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© Commonwealth of Australia 2020
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ASIO Corporate Plan 2020–24 1|
Director-General’s introduction
I am pleased to present the Australian Security Intelligence Organisation’s (ASIO) Corporate Plan 2020–24, as required under section 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.
ASIO protects Australia and Australians from threats to their security. Our corporate plan lays out the framework for fulfilling this purpose and measuring our performance in financial years 2020–21 to 2023–24.
Australia’s security environment is complex, challenging and evolving.
Attempts at espionage and foreign interference are unprecedented in terms of scale, breadth and ambition. There are more foreign spies and their proxies operating in Australia now than at the height of the Cold War. Many of them have the intent, capability and persistence to cause significant harm to our national security.
All nations seek to influence other nations. When this happens in an open and transparent manner, it is not of concern. When it is conducted covertly or deceptively, however, it can be insidious, corrupting and malign. Foreign governments—and I emphasise the plural—are seeking to subvert our sovereignty and damage our national interests by interfering in our political system and the activities of Australia-based diaspora communities.
At the same time, the threat of terrorism remains unacceptably high. We know:
� Multiple terrorism offenders are scheduled for release from Australian prisons over the next five years.
� Around 80 Australians who travelled to Syria and Iraq to support extremist groups are still in the region, and some will bring their extremist ideology back to Australia.
� While Sunni Islamic extremism remains our principal concern, Neo-Nazi and other extreme right-wing groups are more organised, sophisticated and ideologically driven than before.
� Individuals in Australia continue to be radicalised, and the online dissemination of radicalising messages is reaching ever-younger targets.
Spies, terrorists and extremists are all seeking to take advantage of the COVID-19 crisis; whether by trying to exploit social and economic dislocation, or by increasing their attempts at espionage and foreign interference. In particular:
� Extremist ideology is spreading more quickly and widely as Australians spend more time online engaging with like-minded individuals.
� Spies and cyber criminals are stepping up their attempts to steal secrets, identities and financial resources as more Australians work from home using less secure networks.
ASIO counters these threats through the dedication of our staff—ordinary people who do extraordinary things—and our strong partnerships with law enforcement and national security agencies, governments, industry, academia and our international counterparts.
I am determined to ensure that ASIO continues to meet the expectations of the Australian people, the government, our stakeholders and our partners. Our corporate plan is an important instrument in this context: an embodiment of our commitment to accountability and transparency, and a strategy directing ASIO’s activities and resources so we may achieve our purpose. As Director-General, I seek to be as open as I can about ASIO’s work while safeguarding what needs to be protected.
While the security challenges facing our country are significant, ASIO remains determined to secure Australia and its people.
Mike Burgess Director-General of Security
