0 0
apprehended during the period under
that Division
94(1)(d) The number of hours each person appeared - see below see below
before a prescribed authority for questioning
under a warrant issued during the period
under that Division and the total of all those
hours for all those persons
Person 1 7 hours,
33 minutes*
Person 2 6 hours,
40 minutes*
Person 3 - - 4 hours,
43 minutes*
Total hours 14 hours, 4 hours,
13 minutes 43 minutes
94(1)(e) The number of times each prescribed - see below see below
authority had persons appear for questioning
before the prescribed authority under
warrants issued during this reporting period
under that Division
Prescribed authority 1 0 2 0
Prescribed authority 2 0 0 1
* These hours are a cumulative total of multiple questioning periods for each person

A| APPENDICES
Appendix K: correction of material

errors in previous annual report
This appendix provides correction of On page 108 in Financial statements under
material errors in the previous annual the heading ‘2. Financial position’ the
report which have proved to be wrong, table heading incorrectly lists the reporting
in accordance with paragraph 17AH(1)(e) years as 2020 and 2019. The correct years
of the Public Governance, Performance for this table are 2021 and 2020. This error
and Accountability Rule 2014. does not impact the reported expenditure
figures which remain accurate for 2021
The following are corrections to reporting
and 2020 dates.
errors made in the ASIO Annual
Report 2020–21. On page 122 in Financial statements under
the heading ‘Assets’ the first sentence
On page 18 in the graphic titled ‘Disruptions
incorrectly notes that the total assets are
and attacks 2014–21’, it was incorrectly
5% lower than original budget. The correct
listed that there were six Sunni violent
figure should read 2% lower than original
extremism disruptions in the year for 2016.
budget. This error does not impact the
The correct number of Sunni violent
reported asset figure of $20.391 million
extremism disruptions for 2016 is five.
which is correctly recorded.
On page 37 in Chapter 4 ‘Report on
On page 133 in ‘Appendix D: ASIO’s salary
performance’ under the heading
classification structure’ in the table
‘Our advice was relevant and practical’, the
‘Employment salary ranges by classification
date provided for both examples is August
level’ the maximum salary for SES Band 2
2020. The correct date for these examples
is incorrectly recorded as $279 500.
is July 2020. Similarly, under the heading
The correct figure should be $301 000.
‘Our advice influenced decision‑making’,
the date of February 2021 should read On page 136 in ‘Appendix E: workforce
December 2020. These errors did not statistics by headcount’, the total numbers
detract from the substance of the content provided for the tables ‘Employees by
describing the activities undertaken by ASIO. full-time and part-time employment
status—current reporting period (2020–21)’
On page 77 in Chapter 5 ‘Management
and ‘Employees by full-time and part-time
and accountability’, information contained
employment status—previous reporting
under the heading ‘Administrative Appeals
period (2019–20)’ are incorrect and do not
Tribunals’ and ‘Tribunal reviews—archives
accurately reflect ASIO staffing figures for
matters’ incorrectly recorded that three
those time periods. The corrected tables
matters related to reviews of National
are provided in the following table.
Archives access decisions involving ASIO
material. The correct number of matters
related to reviews of National Archives
access decisions involving ASIO
material is four.

APPENDICES | A
Employees by full-time and part-time employment status—current reporting period
(2020–21)
Ongoing Non-ongoing
Total Total non-
SES 3 3 0 3 0 0 0 3
SES 2 10 0 10 0 0 0 10
SES 1 37 0 37 0 0 0 37
AEE1–3 551 86 637 0 4 4 641
AE1–6 1049 185 1234 5 10 15 1249
Total 1650 271 1921 5 14 19 1940
Employees by full-time and part-time employment status—previous reporting period

(2019–20)
Ongoing Non-ongoing
Total Total non-
SES 3 3 0 3 0 0 0 3
SES 2 15 0 15 0 0 0 15
SES 1 44 0 44 0 0 0 44
AEE1–3 557 99 656 2 6 8 664
AE1–6 1077 185 1262 6 10 16 1278
Total 1696 284 1980 8 16 24 2004
In Appendix M, one statistic required under On pages 142 to 144 in ‘Appendix H:

section 94(2A)(c) of the ASIO Act was ecologically sustainable development and
omitted. As a result, statistics required environmental performance’, some of the
under section 94(2A)(d) were incorrect. energy efficiency and waste numbers
Corrected figures are included in Appendix M reported were incorrect. The corrected
to the ASIO Annual Report 2021–22. entries are provided in the following table.

