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Bureau of Meteorology—Report for 2021-22
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Annual Report 2021-22 Trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia - all day, every day.
The Bureau of Meteorology Annual Report 2021-22 www.bom.gov.au
Our vision To be an organisation of global standing, that is highly valued by the community for our pivotal role in enabling a safe, prosperous, secure and healthy Australia.
Our mission To provide trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia - all day, every day.
Our strategy Our Strategy is focused on four pillars of success:
Impact and value
Products and services that benefit the Australian community and drive competitive advantage for businesses and industries.
Operational excellence
Outstanding people, science, systems and infrastructure, working together for maximum simplicity, productivity and agility.
Insight and innovation
Deep understanding, creative thinking and enduring partnerships that generate novel solutions for our customers and our organisation.
The Bureau way
One enterprise, that is safe and diverse, where our people grow and are empowered to excel, and where our customers come first, trust us and consider that we are a pleasure to work with.
1 Introduction
Letter of transmittal
Office of the CEO
The Hon Tanya Plibersek MP Minister for the Environment and Water Parliament House CANBERRA ACT 2600
Dear Minister
As the accountable authority for the Bureau of Meteorology (the Bureau), I am pleased to present the Annual Report of the Bureau of Meteorology for 2021-22. The report details our ongoing efforts to provide trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia - all day, every day. The report has been prepared in accordance with section 46 of the Public Governance, Performance and Accountability Act 2013 which requires that you present the report to the Parliament.
In accordance with the Public Governance, Performance and Accountability Rule 2014, I certify that the Bureau has a fraud risk assessment and fraud control plan, and has in place appropriate fraud prevention, detection and investigation procedures for dealing with, recording and reporting fraud, and that all reasonable measures have been taken to deal appropriately with fraud relating to the Bureau.
Yours sincerely
Dr Andrew Johnson FTSE FAICD CEO and Director of Meteorology
21 September 2022
Brisbane Office | GPO Box 413, Brisbane QLD 4001 Australia | T: +61 7 3239 8700 | www.bom.gov.au | ABN 92 637 533 532
3
Contents
Introduction and summaries Letter of transmittal 1
The Bureau at a glance 5
Community impacts 8
2021-22 Snapshot 10
National weather event summary 14
Section 1—Overview 21
Review by the CEO and Director of Meteorology 21
Agency overview 28
Section 2—Annual Performance Statement 33 Annual Performance Statement 2021-22 33
Section 3—Group Performance 55
Community Services 55
Business Solutions 72
Data and Digital 88
Science and Innovation 98
Enterprise Services 112
A
ustralian Climate Service 122
R
ecognition of performance 127
Section 4—Organisational Management 131 Bureau of Meteorology Organisational Chart 132
C
orporate governance 134
C
orporate responsibility 148
P
eople management 163
F
inancial resource management 182
Section 5—Financial Statements 191
Financial Statements 2021-22 191
Section 6—Appendices 233
Glossary 233
L
ist of requirements 237
I
ndex 244
5 Introduction
The Bureau at a glance
Our purpose Our purpose is defined by our mission:
To provide trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia - all day, every day.
To achieve our purpose - across the domains of weather, water, climate, oceans and space weather - we:
⢠monitor and report on current conditions ⢠provide forecasts, warnings and long-term outlooks ⢠analyse and explain trends ⢠foster greater public understanding and use of the information we provide ⢠continue to extend our understanding of, and ability to forecast,
Australian conditions.
Our vision Our vision is:
To be an organisation of global standing, that is highly valued by the community for our pivotal role in enabling a safe, prosperous, secure and healthy Australia.
Our strategy Our strategy is focused on four pillars of success:
Impact and value
Products and services that benefit the Australian community and drive competitive advantage for businesses and industries.
Operational excellence
Outstanding people, science, systems and infrastructure, working together for maximum simplicity, productivity and agility.
Insight and innovation
Deep understanding, creative thinking and enduring partnerships that generate novel solutions for our customers and our organisation.
The Bureau way
One enterprise, that is safe and diverse, where our people grow and are empowered to excel, and where our customers come first, trust us and consider that we are a pleasure to work with.
6 Annual Report 2021-22
Authority The Bureau operates under the authority of the Meteorology Act 1955 and the Water Act 2007. The Bureau is an Executive Agency under the Public Service Act 1999, and a non-corporate entity under the Public Governance, Performance and Accountability Act 2013. The Meteorology Act 1955 requires the Bureau to fulfil Australia’s international obligations under the Convention of the World Meteorological Organization (WMO) and related international treaties and agreements.
Portfolio and ministers At 30 June 2022, the Bureau operated within the Agriculture, Water and the Environment Portfolio reporting to the Minister for the Environment and Water, the Hon Tanya Plibersek MP.
Funding The Bureau receives the majority of its funding from the Australian Government ($315.7 million in 2021-22). Additional revenue ($90.0 million in 2021-22) was derived from other sources, including the sale of goods and services. More information is provided in the Financial resource management chapter (p.182) and in the Agriculture, Water and Environment Portfolio Budget Statements 2021-22.
Under the Portfolio Budget Statements, the Bureau is responsible to the Australian Government for Program 1.1 - Bureau of Meteorology, and for delivering the following outcome:
Enabling a safe, prosperous, secure and healthy Australia through the provision of weather, water, climate, ocean and space weather services.
Top: Meteorologists Karna Nair and Brendan McMahon at RAAF Base Scherger setting up a portable AWS during Talisman Sabre 2021; Bottom: SES fire trucks during the Treeton fire, 19 February (Image courtesy: Sean Blocksidge, Wallcliffe Volunteer Fire Brigade)
7 Introduction
Our staff As at 30 June 2022, the Bureau had 2161 total staff, including 1456 ongoing staff, 235 non-ongoing staff and 470 contractors, and over 4600 volunteer observers who help maintain Australia’s climate record. More information can be found in the People management chapter (p.163).
Bureau staff are located across Australia, on remote islands and in Antarctica. The Bureau’s Victorian Office in Melbourne is the centre for administrative and operational activity. We observe and forecast from the Antarctic to north of the equator, and from the Indian Ocean to the Pacific. More information on the location of our staff and services is provided in the Agency overview (p.28).
Our values The values that guide our behaviours are:
⢠safety
⢠integrity
⢠customer focus
⢠passion and tenacity
⢠responsibility
⢠humility.
More information on the Bureau’s values can be found in the Agency overview (p.28).
8 Annual Report 2021-22
Community impacts The Bureau is entirely focused on providing products and services that benefit the Australian community and drive competitive advantage for businesses and industries. Here are some of the ways the Bureau contributes to a safe, prosperous, secure and healthy Australia.
Our severe weather warnings
⢠alert Australians to protect themselves and their property from severe weather such as tropical cyclones, thunderstorms and damaging winds
⢠warn communities to prepare for and respond to the effects of flooding, including making timely evacuations
⢠support the emergency services in carrying out effective emergency and disaster preparation, response and recovery.
Our fire weather warnings
⢠alert the community to weather conditions conducive to the spread of dangerous bushfires
⢠help state and territory fire agencies in predicting fire conditions and making decisions about total fire ban days
⢠allow emergency services to pre-position personnel and equipment to minimise fire damage.
Our marine and ocean services
⢠support safety at sea and inform search and rescue operations
⢠support business operations in offshore oil and gas, fishing and aquaculture industries
⢠help fishers, boaters and water sports enthusiasts to stay safe and plan their trips on the water.
Our aviation and defence forecasts and warnings
⢠facilitate safe and efficient aviation sector operations
⢠inform flight planning and fuel load decisions
⢠provide alerts on hazardous weather and atmospheric conditions such as volcanic ash
⢠support Australia’s defence operations in Australia and overseas by delivering specialised forecasting and advisory services.
Our UV forecasts and heatwave warnings
⢠help Australians avoid dangerous UV exposure, to protect against skin cancer
⢠help protect vulnerable Australians against heat exhaustion and heatstroke
⢠alert health authorities to periods of heightened demand, to allow for activation of heatwave management plans.
9 Introduction
Our climate maps and information
⢠help Australians to understand the nation’s climate patterns, climate trends and variations, and climate-related risks
⢠report on rainfall deficiencies and support drought assistance programs
⢠support insurance claims processes
⢠support the development of climate-appropriate infrastructure.
Our water and environmental information services
⢠underpin water planning, water use and efficiency and water allocations
⢠guide investment in and maintenance of water infrastructure, and aid decision-making in water supply and irrigation activities
⢠support the management of ecosystems.
Our seasonal climate outlooks
⢠help farmers make decisions about crop planting, fertiliser application, stock management, fodder and water restocking strategies
⢠allow emergency managers to prepare the community ahead of bushfire and tropical cyclone seasons
⢠help retailers and tourist operators to tailor their activities to seasonal variations.
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Our extreme temperature, sunlight and wind forecasts
⢠allow energy market operators to forecast power demand, particularly during heatwave conditions
⢠support the renewable energy sector by informing site selection, production potential and energy output estimates from solar, wind and hydropower installations
⢠support activities in the construction and transport industries.
Our everyday weather forecasts
⢠help Australians to plan their sporting and outdoor activities
⢠help individuals and families to organise their daily commutes
⢠help tourism operators and event managers to optimise their activities and events, and to prepare contingencies when required.
Our space weather forecasts
⢠help defence, aviation, energy and space industries to manage and mitigate the impacts of space weather
⢠help Australians understand how events beyond the Earth’s atmosphere impact upon our technology, including radio communications, and the near-Earth space environment.
2021-22 snapshot
Eye on the environment
67
weather surveillance radars
724
automatic weather stations
~6300 rainfall stations
13
wind profilers
38
upper air balloon stations
13
solar observatories and terrestrial radiation monitoring sites
6
ozone monitoring sites
32
wave buoys
41
sea level stations
21
space weather observation stations
30+
satellites operated by international partners
5400+
hydrological monitoring stations operated by the Bureau and its partners
4600+ volunteer observers
What we
delivered
~700 000 public forecast services
165 000+ marine safety broadcasts
24 000+ weather and ocean warnings
6200+ flood watches and warnings
21 000+
fire weather forecasts and warnings
2.33 million aviation forecast products
111
critical event briefings to the Australian Government Crisis Coordination Centre
500 000+ climate graphs and charts
186
peer-reviewed scientific journal articles published
250+ climate briefings
268
locations in the seasonal streamflow forecasts service
1 0 Annual Report 2021-22
The reach of our services
over 973 000 Facebook followers
over 747 000 Twitter followers
over 187 000 Instagram followers
8.1 million total BOM Weather app downloads (since launch)
6.4 million BOM Weather app downloads in June 21 - June 22
~808 million visits to the Bureau website
~10 000 responses to media enquiries
200
media releases issued
~97%
of the population covered by a Bureau radar
~92%
of the population within 20 km of a Bureau automatic weather station
Our service highlights
95.6%
of routine forecast products delivered on schedule
99.0%
uptime of automatic weather stations
97.6% uptime of weather radars
98.6% uptime of wind profilers
99.9% uptime of the Australis supercomputer
Top 5
performance of ACCESS among global forecasting models
17.3 minutes average time from earthquake to tsunami bulletin
73%
of users satisfied with the BOM Weather app
+47
Net Promoter Score for community customers
+76
Net Promoter Score for emergency management customers and partners
1 1 Introduction
12 Annual Report 2021-22
How we performed The Bureau’s performance is measured against 19 success measures. For each measure, a critical assessment determines whether the Bureau’s performance met expectations, partially met expectations or did not meet expectations. For more information see the Annual Performance Statement (p.33).
Impact and value
The financial and social value we deliver to government, industry and the Australian community.
Performance met expectations
The levels of satisfaction and trust our customers and partners have in us and the way we interact with them.
Performance met expectations
Our reputation among our customers and partners, and within the Australian community.
Performance partially met expectations
The level of uptake of our services by new customers and the return rate from existing customers.
Performance met expectations
The conversion rate from ideas to opportunities to customer outcomes.
Performance met expectations
Operational excellence
Our delivery to customer requirements. Performance met
expectations
Internationally benchmarked levels of capacity utilisation, product and service performance, system reliability, resilience and speed to market.
Performance met expectations
Our delivery to budget. Performance met
expectations
Independent verification of the quality of our services. Performance met expectations
The levels of workforce skill and competency benchmarked with our peers and against accepted international standards.
Performance met expectations
Insight and innovation
The depth, breadth and quality of our external partnerships and collaborations.
Performance met expectations
Our innovation maturity is reflected in our strategy, culture, processes and systems.
Performance partially met expectations
The quality of our scientific publications, benchmarked internationally.
Performance met expectations
The speed of delivery from concept to prototype and from prototype to customer acceptance.
Performance partially met expectations
Feedback from staff, customers and partners on our capacity to innovate.
Performance partially met expectations
The Bureau way
Our performance benchmarked internationally against work health, safety and environment best practice.
Performance met expectations
Feedback from staff and customers on the alignment of our stated intent with our actual behaviours and actions, especially those of our senior leaders.
Performance met expectations
A diverse and inclusive workforce, benchmarked against the community.
Performance partially met expectations
The number and outcomes of collaborative and whole-of-enterprise activities.
Performance met expectations
13 Introduction
14 Annual Report 2021-22
National weather event summary
July 1: Heavy fog covered Sydney and caused major delays to ferry services.
4: Strong winds and heavy rain in southwest Western Australia resulted in flash flooding in the western suburbs of Perth, with more than 150 callouts for the State Emergency Service.
18: Heavy rain - mainly over north-eastern New South Wales - resulted in minor to moderate flooding across the border in southern Queensland, including in the Macintyre River at Goondiwindi.
20: A cold front brought damaging winds to central and eastern agricultural districts of South Australia, with gusts over 80 km/h recorded at several locations. A tornado damaged homes in Adelaide’s northeast.
24: Multiple fast-moving tornadoes brought down trees and damaged property south of Adelaide. Small hail fell across the Adelaide Hills, covering the ground in ice.
24: Hobart experienced coastal inundation due to storm surge and high tide.
27-28: Damaging winds lashed Victoria, bringing down trees in the Dandenong Ranges and resulting in thousands of homes left without power across the State.
August 1: Strong winds brought down trees and damaged powerlines in the Perth metropolitan area.
4-7: Moderate flooding for the lower Macintyre River in Queensland downstream of Goondiwindi.
15: Widespread damaging winds impacted much of Tasmania, and damaged roofs, brought down trees, and halted Bruny Island ferry services.
23: Flooding occurred in various inland New South Wales rivers, with moderate flood warnings issued for the Macquarie River at Bathurst and the Belubula River at Canowindra.
24: Widespread snowfalls were reported across parts of New South Wales, including at Guyra, Cooma, in the Blue Mountains, and in the Central Tablelands.
September 1: Thick fog blanketed parts of southeast and central Queensland, including around Brisbane and the Sunshine Coast.
17-20: Cold fronts crossing Victoria generated strong and gusty winds and brought snow to low levels, including in the Macedon and Yarra Ranges, at Mount Baw Baw, around Ballarat and in the Dandenong Ranges.
23-24: Strong and gusty winds affected Tasmania and snow settled to low levels in western and southern areas, and over the Central Plateau, including down to 100 m in the Hobart area.
1 5 Introduction
29-30: Severe thunderstorms affected parts of New South Wales, with damaging winds, heavy rain, and hail. Giant hail (5 to 7 cm in diameter) was reported 40 km north of Bourke and a tornado was observed at Clear Creek, near Bathurst.
30: Severe thunderstorms brought giant hail to parts of southern and southeast Queensland, with 6 cm hail reported on the western Darling Downs.
October 14: A tornado was observed at Armidale in New South Wales, with reports of damage to buildings and cars.
17-22: Severe to extreme heatwave conditions with temperatures over 40 °C affecting the Northern Territory Top End.
19: Severe thunderstorms in Queensland brought giant hail, up to 16 cm in diameter, at Yalboroo (between Mackay and Proserpine), including the largest hailstone with a verified measurement in Australia.
19: Strong winds brought down trees and powerlines, leaving hundreds of homes without power in Perth suburbs.
20: A severe thunderstorm moved through Coffs Harbour and Sawtell in New South Wales, resulting in extensive damage to homes and the Toormina shopping centre, and leaving hail in drifts up to 30 cm deep on the ground.
21: Heavy rain led to localised flash flooding at Brisbane Airport and a weak tornado damaged buildings around the Port of Brisbane and Brisbane Airport.
22: Large fires burnt southeast of Halls Creek in the Tanami Desert near the Western Australia/Northern Territory border, leaving black scars on the landscape.
28-29: Damaging winds affected Victoria, with the strongest wind gust of 146 km/h recorded at Wilsons Promontory Lighthouse. Victoria’s State Emergency Service received more than 2000 calls for help, mostly for fallen trees and building damage. Parts of the State were left without power.
November 1-30: Australia experienced its wettest November on record. Record-high November rainfall totals were also observed at numerous sites in New South Wales, Queensland and South Australia.
3: At St Arnaud in Victoria’s Wimmera, a storm cell dumped 1.5 times more rain than the November average in a 2-hour period, resulting in significant flooding and evacuations.
6: Heavy rain and hail resulted in crop damage and flooding in South Australia’s Riverland region. Storms brought heavy rainfall to the northern and eastern suburbs of Melbourne and caused flash flooding in some south-eastern suburbs.
9: Storms caused damage to the North Coast railway line north of Rockhampton in Queensland.
10: Alice Springs Airport in the Northern Territory recorded its wettest November day on record, with the Todd River bursting its banks.
11-30: Major flooding occurred across large areas of inland New South Wales and large areas of Queensland, before renewed rainfall from the 21st caused further flooding.
13-15: Canberra Airport experienced 3 consecutive days of maximum temperatures of 14 °C or below; the first time this has been recorded in Canberra in November.
1 6 Annual Report 2021-22
14: Strong and gusty winds impacted Victoria and the State Emergency Service responded to more than 300 calls, mostly for fallen trees, and hundreds of homes were left without power. A wind gust of 130 km/h was recorded at the Wilsons Promontory Lighthouse.
22: Tropical cyclone Paddy formed to the southeast of Christmas Island; the first tropical cyclone of the 2021-2022 season in the Australian region.
December 1-31: The north of Western Australia experienced severe heatwave conditions several times during the month. Marble Bar recorded a total of 16 days with maximum temperatures of 45 °C or above; the highest count for the location for December on record and the second-highest count for any month.
1: Severe thunderstorms developed in Victoria, with the most significant impacts experienced in the Greater Melbourne area. Heavy rainfall and flash flooding occurred in Maribyrnong where a rainfall total of 37 mm was recorded in 30 minutes.
15: A line of severe thunderstorms and strong winds brought down trees across Canberra, resulting in widespread power outages.
19: Severe winds affected broad areas of eastern Australia, with gusts over 100 km/h recorded at several locations in Victoria, New South Wales and Tasmania. Damage to trees and structures was reported across parts of New South Wales and Victoria. The State Emergency Service received almost 600 requests for assistance in Sydney’s northern beaches.
24-26: A heatwave in Western Australia saw many locations near the west coast record at least 3 consecutive days with maximum temperatures at 40 °C or above, and Perth had 4 consecutive days of 40 °C - a first for December. Several sites observed their highest December temperature on record and/or warmest December night on record. Some sites observed daily record temperatures for any time of the year.
24-29: Geraldton Airport recorded 6 consecutive days with maximum temperatures of 40 °C or above, its longest such run in December and the equal second-longest run for any month at Geraldton Airport, with records extending back to 1941.
25-31: A tropical low pressure system, which would go on to become tropical cyclone Seth, brought heavy rainfall to parts of the Northern Territory and Queensland. Daily rainfall records for December were set at numerous sites in the Top End of the Northern Territory between the 25th and 28th. Extreme rainfall continued in northern Queensland, including 345 mm at Kowanyama over 2 days.
January 1-7: Tropical cyclone Seth fell below cyclone strength on the 1st, with the remnant tropical low bringing extremely heavy rain around Gympie in the Wide Bay-Burnett region of Queensland on the 7th. Major flood warnings were issued for the Mary River after rainfall totals more than 600 mm over the catchment, moderate flood levels were reported on the Burnett River, and flooding affected parts of Bundaberg.
3: In Canberra, approximately 16 000 people were left without power after thunderstorms brought strong winds and hail up to 3 cm in diameter.
17 Introduction
9-12: Tropical Cyclone Tiffany formed on the 9th to the northeast of Cooktown in Queensland and crossed the coast near Cape Melville on the 10th before weakening. After crossing the Cape Yorke Peninsula, the system re-intensified to Category 2 over the Gulf of Carpentaria and crossed the Northern Territory coast near Port Roper on the 12th. High winds brought down trees in the path
of Tiffany as far inland as Katherine.
13: Temperatures of more than 50 °C were observed along the northwest coast of Western Australia. Onslow Airport recorded a maximum temperature of 50.7 °C; a high temperature record for Western Australia and equal to the highest temperature on record for Australia.
20: A bushfire burnt through about 2000 hectares of blue gum forest at Coles, near Lucindale in South Australia.
18-23: Severe-intensity to extreme-intensity heatwave conditions affected the west coast of Western Australia, from the Pilbara to the South West coast. Perth Metro had 6 consecutive days reaching at least 40 °C; the longest run for any month in 123 years of official Perth records.
20-27: The remnants of ex-tropical cyclone Tiffany brought heavy rain to Central Australia as it moved south, with widespread moderate to heavy rainfall impacting local transport networks and necessitating lengthy detours on some transport routes. Intense rainfall across parts of pastoral and southern South Australia between the 20th and 24th resulted in flash flooding, with parts of the State receiving more than 4 times their average January rainfall. Further storms, heavy rain, flash flooding, and large hail were experienced in western and central Victoria on the 26th and 27th.
February 1: A likely tornado hit Brown Plains in Queensland during a short-lived supercell storm, damaging houses in Logan and leaving more than 27 000 residents without power.
1-2: Severe supercell thunderstorms impacted Brisbane and Moreton Bay, and brought intense rainfall and a short-lived tornado. Delays to transport, damage to buildings, downed trees and power outages resulted.
4-6: Heatwave conditions in the west of Western Australia contributed to Extreme to Catastrophic fire danger, with ignitions across the South West Land Division leading to multiple fires (see p.69). In the South West region, 5000 hectares were burnt and property was destroyed at Bridgetown and Denmark. In the Wheatbelt region, 40 000 hectares were burnt and at least one house was destroyed in the Corrigin and Bruce Rock area.
11: One house was destroyed in Jerramungup, southeast of Perth, as fires ignited by lightning burnt through around 900 hectares.
15: A fire in the Franklin-Gordon Wild Rivers National Park in Tasmania burnt through at least 300 hectares, threatening a globally significant stand of ancient Huon pines.
22-28: Intense rainfall on already saturated catchments led to flash flooding and riverine flooding across large areas of southeast Queensland, the Wide Bay, Burnett and Sunshine Coast regions, as well as parts of New South Wales (see p.59). More than 30 rainfall stations reported 6-day totals in excess of 1000 mm, with the highest totals recorded mostly between the Gympie region and Numinbah. Widespread major flooding resulted across southeast Queensland, including on the Mary River at Gympie which reached its highest levels since 1893. Major flooding occurred in northeast New South Wales from the 27th, with the Lismore levee overtopping on the 28th, and the river level exceeding the March 1974 peak and leading to numerous rescues.
26-28: Tropical cyclone Anika formed northeast of Kalumburu in Western Australia and reached Category 2 before crossing the coast east of Kalumburu. It reformed as a Category 1 system over water and crossed the coast again as a tropical low near Sandfire in the Pilbara region on 2 March.
1 8 Annual Report 2021-22
Late February to March: Widespread coral bleaching occurred during a marine heatwave. Impacts were variable across multiple regions ranging from minor to severe, with reefs around Townsville most heavily impacted.
March 1-9: Heavy rain occurred across coastal New South Wales with the development of an east coast low in early March. Record flood peaks occurred at Lismore on the Wilsons River, along the Tweed River, and at Coraki and Woodburn on the Richmond River. Major flooding was observed for parts of Sydney including the Hawkesbury-Nepean River at North Richmond and Windsor. Showers and thunderstorms continued to impact flood-affected areas as another east coast low brought widespread rainfall and renewed flooding.
4: Heavy showers and storms developed in south-western Victoria, with very heavy falls and localised flash flooding experienced in Melbourne’s eastern suburbs.
9: Darwin equalled its hottest March day on record, reaching 36.0 °C.
14-15: Thunderstorms developed over West and South Gippsland, bringing very heavy falls. Severe thunderstorm extended to parts of the Wimmera/Mallee, through West Gippsland, and across the eastern suburbs of Melbourne.
21-25: Tropical cyclone Charlotte formed in open water off the Western Australia coast, rapidly intensifying to a Category 4 cyclone on the 22nd before weakening as it moved further southwest. Charlotte remained offshore for its duration and did not directly impact the Australian mainland or island communities.
22: Storms brought very heavy rain to the Gold Coast in Queensland as more than 300 mm was recorded in 24 hours at some locations.
28-30: Storms brought very heavy rain to the Gold Coast in Queensland, with more than 300 mm recorded in 24 hours at some locations on the 28th. Major flood warnings were issued for the Myall Creek, Narran River and Condamine River, with major flooding occurring at Dalby and Warra on the 29th. Major flood warnings were also issued for the Tweed, Richmond, Clarence, Bellinger, and Wilsons rivers in New South Wales. Lismore residents were evacuated after floodwater entered the city’s central business district for the second time in a month, with Byron Bay, Ballina and other Northern Rivers towns also experiencing flash flooding.
April 2: High tides and dangerous swell flooded over Sydney’s beaches and battered sea walls, with hazardous surf warnings issued as boats within Sydney Harbour were ripped from moorings.
3-4: Significant rain fell over Gippsland, with major flood warnings issued for several catchments.
1 9 Introduction
6-7: Rain across the New South Wales central and southern coasts and adjacent inland areas fell on already wet catchments and resulted in a period of renewed flooding, with evacuation orders affecting more than 2000 residents across Greater Sydney on the 7th.
May 6: Thunderstorms with heavy rain and strong winds affected south-eastern Tasmania, with gusts over 100 km/h at several locations, and some stations observing high daily rainfall records for May. Flash flooding was also reported as around 2800 properties lost power and the State Emergency Service reported almost 100 calls for assistance.
10-14: Daily rainfall records were observed across much of the eastern half of Queensland, northern Queensland, and parts of New South Wales. Large areas of Queensland received 2 to 8 times the average monthly total for May by the middle of the month. Flooding affected parts of Queensland, from the coastal northern tropics to areas of the Central West, and southeast Queensland.
17: Significant snowfalls were observed across the Victorian Alps, with snow falling across elevated parts of Victoria, New South Wales and Tasmania.
23: A tornado was reported at Beenong, 300 km southeast of Perth.
27: Thick fog blanketed Sydney’s CBD and south-western suburbs, with some morning ferry services cancelled.
31: Damaging winds hit parts of southern Queensland, leaving thousands of properties without power in the southeast and Darling Downs.
June 1-6: Persistent rain fell across Tasmania, southern Victoria, and the New South Wales Southern Tablelands, with maximum temperatures around 2-3 °C below average across large areas. In South Australia, heavy rainfall, flash flooding and damaging winds impacted Adelaide and the Mount Lofty Ranges.
1: Snow fell to as low as 800 m above sea level in the Central Tablelands of New South Wales, including around Blayney, Bathurst, Oberon and west of Lithgow, as well as the southern ranges.