ASIO Corporate Plan 2020–242 |
ASIO’s purpose
ASIO protects Australia and Australians from threats to their security.
Mike BurgessDirector-General of Security
Heather CookDeputy Director-General
Intelligence Service Delivery Group
Hazel BennettDeputy Director-General
Enterprise Service Delivery Group
ASIO
STR
ATEG
IC P
LAN
202
0–24
COUN
TER-
TERR
ORI
SM
Prot
ectin
g Au
stra
lians
from
po
litic
ally
mot
ivat
ed a
nd
com
mun
al v
iole
nce
COU
NTE
R–ES
PIO
NAG
E AN
D FO
REIG
N IN
TERF
EREN
CEPr
otec
ting
Aust
ralia
from
es
pion
age
and
fore
ign
inte
rfere
nce
BORD
ER S
ECU
RITY
Supp
ortin
g w
hole
-of-g
over
nmen
t e
orts
to p
rote
ct A
ustra
lia’s
bord
er
inte
grity
, inc
ludi
ng fr
om
peop
le sm
uggl
ing
REFO
RM P
ROGR
AM
Acce
lera
ting
our m
issi
on d
eliv
ery
GOVE
RNAN
CE A
ND
ACCO
UN
TABI
LITY
Com
mitm
ent t
o co
ntin
ual
impr
ovem
ent o
f ent
erpr
ise
man
agem
ent a
nd
gove
rnan
ce p
ract
ices
ASIO
pro
tect
s Aus
tralia
and
Aus
tralia
ns fr
om
thre
ats t
o th
eir s
ecur
ity
KE
Y P
RIO
RIT
IES
PU
RP
OS
E
EN
AB
LE
RS
VA
LUE
S
ET
HIC
AL
Embo
dy In
tegr
ity |
Bui
ld T
rust
EM
PO
WE
RIN
GEn
able
| I
nclu
de |
Col
labo
rate
EX
CE
LL
ING
Deliv
er V
alue
| D
rive
Acco
unta
bilit
y |
Ent
erpr
ise
Min
ded
CO
NT
EX
T A
ND
EX
TE
RN
AL
DR
IVE
RS
Geop
oliti
cal
and
othe
r gl
obal
shi�
sTe
chno
logi
cal
chan
geCo
mm
unity
ex
pect
atio
nsRe
sour
cing
La
bour
mar
ket
cons
trai
nts
Part
ners
hips
PEO
PLE
AND
CULT
URE
ASIO
’s pe
ople
wor
k to
geth
er
to le
vera
ge o
ur d
iver
se sk
ills
and
expe
rienc
e to
pro
tect
Au
stra
lia. W
e at
tract
, eng
age
and
reta
in th
e rig
ht p
eopl
e an
d le
ad th
em to
thei
r ful
l po
tent
ial.
SECU
RITY
ASIO
’s co
mm
itmen
t to
prot
ectin
g ou
r peo
ple,
so
urce
s and
cap
abili
ties,
ou
r equ
ities
and
thos
e of
our
pa
rtne
rs, a
nd th
e se
nsiti
ve
info
rmat
ion
we
hold
en
gend
ers t
rust
and
del
iver
s e
ectiv
e se
curit
y ou
tcom
es.
LEAD
ERSH
IP A
ND
INFL
UEN
CEAS
IO’s
succ
ess i
s un
derp
inne
d by
sta
who
ar
e m
issi
on fo
cuse
d,
oper
ate
as ‘O
ne A
SIO
’ an
d co
mm
unic
ate
as
a si
ngle
voi
ce.
RISK
AN
DGO
VERN
ANCE
ASIO
eng
ages
with
risk
in
all a
spec
ts o
f our
bus
ines
s.
Our
gov
erna
nce
fram
ewor
ks
enab
le fu
lly in
form
ed a
nd b
old
deci
sion
s whi
ch b
est p
ositi
on
us to
ach
ieve
our
mis
sion
.
TECH
NO
LOGY
AND
DATA
We
are
wor
king
to d
eliv
er
our i
ntel
ligen
ce m
issi
on w
ith
grea
tly in
crea
sed
spee
d an
d ac
cura
cy. W
e w
ill ra
pidl
y na
viga
te te
chno
logi
cal
adva
ncem
ent a
nd g
rasp
op
port
uniti
es to
inno
vate
. AS
IO d
eliv
ers v
alue
to
cust
omer
s and
par
tner
s by
mak
ing
sens
e of
com
plex
da
ta a
nd in
form
atio
n.
PART
NER
SHIP
S
ASIO
bui
lds e
ndur
ing
and
valu
ed st
rate
gic
part
ners
hips
to
incr
ease
the
reac
h an
d im
pact
of o
ur in
telli
genc
e e
orts
. Co
oper
atio
n is
bas
ed
on re
spec
t as w
e w
ork
toge
ther
w
ith o
ur p
artn
ers t
owar
ds
com
mon
obj
ectiv
es.
EV
OLV
ING
Adap
t |
Inno
vate
| E
ngag
e Ri
sk |
Cou
rage
ous
ASIO Corporate Plan 2020–24 5|
ASIO’s context and external driversASIO continues to operate in an environment characterised by uncertainty, and Australia remains impacted by serious security threats. While elements of these threats are constant, global developments—such as the COVID-19 pandemic, increasing political polarisation and major power dynamics—continue to shift their reach and effect on Australians.
The character of terrorism will evolve and take on a more dispersed and diverse face, creating new security challenges. Ideologues promoting violence to further their goals seek to do Australia harm.