A| APPENDICES
Reported Corrected
Theme Performance measure Indicator(s) number number
Energy Total consumption Amount of gas consumed (MJ) 14 149 220 15 146 638
efficiency of energy
Amount of other fuels consumed 101 197 68 306
(L) (diesel) (diesel &
petrol)
Energy rating NABERS1 Energy for Offices (1-6) 3.5 stars 6 stars
Total waste Amount of waste produced 194.98 180.85
production—this (tonnes)
includes all waste
(unwanted by-
products) produced
when undertaking the
functions of the agency
Un-recyclable waste Amount of waste going 57.59 46.50
production—this to landfills (tonnes)
includes all wastes
that are not re-used
or recycled
Recyclable waste Amount of waste going to 137.39 126.46
production (excluding recycling facilities (tonnes)
office paper)
Waste Paper usage Amount of waste paper going 8.40 7.89

to recycling facilities (tonnes)
Un-recyclable waste Amount of paper sourced from 1.30 10.81
production—this recyclable sources (tonnes)
includes all wastes
that are not re-used or
recycled
Recyclable waste Percentage of paper sourced 20 100
production (excluding from recyclable sources
office paper)
Relative waste Amount of the total waste (kg) 87.05 126.91
production per employee
Waste rating NABERS Waste Rating (1-6) 3 stars 6 stars

APPENDICES | A
Material errors previously
corrected
On page 149 in Appendix J, figures
provided under section 94(1)(d) of the
ASIO Act were reported incorrectly.
On identifying the error, ASIO tabled a
correction in Parliament on 24 November
2021, following which the ASIO Annual
Report 2020–21 was updated to reflect
the correct figures.
In Appendix O, statistics required under
section 94(2BD) of the ASIO Act were
omitted. On identifying the error, ASIO
provided advice to the Minister for Home
Affairs on 18 November 2021, correcting
this omission in an amended Appendix O.
Appendix O was also provided to the
Leader of the Opposition as per section 94
of the ASIO Act.

A| APPENDICES
List of annual report requirements

under schedule 2 of the Public
Governance, Performance and
Accountability Rule
Below is the table set out in Schedule 2 of the PGPA Rule. Section 17AJ(d) requires
this table be included in entities’ annual reports as an aid of access.
PGPA Rule Part of

reference Description Requirement this report
17AD(g) Letter of transmittal

17AI A copy of the letter of transmittal signed and Mandatory Letter of
dated by accountable authority on date final transmittal
text approved, with statement that the report
has been prepared in accordance with section
46 of the Act and any enabling legislation that
specifies additional requirements in relation
to the annual report.
17AD(h) Aids to access
17AJ(a) Table of contents (print only). Mandatory Preliminaries
17AJ(b) Alphabetical index (print only). Mandatory Appendices
17AJ(c) Glossary of abbreviations and acronyms. Mandatory Appendices
17AJ(d) List of requirements. Mandatory Appendices
17AJ(e) Details of contact officer. Mandatory Preliminaries
17AJ(f) Entity’s website address. Mandatory Preliminaries
17AJ(g) Electronic address of report. Mandatory Preliminaries
17AD(a) Review by an accountable authority
17AD(a) A review by the accountable authority of the entity. Mandatory Part 1
17AD(b) Overview of the entity
17AE(1)(a)(i) A description of the role and functions of the entity. Mandatory Part 2
17AE(1)(a)(ii) A description of the organisational structure Mandatory Part 2
of the entity.
17AE(1)(a)(iii) A description of the outcomes and programmes Mandatory Part 2
administered by the entity. and Part 4
17AE(1)(a)(iv) A description of the purposes of the entity Mandatory Part 2
as included in ASIO’s corporate plan.

APPENDICES | A
PGPA Rule Part of
17AE(1)(aa)(i) Name of the accountable authority or each Mandatory Part 2

member of the accountable authority.
17AE(1)(aa)(ii) Position title of the accountable authority Mandatory Part 2
or each member of the accountable authority.
17AE(1)(aa)(iii) Period as the accountable authority or member Mandatory Part 2
of the accountable authority within the
reporting period.
17AE(1)(b) An outline of the structure of the portfolio Portfolio Not
of the entity. departments applicable
mandatory
17AE(2) Where the outcomes and programs administered Mandatory Not
by the entity differ from any Portfolio Budget (if applicable) applicable
Statement, Portfolio Additional Estimates
Statement or other portfolio estimates statement
that was prepared for the entity for the period,
include details of variation and reasons for change.
17AD(c) Report on the performance of the entity
Annual performance statements
17AD(c)(i); 16F Annual performance statement in accordance with Mandatory Part 4
paragraph 39(1)(b) of the Act and section 16F of
the Rule.
17AD(c)(ii) Report on Financial Performance
17AF(1)(a) A discussion and analysis of the entity’s financial Mandatory Part 4
performance. Part 6 and
Appendix Q
17AF(1)(b) A table summarising the total resources and total Mandatory Appendices
payments of the entity. A and B
17AF(2) If there may be significant changes in the financial Mandatory Not
results during or after the previous or current (if applicable) applicable
reporting period, information on those changes,
including: the cause of any operating loss of the
entity; how the entity has responded to the loss
and the actions that have been taken in relation
to the loss; and any matter or circumstances
that it can reasonably be anticipated will have a
significant impact on the entity’s future operation
or financial results.