4-5: In the Victorian alpine regions, up to 50 cm of snow was reported in 48 hours, with several ski resorts opening a week earlier than usual.
5: Strong winds and heavy rain hit Adelaide, with flash flooding affecting houses and commercial properties.
12: Hazardous surf warnings were issued for much of the New South Wales coast as waves up to 4.7 m impacted Sydney’s beaches and waves surged onto the promenade behind Bondi Beach.
16: A road weather alert was issued due to significant fog around south-eastern and central parts of Queensland, including the Brisbane metropolitan area.
2 1
Section 1: Overview
Review by the CEO and Director of Meteorology
Dr Andrew Johnson, FTSE FAICD
I am very pleased to present the Bureau’s achievements in 2021-22, a year that has seen significant challenges for our nation. The Bureau again delivered on our mission of providing trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia - all day, every day. I am immensely proud of and grateful for our people, whose efforts this year have demonstrated their great dedication, determination and resilience in delivering our services in the face of the very many personal and professional challenges.
2 2 Annual Report 2021-22
We have completed the final year of our Strategy 2017-2022, which has strengthened our customer focus and driven a step change in the impact and value we create for the Australian community. Our staff have shown great commitment and determination in achieving this Strategy over the past five years and have continually demonstrated that we are ‘one Bureau’. We have created solid foundations that we can build on into the future.
During 2021-22, we continued with the three major transformation initiatives that are delivering on our strategic intent. Implementation of the Public Services Transformation Program continued, reinvigorating how we work and how we support our partners and communities to make decisions that better protect lives and property. The program continued to deliver product and service improvements for heatwaves, floods, fire weather and tropical cyclones, and implement a national operational footprint for the Bureau that is stronger and more resilient.
We completed the fifth year of the ROBUST Program to ensure the security, stability and resilience of our information and observing technologies. Significant milestones for the program in 2021-22 included completing physical security upgrades for the Bureau’s observing technology assets right across Australia, completing the transition of a range of functional capabilities that uplift service delivery and making significant progress in developing an updated Bureau website. Implementation of the Business Systems Transformation Program continued to stabilise and modernise the Bureau’s core corporate systems, streamline service delivery and reduce red tape.
The Australian Climate Service was established in 2021-22 and is responsible for connecting and leveraging the Australian Government’s extensive climate and natural hazard data, information and advice into a single national view. In its first year of operation, the Australian Climate Service focused on providing data and expert advice to better equip Emergency Management Australia and the National Recovery and Resilience Agency to protect Australians, the places we live, and our economy from natural hazards and disasters. During the year, the Australian Climate Service established a North Queensland team in Townsville, providing meteorologists, hydrologists and community engagement officers to strengthen support for the local community before, during, and after natural disasters.
The 2021-22 year was much warmer than average and was marked by several periods of flooding in New South Wales and Queensland. The national average total rainfall for the period was 9 per cent above the 1961-90 climatological average of 509.4 mm per annum. The national average mean temperature was 0.96 °C above the 1961-90 climatological average, the eighth warmest financial year since national records began in 1910.
La Niña in the tropical Pacific Ocean influenced the Australian climate for much of the year leading to warmer and wetter conditions for many parts of Australia. The Bureau declared the La Niña in November, and it persisted through the summer before ending in June.
We released our Annual Climate Statement in January, with the 2021 calendar year Australia’s coolest year in nearly a decade. By the end of 2021, and for the first time in five years, no large parts of the country were experiencing rainfall deficits and drought conditions.
Many parts of Australia were affected by severe weather during the year. The thoughts of all Bureau staff are with those communities who have been adversely impacted by the weather over the last 12 months.
Australia’s wettest November on record brought record-high November total rainfall to numerous sites in New South Wales and Queensland. During the month, periods of heavy rainfall contributed to flash flooding and riverine flooding across eastern and south-eastern Australia. Bureau and Australian Climate Service staff provided extensive support to the community and to partner and emergency services agencies throughout 2021-22 in response to some of the most significant flooding events in decades. Minor to major flooding occurred across 49 river systems,
2 3 Overview
with major flooding across 17 river systems at 41 locations, and record flooding was observed across several locations along the Northern Rivers coast of New South Wales.
Extreme multi-day rainfall and significant flooding affected south-eastern Queensland and eastern New South Wales in February and March. The intense and sustained rainfall across the region led to flash flooding and riverine flooding, extending from Maryborough in Queensland to Grafton in New South Wales. Some areas of south-eastern Queensland, such as the Mary River at Gympie, recorded their highest flood peaks since 1893.
Rain falling onto already wet catchments in New South Wales saw a renewed period of flooding in April, with evacuation orders affecting more than 2000 residents across Greater Sydney. In May, daily rainfall records were observed across eastern and northern Queensland and parts of New South Wales, with flooding in Queensland’s coastal northern tropics, Central West and southeast.
This year saw nine named cyclones in the Australian region. Two tropical cyclones - Charlotte and Vernon - reached Category 3 intensity (severe tropical cyclone) while in the Australian region, and two - Anika and Tiffany - crossed the Australian coast as tropical cyclones.
The Bureau continued to engage, inform and educate Australians about our weather and climate throughout 2021-22. Our social media channels proved especially effective for promoting public safety campaigns on the risks and impact of severe weather, as well as building better understanding of hazards and our forecasting and warning services.
Through a prolonged severe weather season, our structured and agile approach to communicating with customers in impacted communities across multiple states was clear and timely. In collaboration with governments and key emergency services partners across states and territories, our advice was straight forward, informative and action oriented.
The Bureau’s Hazards Services Forum continued to demonstrate deep collaboration with our emergency management partners in 2021-22 and provided the opportunity for senior emergency services representatives to provide forthright feedback on the current and future direction of our services.
Meteorologist Sarah Scully provides a severe weather update in January as ex-tropical cyclone Tiffany is forecast to intensify and impact communities in the Northern Territory.
24 Annual Report 2021-22
The inaugural meeting of the Bureau’s Science Advisory Committee was held in November, with the international experts conducting a peer review of the Bureau’s science and providing recommendations for areas of focus in the future.
The Bureau made a range of improvements to its products and services and strengthened its underpinning scientific capability and ways of working throughout 2021-22. The Bureau’s city-scale, tropical cyclone and ocean models were enhanced, our volcanic ash prediction capability was improved, and the second-generation ACCESS-based seasonal prediction system - ACCESS-S2 - became operational in October after several years of development. A range of new products and services were released in 2021-22, including (but not limited to) the new heatwave warning service, a new damaging surf warning for Victoria, the new Australian Water Outlook website, and an upgrade of warning products to better comply with the Common Alerting Protocol standard for construction of emergency alert and warning messages.
We strengthened our ways of working during the year, including through a significant upgrade to our forecast production tool - the Graphical Forecast Editor (GFE). We completed the transition from multiple state instances to a national operational approach, significantly increasing our operational resilience. We also strengthened delivery of our flood services through the transition to a new national approach and completed the transfer of our high-impact flood, marine, climate and weather services to dedicated Environmental Prediction Service teams.
The BOM Weather app continued to be Australia’s most widely used weather application, with several key features added during the year, including spatial warnings, push notifications and technical enhancements.
Throughout 2021-22, the Bureau delivered vital products and services to its customers and improved its offerings despite the continued disruptions caused by the COVID-19 pandemic. With the support of the Australian Government, the Bureau maintained the full suite of services required by the aviation sector in 2021-22 and sustained the extensive network of observing equipment at airports across Australia. This continuity of service was critical in maintaining a safe environment for pilots and airlines, and helped to support the sector’s recovery.
We reinvigorated our space weather capability in 2021-22 to better safeguard the Australian community and industry sectors at greatest risk from the effects of space weather and established the Space Launch Meteorological Service to support emerging Australian launch providers and operators. The Bureau worked closely with the Australian Space Agency in the development of the 2021 Earth Observation Roadmap and articulated an ambition for an Australian operational meteorological satellite capability in the 2030s. This Roadmap is part of a series of roadmaps under the National Civil Space Strategy and aims to be a guide for the Australian industry over the next decade.
The Bureau continued to provide ongoing services to Australia’s national security sector, including providing support for key training activities such as Exercise Talisman Sabre, and providing integrated geospatial data and services to the UK military in support of Operation FORTIS.
We provided services to support the agriculture and water sectors in 2021-22, as well as making service improvement such as the enhanced Murray-Darling Basin Water Information Portal and piloting Climate Services for Agriculture (CSA) platform to help Australian farmers to better adapt to climate variability.
The Bureau continued to provide a range of services to Australia’s energy and resources sectors, including providing dedicated specialist meteorology support embedded in the Australian Energy Market Operator (AEMO).
The Bureau supported several international development activities during the year, including the response to the eruption of the Hunga Tonga-Hunga Ha’apai volcano in December and completion of the five-year Papua New Guinea Capacity Development Program.
2 5 Overview
We continued to deliver initiatives and activities in support of our values, and in alignment with The Bureau Way in 2021-22.
We launched our new Innovate Reconciliation Action Plan in January, which sets out our vision for reconciliation and the actions we are committed to undertaking in order to embed reconciliation within our organisation. In line with our Reconciliation Action Plan, the Bureau’s Cape Grim Baseline Air Pollution Station was renamed Kennaook/Cape Grim Air Pollution Station in April. Use of Kennaook as part the station’s official name was endorsed by the Circular Head Aboriginal community to honour their ancestors and serve as a reminder of the area’s rich First Nations history.
We undertook a wide range of initiatives during the year to help build an inclusive and empowering workplace, holding a series of events and campaigns to raise awareness, recognise, and celebrate diversity.
We commenced implementation of actions in response to an independent review of the Bureau’s enterprise learning and development capability, including the establishment of an Enterprise Learning Framework. The Bureau continued to deliver a comprehensive and integrated program of initiatives to support the formal development of our leadership capability.
The Bureau developed an Information Technology Strategic Plan 2022-2027 and Observations Ecosystem Roadmap during year - both are foundational documents that chart the course for our information and observations technology capabilities over the coming years.
The Bureau’s observing network underwent a range of enhancements in 2021-22, including the delivery of new weather radars at Hillston and Yeoval in New South Wales, and at Taroom and Greenvale in Queensland, and upgrades to radars at Broome (Western Australia) and Darwin Airport (Northern Territory) as part of our observation network modernisation program.
The Bureau’s new Doppler weather radar in Greenvale, Queensland.
26 Annual Report 2021-22
Upgrades were also completed on four existing automatic meteorological balloon launching systems (AMBLS) and new space weather ionosondes were piloted.
During the year we also implemented a centralised cyber security system to help us protect, monitor, and manage access to our observing equipment sites around Australia and completed the rollout of a new Enterprise Asset Management System to better leverage our observing network assets and related IT equipment.
The Bureau further strengthened its relationships with a range of customers, partners and stakeholders during 2021-22. In November, the Bureau and the Climate Change Authority entered into a Strategic Relationship Agreement to enhance and streamline the advice on climate policy provided to government. In February, the Bureau and Hydro Tasmania (HydroTas) renewed their Strategic Relationship Agreement for a further four years. In May, the Meteorology Five Eyes Community of Practice - the Bureau, United States Air Force, UK Met Office, UK Ministry of Defence, New Zealand Meteorological Services and Canadian Meteorological Services - established an agreement to work on related challenges in support of our respective national security agencies.
I am deeply honoured to lead an organisation that delivers such crucial services to our communities, governments and industries when it matters most. A wide range of our customers, partners and stakeholders provided positive and constructive feedback over the year, on the quality and delivery of our products, services and advice, the professionalism, dedication and excellence of our staff, and the new technologies and channels we continue to implement. This feedback is vital in identifying and prioritising what and how we improve our products and services to ensure we maximise the impact and value we have for Australia.
2022-23 will present challenges and opportunities for us, and we remain committed to bringing to bear our unique and important capabilities in serving the Australian community.
2 7 Overview
Financial results The Bureau reported an operating surplus of $46.7 million, excluding depreciation for 2021-22, against a budgeted operating surplus of $18.8 million. This surplus is largely due to own-source revenue used for assets, as well as externally generated project activity and lower supplier expenditure.
After including depreciation, the operating result was a deficit of $73.5 million in 2021-22, compared to a deficit of $152.6 million in 2020-21. This deficit was expected, as the Bureau - like all Australian Government agencies - is not funded for depreciation, but instead receives a separate asset capital injection.
Total revenue for 2021-22 was $405.7 million, of which $315.7 million was funded as appropriation from government, and $90.0 million was related to own-source income and other income.
Operating expenditure for 2021-22 was $479.2 million, primarily made up of employee costs (42.0 per cent), supplier costs (31.7 per cent) and asset-related operating costs which included depreciation and amortisation (25.1 per cent).
The Bureau managed a significant portfolio of assets in 2021-22 valued at $1201.7 million. Of this, $921.6 million related to fixed and intangible assets including land and buildings, plant and equipment, and computer software. As part of our ongoing asset investment and replacement program, the Bureau invested $181.0 million in asset acquisition and construction (excluding right-of-use assets) to support its service delivery to Australia. Funding for capital investment was mostly provided by government through departmental capital and equity-based funding. Other investments made by the Bureau were primarily funded from own-source revenue.
Outlook for 2022-23 In 2022-23, we will commence delivery of our new Strategy 2022-2027. This will build on the considerable achievements of the last five years and seek to amplify and accelerate the impact and value we provide to Australian communities, industries and governments.
We will focus on products and services that are even more personalised, contextualised, localised, and convenient. We will also provide greater service flexibility, assisting Australians in accessing our data and information assets for their own specific needs while working side-by-side with customers to provide the knowledge, insights and wisdom required for enhanced decision-making. We will also work across government to respond to national and international risks and opportunities and to support Australia’s position and contribution to the global community, especially in the Indo-Pacific.
To achieve these objectives, we will continue to evolve our business while ensuring the safety, security, resilience, and relevance of our core operations. We will continue to adopt new ways of working, collaborating nationally and internationally to achieve common goals and place greater focus on workforce agility to move quickly and seamlessly between priorities for maximum effectiveness.
Underpinning our efforts are our people, whose expertise and experience are fundamental to delivering the high-quality products and services on which Australians depend. To continue to attract and retain the right people, we will ensure the Bureau remains an employer of choice, recognising the needs of each staff member and equipping them with the tools, skills and opportunities to grow and excel.
We will continue to build a culture of customer service and collaboration, where we work as one enterprise for the benefit of our nation. We will retain a strong commitment to the respect of Aboriginal and Torres Strait Islander peoples and culture, both in the services we deliver and in our operations that span every part of the Australian continent, island and overseas territories, including Antarctica.
28 Annual Report 2021-22
Agency overview
Role and functions The Bureau of Meteorology (the Bureau) is Australia’s national weather, climate and water agency, providing a wide range of products and services to support informed decision-making by governments, emergency services, industry and the community.
The Bureau’s products and services include a range of observations, forecasts, warnings, analyses and advice covering Australia’s atmosphere, water, ocean and space environments. Its expertise and services assist Australians to manage and live safely and productively within their natural environment.
The Bureau is one of the few organisations in Australia that touches the lives of all Australians every day. Since 1908, the Bureau has proudly provided an extraordinary array of products and services that have contributed to economic prosperity, public safety and community wellbeing. The knowledge of, and insights into, Australia that the Bureau gained over this period are unique and irreplaceable. For more information on how the Bureau meets its obligations to the Australian community see the Corporate responsibility chapter (p.148).
Authority The Bureau operates under the authority of the Meteorology Act 1955 and the Water Act 2007, which together provide the legal basis for its activities. The Bureau must also fulfil Australia’s international obligations under the Convention of the World Meteorological Organization (WMO) and related international meteorological treaties and agreements.
The Bureau is an Executive Agency under the Public Service Act 1999 (Public Service Act) and a non-corporate Commonwealth entity under the Public Governance, Performance and Accountability Act 2013 (PGPA Act). Under the Public Service Act, the Director of Meteorology has the powers and responsibilities of an Agency Head.
At 30 June, the Director of Meteorology reported to the Minister for the Environment and Water, the Hon Tanya Plibersek MP.
Meteorology Act 1955 Water Act 2007
Minister for the Environment and Water
The Bureau of Meteorology
At 30 June, the Bureau operated within the Agriculture, Water and the Environment Portfolio reporting to the Minister for the Environment and Water.
2 9 Overview
Location The Bureau’s services span the Australian region encompassing the mainland, Tasmania and Australia’s offshore islands and territories (including the Australian Antarctic Territory), and the surrounding oceans and seas. For some Bureau services the span is even greater. For example, the Bureau’s Volcanic Ash Advisory Centre is responsible for an area that includes the volcanically active regions of Indonesia, Papua New Guinea and the southern Philippines. As a partner in the Joint Australian Tsunami Warning Centre, the Bureau provides threat information to National Tsunami Warning centres of other Indian Ocean countries.
Bureau staff are located across Australia, on remote islands and in Antarctica. The Bureau’s Victorian Office in Docklands, Melbourne, is a centre for administrative and operational activity, and provides overall national strategic planning, management and coordination of the Bureau’s services.
Gove
Giles
Tindal
Cairns
Townsville
Broome
Learmonth
Alice Springs
Perth
Sydney
Hobart
Darwin
Brisbane
Canberra
Melbourne
Sale
Oakey
Pearce
Kennaook / Cape Grim
Williamtown
Wyndham
Warruwi
Dampier
Albany
Watheroo
Newdegate
Geraldton
Esperance
Carnarvon
Kalgoorlie
Halls Creek
Port Hedland
South Doodlakine
Namoi
Moree
Yeoval
Ceduna
Woomera
Rainbow
Mildura
Grafton
Laverton
Hillston Newcastle
Mt Koonya
Yarrawonga
Mt Gambier
Brewarrina
Bairnsdale
Wollongong Wagga Wagga Terrey Hills
West Takone
Captains Flat
Buckland Park
Sellicks Hill
Weipa
Bowen
Taroom
Mackay
Gympie Warrego
Emerald
Mount Isa
Longreach
Greenvale
Gladstone
Hervey Range
Mt Stapylton
Mornington Island
o
Davis
Casey
Mawson
Norfolk Island
Willis Island
Macquarie Island
Lord Howe Island
Cocos Island
Location of Bureau-staffed workplaces and radars.
Staffed workplace
Radar
3 0 Annual Report 2021-22
Organisational structure For 2021-22, the Bureau was structured into five Groups, each with defined accountabilities and responsibilities. The Bureau’s CEO and Director of Meteorology was also the Accountable Authority for the Australian Climate Service. For more detail on the governance of the Bureau and an organisational chart, see the Corporate governance chapter (p.132).
Staff As at 30 June 2022, the Bureau had 2161 total staff, including 1456 ongoing staff, 235 non-ongoing staff and 470 contractors. Many staff work around the clock to provide surveillance, forecast and warning services 24 hours a day, every day of the year. Detailed information on the Bureau’s staff and the management of human resources is provided in the People management chapter (p.163).
Values In delivering products and services to its customers, Bureau staff individually and collectively uphold the Australian Public Service values of impartiality, commitment to service, accountability, respectfulness and ethical conduct. These values guide our behaviours and how we treat our customers, our partners and each other. The following Bureau-specific values and behaviours determine what is important and bind us together as an organisation and as colleagues.
Safety
We are committed to actively improving the health and wellbeing of our people, and strive for zero harm.
Integrity
Our integrity is founded on trust, honesty and reliability.
Customer focus
We listen to our customers, understand their needs and are invested in their success. We strive to provide them with an outstanding experience. We are a pleasure to work with and can be relied upon to deliver.
Passion and tenacity
We are proud of our heritage, who we are, what we do and where we are headed. We deliver in times of crisis. Our deep commitment to our nation’s wellbeing drives our success.
Responsibility
We understand and accept our responsibilities. We learn from success and failure. We hold each other to account for our actions and results.
Humility
We are humble in our dealings with each other and our customers. We help each other and operate as one enterprise.
3 1 Overview
Customers, partners and stakeholders The Bureau works with a broad range of customers, partners and stakeholders across all sections of the community, and provides special services to an extensive range of federal, state and local government departments and agencies. These services support emergency management (including prevention, preparedness and response), agriculture, aviation, land and marine transport, energy and resources operations, climate policy, water management, defence and foreign affairs.
The Bureau’s weather, climate and water information supports business decisions across all manner of activities - from planting to harvesting, excavation to construction, and operational planning. Sector-specific applications of the Bureau’s products and services are essential, and benefit all Australians.
Every day, millions of Australians use the Bureau’s information to help make decisions about activities that are affected by the weather, and in emergency situations, the Bureau’s services enable individuals, families, businesses and communities to make informed decisions about evacuating or preparing themselves for potential or imminent danger.
The national and international meteorological and scientific community is another vital partner, as cooperation through sharing global weather observations and research efforts is an essential and integral part of the Bureau’s operations.
Other Bureau stakeholders include government ministers and the Parliament, the Australian science community, the media, staff and suppliers.
For information on engagement and outreach activities refer to the Corporate responsibility chapter (p.148).
The Bureau’s primary stakeholders.
3 3
Section 2: Annual Performance Statement
Introductory statement I, Andrew Johnson, as the Accountable Authority of the Bureau of Meteorology present the Bureau’s 2021-22 Annual Performance Statement as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). In my opinion, the Bureau’s Annual Performance Statement accurately reflects the Bureau’s performance in achieving its purpose for the year ended 30 June 2022 and complies with subsection 39(2) of the PGPA Act.
Dr Andrew Johnson CEO and Director of Meteorology
6 September 2022
3 4 Annual Report 2021-22
Performance framework The Bureau operates within the enhanced Commonwealth performance framework in accordance with the PGPA Act.
In 2021-22, resources were provided to the Bureau through the Government budget process as documented in the Portfolio Budget Statements (PBS) for the Agriculture, Water and Environment Portfolio. This states the outcome of the Bureau and includes high-level performance requirements. The 2021-22 PBS for the Agriculture, Water and Environment Portfolio are available at www.dcceew.gov.au/about/reporting/budget.
To provide more detail, the PGPA Act requires each Commonwealth agency to produce a corporate plan at the beginning of the cycle that sets out its purpose, strategies for achieving its purpose and how success will be measured. The Bureau’s purpose, as defined by its mission, is to provide trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia — all day, every day. The Bureau’s Corporate Plan 2021-22 is available online at www.bom.gov.au/inside/Corporate_Plan_2021-22_Accessible_Version.pdf.
At the end of the reporting cycle, agencies are required to produce an annual performance statement and assess the extent they have succeeded in achieving their purpose. The Bureau’s performance is measured using the 19 success measures outlined in its Corporate Plan 2021-22.
This section reports on the Bureau’s results for 2021-22 against the purpose and performance criteria published on pages 14-18 of the Bureau’s Corporate Plan 2021-22 and on pages 191-192 of the 2021-22 PBS for the Agriculture, Water and Environment Portfolio.
Portfolio Budget Statements 2021-22
2021-22 performance
Corporate Plan 2021-22 1 July 2021
Annual Report 2021-22 30 June 2022
Annual Performance Statement
3 5 Annual Performance Statement
Analysis of performance against agency purpose For 2021-22, the Bureau performed satisfactorily against the performance indicators identified in its Corporate Plan, as detailed in the performance results. The Bureau’s performance met expectations against 14 measures and partially met expectations against 5 measures, indicating that the Bureau has been largely successful in delivering its priorities and planned achievements for the year, in line with its purpose.
The Bureau’s performance results were achieved in the context of a challenging and dynamic operating environment. This is likely to continue for 2022-23 and the outlook period (2023-24 to 2025-26) as the Bureau seeks to continue to amplify and accelerate the value it provides to Australian communities, industries and governments.
Important factors affecting the Bureau’s performance include:
⢠changes in Australia’s climate, including more frequent and more intense weather extremes that place greater pressure on the environment and those that work on the land
⢠increased community risk from extreme weather as the population increases, urban settlement patterns continue to concentrate in coastal areas, and public and private infrastructure expands
⢠our customers’ increasing desire for personalised, contextualised, localised, and convenient delivery of weather, water, climate, ocean and space weather information to support their planning and decision-making
⢠increasing customer expectations for highly visual services provided via mobile devices
⢠the increasing volume and sophistication of cybersecurity threats
⢠exponential increases in data volumes and opportunities created by advances in science and technology — including through partner agencies in other countries
⢠greater scrutiny of the Bureau’s processes and data streams
⢠anticipating and responding to the impacts of the COVID-19 pandemic to ensure the continued delivery of critical services to the Australian community and to ensure the safety and well-being of our staff.
Significant change initiatives that affected the Bureau’s performance in 2021-22 included:
⢠completing delivery of the Strategy 2017-2022, and developing the Strategy 2022-2027
⢠supporting Bureau staff across Australia to work from home during COVID-19 restrictions and facilitating the return of staff to nationwide offices in line with COVID-safe plans
⢠continuing implementation of the Public Services Transformation Program to deliver a new climatological, hydrological and meteorological service
⢠continuing implementation of the ROBUST Program to improve the Bureau’s information technology (IT) and observation technology (OT) by raising the security, stability and resilience of the operational network infrastructure
⢠continuing implementation of the Business Systems Transformation Program to uplift and streamline finance and human resources systems and processes.
3 6 Annual Report 2021-22
Performance results The Bureau’s performance in 2021-22 against the 19 strategic success measures (SSMs) and planned contributing measures and intended targets outlined in its Corporate Plan 2021-22 is shown below.
Impact and value Products and services that benefit the Australian community and drive competitive advantage for businesses and industries.
SSM1: The financial and social value we deliver to the Government, industry and the Australian community.
Performance met expectations
Performance met expectations for five contributing measures. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Mitigation of property damage and reduced fatalities from extreme weather events including bushfires, heatwaves, floods, tropical cyclones and severe thunderstorms
Various
Performance met expectations. The Bureau provided customers with information, including forecasts and warnings, to help protect life and property through hazard preparedness and response during severe weather events, contributing to the long-term downward trend in the annual number of fatalities per capita in Australia from bushfires, tropical cyclones and severe thunderstorms. The number of flood related deaths over the last 30 years (from 1990 to 2021) has remained steady. Statistics showing fatalities attributed to heatwaves in Australia is not sufficiently robust to compare over time. The Bureau’s services are estimated to have helped to mitigate around $283.5 million in damage from severe weather events in 2021 based on Insurance Council of Australia estimates of $2.12 billion in insured losses from bushfires, floods, tropical cyclones and thunderstorms.
Economic value added to Australia’s agriculture sector $25m
Performance met expectations. The Bureau contributed to the delivery of an estimated $108.9 million of economic value to the agriculture sector, based on the independent evaluation of two projects completed in 2021-22.
Economic value added to Australia’s aviation sector $45m
Performance met expectations. The Bureau contributed to the delivery of an estimated $164 million of economic value to Australia’s aviation sector in 2021-22 through fuel efficiency savings enabled by weather insight and services.
3 7 Annual Performance Statement
Economic value added to Australia’s energy and resource sectors $80m
Performance met expectations. The Bureau contributed to the delivery of an estimated $80-120 million of economic value to resource sector customers in 2021-22 by providing specialised services to help mitigate the impacts of severe weather, optimise production and keep a highly-exposed workforce safe. The Bureau contributed an estimated $50-100 million of economic value to its energy sector customers in 2021-22, supporting the sector during a significantly challenging period. The Bureau delivers value to these sectors through consulting projects, helping industry manage environmental and technical challenges with scientific insights.
Economic value added to Australia’s water sector $100m
Performance met expectations. The Bureau’s services, information and insight delivered an estimated $300-400 million in economic value in 2021-22 in supporting water reform.