The level of threat to Australia and its interests from foreign espionage and interference activities continues in its unprecedented breadth, scale and ambition. Foreign actors seek information about Australia’s capabilities, research and technology, and domestic and foreign policy. They will target all levels of government and industry, and continue attempts to influence Australian communities, media representatives and government officials.
At the same time, a range of threats continue to challenge Australia’s border integrity. ASIO will continue to work with our partners to ensure security risks to Australia’s border integrity are identified and mitigated.
ASIO’s challenge is to adapt to these shifts in our operating environment so we continue to secure Australia. ASIO will innovate and accelerate delivery of our mission through digitisation; our commitment to accountability, governance and business acumen; and our work with trusted partners to leverage and achieve national security outcomes.
We operate in a data-rich world. In response to the high volume and velocity of data and information, we will continue to evolve our analytic capabilities—deploying digital technologies, automation and artificial intelligence to strengthen human decision-making. Leveraging these capabilities will allow us to operate at the speed and scale necessary to detect and respond to threats as they emerge.
Recruiting the right talent will be challenged by sharp competition for in-demand skills. Identifying, recruiting and retaining critical specialised skill sets in a market contested by both government and industry will require flexibility in our workforce model. To meet this challenge, we will design our work, and our workforce, to continually adapt to meet our evolving mission priorities.
ASIO works as part of a team. Many of the challenges we face are shared, and we will develop solutions by working with our partners in the Home Affairs portfolio, the Office of National Intelligence and the National Intelligence Community, Australia’s law enforcement agencies, and our international counterparts. As Australia’s security service, we rely particularly on the continued trust of the Australian people to do our work. Our commitment to strong, independent oversight is unwavering, as is our desire to be transparent about ASIO’s activities where we can.
ASIO Corporate Plan 2020–246 |
Key priorities and performance objectivesASIO will advance its purpose for the period 2020–24 through a series of key priorities. Our performance against these priorities will be measured through a combination of quantitative and qualitative methods, including defined targets, case studies, external surveys and stakeholder feedback, and identified milestones.
Counter-terrorismASIO protects Australians from politically motivated and communal violence. We do this by collecting intelligence here and overseas; analysing and investigating terrorism threats; and providing advice to, and working with, partners to strengthen public safety and intervening to disrupt attacks.
Counter–espionage and foreign interferenceASIO protects Australia from efforts by hostile foreign intelligence services to undermine Australia’s democratic systems and institutions. We do this by collecting intelligence to detect and deter espionage and foreign interference activities targeting Australian interests here and overseas, investigating threats and advising government and industry partners as we work with them to foster institutional and community resilience.
Border security ASIO supports whole-of-government efforts to protect Australia’s border integrity through intelligence collection and investigations into people smuggling activities. We provide unique analysis of, and security advice on, complex visa applications and other movements of goods and people, to advance the efforts of our partners in maintaining Australia’s economic and national security interests.
Reform programASIO is committed to accelerating the delivery of our mission through improvements to our technology. ASIO’s reform program will modernise our data analytics and increase the speed and scale of our discovery and investigative work; and deliver reforms across the Organisation to improve effectiveness in our decision-making, resolve threats quickly and drive down risk.
Governance and accountabilityHigh levels of public trust are critical to ASIO’s operations and the effective and efficient delivery of our purpose. ASIO achieves this through strict compliance with the law, stringent application of policies and procedures, and our active cooperation with external oversight. ASIO is committed to the continual improvement of our enterprise management and governance practices to assure Australians that we pursue our work with integrity and accountability.
ASIO Corporate Plan 2020–24 7|
Performance measuresImpact definitions*—the definitions to be shared with key stakeholders when determining what level of impact our advice (operational and/or policy) has had on their decision-making.
LOW MEDIUM HIGH
Our advice provided little or no context, and did not influence your decision-making.
Our advice provided context; was relevant and practical; and, influenced your decision-making.
Our advice was timely and relevant; practical, focused and provided or enabled exercisable options; and directly informed and shaped your decision-making.