A| APPENDICES
PGPA Rule Part of

17AD(d) Management and accountability

Corporate governance
17AG(2)(a) Information on compliance with section 10 Mandatory Letter of
(fraud systems). transmittal
and Part 5
17AG(2)(b)(i) A certification by accountable authority that fraud Mandatory Letter of
risk assessments and fraud control plans have transmittal
been prepared.
17AG(2)(b)(ii) A certification by accountable authority that Mandatory Letter of
appropriate mechanisms for preventing, detecting transmittal
incidents of, investigating or otherwise dealing
with, and recording or reporting fraud that meet
the specific needs of the entity are in place.
17AG(2)(b)(iii) A certification by accountable authority that all Mandatory Letter of
reasonable measures have been taken to deal transmittal
appropriately with fraud relating to the entity.
17AG(2)(c) An outline of structures and processes in place for Mandatory Part 5
the entity to implement principles and objectives
of corporate governance.
17AG(2)(d)—(e) A statement of significant issues reported to Mandatory Not
Minister under paragraph 19(1)(e) of the Act that (if applicable) applicable
relates to non compliance with Finance law and
action taken to remedy non compliance.
Audit Committee
17AG(2A)(a) A direct electronic address of the charter Mandatory Appendix R
determining the functions of the entity’s
audit committee.
17AG(2A)(b) The name of each member of the entity’s Mandatory Appendix R
audit committee.
17AG(2A)(c) The qualifications, knowledge, skills or experience Mandatory Appendix R
of each member of the entity’s audit committee.
17AG(2A)(d) Information about the attendance of each member Mandatory Appendix R
of the entity’s audit committee at committee
meetings.
17AG(2A)(e) The remuneration of each member of the entity’s Mandatory Appendix R
audit committee.
External scrutiny
17AG(3) Information on the most significant developments Mandatory Part 5
in external scrutiny and the entity’s response to
the scrutiny.
17AG(3)(a) Information on judicial decisions and decisions Mandatory Part 5
of administrative tribunals and by the Australian (if applicable)
Information Commissioner that may have a
significant effect on the operations of the entity.

APPENDICES | A
PGPA Rule Part of
17AG(3)(b) Information on any reports on operations of the Mandatory Part 5

entity by the Auditor General (other than report (if applicable)
under section 43 of the Act), a Parliamentary
Committee, or the Commonwealth Ombudsman.
17AG(3)(c) Information on any capability reviews on the entity Mandatory Part 4
that were released during the period. (if applicable) and Part 5
Management of human resources
17AG(4)(a) An assessment of the entity’s effectiveness in Mandatory Part 5
managing and developing employees to achieve
entity objectives.
17AG(4)(aa) Statistics on the entity’s employees on an ongoing Mandatory Appendix F
and non-ongoing basis, including the following:
Appendix S
a. statistics on full-time employees;
b. statistics on part-time employees;
c. statistics on gender; and
d. statistics on staff location.
17AG(4)(b) Statistics on the entity’s Australian Public Service Mandatory Not
(APS) employees on an ongoing and non-ongoing applicable
basis; including the following:
Statistics on staffing classification level;
Statistics on full time employees;
Statistics on part time employees;
Statistics on gender;
Statistics on staff location;
Statistics on employees who identify
as Indigenous.
17AG(4)(c) Information on any enterprise agreements, Mandatory Not
individual flexibility arrangements, Australian applicable
workplace agreements, common law contracts
and determinations under subsection 24(1)
of the Public Service Act 1999.
17AG(4)(c)(i) Information on the number of SES and non SES Mandatory Not
employees covered by agreements etc identified applicable
in paragraph 17AG(4)(c).
17AG(4)(c)(ii) The salary ranges available for APS employees Mandatory Appendix E
by classification level.
17AG(4)(c)(iii) A description of non salary benefits provided Mandatory Part 5
to employees.
17AG(4)(d)(i) Information on the number of employees at each Mandatory Not
classification level who received performance pay. (if applicable) applicable
17AG(4)(d)(ii) Information on aggregate amounts of performance Mandatory Not
pay at each classification level. (if applicable) applicable