SSM2: The levels of satisfaction and trust our customers and partners have in us and the way we interact with them.
Performance met expectations
Performance met expectations for one contributing measure and performance partially met expectations for two contributing measures. Performance met expectations overall, as it did in 2020-21. Customer and partner satisfaction and trust remains an active focus for the Bureau.
Contributing measure Target
General community, key partner and emergency services customers have an overall positive experience based on their assessment of access, content, timing, relevance and staff
90 per cent
Performance partially met expectations. Customer experience levels showed continued improvement overall. Surveys found that an average of 77 per cent of general community and emergency management customers had an overall positive customer experience based on their assessment of 'Access, Content, Timing, Relevance and Staff' in 2022, an improvement from 74 per cent in 2021 but below the target of 90 per cent. 79 percent of community customers reported an overall positive customer experience in 2022, a marginal decrease from 80 per cent in 2021. 76 per cent of partner and emergency management customers reported an overall positive customer experience in 2022, an improvement from 67 per cent in 2021. The Bureau will respond to feedback as it continues to strive to achieve high levels of customer satisfaction through the delivery of trusted, reliable and responsive services for Australia.
3 8 Annual Report 2021-22
Industry and government customers are satisfied with the services provided by the Bureau Various
Performance met expectations.
⢠Positive feedback was received from aviation customers - 81 per cent of aviation customers were satisfied or very satisfied with the Bureau’s aviation services. 100 per cent of aviation customers were satisfied or very satisfied with how the Bureau engaged them, especially when Business Continuity measures were temporarily activated.
⢠Positive feedback was received from customers in the agriculture sector. Agriculture customers were satisfied with the Bureau’s delivery of products and services in 2021-22 and agreed milestones were met.
⢠Positive feedback was received from stakeholders in the Defence and national security sectors. In a survey of 30 customers, all respondents were satisfied with the services they received from the Bureau.
⢠Positive feedback was received from customers in the energy and resources sectors - Of the 40 energy and resources customers surveyed in 2021-22, 97.5 per cent were satisfied with their recent interactions with the Bureau and 92.5 per cent rated the Bureau’s services as ‘excellent’ or ‘good’.
⢠Positive feedback was received from customers in the water sector. Water customers were satisfied with the Bureau’s delivery of products and services in 2021-22 and agreed milestones were met.
Annual increase in overall customer satisfaction across the Bureau’s digital channels Various
Performance partially met expectations. The BOM Weather app continued to be Australia’s most used weather application in 2021-22, with 73 per cent of customers providing a rating of ‘satisfied’ or greater. This follows the launch of numerous features which have been well received by the community, including spatial warnings and push notifications. While the reported score is a reduction from the 90 per cent recorded in 2020-21, it is anticipated that customer satisfaction will increase as the Bureau continues to resolve technical issues which are affecting app performance on certain devices.
SSM3: Our reputation among our customers and partners, and within the Australian community.
Performance partially met expectations
Performance met expectations for one contributing measure and performance partially met expectations for two contributing measures. Performance partially met expectations overall, after meeting expectations in 2020-21.
Contributing measure Target
Net promoter score for forecast and warning services provided to the general community +55
Performance partially met expectations. Surveys reported an average Net Promoter Score of +47 for general community customers in 2022, compared with +52 in 2021, below the target of +55.
3 9 Annual Performance Statement
Net promoter score for forecasting and warning services provided to key partners and emergency services +62
Performance met expectations. Surveys reported a Net Promoter Score of +76 for partner and emergency management customers in 2022, compared with +68 in 2021, and meeting the target of +62.
Net promotor score with respect to the Bureau brand +65
Performance partially met expectations. Surveys reported a Net Promoter Score with respect to the Bureau’s brand of +61 in 2022, compared with +60 in 2021, below the target of +65.
SSM4: The level of uptake of our services by new customers and the return rate from existing customers.
Performance met expectations
Performance met expectations for two contributing measures and performance partially met expectations for one contributing measure. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
General community preference for Bureau services as a primary source to enable decision-making 35 per cent
Performance partially met expectations. Surveys found that an average of 28 per cent of general community customers nominated a Bureau source as their most used source for accessing forecasts or warnings in 2022, compared with 29 per cent in 2021 and below the target of 35 per cent by June 2022.
Key partner and emergency services preference for Bureau services as a primary source to support and enable their decision making
75 per cent
Performance met expectations. Surveys found that an average of 85 per cent of emergency management customers nominated a Bureau source as their most used source for accessing forecasts or warnings in 2022, compared with 79 per cent in 2021 and meeting the target of 75 per cent by June 2022.
Increase in usage and engagement across digital channels, social media and subscription services Various
Performance met expectations overall.
Usage of the Bureau’s website increased from 721 million sessions in 2020-21 to 808 million sessions in 2021-22.
Usage of the BOM Weather app increased from 645 million sessions in 2020-21 to 896 million sessions in 2021-22.
4 0 Annual Report 2021-22
Uptake of the Bureau’s social media channels continued to increase compared with 2020-21. As at 30 June 2022:
⢠Instagram followers had increased by 14.4 per cent
⢠Twitter followers had increased by 11.9 per cent
⢠Facebook followers had increased by 5.7 per cent
⢠LinkedIn followers had increased by 22.8 per cent
⢠YouTube audience had increased by 21 per cent.
Subscribers to the Bureau’s email lists decreased by 1.8 per cent compared with 2020-21, however email open rates had improved by 1.4 per cent. Improved service delivery has resulted from a comprehensive audit of subscribers and a move to a new distribution system.
As at 30 June 2022, 42 water sector organisations subscribed to over 11,000 products from the Bureau’s real-time data services. This was an increase on the number of water sector organisations subscribers from 2020-21, which was 35.
SSM5: The conversion rate from ideas to opportunities to customer outcomes. Performance met expectations
Performance met expectations for one contributing measure. Performance met expectations overall, after partially meeting expectations in 2020-21.
Contributing measure Target
Planned major and moderate initiatives successfully passed through the Research to Operations gateway in response to customer demand
100 per cent
100 per cent (7 in total) of major and moderate initiatives successfully passed through the Bureau’s Gateway to Operations Reference Group in 2021-22.
41 Annual Performance Statement
Operational excellence Outstanding people, science, systems, infrastructure and partnerships working together for maximum simplicity, productivity and agility.
SSM6: Our delivery to customer requirements. Performance met expectations
Performance met expectations for five contributing measures and performance partially met expectations for one measure. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Forecasts and warnings meet agreed performance targets Various
Performance partially met expectations. The Bureau’s routine forecasts and products were issued on time (that is issued within 5 minutes of the scheduled time) on more than 95.6 per cent of occasions, compared with 94.7 per cent in 2020-21 and below the target of more than 97 per cent by 2023. Timeliness was 97 per cent for regional severe thunderstorm warnings, meeting the target of more than 97 per cent by 2023. Timeliness was 92 per cent and 87 per cent for detailed severe thunderstorm warnings and severe weather warnings respectively, both under the target of more than 97 per cent by 2023.
Delivery of products and services required under the Intergovernmental Agreement on the Provision of Bureau of Meteorology Hazard Services to the States and Territories
Requirements met
Performance met expectations. Feedback received from Hazards Services Forum indicated satisfaction from member agencies with Bureau products and services.
General community customers report that the Bureau’s information enables their decision-making 60 per cent
Performance met expectations. Surveys found that an average of 65 per cent of general community customers reported that the Bureau’s information enables their decision-making in 2022, compared with 66 per cent in 2021 and meeting the target of 60 per cent.
Key partner and emergency services customers report that the Bureau’s information enables their decision-making 80 per cent
Performance met expectations. Surveys found that 86 per cent of emergency management customers reported that the Bureau’s information enables their decision-making in 2022, compared with 81 per cent in 2021 and meeting the target of 80 per cent.
Delivery of Defence meteorological services meets or exceeds agreed service levels in support of tactical, planning and strategic activities
Requirements met
Performance met expectations. The Bureau’s Defence Weather Service met or exceeded agreed service levels as per Meteorological Service Agreement with Air Command and Joint Operations Command.
42 Annual Report 2021-22
Delivery of aviation meteorological services meets or exceeds International Civil Aviation Organization standards and recommended practices for Australia’s area of responsibility and aviation industry standards
Requirements met
Performance met expectations. The Bureau’s aviation meteorological service was re-certified in November 2021 through an external Quality Management Audit. All high-value services were maintained despite COVID-19 impacts on staffing availability.
SSM7: Internationally benchmarked levels of capacity utilisation, product and service performance, system reliability, resilience and speed to market.
Performance met expectations
Performance met expectations for two contributing measures, performance partially met expectations for one contributing measure and performance did not meet expectations for one measure. Performance met expectations overall, after partially meeting expectations in 2020-21.
Contributing measure Target
Operational systems meet agreed performance targets for uptime and capacity utilisation Various
Performance met expectations overall.
Six out of 10 Bureau observing systems met the target of 95 per cent availability in 2021-22.
⢠Real-time radar uptime was 97.6 per cent, compared with 97.3 per cent in 2020-21.
⢠Automatic weather station (AWS) uptime was 99.0 per cent, compared with 99.1 per cent in 2020-21.
⢠Wind profiler network uptime was 98.6 per cent, compared with 98.4 per cent in 2020-21.
⢠Tsunami network uptime was 93.2 per cent, compared with 99.7 per cent in 2020-21. Availability was reduced between January and March due to dual station outages in the Tasman Sea zone, with the buoy replaced in late March 2022 and service restored.
⢠Satellite availability was 98.2 per cent, compared with 96.5 per cent in 2020-21.
⢠Flood warning network availability was 97.6 per cent, compared with 97.5 per cent in 2020-21.
⢠Upper air network availability was 95.3 per cent, compared with 95.7 per cent in 2020-21.
⢠Coastal sea level network availability was 93.4 per cent, compared with 92.4 per cent in 2020-21. Rectification of some long-term outages, particularly at Pacific Island sites, was affected by the travel restriction periods associated with COVID-19. Other outages were caused by the restricted availability of non-Bureau owned supporting infrastructure.
⢠Marine network availability was 73.5 per cent, with a comparable figure for 2020-21 not available. Low availability was due to a continuing shortfall in ship-borne automatic weather stations. Procurement of a replacement system is to be finalised in 2022-23.
⢠Space weather network availability was 82.5 per cent, compared with 84.0 per cent in 2020-21. Reduced availability was due to continuing long-term outages in magnetometers across the network and the long-term outage of the Camden ionosonde.
4 3 Annual Performance Statement
The Bureau’s website uptime was 100 per cent, consistent with 100 per cent uptime in 2020-21.
There were 306 major ICT incidents in 2021-22 - two Priority 1 and 304 Priority 2. One Priority 1 incident breached the target of resolution within of 240 minutes and 15 Priority 2 incidents targets breached the target of resolution within of 480 minutes.
Average system uptime for the Bureau’s Australis supercomputer was 99.9 per cent, compared to 99.96 per cent in 2020-21. Average supercomputer capacity utilisation was 56.67 per cent utilisation, compared with 67 per cent in 2020-21.
Level of automation for baseline forecast services while maintaining or improving service levels 90 per cent
Performance did not meet expectations. The level of automation with the Bureau’s Graphical Forecast Editor software as at 30 June 2022 was 0 per cent on day 0, 69 per cent on days 1 to 4, and 69 per cent on days 5 to 7, which was below the target of 90 per cent automation by June 2022 for each forecast range.
Increase in cyber security cultural awareness and cyber security maturity Various
Performance partially met expectations.
The Bureau continued to develop its security maturity, across the governance, personnel, cyber security and physical security domains.
A new security awareness campaign was successfully implemented across the organisation, coupled with an increased focus on security training, governance and communication. Significant improvements were made across a range of technical mitigations, which contributed to higher maturity scores compared to last year, measured against Government policy standards.
Security partnerships and collaboration increased across the period, adding further depth of capability and responsiveness.
Compliance of identified quality management systems to ISO 9001 Certification achieved or maintained
Performance met expectations. Five certified quality management systems (QMS) maintained their existing certification of compliance to ISO 9001. Certification of the Marine Weather Services QMS was discontinued in 2021-22 after consideration of structural changes under the Public Services Transformation Program.
4 4 Annual Report 2021-22
SSM8: Our delivery to budget. Performance met
expectations
Performance met expectations for one contributing measure. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Annual budget Met
Performance met expectations. The Bureau reported an operating surplus of $46.7 million, excluding depreciation and amortisation for 2021-22, against a budgeted operating surplus of $18.8 million.
SSM9: Independent verification of the quality of our services. Performance met expectations
Performance met expectations for one contributing measure. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Verification of forecast quality and improvements in forecast accuracy and lead time Various
Performance met expectations overall.
The Bureau issued 5800 flood warnings and 481 flood watches, with a timeliness of 95.5 per cent, a slight improvement from 95 per cent in 2020-21, but below the target of 97 per cent.
67 per cent of flood forecast lead times met service level specification targets, an improvement from 63 per cent in 2020-21, but below the target of 70 per cent. 74 per cent of flood forecast peak height predictions met service level specification targets, an improvement from 71 per cent in 2021-22 and exceeding the target of 70 per cent.
The Bureau issued 505 fire weather warnings, 17 737 fire weather forecasts and 3160 incident weather forecasts. The average accuracy of Grassland Fire Danger Indices was 87 per cent and Forest Fire Danger Indices was 92 per cent, both exceeding the target of 75 per cent.
The Bureau issued 721 tropical cyclone outlooks and 122 tropical cyclone advices. Forecast track location errors were consistent with the 5-year average for lead times of 0-36 hours, but slightly greater than the 5-year average for lead times of 48-120 hours. Intensity errors were slightly above the 5-year average for lead times of 0-36 hours, but were similar at 48 hours lead time, and much lower than the 5-year average for lead times of 72-120 hours.
The Bureau issued 3400 regional severe thunderstorm warnings, 1147 detailed severe thunderstorm warnings and 1653 severe weather warnings. Severe weather verification is limited by data availability and the localised nature of reports, with each region assessed on the average number of minutes warnings were issued before the end of their nominal validity time window. Timeliness was 97 per cent for regional severe thunderstorm warnings, 92 per cent for detailed severe thunderstorm warnings and 87 per cent for severe weather warnings.
4 5 Annual Performance Statement
The Bureau issued 347 heatwave forecasts and 266 trial heatwave warnings. The methodology for objective verification of heatwave services remains under development, however feedback from emergency services indicated the services were valued and met their needs.
The average response time for Australian Tsunami Warning System was 17.3 minutes, meeting the target of 30 minutes. The average response time for Indian Ocean Tsunami Warning and Mitigation System (IOTWMS) earthquake bulletins was 12.5 minutes, not meeting the target of 12 minutes. The average response time for IOTWMS tsunami bulletins was 18.5 minutes, meeting the target of 20 minutes.
The Bureau’s seasonal climate outlooks achieved annual forecast skill results above that of climatology. The annual weighted percent consistence was 76 per cent for rainfall, 74 per cent for maximum temperature and 75 per cent minimum temperature respectively, all meeting the target of 60 per cent.
89.4 per cent of one-day maximum temperature forecasts were within 2 °C of the observed temperature, compared to 89.3 per cent in 2020-21.
There was 15 per cent reduction in forecast error for the Bureau’s numerical prediction (including for high-impact multi-hazard events) in 2021-22, using 2018-19 as a baseline, meeting the target of 5 per cent reduction by 2022. The reduction in forecast error for 2021-22 alone was 1 per cent.
The Bureau achieved full or partial temporal and spatial consistency in data for 6 out of 9 systems in 2021-22, with work continuing to achieve consistency for the remaining 3 systems.
There has been more than a 14-hour gain in lead time for numerical predictions of rainfall since 2019, and close to a 6-hour gain in lead time for numerical predictions tropical cyclone intensity.
SSM10: The levels of workforce skill and competency benchmarked with our peers and against accepted international standards.
Performance met expectations
Performance met expectations for one contributing measure. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Operational forecasters with meteorological qualifications that meet or exceed the international standard defined by the World Meteorological Organization
Operational requirements met
Performance met expectations. Of the Bureau’s 278 operational meteorological forecasters, 272 had meteorological qualifications that met or exceeded the international standard, as defined by the WMO. The following operational competencies were held:
⢠134 aviation forecasting
⢠120 fire weather forecasting
⢠124 severe thunderstorm forecasting
⢠31 tropical cyclone forecasting with 21 as lead forecasters.
4 6 Annual Report 2021-22
Insight and innovation Deep understanding and creative thinking that generates novel solutions for our customers and our organisation.
SSM11: The depth, breadth and quality of our external partnerships and collaborations.
Performance met expectations
Performance met expectations for two contributing measures. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Number of high-value partnerships and collaborations Various
Performance met expectations.
The Bureau’s Major Transactions Committee endorsed 13 key partnerships in 2021-22, with a total contract value exceeding $320 million.
The Bureau has one key relationship with Defence in 2021-22 and is on track to meet its target of three or more relationships by 2024.
The Bureau has five high-value partnerships or collaborations with water sector customers meeting its target of having five partnerships in place by the end of 2021-22.
Proportion of Bureau scientific publications co-authored with external partners â¥70 per cent
Performance met expectations. 97.3 per cent of Bureau scientific publications were co-authored with external partners in 2021-22, compared with 73 per cent in 2020-21 and above the target of â¥70 per cent.
SSM12: Our innovation maturity is reflected in our strategy, culture, processes and systems. Performance partially met expectations
Performance partially met expectations for two contributing measures. Performance partially met expectations overall, as it did in 2020-21.
Contributing measure Target
Annual assessment of innovation maturity Various
Performance partially met expectations. The Bureau’s enterprise innovation maturity remained steady in 2021-22. The Bureau’s 2022 APS Census Innovation Index was 65, no change from 65 in 2021. The 2022 APS Census also found 50 per cent of staff agreed that the Bureau inspires then to come up with new or better ways of doing things, an improvement from 44 per cent in 2021. In 2022-23, the Bureau will continue to embed its Innovation Framework and uplift of its delivery model to further enhance innovation maturity.
47 Annual Performance Statement
Enterprise change management maturity Various
Performance partially met expectations. An internal assessment of change management maturity across five capability areas of Leadership, Application, Competency, Standardisation and Socialisation found the Bureau rated 2.8 out of 5. The internationally recognised Prosci criteria used in the assessment found that transformation is recognised for adding value but is applied inconsistently across the organisation, which the Bureau will address in 2022-23.
SSM13: The quality of our scientific publications, benchmarked internationally.
Performance met expectations
Performance met expectations for two contributing measures. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Articles published in peer-reviewed science journals 1-1.5 average articles per research scientist
Performance met expectations. An average of 1.06 articles were published per research scientist in peer reviewed journals during 2021-22, compared with 1.7 in 2020-21 and within the target range of 1 - 1.5 articles.
Proportion of Bureau scientific publications in peer-reviewed journals that have an Impact Factor of 3.0 or above â¥70 per cent
Performance met expectations. 81.2 per cent of Bureau scientific publications in peer-reviewed journals had an Impact Factor of 3.0 or above in 2021-22, compared with 75 per cent in 2020-21 and above the target of â¥70 per cent.
SSM14: The speed of delivery from concept to prototype and from prototype to customer acceptance.
Performance partially met expectations
Performance met expectations for one contributing measure, performance partially met expectations for one contributing measure and performance did not meet expectations for one contributing measure. Performance partially met expectations overall, as it did in 2020-21.
Contributing measure Target
Proportion of projects delivering outcomes on schedule (<5 per cent schedule variation) >75 per cent
Performance partially met expectations. 65 per cent of projects were delivered on-time, compared with 71 per cent in 2019-20 and below the target of 75 per cent. Several factors contributed to the decline in delivery to schedule, including COVID-19 impacts and resourcing constraints.
4 8 Annual Report 2021-22
Implementation of model updates from the UK Met Office (relevant to Australia) Implementation within 6 months of becoming
available
Performance did not meet expectations. The Bureau did not achieve this target in 2021-22 for the global and city weather forecast models due to delays in increasing computing capacity necessary to enable full implementation of the UK Met Office model improvements.
Forecast ‘delivery rate’ (based on increases in resolution and update frequency) Five-fold increase
Performance met expectations. The Bureau’s forecast ‘delivery rate’ (resolution x update frequency) remained unchanged in 2021-22 as no upgrades to model resolution or update frequency were undertaken. The Bureau’s forecast delivery rate has increased 23-fold compared with the 2019 baseline, achieving the target in 2020-21.
SSM15: Feedback from staff, customers and partners on our capacity to innovate.
Performance partially met expectations
Performance partially met expectations for one contributing measure. Performance partially met expectations overall, as it did in 2020-21.
Contributing measure Target
Innovation capacity as measured by surveys Various
Performance partially met expectations. The Bureau’s enterprise innovation capacity remained steady in 2021-22. The Bureau’s 2022 APS Census Innovation Index score was 65, no change from the score of 65 in 2021. The 2022 APS Census also found that 86 per cent of staff agreed that it was one of their responsibilities to continually look for new ways to improve the way the Bureau works, down from 90 per cent in 2021.
The Bureau did not gather specific feedback from customers and partners on its innovation capacity in 2021-22. In 2022-23, the Bureau will continue to embed its Innovation Framework, uplift its delivery model and work to gather feedback from customers and partners to further enhance innovation capacity.
4 9 Annual Performance Statement
The Bureau way One enterprise, that is safe and diverse, where our people grow and are empowered to excel, and where our customers come first, trust us and consider that we are a pleasure to work with.
SSM16: Our performance benchmarked internationally against work health, safety and environment best practice.
Performance met expectations
Performance met expectations for one contributing measure and partially met expectations for two contributing measures. Performance met expectations overall, as it did in 2020-21. Work health, safety and environmental performance remains an active focus for the Bureau.
Contributing measure Target
Compliance with legislation, government policy and mandatory governance requirements Met
Performance partially met expectations. Zero non-compliances of the work health and safety legislation were reported in 2021-22. Minor instances of non-compliance with environmental legislation were identified in 2021-22 relating to the Bureau’s land management, heritage oversight, and through an external audit on marine park operations. The Bureau is actively working to address instances of non-conformance and any broader gaps in its governance process.
Lost time injury frequency rate Better than industry
benchmark
Performance met expectations. The Bureau’s lost time injury frequency rate was 2.0, compared with 1.6 in 2020-21 and better than the Australian Industry benchmark of 3.5 for Professional, Scientific and Technical Services (Safe Work Australia).
Staff wellbeing index as measured by organisational surveys >70 per cent
Performance partially met expectations. The Bureau’s 2022 APS Census wellbeing index was 68 per cent, marginally below the target of 70 per cent and unchanged from 68 per cent in 2021.
SSM17: Feedback from staff and customers on the alignment of our stated intent with our actual behaviours and actions, especially those of our senior leaders.
Performance met expectations
Performance met expectations for two contributing measures. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Positive perceptions of leadership effectiveness as measured by organisational surveys 65 per cent
Performance met expectations. The Bureau’s 2022 APS Census SES manager leadership score was 67 per cent. This index was introduced in 2022.
5 0 Annual Report 2021-22
Positive perception of employee connection to strategy as measured by organisational surveys 80 per cent
Performance met expectations. The Bureau’s 2022 APS Census showed a positive workforce response of 81 per cent for ‘Customer focus will continue to guide our strategy and operations. I understand what this means in my day-to-day role.’
SSM18: A diverse and inclusive workforce, benchmarked against the community.
Performance partially met expectations
Performance partially met expectations for one contributing measure. Performance partially met expectations overall, as it did in 2020-21.
Contributing measure Target
Organisational diversity and inclusion targets met Various
Performance partially met expectations.
Female staff comprised 35.8 per cent of the Bureau’s workforce, an increase from 34.8 per cent in 2020-21, and below the target of 50 per cent by 2025.
Indigenous Australian staff comprised 1.3 per cent of the Bureau’s workforce, compared to 1.5 per cent in 2020-21 and below the target of 2.7 per cent by 2023. People identifying with a disability comprised 2.5 per cent of the Bureau’s workforce, an increase from 2.0 per cent in 2020-21, and below the target of 7 per cent by 2025.
The 2022 APS Census found:
⢠80 per cent of staff agreed that the Bureau is committed to creating a diverse workforce, compared to 76 per cent in 2021.
⢠81 per cent of staff agreed that the Bureau supports and actively promotes an inclusive workplace culture, compared to 83 per cent in 2021.
SSM19: The number and outcomes of collaborative and whole-of-enterprise activities.
Performance met expectations
Performance met expectations for two contributing measures. Performance met expectations overall, as it did in 2020-21.
Contributing measure Target
Implementation of strategic actions, as per the delivery schedule published in the Bureau’s Strategy 2017-2022 100 per cent
Performance met expectations. As at 30 June 2022, delivery of the 21 strategic actions contained in the Strategy 2017-2022 was complete. The Bureau’s Strategy 2022-2027 will be released in early 2022-23 and will contain a new set of Strategic Actions to be implemented.
Proportion of Bureau projects involving cross-Group teams >60 per cent
Performance met expectations. 63 per cent of Bureau projects involved cross Group collaboration, compared with 65 per cent in 2020-21. Staff from across the Bureau also worked collaboratively on the ROBUST Program, a major transformation program.
5 1 Annual Performance Statement
Upholding capability
As described in its Corporate Plan 2021-22, the Bureau has a responsibility to maintain a complex and wide-ranging field of capabilities to ensure it meets its purpose. To this end, the Bureau has been implementing the 21 strategic actions identified in its Strategy 2017-2022 and progressing capability developments across five broad themes: strategy, people, relationships and geographical footprint, infrastructure and technology, and asset management and financial sustainability.
Delivery of strategic actions The Bureau’s Executive has been reviewing the progress of Strategy 2017-2022 twice a year. These reviews assessed the overall delivery of the Strategy, including the strategic actions and success measures. As at 30 June 2022, delivery of the Strategy was largely complete, with some of the 21 strategic actions considered as enduring activities and carried over to the Bureau’s new Strategy 2022-2027.
While the Bureau continued to successfully deliver impact and value to its customers despite the challenges associated with COVID-19, further work is required to consistently measure the financial and social value the Bureau delivers. The Bureau’s innovation framework was implemented, however, further effort is needed to progress innovative ideas that deliver transformative impact and value for our customers. Progress continued in implementing the Bureau’s diversity and inclusion plan to enable gender equity and diversity at all levels in the organisation, as female leadership and Aboriginal and Torres Strait Islander diversity levels remain below target.
Achievements in capability development The sections below identify the Bureau’s achievements in capability development across the five themes identified in the Strategy 2017-2022 and the 2021-22 Corporate Plan.
Strategy Capability aim: To enhance the Bureau’s enterprise-wide strategic foresight capability and embed a step-change in planning, change management, performance management, and risk, resilience and business continuity.
To enhance its strategic capability, the Bureau has:
⢠continued to mature its strategic foresight or ‘futures strategy’ capability to support the organisation in navigating changes in its operating environment
⢠matured its centralised transformation capability and delivered tools, training and leadership coaching to uplift skills and embed best practice
⢠reviewed its risk management approach and revised its risk management framework, documented key business risks in its enterprise risk management system and provided regular risk reports to the Security, Risk and Business Continuity Committee and Executive Team
⢠updated Group and Program plans to support budget and investment decisions, and continued to mature its Planning, Performance and Reporting Framework and associated processes.