Advice—for the purposes of this performance framework, ‘advice’ encompasses all forms of communication to the Australian Government, government agencies, and industry and community sector stakeholders that conveys ASIO’s expertise, intelligence, assessments, priorities and recommendations on security matters.
* Impact definitions relate to counter-terrorism, counter–espionage and foreign interference and border security measures.
Counter-terrorism1. 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.
Targets: (% and impact level)
2020–21 2021–22 2022–23 2023–24
80%; HIGH 80%; HIGH 80%; HIGH 80%; HIGH
Rationale: ASIO’s advice to partners within government, the national security community, industry and community sectors provides the knowledge and understanding that enables them to respond appropriately to security threats.
Methodology: Annual survey of key stakeholders who each meet the following criteria:
� drawn from Commonwealth agencies;
� ongoing, frequent recipient of ASIO counter-terrorism advice; and
� engaged in developing policy responses to terrorism.
2. 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.
Targets: (% and impact level)
2020–21 2021–22 2022–23 2023–24
80%; HIGH 80%; HIGH 80%; HIGH 80%; HIGH
Rationale: ASIO’s advice to partners within government, the national security community, industry and community sectors provides the knowledge and understanding that enables them to respond appropriately to security threats.
Methodology: Annual survey of key stakeholders who each meet the following criteria:
� drawn from Commonwealth and state levels, as well as stakeholders in private enterprise;
� ongoing, frequent recipient of ASIO counter-terrorism advice; and
� engaged in counter-terrorism operational activities, managing security risks, and/or disrupting terrorism activities that threaten Australia’s security.
ASIO Corporate Plan 2020–248 |
Counter–espionage and foreign interference 3. Impact of 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.
Targets: (% and impact level)
2020–21 2021–22 2022–23 2023–24
70%; MEDIUM 80%; MEDIUM 70%; HIGH 80%; HIGH
Rationale: ASIO’s advice to partners within government, the national security community, industry and community sectors provides the knowledge and understanding that enables them to respond appropriately to security threats.
Methodology: Annual survey of key stakeholders who each meet the following criteria:
� drawn from Commonwealth agencies and departments;
� ongoing, frequent recipient of ASIO counter–espionage and interference advice; and
� engaged in developing policy responses to the counter–espionage and interference threat.
4. Impact of 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.
Targets: (% and impact level)
2020–21 2021–22 2022–23 2023–24
70%; MEDIUM 80%; MEDIUM 70%; HIGH 80%; HIGH
Rationale: ASIO’s advice to partners within government, the national security community, industry and community sectors provides the knowledge and understanding that enables them to respond appropriately to security threats.
Methodology: Annual survey of key stakeholders who each meet the following criteria:
� drawn from Commonwealth and state levels, as well as stakeholders in private enterprise;
� ongoing, frequent recipient of ASIO counter–espionage and interference advice; and
� engaged in counter–espionage and interference operational activities, managing security risks, and/or disrupting counter–espionage and interference activities that threaten Australia’s security.
ASIO Corporate Plan 2020–24 9|
Border security5. Impact of 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.
Targets: (% and impact level)
2020–21 2021–22 2022–23 2023–24
70%; MEDIUM 70%; MEDIUM 80%; MEDIUM 90%; MEDIUM
Rationale: ASIO’s advice to partners within government, the national security community, industry and community sectors provides the knowledge and understanding that enables them to respond appropriately to security threats.
Methodology: Annual survey of key stakeholders who each meet the following criteria:
� drawn from Commonwealth agencies;
� ongoing, frequent recipient of ASIO advice relating to border integrity, or security-sensitive areas or substances; and
� engaged in developing policy responses to serious threats to Australia’s border integrity, or security-sensitive areas or substances.
6. Impact of 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.
Targets: (% and impact level)
2020–21 2021–22 2022–23 2023–24
70%; MEDIUM 70%; HIGH 80%; HIGH 90%; HIGH
Rationale: ASIO’s advice to partners within government, the national security community, industry and community sectors provides the knowledge and understanding that enables them to respond appropriately to security threats.