A| APPENDICES
PGPA Rule Information on aggregate amounts of Part of

reference performance pay at each classification level Requirement this report
17AG(4)(d)(iii) Information on the average amount of Mandatory Not

performance payment, and range of such (if applicable) applicable
payments, at each classification level.
17AG(4)(d)(iv) Information on aggregate amount Mandatory Not
of performance payments. (if applicable) applicable
Assets management
17AG(5) An assessment of effectiveness of assets Mandatory Part 5
management where asset management (if applicable)
is a significant part of the entity’s activities.
Purchasing
17AG(6) An assessment of entity performance against Mandatory Part 5
the Commonwealth Procurement Rules.
Reportable consultancy contracts
17AG(7)(a) A summary statement detailing the number of Mandatory Part 5
new reportable consultancy contracts entered into
during the period; the total actual expenditure on
all such contracts (inclusive of GST); the number
of ongoing reportable consultancy contracts that
were entered into during a previous reporting
period; and the total actual expenditure in the
reporting period on those ongoing contracts
(inclusive of GST).
17AG(7)(b) A statement that “During [reporting period], Mandatory Part 5
[specified number] new reportable consultancy
contracts were entered into involving total actual
expenditure of $[specified million]. In addition,
[specified number] ongoing reportable consultancy
contracts were active during the period, involving
total actual expenditure of $[specified million]”.
17AG(7)(c) A summary of the policies and procedures for Mandatory Part 5
selecting and engaging consultants and the main
categories of purposes for which consultants were
selected and engaged.
17AG(7)(d) A statement that “Annual reports contain Mandatory Part 5
information about actual expenditure on reportable
consultancy contracts. Information on the value
of reportable consultancy contracts is available
on the AusTender website.”

APPENDICES | A
PGPA Rule Part of
Reportable non-consultancy contracts

17AG(7A)(a) A summary statement detailing the number of new Mandatory Part 5
reportable non-consultancy contracts entered into
during the period; the total actual expenditure
on such contracts (inclusive of GST); the number
of ongoing reportable non-consultancy contracts
that were entered into during a previous reporting
period; and the total actual expenditure in the
reporting period on those ongoing contracts
(inclusive of GST).
17AG(7A)(b) A statement that “Annual reports contain Mandatory Part 5
information about actual expenditure on reportable
non-consultancy contracts. Information on the value
of reportable non-consultancy contracts is available
on the AusTender website.”
17AD(daa) Additional information about organisations receiving amounts under reportable
consultancy contracts or reportable non-consultancy contracts
17AGA Additional information, in accordance with section Mandatory Not
17AGA, about organisations receiving amounts applicable
under reportable consultancy contracts or
reportable non-consultancy contracts.
Australian National Audit Office access clauses
17AG(8) If an entity entered into a contract with a value Mandatory Not
of more than $100 000 (inclusive of GST) and the (if applicable) applicable
contract did not provide the Auditor General
with access to the contractor’s premises,
the report must include the name of the
contractor, purpose and value of the contract,
and the reason why a clause allowing access
was not included in the contract.
Exempt contracts
17AG(9) If an entity entered into a contract or there is a Mandatory Not
standing offer with a value greater than $10 000 (if applicable) applicable
(inclusive of GST) which has been exempted from
being published in AusTender because it would
disclose exempt matters under the FOI Act, the
annual report must include a statement that the
contract or standing offer has been exempted,
and the value of the contract or standing offer,
to the extent that doing so does not disclose the
exempt matters.
Small business
17AG(10)(a) A statement that “[Name of entity] supports small Mandatory Part 5
business participation in the Commonwealth
Government procurement market. Small and
Medium Enterprises (SME) and Small Enterprise
participation statistics are available on the
Department of Finance’s website.”