52 Annual Report 2021-22
Relationships and geographical footprint Capability aim: To strengthen the Bureau’s customer engagement and understanding about the decisions our customers make that depend upon weather, climate, ocean, water and space weather insights. This will enable the Bureau to deliver improved and differentiated offerings, with the aim that government and industry customers increasingly value the Bureau as a trusted partner, delivering measurable impact and value every day.
To enhance its relationships and geographical footprint, the Bureau has:
⢠continued to embed staff in and undertake reverse placements with partner and customer organisations
⢠strengthened relationships with key partners and deepened relationships with government, industry and emergency management customers
⢠established the Australian Climate Service in partnership with Geoscience Australia, CSIRO and Australian Bureau of Statistics to support a safer, adaptive and prosperous Australia, resilient and prepared for climate challenges and natural disasters.
⢠strengthened its national operational footprint to better serve customers, partners and stakeholder and support operational resilience
⢠continued to support international initiatives through participation in bodies such as the WMO and the Intergovernmental Panel on Climate Change, ongoing contributions to WMO data-sharing, and capacity development activities in the Pacific.
People Capability aim: To ensure the Bureau’s teams have the skills and knowledge required to meet customer needs by delivering outcomes across enterprise culture, leadership and team development, workforce planning, staff attraction and retention, training and organisational learning.
To maintain and enhance its people capability, the Bureau has:
⢠completed an independent review of its learning and development function and delivered a comprehensive and integrated program of initiatives to support the development of its leaders
⢠continued to support the development of a leadership and cultural transformation through a series of Strategy in Action workshops
⢠strengthened its workforce and culture through diversity, inclusion and STEM initiatives, including development of its 2021-23 Innovate Reconciliation Action Plan.
Infrastructure and technology Capability aim: To provide effective end-to-end management of the Bureau’s data and systems, and to develop core skills and capabilities, critical for ensuring customer needs are met effectively and securely through seamless delivery, from collection to provision.
To maintain and enhance its infrastructure capability, the Bureau has:
⢠delivered new radars at Hillston and Yeoval in New South Wales, and at Taroom and Greenvale in Queensland, and upgraded other observing systems to increase the resilience, reliability and sustainability of its observing network
⢠implemented a centralised access control system to help protect, monitor, and manage access to its observing sites around Australia
⢠developed its Information Technology Strategic Plan 2022-2027 and Observations Ecosystem Roadmap to chart the course for its information and observations technology capabilities.
5 3 Annual Performance Statement
Asset management and financial sustainability Capability aim: To ensure the Bureau meets its fiduciary responsibilities by providing its teams with business insight and analysis to support financial sustainability. It also aims to deliver efficient whole-of-enterprise procurement services and effective management of the Bureau’s property footprint.
To enhance its asset management and financial sustainability capability, the Bureau has:
⢠completed implementation of its enterprise asset management system to enable improved reporting on asset performance and facilitate data-driven asset management and funding decision-making
⢠continued implementation of its Business Systems Transformation Program to stabilise and modernise its core corporate enterprise resource planning systems, streamline service delivery and reduce red tape
⢠strengthened its capability in procurement and strategic vendor management through a new procurement service model and an expanded offering that includes commercial advice and contract negotiation
⢠continued to uplift its property management capability, including through a review of its leasing arrangements and designing and managing new accommodation fit-outs.
5 4 Annual Report 2021-22
5 5
Section 3: Group Performance
Community Services
Goal: Deliver world-class and customer-focused weather, water, climate forecasts and ocean analyses to achieve the greatest impact for customers, contributing to zero lives lost through natural hazards and $1 billion of added social and economic value to the Australian community.
The Community Services Group is responsible for providing high-quality, integrated and resilient forecast and warning services to the Australian community based on a deep understanding of the decision-making and operational needs of its customers. The Group focuses on the delivery of relevant, high-impact weather, water, climate and ocean services to the Australian community and emergency services and supports the delivery of specialist services to the Bureau’s priority industry and government customers.
The Group’s services span the breadth of Australia, its territories and oceans and are delivered in a tiered approach with national context typically derived centrally and tailored locally.
5 6 Annual Report 2021-22
For 2021-22, the Group consisted of three Programs with the following responsibilities:
Program Responsibilities
National Production Services
⢠National coordination of forecast and warning services
⢠Assessment of warning potential and service escalation needs
⢠Incident management
Environmental Prediction Services
⢠National warning, forecasting and modelling services for flood, thunderstorms, severe weather, fire, cyclones, oceans, tsunami, water, climate and drought
⢠Implement policy decisions in service enhancements
⢠Capability and capacity enhancements
⢠Competency assessment and development
⢠Quality assurance, verification, performance reporting and monitoring
Decision Support Services ⢠Understanding of public and emergency management partner needs, requirements and decision-making processes
⢠Operation of a multi-hazard warning system with embedded meteorology, hydrology, climatology and communications capabilities
⢠Engagement with the Australian community
⢠Local and regional delivery and management of media and social media
⢠Operational focal point in high-impact events
⢠Local environment monitoring and escalation of issues, impacts and intelligence
Throughout 2021-22, the Community Services Group focused on the delivery of four outcomes that support the delivery of the Bureau’s Strategy and purpose. The Group’s achievement in delivering each of these outcomes is discussed below.
Outcome 1: Understand and meet Government, Emergency Service and Australian community priority needs
Achieving the outcome
Strengthening engagement with the Australian community
The Bureau established a new community engagement capability to proactively build and nurture key relationships in understanding, prioritising and responding to community needs. The newly established Community Engagement team, in partnership with community-focused organisations and the Emergency Management Sector will help uplift the Australian community’s resilience to the impacts of weather. The team’s Community Engagement Plan will see Bureau capability deployed systematically and linked to levels of vulnerability based on potential hazards and population exposure. One of the team’s first tasks will be to support the implementation of the new Australian Fire Danger Rating System (AFDRS), to help Australians understand the new ratings and take precautionary action on dangerous fire weather days.
57 Group Performance
Reinvigorating the Hazard Services Forum
The Bureau’s Hazards Services Forum continues to demonstrate the productive collaboration between the Bureau and our federal, state and territory emergency management partners. Co-chaired by the Bureau and Emergency Management Australia, the Hazards Services Forum provides the opportunity for senior emergency services representatives to provide direct feedback on the current and future direction of the Bureau’s hazards services.
The forum met in August and June to progress projects that will be critical in helping our partners provide essential preparedness, response, and recovery services, including the Australian Smoke Dispersion System, AFDRS and National Heatwave Warning Services. On the back of a very challenging season, the Forum praised the Bureau’s decision support services delivered throughout the major east coast flooding of 2022 and provided constructive feedback on the Bureau’s tropical cyclone, storm tide, and flood products.
Providing national operations support at the highest level
Embedded in Emergency Management Australia’s (EMA) National Situation Room, the Bureau’s Hazard Preparedness and Response National team provided essential support to EMA in delivering services to the Australian Government and the wider community. Routine services such as the daily all-hazards brief are supplemented by on-request services when severe or extreme hazardous events occur, including Crisis Coordination Team stand ups and briefs to government agencies.
The 2021-22 high risk weather season (HRWS) was the first where the Hazard Preparedness and Response (HPR) National Operations Support unit worked as part of the Australian Climate Service (ACS), activating operational information across the ACS’s four partner agencies to deliver new, integrated impact services to the National Situation Room, through ACS impact briefs.
During major flooding events in February-March, over 90 briefs were delivered by the team, with a 7-day embedded service in the National Situation Room. This increased access to critical information, from the operations floor through to the Director-General of EMA and Prime Minister of Australia. The Bureau’s insights led to the early activation of the Commonwealth Disaster Plan and deployment of Australian Defence Force assets, well ahead of the record flooding in Lismore. This resulted in many people in the community being safely rescued as flood waters continued to rise to record levels.
Providing extended heatwave services for Perth residents
The three-day extended heatwave forecast service was provided to the Perth residents for the December 2021 heatwave across western parts of Western Australia. This was followed by briefings to the Western Australian Decision Support team to WA Health, emergency services and utility companies in the lead-up to the event, and the community was informed through media crosses, social media and press conferences.
The December heatwave was exceptional for its timing, intensity and duration. The Perth metropolitan region experienced four days with maximum temperatures above 40 degrees,
Heatwave forecast for Western Australia from 25 to 27 December 2021, issued on 24 December 2021.
5 8 Annual Report 2021-22
which has occurred only three times in 123 years that records have been kept for the Christmas long weekend and during a time when COVID-19 travel restrictions were in place, meaning much of the State’s population were at home. This, combined with persistent high temperatures, resulted in electricity demand in some residential areas far exceeding previous historical peaks. In the period between 24 and 28 December, around 107 000 Western Power customers experienced a power outage.
Highlights and significant events
Strengthening national and state-based emergency management preparedness
Between December and June, the Bureau provided critical support to the Australian Climate Service in the development of three catastrophic scenarios for use by the National Recovery and Resilience Agency (NRRA) as part of Exercise Resolute. Shifting the focus from emergency response, the scenarios were designed to test state, territory and national recovery and resilience capabilities. The scenarios featured disruptions from large-scale multiple hazards such as tropical cyclones, floods, heatwaves, tsunamis, earthquake and fires, coupled with a variety of other social, economic, and environmental disruptions to highlight the complexity faced by long-term recovery and resilience-building decision-makers.
The scenarios contained four elements:
⢠visual representations of the unfolding hypothetical events
⢠tailored audio-visual weather briefings provided by the Bureau
⢠a narrative to describe the complexities of impacts from each of the major events
⢠provision of Bureau Decision Support and Community Engagement staff to support the workshops.
The development of the scenarios demonstrated deep collaboration across the four ACS partners: the Bureau of Meteorology, CSIRO, Geoscience Australia, Australian Bureau of Statistics, as well as other disaster risk reduction practitioners, such as from the State Emergency Services and the NRRA.
Example of a hypothetical scenario provided at the briefing event.
59 Group Performance
Providing critical services during the prolonged flooding on Australia’s east coast
Bureau staff provided extensive support to the community and partner and emergency services agencies between November and April, in response to some of the most significant flooding events in decades. In November and December, flooding stretched along the southern slopes of Queensland into northern and central New South Wales. During February, March and April the flooding shifted to the east and stretched from southeast Queensland along almost the entire coast of New South Wales. Flooding occurred across 49 river systems (25 coastal and 24 inland), with major flooding across 17 river systems at 41 locations, and record flooding observed across several locations along the New South Wales’ Northern Rivers coast.
Between August and December, in preparation for the peak season, the Bureau’s decision support specialists delivered more than 100 individual briefings to local, state and federal government stakeholders, relevant partner agencies and industry, highlighting the risk of flooding in New South Wales during the 2021-2022 severe weather season.
A total of 18 flood watches and more than 900 flood warnings were then issued, including 252 major flood warnings, between October and April. During the February-March flooding in southeast Queensland and New South Wales a total of 22 media conferences were held, many of these jointly with emergency services and State Premiers. The Bureau also provided 24-hour support that enabled rolling ABC emergency broadcasting operations over multiple days. The continual communication allowed the community to prepare and act as the emergency unfolded.
The delivery of the Bureau’s safety, warning, forecast and observation messages were further amplified through the Bureau’s Weather app and the continuous and targeted use of social media channels, including Twitter, Facebook and YouTube. During the February-March flooding, a total of 475 posts were made across the national, New South Wales and Queensland Twitter accounts and Facebook.
Flood inundation cutting all road access in Tiaro, on Queensland’s Fraser Coast in February. (Image courtesy of the Fraser Coast Regional Council)
6 0 Annual Report 2021-22
The 2021-22 tropical cyclone season
The Bureau’s role in the tropical cyclone warning system is focused on monitoring and prediction, message construction and communicating threats and impacts associated with tropical cyclones to government, industry and the community. To do this, the Bureau has formed partnerships with emergency management organisations, other government authorities, media, and industry in tropical cyclone prone areas to ensure that warnings are fit-for-purpose and are broadly distributed in a timely manner.
There were nine tropical cyclones in the Australian region during the 2021-22 tropical cyclone season, below the long-term average of 11 per year, but typical of numbers observed in recent decades. Two tropical cyclones - Charlotte and Vernon - reached Category 3 intensity (severe tropical cyclone) , and two - Anika and Tiffany - crossed the Australian coast as tropical cyclones.
During 2021-22, the Bureau issued over 700 tropical cyclone outlooks and 120 warnings to the public for tropical cyclone impacts, complemented with direct briefings to emergency services and industry on a daily basis.
The track map of tropical cyclones during 2021-22.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 1 include:
⢠continuing the implementation of the Community Engagement Plan
⢠fully implementing the new operational approach that underpin the Bureau’s community information and messaging
⢠refining agreed service levels with key national partners.
6 1 Group Performance
Outcome 2: Our high-impact products and services enable decisions and lead to action
Achieving the outcome
Readying the Bureau’s new heatwave warning service
The Bureau made significant progress in uplifting its heatwave services in 2021-22, launching a new Heatwave Decision Support Product ahead of summer for partner health and emergency services agencies. The new product provides detailed information at weather district and town level to support operational responses before and during heatwave events. The Bureau also trialled heatwave warnings for severe and extreme heatwaves, issuing 266 trial heatwave warnings between December and March, including 81 in Western Australia.
An extreme heatwave aligned with a period of increased fire activity in the southwest of Western Australia in February, highlighting the link between fires and heatwaves and the increased burden this places on communities and health and emergency services. The evaluation of the heatwave warning trial provided useful feedback to inform the release of a new heatwave warning that will be released to the public in October 2022.
Standardising the Bureau’s warnings for more effective transmission
To improve the effectiveness and consistency of its messaging, the Bureau upgraded the format of its warnings in June to align with the Common Alerting Protocol (CAP) international standard for the construction of emergency alert and warning messages, which facilitates reliable information exchange between various systems and networks. Existing CAP warning products that were upgraded include the Victorian flood watch, severe weather warnings, and severe thunderstorm warnings. Several existing warnings, including all flood watches and warnings, and fire weather warnings have also been made available in CAP. Tsunami and tropical cyclone warnings will be upgraded to the CAP standard during 2022-23, so that all Bureau warnings are CAP enabled. These warnings are now available on the Severe Weather Information Centre portal of the World Meteorological Organisation (WMO).
More than
24 000 weather and ocean warnings issued 2017-182018-19 2019-20
2020-21
2021-22
Number of weather and ocean warnings issued
15 958
16 504
17 223
19 023
24 289
62 Annual Report 2021-22
Getting ready for the new Australian Fire Danger Rating System
The Australian Fire Danger Rating System (AFDRS) is a new national fire danger rating system that will better describe the overall fire risk and danger to vulnerable communities, as well as to the Bureau’s emergency services partners that help keep people safe. The Bureau has played a key role in developing the science behind the new rating system, improving the ability to more accurately predict fire behaviour and the potential threat to the community.
Once the new AFDRS is launched on 1 September 2022, the Bureau will be responsible for issuing alerts to our emergency management partners, who will issue alerts and actions within their areas of responsibility. The Bureau will also provide a new multi-week and seasonal fire weather outlook service, ensuring more lead time for tactical decisions in the critical preparation phase for bushfires.
Providing a new warning service for damaging surf in Victoria
A new severe weather warning service was launched in June, notifying Victorian communities of damaging surf conditions that may lead to significant beach erosion or damage to property. These warnings are delivered up to 24 hours in advance, providing emergency services, beach users, surfers, rock fishers and coastal communities with time to prepare. The warnings are delivered through the Bureau website, the Bureau’s Weather app with push notifications available, marine radio and telephone weather services.
Strengthening flood warning services
The Bureau strengthened delivery of its flood services in 2021-22 through the transition to a national approach, which enables a more efficient and robust response to significant and severe events when significant activation of resources is required. Under this approach, flood forecast services are delivered by the Environment Prediction team, while Decision Support Services teams work closely with state and territory-based emergency management partners and the media, to brief them about flood risk and advise on planning for potential impacts for communities based on the forecast.
Top: The new surf warnings will protect a range of beach users across Victoria. Bottom: Flooding in Maryborough Town Square, Queensland in March. (Image courtesy of the Fraser Coast Regional Council)
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Delivering new tools for the agriculture sector
The Bureau’s climate outlook service was updated in June with a new set of tools to help customers plan for extreme or unusual weather and climate events. Five new rainfall and extreme temperature tools were developed in response to requests from the agriculture sector for more detailed climate risk information to improve their climate resilience, productivity and safety. Customers can now access outlooks that show the chance of receiving top or bottom quintile rainfall or temperature (that is, in the top 20 per cent of historical observations), as well as enabling them to drill down to their location to view the chance of unseasonal and extreme temperature and rainfall, for the weeks, months or seasons ahead.
The new tools were developed as part of the Forewarned is Forearmed project through a partnership between the Australian Government and research and industry sectors, funded through the Australian Government’s Rural R&D for Profit Program.
Feedback from farmers has been very positive, bolstered through independent evaluation of the project, which estimated benefits of over $24 million for the 2021-22 year alone.
The ‘unusually wet’ outlook issued in late June for the weeks and fortnights of early July, when flooding impacted the eastern coastal region.
Providing water information through the Australian Water Outlook
For the first time ever, water professionals at all levels of government now have access to comprehensive and nationally consistent landscape water balance. In November, the Bureau released a new Australian Water Outlook website, which provides gridded information on a range of climate and hydrological variables. The new service provides outputs on a national basis for a range of timescales. They comprise historical daily gridded outputs, seasonal forecasts (1-3 months ahead) and hydrological projections up to the end of the century. This model provides a consistent set of hydrological outputs on a 5-km grid across Australia. The system uses a range of climate inputs, cutting-edge modelling techniques, assimilation of near real-time satellite soil moisture data to be input through to the Australian Water Resource Assessment Model.
6 4 Annual Report 2021-22
Providing a new Australian water data service
The Bureau launched the Australian Water Data Service in May to help customers:
⢠query and return data, maps and information related to water features of interest
⢠search for and discover spatial data with ease
⢠access region-specific or Australia-wide data
⢠tailor data for analysis and reporting
⢠use data in a Geographic Information System (GIS) or web-mapping application
⢠connect to the spatial data needed to build new applications that meet the needs of our customers.
The service provides access to water data, Application Programming Interfaces (APIs) and maps that underpin water-related insights, analysis and information published on the Bureau website. It currently includes spatial data on water storages, groundwater features, stream networks, catchment boundaries and the Australian Water Outlook. It also includes the National Flood Gauge Network, with rainfall and river gauge information used in our national flood warning service.
Providing situational awareness in support of responding to extreme climate events
The Bureau’s climate service monitors Australia’s climate and produces forecasts of expected conditions in the weeks and months ahead. To provide situational awareness and to help put the current climate into context, during 2021-22 the climate service provided over 250 monthly, seasonal, annual and event summaries covering each state, territory, capital city, Australia’s remote islands and Antarctica. The summaries reported on the extreme heatwave conditions affecting the Kimberley and Top End during October, Australia’s wettest November on record, and record multi-day rainfall during January to March resulting in periods of widespread major flooding across south-eastern Queensland and eastern New South Wales.
In support of situational awareness for extreme events, the climate service produced more than 20 live event documents providing antecedent conditions, historical comparisons, daily and multi-day totals and records as each significant extreme event unfolded. This provided clear, concise and up-to-date contextual climate information in support of the Australian Climate Service working with emergency management agencies and partners in responding to events such as major flooding in the eastern states.
Extended predictions provided over 50 outlooks for Australia’s key climate variables and climate drivers on timescales of weeks through to seasons, including the potential for extended periods of extreme weather. With seasonal outlooks consistently indicating likely above median rainfall as we moved through 2021-22, particularly for eastern Australia, this provided guidance for improved decision-making and preparation related to climate impacts across agriculture, health, emergency services, industry, natural resource management and the broader Australian community.
The Bureau’s ENSO (El Niño-Southern Oscillation) Outlook was positioned at La Niña for much of 2021-22.
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Highlights and significant events
Tsunami impacts from the Hunga Tonga-Hunga Ha’apai volcanic eruption
The non-earthquake-induced tsunami generated by the explosion of the Hunga Tonga-Hunga Ha’apai volcano on 15 January posed an unprecedented challenge to the Joint Australian Tsunami Warning Centre (JATWC) and the global tsunami warning system that relies on seismic detection. While non-seismic sources from volcanic eruptions and landslides have occurred in the past, this was the first non-seismic tsunami event since the 19th century, with the ocean-wide tsunami impact reaching Australia and many other Pacific countries. Despite the challenge, the JATWC response provided appropriate warnings and enabled emergency agencies to make critical decisions to protect lives, property and infrastructure.
Following the explosive volcanic eruption at 3.10 pm AEDT, observations of a 1.2-m tsunami were made at the Bureau-operated Nuku’alofa (Tonga) tide gauge at 3.50 pm AEDT. The JATWC immediately entered the heightened monitoring phase and liaised with the Darwin Volcanic Ash Advisory Centre for any volcanic development, as per pre-defined procedures. Upon detecting a 50-cm tsunami on the Norfolk Island tide gauge, JATWC issued marine warnings for Norfolk Island, Lord Howe Island, southern Queensland and the entire New South Wales coast.
As wave activity further increased across the Southwest Pacific, JATWC upgraded warning to land warning for both Norfolk and Lord Howe Islands, prompting the New South Wales State Emergency Service to issue an evacuation order for Lord Howe with approximately 100 residents being evacuated to higher ground. Marine warning was also extended to the east coasts of Victoria and Tasmania as well as Macquarie and Wills Islands. These warnings were updated on hourly basis until cancellation about 30 hours later when JATWC assessed that, while the tsunami waves were continuing, they no longer posed a serious threat to people in water and near the coast.
Map of tsunami warnings and travel time (in hours) from the Tonga volcanic eruption.
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Antarctic - airdrop to support operations
In August, the Bureau provided critical meteorological support for an airdrop of supplies to Mawson Station, the most remote of Australia’s Antarctic stations. The Australian Antarctic Division (AAD), with the support of the Royal Australian Air Force, conducted the long-range airdrop as sea ice conditions had prevented the delivery by ship of much needed critical supplies including medical and infrastructure equipment, food and personal mail. It was also an opportunity to test the capability of the AAD to access its most remote station during winter.
The Bureau’s meteorologists assisted in the planning, preparation and supported the delivery of this complex operation with weather information critical to the viability and success of the mission.
In-depth knowledge of the Antarctic environment and our customer’s operating constraints allowed the Bureau’s Antarctic meteorologists to provide information to identify the weather window with the highest likelihood of success. The airdrop successfully occurred overnight, within a half hour period of winds less than the required 25 knot threshold. The AAD’s General Manager Safety and Operations described the airdrop as a ‘game-changer’ for winter access to Mawson.
Ground crew at Mawson Drop Zone watch the lights of the C-17A approach. Photo credit: Gemma Woldendorp, AAD.
Enhancing Pacific preparedness through climate information
The Bureau plays an active role in enhancing climate services in our neighbouring region through close partnerships with National Meteorological Services (NMSs) involved with the Climate and Oceans Support Program in the Pacific (COSPPac). Under this initiative the Bureau is supporting Pacific NMSs to produce monthly national Early Action Rainfall (EAR) Watch bulletins to better communicate seasonal outlooks to climate-vulnerable communities in the Pacific.
National EAR Watches are now produced in 12 Pacific islands, countries and territories (Cook Islands, Federated States of Micronesia, Fiji, Kiribati, Republic of Marshall Islands, Palau, Papua New Guinea, Samoa, Solomon Islands, Tokelau, Tuvalu, and Vanuatu), providing information to Pacific Islands government and non-government agencies about recent and upcoming periods of prolonged drier or wetter than normal conditions.
The purpose of EAR Watch is to advise communities on forecast rainfall so they can strengthen disaster management processes and activity around rainfall. Three teams of stakeholders reviewed the impacts of drought in the Cook Islands and how to effectively manage water long term.
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Rainfall outlooks have been upgraded to those from the Bureau’s ACCESS-S model, which is an uplift for Pacific Islands. For the Cook Islands, La Niña results in dry (drought) conditions for the northern islands, but wet conditions for southern islands. Water issues after one month of dry conditions could include sanitation and household water supply impacts, building to impacts on large streams and water storages after 12 months.
Early Action Rainfall Watch training group, Cook Islands, March 2022.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 2 include:
⢠further developing the Future Warnings Framework and delivering a nationally consistent multi-hazard, impact-based warning and alerting systems for the Australian community
⢠operationalising the Hawkesbury-Nepean probabilistic forecast service
⢠contributing to the ACS both in the operational response and adaptation and preparedness domains.
Outcome 3: Resilient, sustainable, national operations delivered across the Community Services Group
Achieving the outcome
Delivering resilience through a single national forecast production platform
A significant upgrade of the Bureau’s forecast production tool - Graphical Forecast Editor (GFE) - was implemented under the Public Services Transformation Program to provide a national operational approach to routine public forecasts. The national GFE system enables nationally consistent forecast processes to be applied by a smaller team of meteorologists than was previously undertaken by separate meteorologists using GFE in each state and territory.
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The forecasters can use this system from any location, providing a significant increase in operational resilience, particularly relevant in 2021-22 with COVID-related restrictions on working in the office. High-impact flood, marine, climate and weather services were also transferred to national teams in the Environmental Prediction Service Program.
More than
693 000 public forecasts issued 2017-182018-19 2019-20
2020-21
2021-22
Number of public forecasts issued
695 350
700 632
703 809
694 421
693 812
Highlights and significant events
Deployment of mobile X-band radar to support prescribed burns
A mobile X-band radar was deployed to support the management of a prescribed burn near Dwellingup, southeast of Perth in May. The deployment was part of a research project by Monash University and the Bureau with the support of the Western Australian Department of Biodiversity, Conservation and Attractions (DBCA), and Department of Fire and Emergency Services (DFES). The focus of the project was to collect data to show wind changes including those generated by the burn, evidence of pyro-cumulus clouds and ember transport. Observations from this radar will support research to identify specific features in remote sensing of fires that indicate transition
The fire, the radar, the weather station and the team of Bureau meteorologists, Monash University researchers, DBCA and DFES.
6 9 Group Performance
to a more dangerous state. Observations will also support other high-impact weather research activities in ember transport, pyrocumulonimbus development and help validate coupled fire-atmosphere modelling, all of which have flow-on benefits for operational fire weather forecasting. Rapid scan Himawari-8 satellite imagery (every 2 minutes) was enabled during the deployment to
provide high temporal resolution imagery over the prescribed burn.
Supporting the response to fires in Western Australia
A period of hot, dry and windy weather with dry lightning resulted in several fires starting over southwest Western Australia during early December. On 8 December, over 50 fires were started by dry lightning across the Wheatbelt and Southwest Land Division. The Bureau was able to respond quickly to the escalating needs of the Department of Fire and Emergency Services (DFES) and Department of Biodiversity, Conservation and Attractions, who were managing the incident. This included the provision of additional briefing services to the incident managers, and the State’s All Hazards Liaison Group (AHLG) increased volume and frequency of incident weather forecasts for the area, and additional media demand from the incident.
This was the first significant fire event for the newly formed national operating model between the Community Services Group’s three Programs, which proved operational collaboration and liaison were effective. The Bureau’s emergency management partners, including Fire Commissioner Darren Klemm and Deputy Commissioner Craig Waters, expressed their appreciation for the Bureau’s additional support and responsiveness during the event.