Methodology: Annual survey of key stakeholders who each meet the following criteria:
� drawn from Commonwealth agencies;
� ongoing, frequent recipient of ASIO advice relating to border integrity, or security-sensitive areas or substances; and
� engaged in actions and activities that seek to disrupt and defend against serious threats to Australia’s border integrity, or security-sensitive areas or substances.
ASIO Corporate Plan 2020–2410 |
ASIO reform program 7. IT Service Management maturity performance measure
Measure: Benchmarking ASIO’s maturity for IT service management against an industry standard. Once benchmarked, develop a plan to increase ASIO’s maturity for IT service management to the desired level, within the set timeframe.
Targets: 2020–21 2021–22 2022–23 2023–24
Establish baseline To be determined on development of plan to increase maturity of IT service management. To be included in Corporate Plan 2021.
To be determined on development of plan to increase maturity of IT service management. To be included in Corporate Plan 2021.
To be determined on development of plan to increase maturity of IT service management. To be included in Corporate Plan 2021.
Rationale: Through benchmarking our IT service management maturity, and developing a plan to increase that level where necessary, ASIO will be better positioned to extract value from our investments in technology in support of our mission.
Methodology: During financial year 2020–21, an assessment of ASIO’s maturity for IT service management—against an industry standard—will be undertaken. Once this level of maturity has been determined a plan will be developed to increase this maturity level to a desired point within an established timeframe.
8. Staff satisfaction with workflow improvements
Measure: The percentage of employees who agree (using a seven-point scale):
1. The workflow improvements have led to either (a) a reduction in the manual work previously required of them or (b) the streamlining of duplicative processes.
2. The tool support, developed as part of the workflow improvements, has made it easier for them to resolve issues themselves.
3. Bringing the workflow on-system has provided consistency and visibility to the work done.
Targets: (Percentage and level)
These targets will apply to the areas of the Organisation whose workflow has been updated, rather than the whole of the Organisation
2020–21 2021–22 2022–23 2023–24
50% of staff in affected area ‘Somewhat agree’ or higher for all three categories
50% of staff in affected area ‘Agree’ or higher for all three categories
75% of staff in affected area ‘Agree’ or higher for all three categories
60% of staff in affected area ‘Strongly agree’ for all three categories
Rationale: ‘Easy-win’ workflow improvements will allow our staff to focus their time and effort on mission delivery. Understanding whether our efforts towards optimising mission delivery using streamlined and automated workflows have been successful in the eyes of the key stakeholder—our employees— will assist us in discovering outstanding requirements and determining next steps.
Methodology: Voluntary survey of all staff in the area impacted by the workflow changes. Surveys will be conducted within one month of the release of a new workflow, and then subsequently within six months of a release of workflow.
ASIO Corporate Plan 2020–24 11|
Governance and accountability9. Compliance framework maturity
Measure: The maturity of ASIO’s compliance framework across the Organisation’s obligations including, but not limited to, inquiries and investigations, safety and security, and finances.
Targets: 2020–21 2021–22 2022–23 2023–24
Establish baseline To be determined on development of plan for improvement. To be included in Corporate Plan 2021.
To be determined on development of plan for improvement. To be included in Corporate Plan 2021.
To be determined on development of plan for improvement. To be included in Corporate Plan 2021.
Rationale: ASIO is committed to the highest standard of ethics and compliance with all applicable laws, regulations, rules and policies. ASIO’s commitment is demonstrated through maturing our compliance framework.
Methodology: Perform a compliance maturity assessment across the Organisation, with ASIO’s maturity level to be measured against identified industry standards (to be determined once the activity commences). Once determined, a plan for improvement and/or maintenance of ASIO’s compliance maturity will be developed, which will include revised measures and targets.
.
ASIO Corporate Plan 2020–2412 |
EnablersPeople and cultureASIO’s people work together to leverage their diverse skills and experience to protect Australia. We attract, engage and retain the right people, and support the development of their full potential. To deliver trusted intelligence to secure Australia, we are investing in our people to meet future workforce needs; ensuring capacity to meet current and future threats; maximising the benefits of our technology investments; and managing workforce affordability.