A| APPENDICES
PGPA Rule Part of

17AG(10)(b) An outline of the ways in which the procurement Mandatory Part 5

practices of the entity support small and medium
enterprises.
17AG(10)(c) If the entity is considered by the Department Mandatory Part 5
administered by the Finance Minister as material (if applicable)
in nature—a statement that “[Name of entity]
recognises the importance of ensuring that small
businesses are paid on time. The results of the
Survey of Australian Government Payments to Small
Business are available on the Treasury’s website.”
Financial statements
17AD(e) Inclusion of the annual financial statements in Mandatory Part 6 and
accordance with subsection 43(4) of the Act. Appendix Q
Executive remuneration
17AD(da) Information about executive remuneration in Mandatory Appendix D
accordance with Subdivision C of Division 3A
of Part 2–3 of the Rule.
17AD(f) Other mandatory information
17AH(1)(a)(i) If the entity conducted advertising campaigns, Mandatory Part 5
a statement that “During [reporting period], (if applicable)
the [name of entity] conducted the following
advertising campaigns: [name of advertising
campaigns undertaken]. Further information
on those advertising campaigns is available at
[address of entity’s website] and in the reports on
Australian Government advertising prepared by the
Department of Finance. Those reports are available
on the Department of Finance’s website.”
17AH(1)(a)(ii) If the entity did not conduct advertising campaigns, Mandatory Not
a statement to that effect. (if applicable) applicable
17AH(1)(b) A statement that “Information on grants awarded Mandatory Not
by [name of entity] during [reporting period] is (if applicable) applicable
available at [address of entity’s website].”
17AH(1)(c) Outline of mechanisms of disability reporting, Mandatory Part 5
including reference to website for further
information.
17AH(1)(d) Website reference to where the entity’s Information Mandatory Not
Publication Scheme statement pursuant to Part II applicable
of FOI Act can be found. (FOI exempt)
17AH(1)(e) Correction of material errors in previous Mandatory Appendix K
annual report. (if applicable)
17AH(2) Information required by other legislation. Mandatory Part 5 and
Appendices
Consistent with the determination issued to ASIO by the Minister for Finance under section 105D of the Public Governance,
Performance and Accountability Act 2013, the Director-General of Security has made deletions from the annual report tabled
in Parliament, including to Appendix Q, Appendix R and Appendix S.

APPENDICES | A
List of annual report requirements
under the ASIO Act
ASIO is required by section 94 of the ASIO Act to include in its annual report details of its
use of questioning warrants; special intelligence operation authorities; authorisations
for access to telecommunications data; technical assistance requests, technical
assistance notices and technical capability notices; use of special powers under
warrant and other powers; and international production orders.
Requirement Refer to
Statement on questioning warrants Appendix J

Statement on special intelligence operation authorities Appendix L
Statement on authorisations for access to telecommunications data Appendix M
Statement on use of technical assistance requests, technical assistance notices
and technical capability notices Appendix N
Statement on use of special powers under warrant and other powers Appendix O
Statement on international production orders Appendix P
Consistent with section 94(5) of the ASIO Act, the Minister for Home Affairs, on advice from the Director-General of Security,
has made deletions from the annual report tabled in Parliament, including to Appendix L, Appendix M, Appendix N,
Appendix O and Appendix P.

A| APPENDICES
Abbreviations and short forms

A D
AASB—Australian Accounting E
Standards Board
EFI—Espionage and foreign interference
AASB 16—Australian Accounting
ESO—Extended Supervision Orders
Standards Board Standard ‘Leases’
AAT—Administrative Appeals Tribunal F
ACSC—Australian Cyber Security Centre FOI Act—Freedom of Information Act 1982
AE—ASIO employee G
AEE—ASIO executive employee GST—Goods and services tax
ANAO—Australian National Audit Office H
APS—Australian Public Service HRTO—High Risk Terrorism Offenders
Archives Act – Archives Act 1983 HUMINT—Human intelligence
ASA—Adverse security assessment I
ASIO—Australian Security Intelligence IDP— Internally displaced person
Organisation
IGIS—Inspector-General of Intelligence
ASIO Act—Australian Security Intelligence and Security
Organisation Act 1979
IMVE—Ideologically motivated
ASIO Amendment Act—Australian Security violent extremism
Intelligence Organisation Amendment
Act 2020 Independent Reviewer—Independent
Reviewer of Adverse Security Assessments
B
INSLM—Independent National Security
C Legislation Monitor
CCSF—Commonwealth Child ISIL—Islamic State of Iraq and the Levant
Safe Framework
J
CCT—COVID-19 Coordination Team
K
CFITF—Counter Foreign
Interference Taskforce L
CIC—Capability Investment Committee M

CMT—Crisis Management Team
CPR—Commonwealth Procurement Rules

APPENDICES | A
N S
NABERS—National Australian Built SES—Senior Executive Service

Environment Rating System SME—Small and medium enterprises
NIC—National Intelligence Community SMMA—Service Management Maturity
NITRO—Notifiable Incidents, Threats and Assessment
Reportable Observations SRO—Senior Responsible Officer
NRVE—Nationalist and racist
T
violent extremist
TEO—Temporary Exclusion Orders
NSSIC—Naval Shipbuilding Sustainment
Identity Card U
NV—Negative Vetting US—United States
O V
OSB—Operation Sovereign Borders W
P X
PBS—Portfolio Budget Statement Y
PGPA Act—Public Governance,
Z
Performance and Accountability Act 2013
PGPA Rule—Public Governance,
Performance and Accountability Rule
PJCIS—Parliamentary Joint Committee on
Intelligence and Security
PSS―Public Sector
Superannuation Scheme
PSSap―Public Sector Superannuation
accumulation plan
PV—Positive Vetting
R
RAP―Reconciliation Action Plan
RMVE—Religiously motivated
violent extremism