Smoke from a distance during the Calgardup fire, 9 December. (Image courtesy: Sean Blocksidge, Wallcliffe Volunteer Fire Brigade)
70 Annual Report 2021-22
5800flood warnings issued 2017-182018-19 2019-20
2020-21
2021-22
Number of flood warnings issued
1207
1468
1756
3168
5800
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 3 include:
⢠delivering nationally consistent operations across the Group and its Programs
⢠consolidating specialist teams for severe weather, water, climate, marine and Antarctic in the Environmental Prediction Services Program
⢠delivering decision support services in all jurisdictions
⢠consolidating and centralising operation support capabilities within the newly formed Service Development Integration team.
Outcome 4: A valued, safe and inclusive workforce with a clear sense of purpose
Achieving the outcome
Creating a detailed Learning and Development Framework
With support from the Enterprise Services Group, the Community Services Group led the design of a Learning and Development Framework to define the development and maintenance of skills of the Group’s staff. The framework identifies three classes of competencies, such as core capabilities, technical skills and business-enabling skills that are essential for the delivery of Bureau’s critical services and staff development. The framework will be implemented during 2022-23 by each of the Group’s Program leadership teams.
Career conversations to support our Public Services Transformation
The Bureau facilitated a series of career conversations during the year to support its Public Services Transformation Program. The initiative promoted the use of structured and purposeful conversations that invited staff to consider, plan and drive their careers. The discussions looked at learning and development opportunities with a focus on each staff member’s aspirations and wellbeing. The outcomes of the initiative increased role clarity and informed role responsibilities and reporting structures in the new CSG operational model. Significant effort was also invested in developing and supporting leaders to build their confidence and capacity for constructive dialogue with their teams.
7 1 Group Performance
Supporting the Bureau’s STEM Ambassadors
The Community Services Group continued to the actively support the Bureau’s STEM Ambassadors Program in 2021-22. As part of the Program, CSG staff mentored school students and undergraduates through STEM Professionals in Schools with CSIRO. The STEM Ambassadors Program is a valuable channel to advocate for the Bureau’s activities in the Australian community and promote the Bureau as an employer of choice with prospective staff.
Highlights and significant events
Keeping the conversation going about Reconciliation
The Community Services Group’s Community Engagement team supported the Bureau’s activities for National Reconciliation Week in May and June. Larrakia Elder Dr Richard Fejo was a special guest at the Bureau’s all-staff event for the week and provided a range of educational and inspiring insights about Reconciliation. The Community Engagement team developed a range of resources for Bureau staff with Dr Fejo and developed initiatives as part of its Community Engagement Plan to support the Bureau’s interaction with Indigenous communities in delivering its key business activities.
CSG staff in the Northern Territory with Larrakia Elder Dr Richard Fejo during one of the activities in National Reconciliation Week.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 4 include:
⢠continuing to enhance the Group’s diversity and inclusion and use of flexible working arrangements
⢠investing in the STEM capabilities to support the young Australian community
⢠investing in the strategic leadership capabilities of the Group’s emerging leaders
⢠continuing to develop a proactive safety culture and processes that focus on all aspects of fatigue, wellbeing and psychological safety of staff
⢠engaging with partners and customers in line with Reconciliation Action Plan activities.
7 2 Annual Report 2021-22
Business Solutions
Goal: Business Solutions Group’s focus on key sectors of Australian policy and economy contributes to zero lives lost through extreme weather and delivers $1 billion in new economic impact and value for Australia.
The Business Solutions Group leads the Bureau in improving customer engagement and business systems to deliver an outstanding experience for its customers. The Group has an enterprise-wide focus on improving the Bureau’s customer-facing skills, systems and processes to promote customer interactions that are more responsive and professional. It also leads the enterprise in customer engagement across focus sectors, namely: agriculture; aviation, land and maritime transport; energy and resources; international development; national security and space; and water. By strengthening the Bureau’s relationships and service offerings, the Group aims to ensure that customers value the Bureau as an essential business partner, delivering measurable impact and value every day.
For 2021-22, the Group consisted of five Programs with the following responsibilities:
Program Responsibilities
Agriculture and Water
⢠Deepening the Bureau’s relationships
⢠Developing a deep understanding of the sector and its needs
⢠Delivering responsive, coordinated, world-class services
Aviation, Land and Maritime Transport
Energy and Resources
International Development
National Security and Space
Throughout 2021-22, the Business Solutions Group focused on the delivery of four outcomes that support the delivery of the Bureau’s Strategy and purpose. The Group’s achievement in delivering each of these outcomes is discussed below.
Outcome 1: The Bureau enables the Commonwealth and our customers to deliver on their objectives, to a value of $1 billion and zero lives lost
Achieving the outcome
Enhancing water information for the Murray-Darling Basin
The Bureau continued to enhance the Murray-Darling Basin Water Information Portal to improve water reporting in the Basin and provide more timely and complete information on water availability.
7 3 Group Performance
Version 2 of the Portal was released in June with additional features and enhanced functionality, based on customer feedback and requirements. New additions include:
⢠information on an additional 12 catchments in the Basin
⢠200 river gauges added to the map, including river height and flow data
⢠salinity data for 100 sites
⢠year-to-date usage and availability for each catchment
⢠more data on water markets, including price and volume traded
⢠water storage totals at Northern and Southern Basin levels.
Helping Australian shipping to manage wave risks
The Bureau supported shipping operations on Australia’s north-west shelf through the world-leading application of wave models. A high-resolution wave model was deployed into operations in March after operational trials on research infrastructure. Improved modelling of near-shore wave processes enabled customers to integrate improved wave data into vessel motion and other management software. With improved confidence in forecast data, customers have been able to better manage risk and improve their shipping operations within some of Australia’s key ports.
Ensuring resilient aviation meteorological services during COVID-19
While Australia’s aviation sector was one of the hardest hit by COVID-19, the reduced number of flights did not reduce the need for high-quality aviation meteorological forecasts. With the support of the Australian Government, the Bureau maintained a full suite of services required by the sector and sustained the extensive network of observing equipment at airports across Australia. Continuity of service was critical in maintaining a safe environment for pilots and airlines to fly and provided favourable conditions for industry recovery. Domestic activity grew from around 50 per cent of pre-COVID-19 flight volumes in June 2021 to over 80 per cent of flight volume in June 2022.
Over
2.3 million aviation forecasts delivered 2017-182018-19 2019-20
2020-21
2021-22
Aviation forecast products delivered
1 927 104
1 920 868
2 010 083
1 984 916
2 335 742
74 Annual Report 2021-22
Supporting the resources industry to better understand complex environmental issues
In partnership with BHP Group Ltd (BHP), the Bureau completed a study to better understand how dust behaviour is influenced by the weather around BHP’s Mount Whaleback iron ore mine near Newman in the Pilbara region of Western Australia. The study examined four hypotheses of weather conditions that significantly impact dust levels at Newman and successfully created new understanding of environmental processes at the site. The study is a stepping-stone towards improved dust management and positive environmental outcomes for the township, with future work to explore and use forecast guidance to improve decision-making.
Improving real-time solar observations for the energy sector
The Bureau’s gridded solar observation data products were significantly upgraded in March through a collaboration between the Bureau and two of its key energy customers. The products are now better tailored for the energy sector, allowing customers to access real-time data to estimate behind-the-meter solar generation and enhance the accuracy of energy demand forecasts. The real-time products are now available through the Bureau’s registered user FTP service.
The estimated accumulation of solar energy across Australia during a day. Satellite observations of cloud cover are processed by the Bureau to produce real-time observation of solar radiation.
Helping Australian farmers adapt for climate variability with Climate Services for Agriculture
In July, the prototype platform Climate Services for Agriculture (CSA) was released to help Australian farmers to better adapt to climate variability and improve the viability of their farm businesses. The tool links historical, current and future climate, including tailored climate information for different commodities including almonds, apples, barley, canola, lupins, wheat, northern and southern beef, and northern and southern sheep, with more to come in future releases.
Combining climate science and agriculture expertise, the platform is being delivered in partnership with CSIRO as part of a $28.9 million program through the Australian Government’s Future Drought Fund.
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The program is using a human-centred design process and a multi-disciplinary capability to design the platform in collaboration with end users. The prototype has been well received by users and will continue to be refined in the coming years, informed by user feedback.
Unlocking the value of privately owned automatic weather stations through ObsCheck
The Bureau and CSIRO jointly developed the ObsCheck service to support the veracity of self-managed on-farm weather observations. Rural Australia is increasingly adopting technology to monitor weather conditions that are specific to their farm, paddock or even crop. Stakeholders recognise the potential value of this in-situ observations data, although its use in downstream products such as insurance, banking or yield modelling has been restricted by an inability to trust the data. The ObsCheck service automatically checks for erroneous observations in in-situ observations data, using the Bureau’s official observations, radar and forecast models. ObsCheck provides stakeholders with a level of confidence for their observations data and can detect equipment issues, helping them to avoid unwittingly using incorrect data in their decision-making.
Supporting the response to the Hunga Tonga-Hunga Ha’apai volcanic eruption
The Bureau provided support to the Australian High Commission in Nuku’alofa, Tonga, and the Tongan Government following the devastating eruption of the Hunga Tonga-Hunga Ha’apai volcano and the resulting tsunami in January. While operations in the Tongan Meteorological Service were interrupted, the Bureau’s Meteorological Intelligence Support team provided alerts, warnings and forecasts to Australia’s Department of Defence prior to and during the event, including information on the volcanic eruption, tsunami and ash cloud. After the event, the Bureau continued to provide situational awareness to Defence, and daily forecasts and outlooks to local Tongan meteorologists, the Department of Foreign Affairs and Trade (DFAT) and Australian High Commissioner. The Bureau also committed to replacing the Tonga Meteorological Service’s automatic weather station that was destroyed in the disaster.
Australian Army loadmaster Corporal Matthew Wielozynski prepares to load passengers on a CH-47F Chinook helicopter after completing a tour of Nomuka Island, Tonga, during Operation Tonga Assist 2022 (Image courtesy of the Department of Defence).
76 Annual Report 2021-22
Supporting Operation Flood Assist 2022
The Bureau’s Defence Weather Services Office Oakey (DWSO) provided meteorological assistance to Defence operations supporting communities impacted by the February-March flooding in southern Queensland and northern New South Wales. Over a six-week period, the DWSO raised awareness of the risks associated with the upcoming weather system and supported aircrews in conducting search and rescue missions, medical evacuations, air reconnaissance, and food and supply transport. Flight planning was challenging in the conditions and up-to-date weather information was critical before and during each flight to help keep aircrews safe. Days were long, with aircrews generally receiving initial weather briefings by 7 am and flying often not ending until after sunset.
Australian Army aircrewman Warrant Officer Class Two Benjamin Dwyer from the School of Army Aviation prepares to conduct a rescue by winch of a community member from an MRH-90 Taipan, over Lismore, New South Wales, during Operation Flood Assist 2022 (Image courtesy of the Department of Defence).
Providing early visibility of emerging global weather and climate risks
The Bureau developed and delivered a range of climate outlook products and briefings to provide planners and decision-makers in Australia’s national security sector with early visibility of emerging global weather and climate risks to Australia and its interests. The outlook products support internationally focused government agencies to plan and prepare for potential security, economic and humanitarian consequences of the upcoming season, and included:
⢠regional outlook products during the high-risk tropical cyclone season
⢠quarterly outlook products on emerging global weather and climate risks ahead of each season
⢠meteorological and climatological products to support DFAT overseas missions, including briefings to officials deploying into regional locations where weather and climate are a critical component of engagement.
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A bespoke Africa Seasonal Outlook was provided for DFAT and Australian missions in Africa to provide a better understanding of climate issues and risks faced by African countries including flooding and drought, soil and coastal erosion, and water availability. The product will help Australian agencies to better prepare for and respond to emerging climate hazards in both the short and long term, ahead of the United Nations Climate Change Conference 2022 (COP27) which is scheduled to take place in Egypt in November 2022.
Building a deployable meteorologist capability in the Bureau
The Bureau took steps to evolve a deployable meteorologist capability into an enduring and integrated suite of in-theatre meteorological service options to support operational advantage. Bureau meteorologists Karna Nair and Brendan McMahon were deployed to Exercise Talisman Sabre in July, a bi-annual military exercise designed to test planning, conduct joint operations and improve the combat readiness and interoperability between Australian and US forces.
Karna and Brendan tested a portable automatic weather station (AWS), provided forecasts and briefings before and during deployment, and helped to inform the decision-making of air traffic controllers and pilots through advice on expected weather conditions, enabling better planning to facilitate the training activity. Building the deployable capability enhances the Bureau’s service for customers nationally and internationally by enabling the Bureau to actively support partners such as Defence and DFAT.
Strengthening the Bureau’s space weather capability
The Bureau reinvigorated its space weather capability to strengthen its ability to safeguard the Australian community and industry sectors at greatest risk from the effects of space weather. Key space weather functions were re-aligned around sector engagement, scientific modelling and forecasting, and underpinned by applications support for space weather ICT systems. The improved capability was established in Adelaide at the Lot Fourteen precinct to deepen connections and relationships with organisations such as the Australian Space Agency, Defence and some commercial operators.
Top: Meteorologists Karna Nair and Brendan McMahon at RAAF Base Scherger setting up a portable AWS during Talisman Sabre 2021. Bottom: Space weather forecasters in the new, purpose-built Australian Space Weather Forecasting Centre at Lot Fourteen, Adelaide.
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Sharing expertise through the Meteorological Five Eyes community
Collaboration between the ‘Five Eyes’ community in the Defence environment was further strengthened this year with the establishment of an agreement between the Bureau, United States Air Force, UK Met Office, UK Ministry of Defence, Meteorological Service of New Zealand and Meteorological Service of Canada to work on related challenges in a way which is secure, systemic and maintains the respective trust of our supported national security agencies. The five nations worked together to share information and support each other on national security and defence-related meteorological issues, enabled through the connections built in the Meteorology Five Eyes Community of Practice - the MET5 - which enables collaboration on meteorology support to national security agencies. The MET5’s benefits have been realised with the exchange of information on space flight and supporting exercises in the Australian region.
General Manager - National Security and Space, Stephen Alexander signing the Letter of Intent for the MET5 on 3 May 2022 at the Australian Embassy, Washington DC, USA.
Highlights and significant events
Collaborating on volcanic ash advisories for the Hunga Tonga-Hunga Ha’apai eruption
At 2 pm AEST on 15 January, a major eruption at Hunga Tonga-Hunga Ha’apai volcano in Tonga was reported, with volcanic ash reaching 58 km above the Earth into the stratosphere. Local authorities supported the Volcanic Ash Advisory Centre (VAAC) Wellington to issue timely volcanic ash advisories and graphics to the aviation industry to indicate the height and expected spread of the volcanic cloud.
7 9 Group Performance
As the volcanic cloud continued westward, the Bureau’s VAAC Darwin coordinated with VAAC Wellington to issue products to the aviation industry. The two VAACs, in consultation with airlines and ground observers, were able to collate the most up-to-date information to develop a thorough analysis of the eruption. The VAACs estimated the base of the volcanic cloud was at an altitude of 14 km and moving within the stratosphere. This was above the flight level of most aircraft and the advice helped minimise disruption to aviation services. Airlines provided real-time pilot reports to confirm the advisories as they continued operations under the volcanic cloud.
The rare stratospheric eruption rigorously tested the procedures within the International Airways Volcano Watch. Post-event review activities confirmed the effectiveness of the coordination between the VAACs involved, with airline operators very satisfied with the quality, consistency and timeliness of advisory information. The event will be used for advanced training of the Bureau’s hazardous weather specialists and to improve detection techniques applied during future eruptions.
Himawari-8 satellite imagery at 05:30 UTC on 15 January 2022 for the eruption at Mount Hunga Tonga-Hunga Ha’apai in Tonga. Top left is the visible image and the three other false-colour images use different wavelengths to separate between volcanic ash, sulphur dioxide and meteorological cloud. Pink dots show volcano locations in the region. Himawari-8 data is provided to the Bureau of Meteorology by the Japan Meteorological Agency.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 1 include:
⢠finalising the Bureau’s Space Weather Roadmap to outline a 10-year pathway towards a space weather capability that contributes to a safer, more secure and prosperous Australia
⢠releasing new products in the Murray-Darling Basin Water Information Portal, including additional parameters for water use, water trade and entitlements, and groundwater observations, to provide more complete picture at the catchment scale
⢠providing new products under Climate Services for Agriculture to provide greater detail on climate outlooks and the impacts on specific agricultural commodities across Australia.
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Outcome 2: Bureau priorities reflect highest impact customer needs
Achieving the outcome
Improving performance reporting in the urban water sector
The Bureau has an ongoing partnership with the Department of Climate Change, Energy, the Environment and Water (DCCEEW) and the water sector to report on the efficiency and performance of the larger water utilities. The Urban National Performance Report (Urban NPR) provides a consolidated view of how 81 utilities and councils, and five bulk water authorities perform in providing urban water services to over 23 million people across Australia.
During the year, the then Department of Agriculture and Water and the Bureau, with support from the NPR Technical Reference Group, undertook a detailed review of the Urban NPR Framework which provides information on water resource supply and usage, financial operations, bills and pricing, assets, water quality compliance and customer performance. The review recommended a range of improvements to the Framework, including expanding the number of water utilities that report, and streamlining the indicators used to help reduce the reporting burden and better explain results. The Bureau will continue to work with the DCCEEW and the water sector implement the review recommendations in 2022-23.
Delivering new tools for the agriculture sector
The Bureau delivered five new tools to support the agricultural industry to proactively manage extreme climate events in 2021-22, focusing on heat, cold and rainfall extremes on multi-week and seasonal timescales. The new tools were developed as part of the Forewarned is Forearmed project, a partnership between the Australian Government, research and industry sectors, funded through the Rural R&D For Profit Program. Feedback from farmers has been strongly positive, evidenced through independent evaluation of the project, which estimated benefits of over $24 million for 2021-22.
Providing dedicated meteorology support for Australian Energy Market Operator
The Bureau continued to support the Australian Energy Market Operator (AEMO) in 2021-22 by providing dedicated specialist meteorology support embedded in the organisation. As a trusted adviser, the Bureau proactively communicated information on evolving high-impact weather and delivered services tailored to AEMO’s specific needs to provide an improved understanding of risk and sector outcomes.
The Bureau’s support to AEMO was illustrated during high-impact weather in early February. On the third consecutive day of a tropical heatwave affecting southeast Queensland, very warm, humid and cloudy conditions combined to drive electricity demand to very high levels. There was a risk that, should the cooling effect of thunderstorms be delayed during the afternoon, demand would reach record levels, likely interrupting supply of power to consumers.
Bureau and AEMO staff worked collaboratively to understand the risks posed by this complex mix of potential weather outcomes. Regular briefings and updates were provided by the Bureau’s embedded meteorologist to enable AEMO staff to take actions to mitigate the risk of adverse impacts. While operational demand did not reach an all-time high, the operational demand profile for the day indicates clear potential for a significantly higher maximum demand to have eventuated had the thunderstorm activity been delayed or not occurred at all.
8 1 Group Performance
Maintaining our focus on service quality
The Bureau’s Energy and Resources Program quality management system (QMS) was re-certified in May, successfully maintaining its certification of compliance to the International Organisation for Standardization (ISO) 9001:2015 Quality Management Standard. This was achieved without a single noted system non-conformance, highlighting the team’s commitment to quality best practice.
The Program’s QMS is driven by customer requirements and supports the Bureau’s position to provide high-quality, high-impact products and services. The ISO 9001:2015 standard provides a strong framework to plan and manage the Bureau’s business, prioritise effort and ensure good change management, succession planning and knowledge transfer, leading to improved outcomes for customers.
Highlights and significant events
Engaging the aviation sector to minimise the impact of business continuity measures
In January, a large number of the Bureau’s specialist aviation forecasters were unable to work due to COVID-19. Business continuity measures were activated with aerodrome forecasts at more than 60 airports temporarily suspended. While these aerodromes are the least used, they are still important and the absence of forecasts had a real impact on some airlines and pilots. The Bureau adjusted which aerodrome forecasts were available during the fortnight while business continuity measures were in force and, following the event, convened meetings with the aviation industry to gather further feedback.
The Bureau’s aviation services supported aviation operations at Moorabbin aerodrome throughout the COVID pandemic.
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The temporary service reduction impacted a small number of operators but had a very significant impact on their operations. These ranged from having to carry extra fuel, which reduced the cargo and passengers that could be carried, to being unable to fly particular routes as alternate airports were not within range. The Bureau analysed this feedback and developed criteria to indicate the importance of aerodromes. The criteria included:
⢠distance between aerodromes
⢠whether the airport has refuelling facilities and pilot-activated lighting
⢠if permission is required to land at the airport.
This criteria-based approach was presented to an aviation industry forum in March. The analysis showed that 21 of the set of aerodrome forecasts that were suspended should be considered higher priority. Industry representatives universally endorsed the new criteria-based approach, noting that it would avoid operational impacts to regional and small aviation operators in the event services were interrupted in future.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 2 include:
⢠leading consultations with Pacific stakeholders to ensure their needs are captured in the design of an upscaled future climate and weather initiative in the Pacific, in partnership with DFAT
⢠implementing a redesign of the Urban National Performance Report, involving further stakeholder engagement, improved data collection systems and easily interpretable indicators
⢠reviewing the prioritisation of the full suite of aviation services with input from the aviation industry and refining the Bureau’s aviation business continuity plan.
Outcome 3: The Bureau is a partner of choice for our customers and stakeholders
Achieving the outcome
Setting out a revitalised water information future
Under the Water Act 2007, the Bureau is required to collect, hold, manage, interpret and disseminate Australia’s water information. In 2021-22, the Bureau began work to implement changes to the way it provides best practice leadership and administration of the Water Regulations 2008 and in developing a refreshed vision for the Bureau’s role in water information through:
⢠creating a whole-of-enterprise view of Water Regulations 2008 administrative data and improving the user experience for all water data providers through development of the Water Regulations Administrative Data Management System
⢠modernising its approach to water information and leveraging extensive water industry engagement to develop a 10-year Water Information Roadmap and the associated Water Information Statement of Ambition
⢠ongoing national coordination of water standards and guidelines and ongoing support and facilitation of the Water Monitoring Standardisation Technical Committee
⢠increasing the transparency and availability of Australia’s water information through key projects and initiatives, such as the Murray-Darling Basin Water Information Portal.
8 3 Group Performance
The Murray-Darling Basin Water Information Portal provides a central source of water information for Basin communities, businesses, water licence holders, recreational users and policy makers.
2020-21
2021-22 55 487
33 674 36 110
152 199
277 389
16 233 34 974 31 573
119 720
271 547
Water Storages Groundwater Design Rainfalls National Water Account
Water Data Online
Over
700 000 key water services used
Usage of key water services
Supporting safer aviation across the globe with hazardous weather information
Aviation meteorological services are being transformed through a range of International Civil Aviation Organization (ICAO) and World Meteorological Organization (WMO) initiatives. These initiatives will see the aviation industry services migrated from text-based products to modern geospatial data centric services in the coming years.
The Bureau’s deep connection and understanding of the aviation industry, strong scientific and technical capability, and non-partisan approach has resulted in the Bureau being highly influential in the identification, specification and implementation of these initiatives. Bureau staff now fill leadership roles in the ICAO Meteorological Panel Management Group and Working Groups and the WMO Standing Committee on Services for Aviation.
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One such example is the development of the aviation hazardous weather information service (HWIS). Throughout 2021-22, Bureau staff have been instrumental in the development of the HWIS, including the HWIS Roadmap, HWIS Service Architecture and planning for the WMO Aviation Research and Development Project, which will demonstrate the HWIS concept on an ICAO regional or sub-regional scale for severe convection.
Building aviation partnerships in the Pacific
In early 2022, the Bureau was approached by DFAT’s Pacific Aviation Team to build the aviation weather services capability in the Pacific, resulting in the establishment of a new $5.5 million partnership agreement to provide support to the Kiribati Meteorological Service. Under the agreement, the Bureau will assist Kiribati to overcome their ICAO deficiencies through new observational infrastructure and training, and for the Kiribati Government to move towards cost-recovery funding arrangements from the aviation sector.
Renewing our strategic relationship with Hydro Tasmania
In February, the Bureau and Hydro Tasmania (HydroTas) renewed their Strategic Relationship Agreement (SRA) for a further four years to support Australia’s expansion of weather-dependent renewables and enhance energy security. Weather, climate and water are at the core of HydroTas’s business, and the Bureau has been working closely with them for many years to ensure critical services can be delivered effectively.
The SRA has enabled both organisations to collaborate closely, developing deeper and stronger relationships built on trust and respect. It is estimated the activities under the SRA have delivered an additional $20-30 million in value for HydroTas through improved weather-related decision-making.
Highlights and significant events
Bureau services to international security agencies
The Meteorological Intelligence Support Team worked closely with UK Met Office (UKMO) and the UK Joint Operational Meteorology and Oceanographic Centre (JOMOC) to provide integrated geospatial data and services to the UK military in support of Operation FORTIS. Held between June and December 2021, Operation Fortis saw the UK Carrier Strike Group conduct international exercises with several allied navies. It was the first strike group deployment for the UK Queen Elizabeth-class aircraft carriers, and the first operational deployment of the UK Carrier Strike Group since 2011.
Custom products from the Bureau’s global weather prediction model were used to supplement weather radar information to indicate likely weather patterns, while the Bureau’s ocean and wave models were also used to support Carrier Strike Group 21’s activities.
Bureau staff worked with the UKMO’s data services team to set up regular, secure and end-to-end encrypted transfers of specific datasets from the Bureau’s models to the UKMO, amounting to over 25 gigabytes of data being transferred per day. The data transfer was used as an opportunity to exercise capabilities at the Bureau, thinking through information security issues and working with business and operational processes.
8 5 Group Performance
Establishing meteorological services for space launches in Australia
In 2021-22 the Bureau made it first incremental steps in the establishment of the space launch meteorological service (SLMS) to support the emerging Australian launch providers and operators.
The concept of operations for the SLMS includes providing data and decision support for trajectory simulation and modelling support, launch campaign planning, launch window selection, launch window commitment, launch day Go/No Go, spaceflight support, and post-launch review.
The SLMS provided support for rocket launches through a collaborative service from the Meteorological Intelligence Support Team and space industry engagement. The Bureau provided meteorological support to rocket launches at four sites across Australia, as well as forecasts, outlook and launch-day surge support at Whalers Way in South Australia and Nhulunbuy in the Northern Territory.
NASA’s suborbital rocket launched from Equatorial Launch Australia’s Arnhem Space Centre July 2022
Building the capacity of the Papua New Guinea Weather Service
Funded by DFAT, the Bureau assisted the PNG National Weather Service (NWS) to develop more effective services for its transport sector, enabling agencies responsible for air traffic management, maritime regulation, and search and rescue to provide essential services to the public.
Papua New Guinea is a nation with intense transport challenges, with its topography, multi-island structure, population make-up, and tropical climate posing issues for foot, road, marine and aviation transport. All transport sectors are vulnerable to weather.
The Papua New Guinea Capacity Development Program responded to these challenges by addressing the recommendations of reviews conducted by the WMO and ICAO, and successfully completed a five-year program of initiatives, including:
⢠restoration of the existing NWS observational network, including repairs, maintenance and upskilling of observational staff
⢠implementation of sustainable approaches to maintenance, calibration, verification and communication of observations
⢠establishment of a ‘twinning’ relationship between NWS and Bureau forecasters for mentoring and collaboration
⢠technical training of NWS forecasters in forecast and analysis tools and techniques
⢠establishment of a strategic planning process for the NWS, including assistance in developing the NWS Strategic Plan.
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COVID-19 had profound impacts on the program, with many of these initiatives originally planned to be undertaken via ‘face to face’ delivery. The transition to online training and remote virtual support posed challenges, but the commitment and perseverance of both Bureau and NWS teams ensured the program achieved its intended objectives.