SecurityOur commitment to protecting our people, information, operations, capabilities and partner equities engenders trust and is critical in the delivery of our mission. The challenges to physical, information and personnel security in ASIO’s operating environment are complex. We will continue to develop adaptive and contemporary security practices to meet these challenges.
Leadership and influenceASIO’s success depends on staff who are mission focused and operate as ‘One ASIO’. In an environment characterised by ambiguity, our people must lead change with confidence at all levels. To do this, we are equipping our people to better develop strategy, translate mission into action, engage with risk, and manage staff and costs to deliver security outcomes. Our unique expertise and insights position us to work with Australian communities to foster security resilience, and our knowledge and capabilities inform whole-of-government policy settings.
Risk and governanceASIO engages with risk in all aspects of our business. Our governance frameworks enable fully informed and bold decisions which best position us to achieve our mission. We will continue to improve our robust risk and governance frameworks which empower deliberate, lawful and accountable actions and advice.
Technology and dataASIO is evolving its approach to technology in response to rapid change and growth in the volume and variety of data involved in ASIO’s activities. Our use of automation is critical to our ability to respond to threats, but it will not replace human decision-making. Accountability—which has always been central to ASIO’s work—will continue to be as important in the digital age. Improvements in our technology state and use of data will enable us to detect and respond to emerging threats at speed and to advise our partners with confidence.
PartnershipsASIO builds enduring and valued strategic partnerships to increase the reach and impact of our intelligence efforts. Cooperation is based on respect as we work together with our partners towards common objectives. We share our unique expertise to train and empower our partners where we can, jointly develop technical collection and communications platforms, enhance interoperability, and deliver improved national security outcomes.
ASIO Corporate Plan 2020–24 13|
Risk management and oversightThe Director-General is responsible for ensuring ASIO maintains an appropriate system of oversight and management to enable its productive engagement with risk to deliver security outcomes. Our enterprise risk management framework ensures we engage with risk in all aspects of our business, and apply a sophisticated understanding of risk management practices to identify, measure and respond to risks and opportunities.
Risk, and risk management, is a necessary part of ASIO’s business. Every person in ASIO must understand and engage with risk each day. The Executive Committee is ASIO’s peak governing body, advising the Director-General on matters requiring executive decision-making. The Executive Committee’s purpose is to provide oversight of all ASIO activities, including the effective management of ASIO’s risks. The Executive Committee sets and reviews the Organisation’s risk appetite and tolerance, determines whether ASIO’s overall level of risk is acceptable, and considers whether risk management structures, systems and processes remain effective.
The Executive Committee is supported in its consideration of ASIO’s risk by:
� a Security and Compliance Committee, chaired by Deputy Director-General Intelligence Service Delivery; and
� a Capability and Investment Committee, chaired by Deputy Director-General Enterprise Service Delivery.
The Audit and Risk Committee provides independent assurance and advice to the Director-General, including on ASIO’s enterprise risk management framework and internal controls for effective identification and management of risks.
Security and Compliance Committee
chaired by:Deputy Director-General
Intelligence Service Delivery
Capability andInvestment Committee
chaired by:Deputy Director-General
Enterprise Service Delivery
EXECUTIVE COMMITTEE
Audit and Risk Committee
chaired by the Director-General of Security
chaired by an independent external member
ASIO Corporate Plan 2020–2414 |
Key risksBecause of ASIO’s unique context and critical role in protecting Australia’s security, it manages a range of significant and complex risks:
MissionRisks to the delivery of our missions—counter-terrorism; counter–espionage and foreign interference; and border security.
FinancialRisks to money, assets and resources, including our financial sustainability and delivery of value for money.
CapabilityRisks to the development and maintenance of ASIO’s unique capabilities, including technologies, data, facilities, partnerships, people and operational capabilities.
Health and safetyRisks to the health, safety and wellbeing of our staff, partners, affiliates and the public.
SecurityRisks to the preservation of ASIO’s capabilities, information and activities from disclosure.
Legal and proprietyRisks to compliance with laws, regulations, direction from government, international obligations, internal procedures or standards of propriety.
ReputationRisks to the level of trust in ASIO and our influence with government, partners and the public.