A| APPENDICES
Glossary
adverse security assessment—ASIO malicious insiders—trusted employees or
recommends a prescribed administrative contractors who deliberately breach their
action that would be prejudicial to the duty to maintain the security of privileged
interests of a person be taken or not taken, information, techniques, technology,
such as the refusal of a visa or cancellation assets or premises
of a passport
radicalisation—the process by which an
aukus—the trilateral security partnership individual’s beliefs move away from a
between Australia, the United Kingdom rejection of violence to achieve societal or
and the United States political change towards an endorsement
or promotion of violence to achieve
communal violence—violence between
that change
different groups or individuals in the
Australian community that endangers sabotage—damaging or disruptive activity
the peace, order or good government against infrastructure—including
of the Commonwealth electronic systems—to undermine
Australia’s national security or advantage
espionage—the theft of Australian
a foreign power. Acts of sabotage are not
information or capabilities for passage
limited to irreversible, destructive attacks
to another country, which undermines
on physical infrastructure; they can
Australia’s national interest or advantages
include small-scale, selective and
a foreign country
temporary acts of degradation or
foreign interference—clandestine, disruption to networked infrastructure
deceptive or threatening activity
terrorism—a tactic employed by a group or
conducted on behalf of a foreign
individual that involves the use of violence
power which aims to affect political or
to achieve or advance a political, religious
governmental processes or is otherwise
or ideological goal
detrimental to Australia’s interests
violent extremism—includes ideologically
foreign power—a foreign government,
motivated violent extremism which
an entity that is directed or controlled
denotes support for violence to achieve
by a foreign government or governments,
political outcomes or in response to
or a foreign political organisation
specific political or social grievance/s and
investigation—the processes involved religiously motivated violent extremism
in collecting, correlating and evaluating which denotes support for violence to
information about individuals, groups oppose or achieve a specific social,
or other entities in order to understand political or legal system based on
known security threats or identify a religious interpretation
emerging ones

APPENDICES | A
Index
A C
Aboriginal and Torres Strait Islander 13, 81 Capability and Investment Committee 71, 72
academia 36 capability program iv, 12, 30, 31, 34, 35, 37, 38,
60, 61, 62
Administrative Appeals Tribunal (AAT) 78
clearances 54, 78
Adverse Security Assessments 75, 117, 120, 148
Comcare 130
advertising v, 86, 129, 146
Commonwealth Child Safe Framework (CCSF)
Africa 22, 46
87, 148
al-Qa‘ida 22
Commonwealth Electoral Act 1918 86
ASIO Corporate Plan 2021–25 32, 33, 35, 42, 45,
Commonwealth Fraud Control Framework 2017
49, 53, 57, 59, 61, 65
77
ASIO Corporate Plan 2022–26 39
Commonwealth Procurement Rules (CPR)
ASIO Ombudsman 82 83, 84, 148
Attorney-General/Attorney-General’s communal violence 11, 150
Department 42, 45, 135
consultancy contracts 83, 84, 144, 145
Audit and Risk Committee 71, 76, 77, 83
contracts 83, 84, 85, 102, 105, 143, 144, 145
AUKUS 4, 50, 54
Corporate governance v, 71, 142
AusTender 83, 144, 145
Counter-espionage and foreign interference
Australian Government Payments to 30, 38
Small Business 146
Counter Foreign Interference Taskforce (CFITF)
Australian National Audit Office (ANAO) 93 50, 51, 148
Australian Security Intelligence Organisation counter-terrorism 4, 12, 31, 35, 36, 39, 42, 43,
Act 1979 (ASIO Act) 11, 121 45, 46, 73, 75
Australia’s Disability Strategy 2021–2031 86 COVID-19 v, 4, 19, 20, 22, 24, 31, 73, 82, 129,
130, 148
Australia’s security environment 19
Criminal Code 43, 46, 75
B
Crisis Management Team (CMT) 73, 148
border integrity 11, 31, 33, 56, 57, 59
critical infrastructure 5, 51, 54
border security 12, 31, 35, 36, 57, 59
crowded places 47
budget 32, 37, 62, 67, 82, 97, 98, 99, 100, 106,
110, 111, 115, 116, 136 cyber espionage 21
Burgess, Mike 7, 12, 14, 29