The Papua New Guinea National Weather Service Management Team.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 3 include:
⢠publishing a Water Information Statement of Ambition to set the scene for significant improvements in how water information is collected, shared and used to inform decisions by all water stakeholders.
⢠developing a Strategic Relationship Agreement with the Department of Home Affairs to support collaboration and activities with agencies under this key portfolio
⢠commencing delivery of the Agri-Climate Outlooks Program to transform the way that seasonal outlooks are communicated to agricultural decision-makers.
Outcome 4: Business Solutions Group is a healthy, diverse, engaged workforce supporting a customer-focused organisation
Achieving the outcome
Using customer challenges to drive innovation
The Energy and Resources Program undertook several internal initiatives in 2021-22 to raise the profile of emerging energy sector science challenges within the Bureau. Emerging challenges and opportunities in the sector were explored during the Bureau’s Research and Development Conference in November, with the Energy and Resources Program facilitating some sessions alongside key sector customers. The presentations from customers were compelling and sparked the interest of the Bureau’s researchers, leading to cross-Bureau collaboration on potential solutions.
87 Group Performance
One such challenge was the energy sector’s need for skilful, short-term solar forecasts. In response, the Bureau’s Satellite Science and Data Science and Emerging Technologies teams trialled machine learning techniques and were able to achieve some effective results. These activities helped to build the Bureau’s machine learning capability, while tackling a difficult problem for the energy sector and exploring how an impactful solar forecasting capability might be developed in future. A working prototype, building on the early exploration work, will be developed during 2022-23.
Strengthening our relationship management capability
The Bureau’s customer relationship managers upskilled in 2021-22 through training to improve their responsiveness to customers. The Agriculture and Water Program’s Customer Leads engaged with the Bureau’s highest-impact water sector customers, including Australian Government and State government water agencies and bulk water authorities, and developed engagement plans for each customer. These Customer Leads have developed a deep understanding of their customers’ organisations and serve as the single point of contact to provide more coordinated and efficient delivery of services for enhanced customer experience.
Keeping aviation customers in the feedback loop
In 2021-22, the Bureau commenced fortnightly consultations with key aviation customers to discuss service utilisation and performance, and to identify opportunities to improve the effectiveness of our forecasting. The Bureau and key customers also visited each other’s operations to gain insights throughout the year. Inviting regular operational scrutiny has been a challenging yet rewarding experience and has yielded significant benefits through deeper relationships and increased operational understanding.
Operational visits provide opportunity for service improvements to be identified.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 4 include:
⢠contributing to the Australian Antarctic Division initiative to prepare a Decadal Plan for Antarctic Science
⢠development of the National Security and Space Statement of Ambition 2022-23 to guide and support relationship management and engagement in these sectors.
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Data and Digital Goal: Data, technology and digital services enabling the delivery of an outstanding customer experience.
The Data and Digital Group, partnering with other Bureau Groups, provides a platform to develop and deliver enterprise services and technologies underpinning the Bureau’s delivery to its customers.
The Group provides the data, information technology (IT) and observation technology (OT) to underpin the Bureau’s core operations, from measurement and collection through to production and dissemination. The Group is instrumental in ensuring the Bureau’s effectiveness, innovation, security and sustainability in meeting customer needs through seamless delivery. The Group is critical for framing the future of the Bureau, delivering new architecture and capability, and ensuring the Bureau’s infrastructure is service focused, secure, resilient and adaptive.
For 2021-22, the Group consisted of six Programs with the following responsibilities:
Program Responsibilities
Planning and Architecture
⢠Technology policies and standards
⢠DDG planning uplift
⢠Demand and pipeline management
⢠Enterprise architecture
Observing Systems and Operations
⢠Operation of the observing network
⢠Observations planning and delivery
⢠Maintenance and sustainment of the network
Data ⢠Data governance, advice and standards
⢠Data management specialised services
⢠Data requirements and quality
⢠Managing data partnerships
⢠Data services
Digital Channels and Customer Experience Design
⢠Customer research and user experience design
⢠User design and prototyping
⢠Digital development
⢠Customer analytics
⢠Digital planning
Application Services
⢠Delivery of ICT applications and platforms
⢠Digital services
⢠Testing and quality assurance
Service and Infrastructure Management
⢠Reliable and secure ICT operations
⢠High-performance computing
⢠ICT support services
⢠Cyber operations
89 Group Performance
Throughout 2021-22, the Data and Digital Group focused on the delivery of four outcomes that support the delivery of the Bureau’s Strategy and purpose. The Group’s achievement in delivering each of these outcomes is discussed below.
Outcome 1: A globally benchmarked data and digital capability informed by deep customer insight and understanding
Achieving the outcome
Laying the foundation for the Bureau’s future observations ecosystem
The Bureau launched the Observations Ecosystem Roadmap in September, laying the foundation for its observations portfolio over the next 10 years and beyond. The roadmap outlines multiple initiatives to be delivered in partnership with a growing number of data suppliers, which aim to ensure that timely and relevant observations and data are available to customers where and when they need them.
The outcomes of the Roadmap will be realised through 12 initiatives to deliver the capabilities, processes, technology, infrastructure and data required to maximise the impact and value of Bureau data to the community.
Engaging with customers on the new Bureau website
The Bureau is committed to improving the security and resilience of its IT systems, observation network and business processes. To this end, the Bureau made significant progress in developing an updated version of its website in 2021-22 to ensure it continues to meet the needs of the Australian community.
The first phase of Beta testing for the new website was completed in early 2022; the first time that members of the public had an opportunity to try the site’s new features and design. Over 600 customers from across all states and territories experienced the new website. Beta testing resulted in favourable reviews of the new design and offered valuable feedback to the team, with an overall customer satisfaction score (CSAT) of 3.7 out of 5. The strong CSAT score aligned well with the BOM Weather app customer feedback. These customer insights will inform the Bureau’s communications and transformation activities and be useful in the prioritisation of future website enhancements.
Uplifting the Bureau’s data maturity
Data 2022 and Beyond, the Bureau’s strategic data plan, continued to guide the enhancement of its data capability to the level required to deliver the Bureau’s Strategy.
An annual maturity assessment of the Bureau’s data capabilities saw an increase in data maturity, reflecting the organisation’s improvements in data governance, data security and metadata management. In December, the Bureau achieved a ‘Level 3 - Defined’ ranking, an increase on last year’s ‘Level 2 - Developing’ classification.
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In June, the Data Integrity, Advisory and Assurance Committee - an external committee of independent experts - completed its annual review of the Bureau’s data management practices. Key focus areas of the review included better understanding measurement uncertainty through closer alignment of statistical and metrological (measurement science) approaches, and consideration of options for analysing climate data. The Committee provided the Bureau with very positive feedback, which will be used to further mature its data capabilities.
2017-18
2018-19
2019-20
2020-21
2021-22
696
700
701
703
724
Over
720Automatic Weather Stations in the Bureau's observing network
Number of Automatic Weather Stations in the Bureau's observing network (at 30 June)
Highlights and significant events
Enhancing the BOM Weather app
The BOM Weather app continued to be Australia’s most widely used weather application in 2021-22, with an average of 4 million active users per month across both Android and iOS devices. The app has been downloaded a total of over 8 million times to the end of June, with over 1.5 million users opening the app each day to check the weather. Over 70 per cent of reviews on the Android and iOS app stores give the app a rating of ‘satisfied’ or ‘very satisfied’, and customer satisfaction scores remain positive, with a CSAT score of 61 per cent.
Features on the BOM Weather app, available on Android and iOS mobile phones and tablets.
9 1 Group Performance
A series of key features were added to the app in 2021-22, including spatial warnings and push notifications, which provide users with relevant alerts to enable informed decision-making. Push notifications became available for tropical cyclones, floods, tsunamis, fire weather, severe weather and severe thunderstorms. Users can choose which notifications they want to receive and their location. So far, over 50 000 users have subscribed to receive notifications.
Modernising temperature and humidity inspections
Following their procurement in 2020-21, the Bureau has been working to roll out new Temperature and Humidity Observation References (THOR) sensors to Observing Hubs across Australia. The sensors are critical reference devices in the inspection and calibration processes for Australia’s automatic weather station (AWS) network and are used by trained Bureau technicians to ensure that field measurement equipment is operating within an acceptable threshold. The new THOR test kits offer improvements over previous calibration inspection sets by reducing measurement uncertainty from 0.08° C to 0.04° C, further enhancing the confidence in the air temperature climate records for Australia. Before they are used, all sensors are tested in the calibration laboratory to ensure they meet the new exacting standard required.
Operationalisation of the THOR test kits will continue throughout 2022, with rollout across the Bureau’s observation network expected by the end of the year.
AWSs at Cabramurra, New South Wales (left) and at Marble Bar, Western Australia.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 1 include:
⢠implementing improved customer analytics capability to systematically enhance focus on improving customer experience
⢠implementing 2022-23 priorities for the Digital Channel Roadmap focused on enhancing BOM Weather app features and the integration of new web operations
⢠completing the public beta testing phase of the new Bureau website
⢠developing a framework for externally sourced data to leverage opportunities to expand the Bureau’s suite of observations and outreach to data providers.
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Outcome 2: Secure, stable, resilient, accessible and responsive services all day every day
Achieving the outcome
Improving the Bureau’s physical security across Australia
The Bureau implemented a centralised Access Control System to help protect, monitor and manage access to the hundreds of observing sites around Australia. The new approach uses an electromechanical locking system that uses software to program keys, enabling the Bureau to remotely manage access at all locations. The system was rolled out to over 670 observing sites Australia-wide, involving over 1800 locks and more than 700 keys. This new capability is an important step change of the Bureau’s physical security capability and maturity.
Piloting new space weather ionosondes
Data from the ionosonde network is critical to the Bureau’s space weather capability, providing space weather forecasts, alerts and warnings to our customers. In 2021-22, the Bureau initiated improvements to the security and resilience of its ionosonde network by replacing the current ageing and unsupportable ionosondes with a modern solution. The new solution is comprised of a small number of commercial off the shelf (COTS) electronics components, with the overall system design and integration of COTS components undertaken by the Bureau. A proof of concept was successfully completed in December, and a pilot production system was implemented at Townsville in June; the first of 10 ionosondes to be upgraded.
Consolidating the Bureau’s data centre capabilities
In 2022, the Bureau commenced consolidation of its data centres under the Data Centre Plan 2021-2030. The Plan ensures the Bureau’s data centre strategy is aligned with its transformation initiatives and remains responsive to external developments in technology, security, data volumes and changing customer needs.
In June, the Bureau transitioned and consolidated workloads from two data centres, marking the first major milestone towards a distributed, standardised and flexible data centre portfolio. The data centre consolidation is scheduled to be completed by November 2023.
100%uptime of the Bureau's internet services
Internet services uptime
2017-18
2018-19
2019-20
2020-21
2021-22
100%
100%
99.80%
100%
100%
93 Group Performance
Highlights and significant events
Completing the refurbishment of the Willis Island Station
The final phase of a significant refurbishment program was completed at the Willis Island Meteorological Station in November, including resolving humidity and mould issues, improving the energy efficiency of station operations, and installing a building management system to monitor water, waste, fuel, electrical and generator systems. These upgrades will ensure the ongoing sustainability of the Willis Island Station and the safety of the staff stationed there.
Willis Island, located beyond the Great Barrier Reef in the Coral Sea, approximately 450 km east of Cairns.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 2 include:
⢠implementing the first phase of the Observations Ecosystem Roadmap, including performance of Return-on-Investment analysis of observations data streams
⢠establishing full lifecycle management of observing systems and information technology and building the Bureau’s asset management capability
⢠progressing the observing equipment upgrades and replacements across automatic meteorological balloon launching systems, AWSs, ionosondes, the radar and the flood warning networks, and continued implementation of physical and cyber security controls for the observing network
⢠continuing to deliver against the Data Centre Plan and completing the transition to a distributed, standardised and flexible two-data centre portfolio.
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Outcome 3: Delivery of end-to-end solutions that optimise performance and efficiency in every process
Achieving the outcome Transforming the Bureau’s information technology capability
The Bureau has a distinctive combination of responsibilities in scientific development, operation of field observation systems and customer-facing products and services, all of which rely on interdependent information technology (IT). IT systems employed by the Bureau include hardware, software, integration systems, data storage and licences; all of which are run and maintained by staff and vendors.
The Bureau has developed a Strategic IT Plan for the efficient management of a secure, resilient and adaptive IT portfolio, leveraging emerging technologies. Through the plan, to be launched in 2022-23, the Bureau will be able to enhance customer focus, transform its digital workplace experience, uplift its security maturity, and harness the full value of data sourced from Bureau and external sources.
Uplifting the Bureau’s service management capability The Bureau’s internal support system - Cherwell - provides a single point of enquiry for staff to request support for technology, human resources, facilities and finance needs.
In June, Cherwell received a significant upgrade and was significantly streamlined, offering a more intuitive and user-friendly interface, enabling staff to have technical and operational queries resolved in a timely fashion, reducing operational down time, and optimising staff performance.
Improving radar coverage across Australia In 2021-22, new radars were delivered at Hillston and Yeoval in New South Wales (see p.95), and at Taroom and Greenvale in Queensland, significantly increasing the nation’s radar coverage and providing vital weather information to regional communities and industries.
Radars at Broome, Western Australia and at the Darwin Airport in the Northern Territory were also upgraded with digital Doppler technology, improving storm, rain intensity and bushfire plume detection. These upgrades are key milestones in the Bureau’s observation network modernisation program, which will deliver 46 radar upgrades by June 2024. The upgraded radar systems will improve the tracking of winds, quality of rainfall images and predictions for severe storms.
Uptime of the Bureau's radar network
Real-time radar data coverage was available for
97.7% of the year 2017-18 2018-19
2019-20
2020-21
2021-22
97.1%
97.2%
98.0%
97.3%
97.7%
9 5 Group Performance
Highlights and significant events
The Yeoval radar goes live
The Yeoval radar went live on 26 May, providing coverage to the Central West of New South Wales. With this delivery, regional cities including Orange, Dubbo, Mudgee and Cowra received radar images for the first time, providing crucial data for emergency managers and first responders, local industries, and the community.
The delivery of new radars at Hillston and Yeoval marked the completion of the radar coverage expansion project for western New South Wales, funded by the New South Wales Government. Critical agricultural and mining industries in western New South Wales can now leverage critical near real-time weather observations to assist in making informed decisions. The Yeoval radar is also the first and only green-coloured weather radar in Australia. While radars are typically painted white to reflect heat, the local landowner requested that the radar be painted a distinctive forest green to better blend into the local environment. The new weather radar at Yeoval, New South Wales.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 3 include:
⢠adopting a Vendor Partnership Framework to leverage capabilities external to the Bureau
⢠delivering a new Enterprise Integration Platform (EIP) for securely sharing our data, both internally and with external customers and partners
⢠delivering a suite of new enterprise Application Programming Interfaces (APIs) for enabling dynamic data on the new website for locations, observations, forecasts, warnings and maps.
Outcome 4: Sustained operational excellence during and after Transformation Programs
Achieving the outcome
Delivering the Data and Digital Group Operating Model
The Data and Digital Group’s Operating Model and 2023 Ambition were released in October, outlining the ways that the Group will ensure that Bureau can maximise its value to customers and the broader Australian community. The Data and Digital 2023 Ambition has five key pillars, tailored to the Bureau’s unique place in the market.
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These pillars include:
⢠strengthening our customer focus
⢠building a workplace for the future
⢠ensuring resilient and secure services
⢠building distinctive capabilities
⢠cultivating our partner ecosystem.
Delivery in these key areas will provide a more customer-oriented, secure, stable and resilient technology landscape for the Bureau following the completion of the Bureau’s ROBUST program.
Evolving the Bureau’s asset management capability
The Bureau continued to evolve its asset management capability in accordance with its Strategic Asset Management Plan to facilitate data-driven decision-making on asset management and associated funding requirements. A new Enterprise Asset Management System (EAMS) was implemented progressively across the Bureau from August to November, building on the May 2021 pilot. EAMS is used to optimise the management of assets by reporting on maintenance and operation activities.
Completing the Supercomputer Program
High-performance computing is the core enabler and principal capability underpinning the Bureau’s forecast operations and the delivery of products and services. It is through a high-performance computing environment that the Bureau’s world-class modelling and forecasting systems can produce accurate and timely forecasts to the Australian public and key customers.
In 2014, the Bureau’s Supercomputer Program was established to ensure its high-performance computing environment could manage the exponential increase in data required to further improve forecasts. During the Program, the Bureau’s high-performance computing capability increased 5000 per cent, while increasing data storage to 135 times that previously available. Following the successful delivery of the core objectives in 2021, the Program was formally closed in April.
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99.94%
99.91%
99.96%
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99.90%
Supercomputer uptime
Over
99.9% uptime of the Bureau's supercomputer
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The increases in computing capacity developed through the Program have enabled significant improvements in the Bureau’s forecast capability, resulting in more accurate, certain and responsive forecasts. Further benefits from the Program will be realised when the supercomputer’s mid-term upgrade goes live, which is scheduled for mid-2023.
Highlights and significant events
Improving our meteorological balloon launching capability
In 2021-22, the Bureau upgraded four existing automatic meteorological balloon launching systems (AMBLS) to provide improved operational service, increased reliability and efficient remote support options. Upgraded AMBLS were delivered in Meekatharra (Western Australia), Kalgoorlie (Western Australia), Mount Isa (Queensland) and Woomera (South Australia).
The replacement AMBLS have an increased capacity allowing for the efficient release of a greater number of balloons, making a significant contribution to the sustainability of the Bureau’s upper air program. The new systems also present a simplified maintenance regime, provide more room inside for technical work to be carried out, and are fully supported by the vendor.
A meteorological weather balloon is launched by the new AMBLS at Woomera, South Australia. The Bureau has transitioned from white to blue-tinted meteorological balloons, which are less harmful to marine wildlife.
Next steps
Key activities to be delivered in 2022-23 to help achieve Outcome 4 include:
⢠developing a plan to implement Government-funded infrastructure improvements
⢠establishing and implementing an Enterprise Test Framework.
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Science and Innovation
Goal: World-class research and development enabling the Bureau to deliver better climate, oceans, water, weather and Earth system prediction information and insights to its customers, and create shared value with our partners.
The Science and Innovation Group harnesses Earth science undertaken by an increasingly diverse and inclusive workforce to provide innovative systems and services that deliver great impact and value for the Bureau’s customers and partners. These systems and services are enhanced by mutually beneficial national and international relationships that allow the Bureau and our partners to achieve more together than they can alone.
For 2021-22, the Group consisted of two Programs: Research, which undertakes research and development to support the Bureau’s scientific systems, and customers and partners; and Research to Operations, which transfers the Bureau’s operational prediction systems from research to operations.
On 1 July, the Research Program structure was overhauled to increase alignment with the Bureau’s Research and Development Plan 2020-2030 and external customer sectors. The structure also provided greater clarity on roles and responsibilities in relation to other Groups and Programs, and customers and partners.
The two Programs now have the following areas of responsibility:
Program Responsibilities
Research ⢠Earth system modelling
⢠Observations and data science
⢠Applications science
⢠Seamless prediction science
⢠Hydrology science
⢠Information technology
Research to Operations
⢠Transfer of research outputs to operations
⢠Validation and verification of models and model output
⢠Data assimilation and post processing
Throughout 2021-22, the Science and Innovation Group focused on the delivery of five outcomes that support the delivery of the Bureau’s Strategy and purpose. The Group’s achievement in delivering each of these outcomes is discussed below.
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Outcome 1: Customised impact-based forecasts and warnings when and where it counts: more localised, timely and better information for cities and regional areas
Achieving the outcome
Implementing new high-resolution modelling systems
In May, a new North Queensland domain was established for the Australian Community Climate and Earth System Simulator for cities (ACCESS-C) model along with its ensemble (ACCESS-CE), adding to the existing Perth, Adelaide and Darwin domains. These high-resolution deterministic and ensemble systems enhance the ability of forecasters to assess risk and provide accurate warning information. The extra ACCESS-CE domain enables forecasters to better assess the uncertainty of the weather events and communicate with the Bureau’s customers, partners and stakeholders. Convective permitting models are particularly useful in supporting the Bureau’s thunderstorm and fire weather forecast and warning services.
New products for tropical cyclogenesis
The Bureau’s tropical cyclone forecast offerings were improved in 2021-22, with the global deterministic (ACCESS-G) and ensemble (ACCESS-GE) models enhanced to produce forecasts for potential tropical cyclone development in the next 10 days. This information enables the Bureau’s forecasters to communicate more effectively with emergency services and commercial customers.
Better prediction of volcanic ash
The Bureau’s Dispersion Ensemble Prediction System (DEPS) provides aviation industry partners with probabilistic dispersion model guidance for volcanic ash. The Bureau completed major scientific enhancements to DEPS in 2021-22, including on its inverse modelling and ensemble filtering capabilities. The new features utilise satellite-based observations and Volcanic Ash Advisory information to produce a better forecast. Technical improvements were also made to the suite to improve stability and ease of use.
Eruption of the Hunga Tonga-Hunga Ha’apai volcano, 65 km north of Tonga, observed by the Himawari-8 satellite on 15 January 2022. Himawari-8 data is provided to the Bureau of Meteorology by the Japan Meteorological Agency.
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Nationally consistent forecast editing
In April, the Bureau achieved an important milestone in its transition to national operations with forecasts for all states and territories being issued from a single forecast production tool, the Graphical Forecast Editor (GFE). In the months prior to this all states except Victoria and Tasmania had migrated to the national GFE, operating at a 6-km grid resolution. Victoria and Tasmania require a 3-km grid due to their more complex topography compared to the rest of Australia. Bureau researchers were required to develop several novel techniques to map 6-km grid cells to 3-km grid cells, including for temperature, wind, snow level, frost, wind-waves and swell. These improvements have enabled the Bureau’s National Production team to deliver all forecast weather elements nationally and deliver national forecast consistency.
Operational post-processing of ensemble data
The first version of the Integrated Model post-PROcessing and VERification system (IMPROVER), built in collaboration with the UK Met Office (UKMO), became operational on Bureau systems in March. This is an evolution of the Bureau’s existing operational post-processing system which has improved the skill of the Bureau’s wind speed forecasts to provide more than two days of additional lead time over previous years. The post-processing has also added about one day of lead time to rainfall, temperature and humidity guidance. The skill of 3-hourly rainfall accumulations are showing gains of an additional half to one day of lead time in early trials of a new IMPROVER post-processing system. IMPROVER will also provide calibrated uncertainty information for many basic weather element forecasts for the first time, leveraging parallel advances in high-resolution ensemble modelling.
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IMPROVER trial
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Existing guidance
This chart shows the skill (higher is better) of 3-hourly rainfall forecasts from February 2021 to December 2021. IMPROVER gives around 12-24 hours more lead time at the same time of day compared to existing 3-hourly rainfall guidance.
Better wave forecasts for the offshore industry
In March, a high-resolution wave model focused on Australia’s northwest shelf transitioned into operations for the Bureau’s customers in the energy and resources sectors. Initiated by Chevron, using an unstructured mesh to better model key bathymetric features, this specialised model is designed to provide forecasts with a high level of accuracy. This system will deliver customised wave products to our customers consistently throughout the year.
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Highlights and significant events
Exploring forecast performance
In May, the Bureau’s Jive verification system transitioned from research to an operational system. Jive compares its public weather forecasts to observed weather conditions, and computes statistics that show where and when the forecasts were accurate and valuable. Jive also provides Bureau staff with ready access to point-based forecasts, observations, and easy-to-use dashboards to explore forecast quality.
The forecaster dashboards provide a wealth of information to show where errors occurred in forecasts of temperature, rainfall and wind, with relevant weather charts and radar displays to help forecasters put those errors into context. The dashboards also display performance over a longer period so that biases (systematic errors) can be identified and rectified.
Evidence Targeted Automation (ETA) dashboards have been created to compare two types of forecasts, namely, automated forecasts based on post-processed weather model output and official weather forecasts prepared by the Bureau’s operational meteorologists. This helps understand the optimal mix between human and automated processes in producing weather forecasts. By streamlining forecast production in an evidence-based way, the Bureau will provide more value and impact for the Australian community. Knowing how well the forecasts are performing helps the Bureau continuously improve. It also helps build credibility with customers.
To augment the standard error and skill scores that are used to measure forecast accuracy, the Jive verification system includes some newly developed scores that target how well the Bureau’s forecasts perform for extreme weather. The new approaches better measure the value of the forecast for users who specifically make decisions based on whether extreme conditions are forecast.
Verification dashboard used by forecasters to explore the accuracy of recent forecasts compared with observations from weather stations.
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Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 1 include:
⢠expanding Jive forecast quality dashboards to add verification for Day 0 and new variables
⢠implementing further enhancements to IMPROVER, including update frequency to better support automation of and improvements to forecasting
⢠developing high-impact weather guidance tools for fire, tropical cyclones and floods and analysis of case studies of high-impact events to improve understanding of relevant dynamical processes.
Outcome 2: Reliable and trusted forecasts: enhanced assimilation of observations for more accurate predictions
Achieving the outcome
Improved precipitation information from satellites
In collaboration with the European Organisation for the Exploitation of Meteorological Satellites (EUMETSAT), the Bureau developed and implemented an improved set of satellite-derived precipitation products in 2021-22. Through advances in cloud property retrievals and further use of numerical weather prediction fields, sea surface temperature and calibrated lightning observations, these products represent a large improvement from the Bureau’s previous satellite-derived precipitation products, representing a step change in performance. These updates will provide meteorologists with improved situational awareness in areas with little or no coverage by radar and rain gauges.
Enhanced assimilation of observations for global modelling
As a foundational model for the Bureau’s weather forecasts, the ACCESS global deterministic and ensemble (ACCESS-G/GE) systems are regularly updated to incorporate the latest available science and observations. The new system (ACCESS-G4/GE4) includes a major revision of the way the ensemble is generated, improved cloud and moisture assimilation, additional satellite observations, and improved land surface data assimilation and introduction of snow analysis.
The extended trials of ACCESS-G4/GE4 in 2021-22 have shown significant forecast improvements at low levels of the atmosphere. New satellite observations provide a large increase in the information in the upper troposphere and polar region, and as this information spreads throughout the atmosphere, assimilating these observations provides better representations of synoptic patterns and better forecasts at longer lead times.
Estimating groundwater from satellites
The Bureau, in collaboration with Geoscience Australia and CSIRO, investigated use of the land-surface water balance model (AWRA-L) and remotely-sensed estimates of terrestrial water storage from NASA’s Gravity Recovery and Climate Experiment (GRACE) to better estimate changes in water availability across the Great Artesian Basin, Australia’s largest groundwater basin.
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The AWRA-L model underpins national water balance estimates available through the Australian Water Outlook, and provides estimates of soil water storage that can be used with GRACE to estimate changes in stored groundwater. The project produced an ensemble of simulations to represent uncertainty in the soil moisture and terrestrial water storage and trialled assimilation of GRACE data into AWRA-L to produce a better overall estimate of stored water.
Average monthly AWRA-simulated terrestrial water storage (TWS) uncertainty in millimetres for the Great Artesian Basin. Lighter colours show higher uncertainty of TWS. Geological basins marked are the Surat (orange), Eromanga (green) and Carpentaria (red).