business continuity 71, 73

A| APPENDICES
D F
Defence 4, 5, 11, 20, 21, 40, 52 Federal and High Court 78

defence industry 5, 21, 52 financial statements 67, 77, 82, 93, 95, 101, 146
defence system 11 foreign fighters 45
Department of Finance 84, 85, 86, 111, 122, 123, foreign intelligence 4, 11, 20, 33, 46, 48, 51, 52
124, 129, 145, 146
foreign intelligence service 51
Department of Foreign Affairs and Trade (DFAT)
foreign interference iv, 4, 5, 11, 12, 19, 21, 30,
42, 45, 46
31, 33, 35, 36, 38, 39, 40, 48, 49, 50, 51, 52, 53,
departmental capital budget 67, 111, 115 54, 73, 148, 150
Department of Home Affairs iii, 59, 117, foreign power/s 4, 5, 19, 20, 21, 24, 40, 150
118, 120
fraud control 77, 142
depreciation 67, 104, 110, 116
fraud risk assessment 77, 142
detention 75, 117, 119, 120
G
diaspora communities 4
gender 81, 126, 143
Director-General of Security iii, 7, 11, 12, 14, 29,
71, 72, 88, 93, 118, 121, 146, 147 Goods and Services Tax (GST) 148
disability 80, 86, 128, 146 governance v, 7, 37, 61, 62, 71, 72, 76, 77, 82,
121, 142
disruption 21, 71, 150
H
Diversity and Inclusion 80
Diversity and Inclusion Strategy 2021–24 80 High Risk Terrorism Offenders (HRTO)
43, 45, 148
diversity networks 80
Home Affairs iii, 32, 42, 45, 59, 75, 88, 93, 117,
E 118, 119, 120, 139, 147
electoral integrity 20, 50 I

electronic systems 21, 85, 150 ideologically motivated violent extremists/
espionage iv, 4, 5, 11, 12, 19, 21, 30, 31, 33, 35, extremism 4, 22, 23, 33, 41, 46, 150
36, 38, 39, 40, 48, 49, 50, 51, 52, 53, 54, 73, 150 immigration detention 75, 117, 119, 120
espionage and foreign interference iv, 12, 19, Independent National Security Legislation
30, 31, 33, 35, 36, 38, 39, 40, 48, 49, 50, 52, 53, Monitor (INSLM) 75, 148
54, 73
Independent Reviewer/Independent Reviewer
Executive Committee 71, 72, 76, 108, 109, 121 of Adverse Security Assessments v, 75, 117,
explosives 23 118, 119, 120, 148
external scrutiny v, 74, 142 Indigenous 80, 81, 143

Indonesia 22
industry 5, 21, 31, 33, 35, 36, 39, 40, 43, 46, 47,
48, 50, 51, 52, 62

APPENDICES | A
Influence and Impact Committee 5, 71, 72 O
Inspector-General of Intelligence and Security organisational structure 14, 140
(IGIS) 74, 75, 148
Outreach 14, 50, 51, 52
Internally Displaced Person (IDP) 44, 148
oversight 15
international law 75, 117
P
Iraq 22, 43, 148
Parliamentary Joint Committee on Intelligence
Islamic State of Iraq and the Levant (ISIL)
and Security (PJCIS) 46, 74, 83, 84, 149
22, 148
people smuggling 31, 33, 56, 57, 59, 118
Izz al-Din al-Qassam Brigades 46
people with a disability 128
J
performance measures 30, 31, 35, 36, 39
Jemaah Islamiyah 22
Portfolio Budget Statement (PBS) 141, 149
Joint Counter Terrorism Team 43
positive vetting 54, 149
K
private sector 4, 21
L propaganda 23, 24, 44
Leader of the Opposition 88, 139 prosecution/s 78
lone actor 3, 4, 23 protection visa 117, 118, 120
M prying minds 5, 52
malicious insiders 51, 150 Public Governance, Performance and