Highlights and significant events
Delivering a national rainfall nowcasting system
Nowcasting weather models provide the ability to rapidly forecast weather phenomena for short lead times, up to a few hours ahead, based on the most up-to-date observations. These models operate at high spatial and temporal resolutions (1 km and 5-minute), with extremely low latency, often as low as a few minutes. These characteristics make nowcasting techniques ideal for use in rapidly evolving weather scenarios, where traditional weather models are unable to resolve details a sufficient spatial and temporal resolutions, or within an acceptable lead time, or both.
In June, a new generation of the Bureau’s precipitation nowcasting model STEPS (Short Term Ensemble Prediction System) was deployed into production. This system provides ensemble and probabilistic rainfall forecasts up to 105 minutes ahead, updated every 5 minutes, covering all weather radars in the Bureau’s network. National nowcast grids are available to consumers within 5 minutes of the radar observations on which they are based.
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This change extends the Bureau’s rainfall nowcasting capability from coverage of six capital cities, to coverage of the entire radar network. Nowcasts from this generation of STEPS also exhibit significantly improved forecast quality, extending the lead time with equivalent skill by around 45 minutes.
STEPS ensemble nowcasts will benefit a range of users, including the Bureau’s extreme weather teams and operational flood forecasters, and emergency managers, where multiple scenarios of near-future rainfall depths are critical to modelling hazards and informing operational decision-making. For casual users, guidance on the chance of rain in the near future can help inform day-to-day weather-related decisions.
Example of a national rainfall nowcast created by STEPS, defined as the 50% percentile of rainfall rate ensemble expected to occur in the 5 minutes prior to 4 July 2022 at 08:05 UTC. Expected rainfall values were calculated for each weather radar based on rainfall rain rates observed 50 minutes earlier.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 2 include:
⢠implementing automated alerting for observation and model verification monitoring systems
⢠providing scientific support to the Australian Space Agency in the implementation of the Earth Observation from Space Roadmap
⢠developing and transferring into operations a capability for analysing forecast sensitivity to observations.
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Outcome 3: An Earth system numerical prediction capability: fully integrated atmosphere, ocean, sea ice and hydrology models
Achieving the outcome
Expansion of ocean predictions for Defence
The Australian Defence Environmental Prediction Toolkit (ADEPT) is a set of high-resolution regional forecast systems, optimised and downscaled to resolve physical processes that the global atmosphere and ocean models are unable to. In August, a second domain was made operational, adding to the initial domain already implemented. Daily forecasts from these systems are routinely and securely delivered to Defence to meet their operational requirements.
New versions of regional modelling systems
Bureau researchers worked alongside researchers at the UKMO and across the Unified Model Partnership in 2021-22 to test and evaluate new candidate packages of the Regional Atmosphere and Land (RAL) model used for weather and climate prediction. Bureau testing included running and evaluating short data assimilation and ensemble trials, and preparing tropical convection case studies, including sub-km scale simulations, and mid-latitude fog and convection cases. The testing helped to determine which package of model changes was accepted as the new configuration in the system. The accepted configuration, RAL3, will be used in the next generation of the Bureau’s ACCESS modelling systems and includes a range of improvements, including more realistic precipitation distributions, a generally better representation of clouds and a continued trend to improve the representation of convection.
Improving global ocean modelling
A major upgrade to the Bureau’s Ocean Model Analysis and Prediction System (OceanMAPS) was completed in May. This new version includes an improved system to assimilate ocean observations and produce more accurate and balanced initial conditions - the first global ocean forecast system to use this method. The upgraded system shows improved skill in forecasting ocean currents compared to independent observations from drifting buoys, and also provides estimates of forecast uncertainty.
Highlights and significant events
Improving the accuracy of our climate outlooks
Version 2 of the Australian Community Climate and Earth System Simulator - Seasonal (ACCESS-S2) became operational in October, replacing its predecessor, ACCESS-S1, in a major upgrade to the Bureau’s seasonal prediction system. ACCESS-S2 supports the Bureau’s multi-week and seasonal climate outlooks, directly services several external customers, and also provides input data for the new Australian Water Outlook service - driving a water balance model to produce seasonal forecasts of soil moisture, evapotranspiration and runoff.
The major change between ACCESS-S2 and ACCESS-S1 is in the data assimilation - in particular the starting conditions for the forecasts. An in-house data assimilation system was implemented in ACCESS-S2, which produces the ocean initial conditions for the forecasts. Previously, initial conditions were obtained from the UKMO. There are indications that the ocean initial states are better in ACCESS-S2, and this improves forecasts of the El Niño-Southern Oscillation (ENSO), particularly during autumn. This is a pleasing result, since it is a challenging time of year for predictions, with all models experiencing some difficulty in predicting the development of ENSO.
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There are also improvements to the characterisation of soil moisture at the start of the forecasts in ACCESS-S2. This has led to a clear increase in the accuracy of maximum temperature forecasts over northern, eastern and western Australia in the first month of the forecast during autumn and winter.
ACCESS-S2 represents another step forward in the development of the seasonal forecast system - delivering improved forecast accuracy and utility for our customers.
The difference in the skill of forecasts of monthly maximum temperature anomalies (differences from usual) between ACCESS-S2 and ACCESS-S1 for the month of May. The red colours indicate where ACCESS-S2 is better than ACCESS-S1. Forecasts were initialised on 1 May for the period 1990-2012.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 3 include:
⢠developing a prototype for a single numerical weather prediction model covering Australia to replace the city models and simplify the guidance provided to forecasters
⢠further developing modelling for the Antarctic, including a regional high-resolution atmospheric model and development of ocean-sea ice modelling
⢠developing a prototype for the Short-term Water Information Forecasting Tools (SWIFT) application for selected catchments.
Outcome 4: Seamless weather and climate insights: historical observations and predictions, from minutes to decades
Achieving the outcome
Transitioning to a new fire danger ratings system
In 2022, the Australian fire agencies are transitioning to the Australian Fire Danger Ratings System (AFDRS), which provides a new set of fire indices to replace the existing Macarthur Forest-Fire Danger Index (FFDI). As part of this transition, the Bureau delivered seamless sub-seasonal to seasonal outlooks of AFDRS intensity during the 2021-22 fire season. This system uses the ACCESS-S2 long-range forecasts combined with fire behaviour intensity models to compute forecasts of fire risk from one week to three months. The AFDRS is planned to be operational by the end of September 2022.
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Extending tropical cyclone wind prediction capability
The Bureau has operated a tropical cyclone wind prediction system for industry on Australia’s northwest shelf for several years, which has made demonstrated contributions to public safety and economic prosperity. The system corrects biases in tropical cyclone winds in existing numerical weather prediction systems, improving their accuracy, is ensemble-based and delivers a probabilistic assessment of the cyclone risk up to 10 days into the future. In October, the system was extended to cover the whole of the Australian tropics, providing improved hazard prediction for a greater number of the Bureau’s emergency management partners, industries and tropical communities.
Tropical cyclone Anika formed in late February and hugged the Kimberley and Pilbara coasts as it moved in a generally southwest direction. This chart shows the estimated probability of winds exceeding 60 km/hr on February 28 at 8 pm from a forecast issued 3 days earlier, according to our prototype tropical cyclone wind probability prediction system. Lighter colours on the map indicate higher probability of winds exceeding 60 km/hr, with darker colours indicating a lower probability.
Releasing nationally consistent hydrological projections
The Bureau’s water services play a vital role in supporting the Australian community, industry and the natural environment through the provision of data and information. In March, the Bureau released a set of nationally consistent, Australia-wide National Hydrological Projections (NHPs) to support improved management of future water resources and agriculture, and better planning for potential water-related hazards induced by climate change, such as changes to flood and drought patterns.
The NHPs provide key water balance variables (including precipitation, soil moisture, run-off and evapotranspiration) that describe future flows of water in the landscape out to 2100. NHPs include plausible future hydrological extreme event scenarios and long-term hydroclimatic changes from two future greenhouse emission scenarios. The NHP dataset was compiled using state-of the art techniques, using climate inputs from international climate models to run the Bureau’s operational hydrological model, combined with a set of correction methods that adjust for biases in the climate inputs.
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The new seamless Australian Water Outlook user interface displays the NHP data for aggregated 30-year time periods, centred around 2030, 2050, 2070 and 2085. Maps display the mean change from the reference period of 1976-2005, represented as both absolute and relative change, and the variables precipitation, soil moisture, run-off and evapotranspiration. The graph shows the spread across the NHP 16-member ensemble.
A new regional atmospheric reanalysis for the Australian Climate Service
An atmospheric reanalysis provides a complete reconstruction of the weather and climate over past decades. A new Australian regional reanalysis at 12-km grid resolution (BARRA-R2/RE2) was developed to provide a new climate dataset to support the Australian Climate Service, and production of this dataset commenced in May. This data is invaluable in placing recent weather hazard events into historical context, driving downstream modelling, and calibrating and assessing future climate projections. BARRA-R2/RE2 improves on the first version (BARRA-R) by including a 22 lagged-member ensemble to provide an estimate of uncertainty. It is also nested in the latest version of the global reanalysis from the European Centre for Medium-Range Weather Forecasts (ERA5) so that it can be updated to present day. BARRA-R2/RE2 assimilates more observations, uses improved model physics, and has improved soil moisture initialisation and soil moisture analysis. Reprocessed and additional observational datasets are used to improve the analysis.
Highlights and significant events
Developing a better understanding of fire-atmosphere interactions
High-resolution coupled fire-atmosphere modelling with ACCESS-Fire has been used to investigate the environments where fire-generated vortices with tornado-strength winds formed on 30 and 31 December 2019 during the Black Summer fires in New South Wales and Victoria. Modelling the interaction of the fire and meteorology showed very localised conditions conducive to vortex formation at the times and locations where destructive vortices were observed.
Insights from this case, and collaboration with remote sensing teams, enabled Bureau researchers to identify features of real-time radar and satellite signatures above fire plumes and the topographic and fuel conditions that are favourable for development of fire-generated tornadic vortices.
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ACCESS-Fire was developed as part of a former Bushfire and Natural Hazards Cooperative Research Centre project to improve understanding of the interactions between dangerous fires and the surrounding atmosphere. The coupled model provides insights that surface-based fire behaviour models - that assume no interaction - cannot do. This work has been conducted in close collaboration with the fire agencies to improve safety for firefighters working on firegrounds.
Top: Fire-generated vortex during New South Wales Green Valley fire 30 December 2019, at 5.37 pm (06:37 UTC). Photo courtesy Mr Scott Anderson. Bottom: ACCESS-Fire output showing horizontal wind (arrows) and vertical motion in metres per second (red=up, blue=down) at 1.5 km elevation corresponding to 5:40 pm, very near the time in the photo. Fire boundary is indicated by red line. Dark red areas highlight the region of fire front where strong, short-lived, localised updrafts favourable for vortex development are simulated.
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Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 4 include:
⢠developing a seamless probabilistic flood inundation service with flash flooding situational awareness and warning to support high-impact weather forecasting
⢠refining and updating the new Bureau of Meteorology Atmospheric high-resolution Regional Reanalysis for Australia (BARRA)
⢠commencing research to drive a convergence of weather and climate predictions, including testing of an integrated tool for calibration.
Outcome 5: Innovation excellence in a safe and diverse environment
Achieving the outcome
Advancing innovation to improve Bureau services
The Bureau continued implementation of its Innovation Framework and accompanying three-year roadmap of actions in 2021-22. Progress on many of these actions was underpinned by enterprise initiatives, including:
⢠implementation of the Bureau’s Customer Relationship Management Tool
⢠uplift of the Bureau’s approach to intellectual property management
⢠uplift in the maturity of Bureau processes and project management
⢠continued maturing of enterprise approaches to workforce planning, capability development and talent attraction
⢠establishment of cloud infrastructure to support the experimentation and testing of ideas, including using machine learning and artificial intelligence.
International peer review of our science through expert committee
The Bureau’s Science Advisory Committee (B-SAC) was established to provide a mechanism for annual peer review and international benchmarking of the Bureau’s scientific progress, aligned with delivery of its Research and Development Plan 2020-2030.
The first meeting of the B-SAC was held over three days during November, with dedicated sessions to explore four distinct research themes: verification, the landscape water balance, coupled models and climate services.
Following the meeting, the B-SAC prepared a report summarising its discussions and making seven key recommendations for the Bureau on the following themes:
⢠embedding current structures to support delivery of research and services
⢠prioritising and articulating key areas for research collaboration
⢠strengthening the collaboration approach with the UKMO
⢠defining a national modelling strategy
⢠developing an academic partnership strategy
⢠reviewing high-performance computing infrastructure availability for research needs
⢠enhancing planning on capability development.
The next B-SAC meeting is scheduled for November 2022.
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2018-19
2019-20
2020-21
2021-22
177
139
172
155
186
186 peer-reviewed scientific journal articles published
Peer-reviewed scientific journal articles
Supporting research and skills development for the future
The Research Program continued engagement and support for two PhD students with PhD top-ups and co-supervision, to support research into priority domain areas. The PhD projects will further our understanding in important fields, being in improving capabilities of existing remote sensing tools for estimating winds and hail size and improving the accuracy of forecasts through improved data assimilation. These two projects will contribute to the ongoing improvement of our forecast products.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 5 include:
⢠establishing an Academic Partnership Framework to support the development of strategic partnership arrangements to deliver on the Bureau’s Research and Development Plan 2020- 2030 and support development of skills and expertise needed for the future.
⢠establishing a cloud-based environment to further support the rapid development and testing of ideas, including in machine learning and artificial intelligence.
⢠responding to the recommendations of the Bureau’s Science Advisory Committee and holding the Committee’s second meeting.
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Enterprise Services Goal: A trusted strategic partner that best positions the Bureau to execute its Strategy and deliver for Australia - all day, every day.
The Enterprise Services Group is responsible for designing and delivering integrated enterprise-wide solutions to support the delivery of the Strategy 2017-2022. As trusted strategic partners, the Group provides specialist authoritative advice, and ensures effective controls by delivering the appropriate plans, people, culture, systems, processes and infrastructure to enable organisational safety, resilience, leadership and productivity. It enables the Bureau to deliver to its customers by ensuring corporate systems and processes are fit-for-purpose, user-friendly and compliant.
The Group underwent significant structural change in 2021-22 to strengthen its capability and capacity to support the Bureau to deliver to its customers, and with the transition of key transformation programs. Key to the restructure was the movement of corporate functions in the ROBUST Business and Governance Program into relevant Programs within the Enterprise Services Group.
For 2021-22 the Group consisted of six Programs with the following responsibilities:
Program Responsibilities
Strategy and Performance
⢠Strategy integration
⢠Strategic policy
⢠Enterprise transformation
⢠Planning and performance
Portfolio Management
⢠Enterprise program and project management
⢠Procurement, contract and vendor management
⢠Protective security and cyber security assurance
⢠Financial sustainability
Communications ⢠External communications
⢠Internal communications
⢠Government relations
⢠Media
⢠Creative
Business Management
⢠Finance
⢠Customer engagement
⢠Product management
⢠Property services
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Program Responsibilities
Organisational Resilience ⢠Meteorological Authority Office ⢠Legal services
⢠Freedom of information and privacy
⢠Risk management and organisational resilience
⢠Quality assurance and internal audit
⢠Health and safety
⢠Environment
Organisational Development ⢠Workforce strategy and workforce planning ⢠Talent management and recruitment
⢠Employee engagement and retention
⢠Employee relations
⢠Meteorological technical training
⢠Training, leadership and team development
⢠Diversity and inclusion
⢠Payroll
Throughout 2021-22, the Enterprise Services Group focused on the delivery of three outcomes that support the delivery of the Bureau’s Strategy and purpose. The Group’s achievement in delivering each of these outcomes is discussed below.
Outcome 1: Enterprise strategy, transformation and investments ensure the Bureau delivers outcomes to its customers and stakeholders
Achieving the outcome
Developing the Bureau’s new Strategy 2022-2027
The Bureau used a series of ‘Strategy in Action’ workshops throughout 2021-22 to develop its new Strategy 2022-2027. A mix of virtual and face-to-face events enabled staff to connect, collaborate and share insights on the strategic drivers, objectives, actions and success measures. The workshops were used to test ideas and gather feedback to shape the next Strategy, which is planned for release in early 2022-23.
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Participants of the Bureau’s Strategy In Action workshop in June.
Better aligning our financial strategy with customer impact and value
The Business Management Program was established in October to better enable the Bureau to deliver impact and value to customers via well-managed products, financial resources, physical environments, and customer engagement tools and processes.
The Bureau has around 500 products. To ensure we deliver products and services that meet the needs of our customers, we developed a decision-making framework to assess our products for impact and value. To better understand the needs of our customers we gather and record insights using a customer relationship management system (CRM). The introduction of these tools, together with associated processes and templates has led to an uplift in the Bureau’s customer engagement capabilities. Building the Bureau’s capability in product management and customer engagement will strengthen the Bureau’s alignment between the products we create, our customer’s needs, and the financial strategy and commercial acumen we require to be successful.
Highlights and significant events
Building trust through communications and stakeholder engagement
The Bureau continued to implement its Communications Plan in 2021-22 to reinforce the Bureau’s position as Australia’s most trusted source of weather, climate, water, oceans and space weather knowledge. Efforts focused on building confidence in the Bureau, creating understanding of the breadth and depth of its work, inspiring informed action by customers and having influence.
The Bureau worked on developing a refreshed brand, including a new visual identity, with a new Bureau Style Guide and an online style hub. The Bureau’s refreshed brand and visual identity will be rolled out across 2022-23.
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The Bureau’s media functions were brought together, and an external communications team was established, enabling a more strategic and cohesive approach to communications with customers, stakeholders and partners. A stronger focus was placed on sharing the detail of the Bureau’s work and the impact and value delivered to customers.
The Communications Program worked closely with the Bureau’s operational weather, climate and oceans teams and with emergency services partners to communicate with customers about hazards such as flood, cyclone and tsunami.
Hazard Preparedness and Response Manager for Queensland Laura Boekel participates in a press conference ahead of severe weather season.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 1 include:
⢠finalising, releasing and implementing the Bureau’s Strategy 2022-2027
⢠implementing the Bureau’s new brand including a consistent visual identity
⢠undertaking continued analysis of communications channels and audiences
⢠completing the assessment of all Bureau products by June 2023.
Outcome 2: The Bureau’s people are customer-focused, capable and engaged, and contribute to the Bureau’s outcomes in a safe, secure, productive, diverse and inclusive environment
Achieving the outcome
Engaging employees when it matters most
Internal communications played a critical role in supporting Bureau employees as COVID-19 continued to present significant challenges for individuals and the organisation. Among a range of projects to improve internal communications was the identification and development of a channels plan to support engagement with employees irrespective of their work location or work type, as well as work to enhance the Bureau’s intranet and internal news service.
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Developing our workforce
The Bureau of Meteorology Training Centre continued to facilitate learning programs to support organisational capability and licensing and compliance requirements. The Graduate Diploma in Meteorology course - the initial training program for meteorologists - saw 27 students graduate in 2021, including 23 Bureau staff, and a further 34 commence the 2022 program, including 23 Bureau staff. For more information on training see p.164.
The Bureau delivered a comprehensive and integrated program of initiatives to support the development of our leaders in 2021-22, building capabilities and associated behaviours outlined in the Integrated Leadership Capability Framework. The formal programs offered to leaders were the:
⢠Leadership Circle Profile Program
⢠Melbourne Business School Leadership Development Program
⢠Bureau Way Manager Program
⢠Leadership Circle Profile - Manager Edition.
An independent review on the Bureau’s learning and development function
In August, the Bureau received the findings of an independent review into the capacity of its enterprise learning and development function to support future workforce capability requirements. The Bureau commenced implementing a series of actions in response to the review’s 14 recommendations, including the establishment of an Enterprise Learning Framework in March (see p.117). Implementation of the review recommendations and actions will continue over a three-year period with regular reporting to the Bureau Executive.
Diversity and inclusion in action
The Bureau undertook a wide range of initiatives to help build an inclusive and empowering workplace. Events and campaigns held throughout the year to raise awareness, recognise and celebrate diversity included:
⢠National Reconciliation Week
⢠NAIDOC Week
⢠International Day of People with Disability
⢠International Women’s Day
⢠Wear it Purple Day
⢠International Day Against hom*ophobia, Biphobia, Interphobia and Transphobia
⢠Harmony Day.
Supporting the Bureau’s security maturity uplift
To support the maturity uplift of the Bureau’s security culture and capability, a new security team was formed under the Portfolio Management Program as part of the Group’s restructure in September. Protective and cyber security assurance and governance functions were merged to provide a whole-of-security perspective. The Bureau continued to make progress on the security outcomes of the Protective Security Policy Framework, including through refreshing security policies and procedures in relation to awareness, assurance, risk and governance, and implementation of improved security controls and practices to support decision-making, risk management and the continuous delivery of the Bureau’s critical services.
1 17 Group Performance
Highlights and significant events
Enhancing our approach to learning
The Bureau’s Enterprise Learning Framework was approved in March, enabling the Bureau to provide the required workforce capability, in the right place at the right time, to support its strategic and transformational agenda. The Framework synthesises the prioritisation, identification and investment in workforce capability initiatives through the introduction of clear procedures, transparent decision-making, meaningful investment and robust reporting. The Framework supports a leading practice learning approach, which facilitates the development of an individual learning plan for each employee.
The Framework provides a holistic view of learning and training activities occurring across the Bureau, thereby enhancing the alignment between funding and resource allocation.
The Bureau’s new Enterprise Learning Framework.
1 1 8 Annual Report 2021-22
Launching our Innovate Reconciliation Action Plan
The Bureau is committed to fostering an inclusive, diverse workplace that is culturally safe. Key to this is recognising the unwavering connection of Aboriginal and Torres Strait Islander peoples to the lands and waters on which we operate. In January, the Bureau launched its 2021-23 Innovate Reconciliation Action Plan (RAP) which was officially endorsed by Reconciliation Australia, and sets out the Bureau’s vision for reconciliation and the actions it is committed to embedding over the next two years.
This includes:
⢠improving employment opportunities for, and retention of, Aboriginal and Torres Strait Islander peoples
⢠cultivating a workplace culture of deep respect that enriches our employees’ understanding of Aboriginal and Torres Strait Islander cultures
⢠renewing our commitment to embedding reconciliation initiatives into business strategies to become ‘business as usual’.
As the Bureau’s work stretches to all corners of Australia, it has an important role to play in working together with Aboriginal and Torres Strait Islander peoples to preserve traditional weather knowledge as a precious national resource for all Australians, and to continuously strive to improve the products and services to ensure the physical and cultural safety of Aboriginal and Torres Strait Islander customers.
The Bureau’s 2021-23 Innovate RAP.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 2 include:
⢠implementing activities under the Bureau’s Protective Security Plan 2021-2023
⢠continuing to implement education and campaigns to foster an inclusive culture
⢠developing a learning procedure and establishing an Enterprise Learning Committee to further support the outcomes of the Enterprise Learning Framework
⢠delivering actions under the Bureau’s 2021-23 Innovate RAP.
1 1 9 Group Performance
Outcome 3: The advice and services provided by the Enterprise Services Group are accessible, fit-for-purpose, and enable the Bureau to govern and manage its business well
Achieving the outcome
Continuing to improve our planning and reporting capability
Group and program plans were refreshed to outline the activities and initiatives the Bureau will deliver to achieve its new Strategy 2022-27. These plans support the Bureau’s budget and investment decisions, and provide visibility of activities across the organisation.
The Bureau undertook biannual assessments of its delivery against the Strategy 2017-22 and its 19 strategic success measures, and continued to refine its suite of regular performance reports to the Executive Team. The Annual Report 2019-20 met the requirements of the Public Governance, Performance and Accountability Act 2013 and received a gold award at the Australasian Reporting Awards.
Uplifting our procurement capability
In September, a new Procurement, Contract and Vendor Management team was formed in the Portfolio Management Program, strengthening the Bureau’s capability in procurement and strategic vendor management. The new team combined the ROBUST contract and vendor management function with the existing Enterprise Services Group procurement function.
A new service model was implemented, ranging from self-service to a fully facilitated service, with an expanded offering that includes commercial advice and contract negotiation, providing more support to staff requiring procurement assistance.
Transforming our business systems
The Bureau continued to implement the Business Systems Transformation Program to stabilise and modernise its core corporate enterprise resource planning (ERP) systems, streamline service delivery and reduce red tape. Critical systems in SAP were uplifted to ensure the Bureau was compliant with single touch payroll, which was launched in November. The Enterprise Business Systems’ interface was also uplifted to provide new capabilities for staff and their managers to complete their human resources tasks. The Program also focused on the development of an enterprise rostering solution to support the effective scheduling of critical operational staff and ensure the right staff are in the right place at the right time.
A review of the Bureau’s ERP was conducted to find further opportunities for automation and to reshape the existing ERP platform, enabling the delivery of improved business services and capabilities, and improving data capture and quality.
Strengthening our organisational resilience
As part of the Group’s restructure, the Organisational Resilience Program was formed to enhance the Bureau’s capability to proactively understand, manage and respond to a range of legislative obligations, risks and adverse events. A legal request portal was launched in August and common legal templates and guides were developed. The Program focused on uplifting the Bureau’s intellectual property capability and continued to provide enterprise support with quality management services to achieve independent certification against international standards.
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The Program continued to facilitate detailed work health and safety risk profiling, with psychosocial risk workshops undertaken to inform the level of risk and priorities to improve safety and wellbeing. For more information on the Bureau’s management of health, safety and wellbeing see p.163.
A review of the Bureau’s risk management approach was completed, and a new risk management framework was released in May. For more information on the Bureau’s approach to risk management see p.144.
Managing our property capability
The Bureau has wide-ranging and complex property requirements to support its operational functions and maintains a diverse national property portfolio. The Bureau continued to uplift its property management capability, including:
⢠undertaking a review of leasing arrangements with landholders where Bureau observation assets are situated, and formalising these arrangements
⢠designing and managing new accommodation fit-outs, including for the Perth Observation Hub, the Brisbane Office and the Australian Space Weather Forecasting Centre at Lot Fourteen in Adelaide.
Throughout the year the Property Services team provided significant support to Bureau staff as COVID-19 restrictions continued, ensuring the safety of staff required to work in Bureau offices.
The new fit-out to accommodate the Bureau’s space weather teams at the Lot Fourteen precinct in Adelaide.
Increasing focus on our intellectual property
The Bureau creates, uses and shares intellectual property (IP) in undertaking many of its activities. To maintain effective IP management practices, the Bureau conducted a review and an uplift of its intellectual property management framework, developing a new IP policy and procedure, which describe the IP lifecycle alongside the Bureau’s accountabilities and decision rights for IP creation and use. While there is no formal regime for protecting IP Traditional Knowledge of Aboriginal and Torres Strait Islander communities in Australia, the Bureau’s IP management practices do recognise the significance of Traditional Knowledge to communities and seeks to consult with communities and take a thoughtful approach to managing IP arising from Traditional Knowledge.
12 1 Group Performance
Highlights and significant events
Ensuring a smooth transition to new Civil Aviation Safety Regulations
The Meteorological Authority Office (MAO) facilitates the approval of automatic weather observing systems, contributing to the safety, regularity and efficiency of national and international aviation. These approvals were previously completed under the Civil Aviation Regulations 1988, Regulation 120 (CAR 120) but were transitioned to Civil Aviation Safety Regulations 1998, Part 91 (Part 91) in 2021.
As part of this change, the MAO undertook a full review of its CAR 120 procedures and processes and determined where these could be consolidated, simplified and improved. As part of the review, the MAO consulted with all existing CAR 120 customers and other interested stakeholders to understand where improvements could be made.