Accountability Act 2013 (PGPA Act) 29, 71, 77,
Middle East 22 93, 101, 106, 149
Mike Burgess 7, 12, 14, 29 public interest disclosure 82
Minister for Finance 77, 127, 146
Q
Minister’s Guidelines 75
Quad 4
minors 23, 43, 86, 87
questioning warrants v, 88, 135, 147
N
R
National Australian Built Environment Rating
System (NABERS) 133, 134, 138, 149 religiously motivated violent extremists/
extremism 22, 44, 150
National Intelligence Community (NIC) 54, 57,
59, 149 risk management 30, 37, 38, 65, 66, 71, 130
nationalist and racist violent extremists/ royal commission 7, 74

extremism 23
national security legislation 74

A| APPENDICES
S V
sabotage 5, 21 vetting 7, 15, 50, 54, 149

science and technology 20, 21 violent extremism 4, 22, 23, 33, 41, 44, 46, 136,
148, 149, 150
Security and Compliance Committee 71, 83
violent extremists 4, 19, 22, 23
security environment 11, 17, 19, 31, 34, 39, 44,
47, 54, 64 violent protest 4
Senate Estimates 7, 74 visa assessments 58
Senate Legal and Constitutional Affairs W
Committee 74
warrants v, 88, 135, 147
Senior Executive Service (SES) employees
125, 149 workforce v, 7, 73, 79, 80, 81, 86, 87, 126,
130, 136
small and medium enterprises (SME) 84, 85,
145, 149 work health and safety v, 130
small business 84, 145 Work Health and Safety Act 2011 88
South Asia 22 Workforce Plan 79
South-East Asia 22 workplace agreement 79
sovereignty 4, 19, 20, 21 X

special intelligence operation authorisations/ Y
authorities 88, 147
Z
stakeholder survey 42, 57, 59
Sunni violent extremist/extremism 22, 44, 136 zero tolerance 77
Syria 22, 43, 44, 45
technical assistance requests 88, 147

telecommunications data 88, 147
Temporary Exclusion Orders 46, 74, 149
terrorism laws 75
terrorist attack 23, 46
transparency 7, 66, 71, 104
universities 20

ASIO ANNUAL REPORT
2021–22
ANNUAL REPORT
2021–22
asio.gov.au

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ASIO ANNUAL REPORT

Creative Commons Attribution 3.0 Australia Licence Phone

Annual Report 2021–22 |

3 AUSTRALIAʼS SECURITY ENVIRONMENT AND OUTLOOK 17

| Annual Report 2021–22

Annual Report 2021–22 |

Annual Report 2021–22 | 3

Threats to our way of life Threats to life

4 | Annual Report 2021–22

Annual Report 2021–22 | 5

6 | Annual Report 2021–22

Rigorous oversight Mike Burgess

Annual Report 2021–22 | 7

Annual Report 2021–22 | 11

In 2021–22, ASIO pursued its purpose to Commitment to legality

ASIO’s accountable authority

Period as the accountable authority

Position title/ Date of

Mike Burgess Director-General 15 September 2019 N/A

12 | Annual Report 2021–22

Annual Report 2021–22 | 13

INTELLIGENCE SERVICE DELIVERY

COUNTER COUNTER THREAT AND DIGITAL AND HUMINT ANALYSIS

COUNTER COUNTER THREAT CAPABILITY AND HUMINT ANALYSIS AND

COUNTER COUNTER SECURITY COMPUTER STRATEGIC ANALYSIS AND

COUNTER COUNTER OUTREACH/T4 CLOSE ACCESS

Figure 1: ASIO’s organisational structure at 30 June 2022

14 | Annual Report 2021–22

ENTERPRISE SERVICE DELIVERY VETTING SERVICE

LEGAL SERVICES TECHNOLOGY ENTERPRISE STRATEGY AND PRIVILEGED

LEGAL ADVICE AND PLATFORMS AND FINANCE AND GOVERNANCE VETTING

ASSESSMENTS AND SOFTWARE AND INTERNAL GOVERNMENT PRIVILEGED

DATA PEOPLE ELECTRONIC

TECHNOLOGY LEARNING AND

Annual Report 2021–22 | 15

Major counter-terrorism disruption (nationalist and racist violent extremism)

Major counter-terrorism disruption (Sunni violent extremism)

Domestic terrorist attack

Major espionage and foreign interference disruption

18 | Annual Report 2021–22

Annual Report 2021–22 | 19

20 | Annual Report 2021–22

Annual Report 2021–22 | 21

Threats to life Challenges to the environment in

22 | Annual Report 2021–22

ASIO continues to see Australians drawn to nationalist and racist

Annual Report 2021–22 | 23

Text box 2: the online environment

The internet—primarily via social media and encrypted

24 | Annual Report 2021–22

Annual Report 2021–22 | 25

Annual Report 2021–22 | 29

Border security: impact of

ASIO capability program: Delivery of

30 | Annual Report 2021–22

Annual Report 2021–22 | 31

ASIO provided partners with During the reporting period,

Further examples demonstrating ASIO’s During 2021–22, ASIO shared