Improvements to the processes were identified using a risk-based approach and enabled the consolidation of several requirements into two documents. These improvements resulted in a significant reduction in administrative overheads, increased alignment to the International Civil Aviation Organization requirements, an increased level of oversight and reduced-level risk to the Bureau. The simplified structure better caters for changes, future proofing the approval process to account for new technology improvements. Most importantly these changes have enhanced the customer experience by providing greater clarity and reducing their administrative burden.
Runway Visual Range system at Brisbane Airport.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 3 include:
⢠launching a new rostering system in early 2022-23 as part of the Business Systems Transformation Program
⢠implementing the revised Risk Management Framework
⢠reviewing and refining the Bureau’s strategic property management capability, systems and processes.
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Australian Climate Service
Goal: To support a safer, adaptive and prosperous Australia, resilient and prepared for the climate challenges and natural disasters.
Established by the Australian Government in 2021, the Australian Climate Service is responsible for connecting and leveraging the Australian Government’s extensive climate and natural hazard data, information and advice into a single national view. The work of the Australian Climate Service responds to the recommendations of the 2020 Royal Commission into National Natural Disaster Arrangements - for an authoritative source of data and information that can be used by a wide range of decision-makers to manage climate risks, building Australia’s resilience to climate change.
The Australian Climate Service is made up of world-leading expertise from the Bureau of Meteorology, Geoscience Australia, CSIRO and Australian Bureau of Statistics. The Bureau of Meteorology is the coordinating partner for the service, and brings expertise across hazards, forecasts and warnings.
The Bureau of Meteorology
The Bureau of Meteorology is the national weather, climate and water agency. It provides
observational, meteorological, hydrological, oceanographic and
space weather services.
CSIRO
CSIRO, as Australia’s national science agency, brings its world leading research, science
and innovation with a focus on climate observations and modelling,
projections, resilience, adaption and transformation science and practice.
Austr alian Bureau
of Statistics
The Aus tralian
Bureau of Statistics brings critial social and economic information to the partnership, enabling
an improved picture of the vulnerabilityof communitites and how these are
changing across Australia.
Geo science
Australia
Geo science
Australia, a trusted advisor on national geology and geography, brings
national hazard and exposure information, and geospacial and location services.
The Australian Climate Service partners
In 2021-22, its first year of operation, the Australian Climate Service focused on providing data and expert advice to better equip Emergency Management Australia (EMA) and the National Recovery and Resilience Agency (NRRA) to protect Australians, the places we live and our economy from natural hazards and disasters. The focus was on early benefits while laying the foundations for the enduring service.
The Australian Climate Service is building a national capability, working with decision-makers to provide data and intelligence to support each phase of the natural disaster continuum - prevention, preparedness, response, recovery, relief and resilience. This work will also inform adaptation to limit the future impacts of climate change.
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The Australian Climate Service seeks to achieve two main outcomes. The achievements in delivering these are discussed below.
Outcome 1: Enhanced national climate and natural hazard intelligence capability
Achieving the outcome
Building a national capability
In the first year of operation, the Australian Climate Service has focused on bringing together the four partner agencies - to establish the foundations for enhanced national climate and hazard intelligence capability to respond to the threats of a changing climate. Governments, communities and businesses need data, information, intelligence and expertise to better anticipate, manage and adapt to the threat of more frequent, complex and severe natural hazards. To meet these needs, four integrated programs of work were established using cross-agency teams:
1. advance disaster and climate risks and resilience intelligence
2. enhance data and intelligence across the key domains (social, economic, built and natural)
3. improve climate and natural hazard intelligence
4. boost decision support across the natural disaster continuum.
These programs will improve the nation’s understanding of how, when and where natural hazards will occur, who is most vulnerable, and the likely impacts on communities, economies and the built and natural environments.
The programs are being supported by:
⢠enhanced national climate and hazard modelling at different timescales
⢠connected and integrated capabilities
⢠spatial (geolocation) and temporal (time-scaled) data and analytics
⢠advanced technology, tools and innovation.
Connecting Commonwealth data
Understanding the climate - hazard - exposure - vulnerability - impact chain and relationships is key to understanding the future scenarios facing Australia, the critical decision points, the short and long-term data, and intelligence needs of decision-makers.
The Australian Climate Service has focused on identifying key cross-agency datasets for integration and current critical national gaps. This year, climate forecasts and impact modelling scenario datasets for floods and tropical cyclones were integrated along with a proof-of-concept pilot for a flood intelligence tool to enhance flood footprint capability.
Highlights and significant events
Next generation climate projections to support future planning
The Australian Climate Service is producing the next generation of future climate and hazard projections by drawing on the latest science from the Bureau of Meteorology and CSIRO. The projections are critical to helping Australians plan for future climate extremes, with a focus on supporting resilience, response and recovery in an increasingly challenging climate.
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In its first 12 months, the Australian Climate Service assessed the latest global climate projections to determine the most appropriate model simulations for Australia. This is an essential capability for delivering climate simulations that can support planning for future seasons. The chosen model simulations are now being applied to generate downscaled climate projections at scales of less than 10 km, which will lead to sub-scale information for planning and adaptation.
The downscaled climate projections provide critical information to inform local decision-making and to identify realistic scenarios of future climate extremes. The scenario-based approach provides plausible events, such as a multi-day heatwave event around the year 2050, to test the resilience of Australia’s infrastructure and communities.
Climate model simulations of fire weather conditions at the peak of a multi-day heatwave event scenario around the year 2050.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 1 include:
⢠developing a national assessment of climate and natural hazard intelligence capabilities developing social, economic, built and environment indicators
⢠developing local government area risk profiles by vulnerability and exposure for specific hazards
⢠undertaking a national discovery process to identify hazard modelling capabilities and data
⢠generating downscaled climate and hazard information for use in impact forecasting.
Outcome 2: Improved access to trusted climate and natural hazard data, information and expert advice
Achieving the outcome
Preparing communities for the high-risk weather season
The high-risk weather season refers to the period from September to April when severe weather, such as tropical cyclones, heatwaves and hailstorms can cause disasters. To support EMA and the NRRA prepare for the 2021-22 high-risk weather season, the Australian Climate Service developed nine weather disaster scenarios based on the seasonal outlook. These scenarios were delivered to over 2000 people across 25 briefings led by EMA.
12 5 Group Performance
The service also provided climate and disaster risk information and assessments to support the commencement of the $600 million Preparing Australia Program managed by the NRRA, and information on resilience indices to identify communities in most need of natural disaster support. The lessons from the 2021-22 high-risk weather season are being applied to better prepare the nation for future weather seasons.
Delivering climate services to communities in North Queensland
The Australian Climate Service established a North Queensland team in Townsville, providing meteorologists, hydrologists and community engagement officers, to strengthen support for the local community before, during and after natural disasters. On-ground support to meet the information needs of emergency management, first responders and EMA and the NRRA in North Queensland is enhancing the region’s ability to prepare for and respond to the natural hazards it faces. Weather briefings to local disaster management groups during the high-risk weather season with accelerated support over February-April was a key focus. The team also provided expert advice on projected climate and disaster risks to agriculture industry groups, James Cook University, the Red Cross, and the Regional Development Authority to support climate adaptation and risk management
The Australian Climate Service’s North Queensland team Luke Shelley, Hilary Wilson, Rikki Garstone and Eliza Glasson.
Supporting the National Situation Room
The National Situation Room (NSR) coordinated by EMA provides 24/7 crisis management information and whole-of-government coordination. The Australian Climate Service established and embedded a 7-day Operational Support team in the NSR to provide decision support including near real-time situational awareness, analytical capability and intelligence on natural hazard events. The team delivered integrative briefs synthesising data, information and intelligence on hazards and their potential impacts to inform emergency management decisions on resource and capability deployment and recovery support. A typical brief integrated:
⢠weather and hazard forecasts and warnings from the Bureau of Meteorology
⢠relevant historical event, known impact recovery challenge, information and estimates of maximum inundation extents based on Bureau of Meteorology rainfall scenarios
⢠road-closure-expected supply chain impacts from CSIRO’s TranSIT tool
⢠flood impact information across the built environment, community and economy as well as recovery challenges drawing on Geoscience Australia’s exposure and vulnerability information, and Australian Bureau of Statistics’ socioeconomic data and synthesis capabilities.
126 Annual Report 2021-22
The Australian Climate Service also provided live weather, geospatial data feeds and socioeconomic information into the Joint Common Operating Picture, a key information tool developed and managed by EMA, to support decision-making. This support was timely when the country faced flooding events along the east coast, enabling understanding of locality, extent of flooding and the profiles of communities affected.
Highlights and significant events
Operational support during the east coast flooding emergency
Throughout February to March, the Australian Climate Service played an integral role supporting EMA and the NRRA with the emergency response to multiple severe flood events across the east coast of Australia. The service provided data, intelligence and advice on hazards and their impacts on natural and built environments, communities and economies. This involved collection and synthesis of large volumes of data from partners into actionable and prioritised intelligence - aimed at reducing the risk and consequences associated with the disaster.
Australian Climate Service support during the March 2022 floods
41 Impact briefs were provided to the National Situation Room between 21 January to the 13 March. Impact briefs contain synthesized data, intelligence and advice on hazard through to impacts and are a demonstration of the potential integrative value of the Australian Climate Service partnership.
Over 360 pieces of data and intelligence gathered and utilised between 21 January and 13 March to develop the impact briefs.
19 supply chain impact briefs provided.
24 Copernicus im vagery captures and flood delineation footprints delivered.
108 exposure reports, including 37 special reports in the flood affected areas within each local government area.
71 flood magnitude analyses for 71 local government areas impacted by the floods.
Information on community demographics, welfare, resilience and vulnerability for affected local government areas.
Next steps Key activities to be delivered in 2022-23 to help achieve Outcome 2 include:
⢠contributing to national crisis management exercises and briefing emergency services authorities to assist with seasonal preparations
⢠supplying additional data feeds into the National Joint Common Operating Picture
⢠developing an information platform proof-of-concept.
12 7 Group Performance
Recognition of performance Throughout 2021-22, the Bureau continued to recognise the excellent work of individual staff, volunteers and teams who are contributing to the trusted, reliable and responsive weather, water, climate, ocean and space weather services provided for all Australians.
Australia Day Achievement Awards Every year, the Bureau recognises the achievements of our people through the Australia Day Achievement Awards for outstanding performance on a project that has made a significant contribution to the nation, or for outstanding performance of core duties.
The CEO and Director of Meteorology Dr Andrew Johnson presented the 2022 Australia Day Achievement Award to the Observations System Strategy Planning and Implementation Project teams at an online award ceremony to acknowledge and celebrate the winners.
Former Bureau employee, Dr Susan (Sue) Barrell AO, was awarded Officer (AO) in the General Division of the Order of Australia in the Australia Day 2022 Honours List for ‘distinguished service to earth science through meteorology and research organisations’.
Bureau Excellence Awards In October, the Bureau recognised and celebrated extraordinary service and performance at its 2021 Bureau Excellence Awards. Established in 1987, the Awards are an opportunity to highlight excellence across the Bureau through successful projects, initiatives or delivering our services during extreme weather. CEO and Director of Meteorology, Dr Andrew Johnson announced this year’s award recipients and congratulated them for their outstanding achievements.
2021 award Recipient(s)
Director’s Choice
The Antarctic team were recognised for outstanding agility, responsiveness and personal resilience in support of the Australian Antarctic Division’s operations during a challenging season.
Impact and Value
Peter Davidson and Elise Marion were recognised for outstanding operational excellence supporting the multi-national Defence exercise - Talisman Sabre 2021.
Insight and Innovation
Ilia Bermous was recognised for sustained excellence in development of the Bureau’s integral numerical weather prediction capability and his outstanding contribution to the UK Partnership.
Operational Excellence
The Dampier Temporary Radar Team were recognised for outstanding operational excellence in delivering the temporary Dampier radar after cyclone Damien destruction, providing critical situational awareness for the community and mining sectors.
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2021 award Recipient(s)
Operational Excellence
The Determination team were recognised for outstanding operational excellence supporting the Executive engaging with Bureau employees on the section 24(1) Determination process.
The Bureau Way The PST Career Conversations team were recognised for outstanding excellence in enabling the smooth and successful delivery of the Career Conversations program which has supported the significant PST transformation.
The Bureau Way Sam Cleland was recognised for outstanding leadership and community engagement on the Landcare programs around the Cape Grim location. Sam models the Bureau Way with his leadership into the community on culturally and environmentally significant engagements.
Institute of Analytics Professionals of Australia (IAPA) Top 25 Analytics Leaders On the 22 June Su Jella, Manager Digital Analytics, was announced as one of the Institute of Analytics Professionals of Australia (IAPA) Top 25 Analytics Leaders in Australia. The IAPA was established in 2004 and is dedicated to promoting the growing strategic role played by data analytics in the business arena.
Each year, the IAPA recognises the Top 25 Analytics Leaders from all industries Australia-wide. The selection is judged by a panel of leading analytics and business leaders, and recognises excellence in the areas of strategy and impact, influence and advocacy, innovation and improvement, and team growth and leadership.
Su Jella, recognised as one of the Top 25 Analytics Leaders in Australia.
12 9 Group Performance
Volunteer Rainfall Observer Excellence Awards Manual rainfall observations are collected from across Australia and transmitted to the Bureau by around 4600 volunteers who form an integral part of the Bureau’s composite observations systems. The Bureau recognises the dedicated and sustained commitment of its long-serving volunteer rainfall observers by presenting them with excellence awards for 50 and 100 years of service.
In 2021-22, the following awards were presented:
⢠Mrs Beverley Edwards (and late husband, Brian) for 50 years of continual rainfall observations at Almaden Rainfall Station, Queensland: 031131.
⢠Mr Alan Rideout for 50 years of continual rainfall observations at Mount Kroombit Rainfall Station, Queensland: 039106.
World Meteorological Day - Long Service Awards In March, the Bureau recognised two staff members who have contributed more than 30 years of service to the Bureau and our customers, as part of World Meteorological Day celebrations.
Australasian Reporting Awards The Bureau received a Gold Award for its 2019-20 Annual Report at the 2021 Australasian Reporting Awards in August.
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Section 4: Organisational Management
Organisational chart
As at 30 June 2022
Community Services Piero Chessa
Decision Support Services
Simon McCulloch A/g
Environmental Prediction Services
Matthew Collopy A/g
National Production Services
Tony Leggett
Science & Innovation Gilbert Brunet
Research
Bertrand Timbal
Research To Operations
Robert Argent
Australian Climate Service Vicki Woodburn
Australian Climate Service Office
Jacqui Hickey
132 Annual Report 2021-22
Business Solutions Peter Stone
Agriculture & Water
Matthew Coulton
Aviation, Land & Maritime Transport
Brett Anderson
Energy & Resources
Stephen Duggan
International Development
Andrew Jones
National Security & Space
Stephen Alexander
Data & Digital Nichole Brinsmead
Application Services
Anthony Volo
Observing Systems & Operations
Bryan Hodge
Digital Channels & Customer Experience Design
Ben Di-Lorenzo
Service & Infrastructure Management
Michael Webb
Planning & Architecture
Cameron Smith
Data
Boris Kelly-Gerreyn
13 3 Organisational Management
CEO & Director of Meteorology Andrew Johnson
Office of the CEO
Enterprise Services Paula Goodwin
Communications
Emma Liepa
Business Management
Kate Dalton
Organisational Development
Simone Keenan
Strategy & Performance
Bronwyn Ray
Organisational Resilience
Astrid Heward
Portfolio Management
Ben Haydon
ROBUST
Nichole Brinsmead
Delivery
Joyette Malanum
Applications
Matthew O’Keefe
Public Services Transformation Kirsten Garwood
Transformation & Delivery
Kellie Mayne
Planning & Integration
Simon Mair
Customer Experience & High Impact Services
Adrian Cresswell
13 4 Annual Report 2021-22
Corporate governance
Corporate governance framework The Bureau’s corporate governance framework provides a sound basis for decision-making, defines mechanisms for accountability and stewardship, and supports the Bureau’s strategic direction and leadership.
The framework is based on:
⢠the legislative foundation provided by the Meteorology Act 1955, the Water Act 2007, the Public Service Act 1999, and the Public Governance, Performance and Accountability Act 2013 (PGPA Act)
⢠a clearly defined executive and management structure
⢠a comprehensive planning, performance and reporting framework
⢠various mechanisms for stakeholder input and review
⢠detailed financial and asset management policies, procedures and guidelines
⢠thorough risk management and fraud control strategies
⢠an Audit Committee and internal audit function to provide independent advice and assurance on the Bureau’s activities.
Accountable Authority The Bureau’s Accountable Authority during the report period 2021-22 was as follows:
Name Position title/
Position held Period as the Accountable Authority or member within the reporting period
Date of Commencement Date of cessation
Andrew Johnson Chief Executive Officer and Director of Meteorology
1 July 2021 30 June 2022
13 5 Organisational Management
Executive and management structure At 30 June, the Bureau comprised:
⢠the Executive Team (CEO and Director of Meteorology, six Group Executives and the Public Services Transformation Program Director).
⢠five Groups, comprising 22 Programs, which are collectively responsible for delivering the Bureau’s Strategy 2017-2022
⢠the Australian Climate Service
⢠the Public Services Transformation Program and the ROBUST Program
⢠eight state and territory offices, located in the capital cities
⢠30 field observing technical hubs across Australia, the offshore islands and Antarctic Territory, as well as other specialist facilities.
In addition to the general Group and Program structure, several specialist roles are attached to senior positions, including:
⢠Chief Customer Officer, performed by the Group Executive, Business Solutions
⢠Chief Operating Officer, performed by the Group Executive, Enterprise Services
⢠Chief Information and Technology Officer and ROBUST Program Director, performed by the Group Executive, Data and Digital
⢠Chief Security Officer, performed by the Group Executive, Enterprise Services
⢠Chief Scientist, performed by the Group Executive, Science and Innovation.
The Executive The Bureau’s Executive Team (the Executive) comprises the CEO and Director of Meteorology (Director), six Group Executives and the Public Services Transformation Program Director. The role of the Executive is to consider and promulgate decisions on program, policy, financial and people management issues across the Bureau and to provide leadership under the authority of the Director as the Accountable Authority for the agency (under the PGPA Act). The Executive has responsibility for setting the Bureau’s strategic policies and priorities and for optimising the use of its resources.
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Dr Andrew Johnson
Chief Executive Officer and Director of Meteorology
Dr Johnson was appointed Director and CEO of the Bureau of Meteorology in September 2016. He joined the Bureau from Johnson & Associates Consulting, a firm he founded to provide environmental and agricultural knowledge services nationally and internationally. For nearly a decade, Dr Johnson was a member of the CSIRO Executive Team where he led the organisation’s water, land, atmospheric, marine, biodiversity and urban research. Dr Johnson is a Non-Executive Director of the Planet Ark Environmental Foundation, a Councillor of the Queensland Futures Institute and a member of the Scientific Advisory Board of the Australian Agricultural Company. Dr Johnson has a PhD from the University of Queensland and a master’s from the Kennedy School at Harvard University. Dr Johnson is a Fellow of the Australian Academy of Technical Sciences and Engineering and Australian Institute of Company Directors. Dr Johnson is also Australia’s permanent representative to the World Meteorological Organization (WMO) in Geneva.
Mr Piero Chessa
Group Executive, Community Services
Piero joined the Bureau in March 2020 after spending 13 years at The Boeing Company, where he held senior positions in operations and data science activities. A physicist, Piero moved from theoretical physics to atmospheric dynamics and accepted the challenge to build a Regional Meteorological Service in Italy. He then moved to the European Centre for Medium-Range Weather Forecasts in the United Kingdom as a Senior Scientist. Piero combines a strong domain competence and an established experience in public services, with a deep and varied knowledge of operations in multi-national corporations.
Dr Peter Stone
Chief Customer Officer and Group Executive, Business Solutions
Peter joined the Bureau in July 2017. Peter’s work in industry and government, in Australia and abroad, has focused on understanding customer needs and creating science-based partnerships and programs that meet them. He has contributed to advances in policy, planning and practice in the fields of infrastructure, regional development, natural resource management and food processing. He has a master’s degree in agriculture and a PhD from The University of Melbourne. Peter has a decade-long commitment to Scientists in Schools and is the Bureau’s Indigenous Champion.
13 7 Organisational Management
Ms Nichole Brinsmead
Chief Information and Technology Officer; Group Executive, Data and Digital; and ROBUST Program Director
Nichole commenced with the Bureau in February 2018 as Group Executive Data and Digital, and Chief Information and Technology Officer. In this position Nichole is accountable for delivering the data, infrastructure and systems to underpin the Bureau’s operations, from measurement and collection through to production and delivery.
In 2021, Nichole adopted responsibilities as ROBUST Program Director overseeing the comprehensive redesign of the Bureau’s ICT systems and observing network focused on addressing security, stability and resilience risks. Nichole has had over 20 years’ experience in a diverse range of roles across several business and technology domains in the financial services, higher education, professional services, emergency services and government sectors. This has included senior roles at PwC, ANZ and RMIT where she has had very significant leadership and management responsibilities in operational, solution delivery and engagement environments. Nichole is the Australian National Representative to UNESCO IOC. Nichole has an outstanding track record of delivery in complex operating environments both in Australia and overseas. She has led a number of successful enterprise-wide transformations that have resulted in significant uplifts in the Bureau’s performance. Nichole is also the Bureau’s Gender Equality Champion.
Dr Gilbert Brunet
Chief Scientist and Group Executive, Science and Innovation
Gilbert joined the Bureau in December 2018 after 12 years as Director of the Meteorological Research Division (MRD) of Environment and Climate Change Canada, which included a secondment as Director Weather Science at the UK Met Office (2012-15). Gilbert is responsible for the delivery of the Bureau’s decadal Research and Development Plan 2020-2030 and has stewardship for the implementation of the Bureau’s Innovation Framework. Gilbert is recognised as an expert in weather and climate dynamics with a PhD in meteorology from McGill University (1989). Gilbert has also previously led the Numerical Prediction Research Section of Environment and Climate Change Canada. Gilbert is currently Chair of the WMO Scientific Advisory Panel and Chair of the UK Met Office’s Scientific Advisory Committee. Gilbert previously chaired the Scientific Steering Committee of the WMO World Weather Research Program. Gilbert is the Bureau’s Accessibility Champion and STEM Champion.
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Ms Paula Goodwin
Chief Operating Officer and Group Executive, Enterprise Services
Paula joined the Bureau in March 2020 and is responsible for human resources/organisational development, finance, health, safety, environment, government relations, corporate communications, strategy and performance, legal and commercial, product management and customer engagement, protective security and cyber security assurance, portfolio management, procurement, risk, assurance and audit. Paula is also the Chief Security Officer.
Paula has experience in leading corporate teams and supporting organisations through strategic and organisational transformations. She has previously worked with the Department of Agriculture, Water and the Environment and its predecessor the Department of Environment and Energy, as well as the Department of Immigration and Border Protection, the Australian Customs and Border Protection Service and the Australian Crime Commission. Paula is a Fellow of the Australian Institute of Human Resources, and has a Master of National Security Policy from the Australian National University, as well as a Master of Human Resource Management, a Graduate Certificate in Employment Relations, and Bachelor of Arts Information Management and Human Resource Management from the University of Canberra.
Ms Kirsten Garwood
Public Services Transformation Program Director
Kirsten joined the Bureau in October 2017. Kirsten is responsible for leading the Bureau’s enterprise-wide initiative to design and deliver a new climatological, hydrological and meteorological services model. Prior to joining the Australian Public Service, Kirsten spent 25 years within the information, communications and technology sector in technical, service delivery, customer leadership and senior leadership roles, serving both the private and public sectors and working closely with the national security and social services sectors since 2011. Kirsten has an MBA from the Australian Graduate School of Management and a Bachelor of Science (Hons) from the University of New South Wales. Kirsten is the Bureau’s LGBTQIA+ Champion.
13 9 Organisational Management
Ms Vicki Woodburn
Group Executive, Australian Climate Service
Vicki joined the Bureau in October and is responsible for leading the Australian Climate Service. Vicki has a distinguished track record of leadership in both the public and private sector focused on improving the resilience and profitability of Australia’s industries, communities and natural resources. Vicki is a former member of the executive leadership team at the Murray- Darling Basin Authority (MDBA), where she was instrumental in implementing complex water reforms and transforming the engagement, science and policy functions of the agency. Prior to joining MDBA, Vicki held technical and leadership roles within the Rural Industries Research and Development Corporation, private sector consulting businesses and the Australian Government’s Department of Agriculture, Fisheries and Forestry. Vicki has a bachelor’s degree in Applied Science from the Australian National University.
Committees The Bureau Executive is the highest-level decision-making body within the organisation. Executive meetings are chaired by the Director and held once per month.
The Executive is supported by three sub-committees: the Investment Committee, the Major Transactions Committee, and the Security, Risk and Business Continuity Committee. Each Committee is governed by a Charter of Responsibilities and is chaired by a member of the Executive. The Bureau’s Audit Committee provides independent assurance on the Bureau’s risks, controls and compliance.
In addition to the sub-committees, the Bureau’s senior managers meet monthly to discuss key issues and progress. These Senior Leadership Team meetings involve the Director, Group Executives and General Managers.
CEO and Director of Meteorology Audit Committee
Executive Team
Investment Committee
Major Transactions Committee
Security, Risk and Business Continuity Committee
14 0 Annual Report 2021-22
The Investment Committee The Investment Committee supports the Bureau Executive in the development of organisational plans and converting strategic priorities into investment decisions. The Committee makes recommendations regarding the allocation of resources in alignment with the Bureau Strategy, customer needs, statutory responsibilities and/or international and treaty obligations. The Committee also advises the Executive on the performance of Group plans and associated resource allocations. In 2021-22, the Investment Committee was chaired by the Chief Operating Officer.
The Major Transactions Committee The Major Transactions Committee supports the Bureau Executive to direct and control the Bureau’s involvement in major transactions and related matters to ensure alignment with the Strategy and that value for money is achieved from Bureau investments. In 2021-22, the Major Transactions Committee was chaired by the Public Services Transformation Program Director.
The Security, Risk and Business Continuity Committee The Security, Risk and Business Continuity Committee supports the Bureau Executive in the effective management of strategic and operational risk, and to advise on the effectiveness of security, business continuity and resilience matters. The committee also ensures that security and business continuity activities are well planned and executed, and that Bureau investments support organisational resilience. In 2021-22, the Security, Risk and Business Continuity Committee was chaired by the Chief Information and Technology Officer.
The Audit Committee The Director of Meteorology convenes the Bureau of Meteorology’s Audit Committee in compliance with section 45 of the PGPA Act. The Audit Committee is governed by its charter - www.bom.gov.
au/inside/BMAC_Charter_2019.pdf which requires the committee to provide independent advice to the Director of Meteorology on the appropriateness of the Bureau’s financial reporting, performance reporting, system of risk oversight and management and system of internal control in accordance with section 17 of the Public Governance, Performance and Accountability Rule 2014 (PGPA rule).
Collectively, committee members possess the knowledge, skills and experience required to ensure these functions are appropriately performed. During the year, Mr Matt Cahill replaced Mr Andrew Dix as the Chair of the committee.
The Audit Committee held four meetings in 2021-22. The Audit Committee considered financial and performance statements, provided advice on the Bureau’s assurance activities, reviewed the Bureau’s Internal Audit Plan and associated audit reports, and provided advice on the review and uplift of the Bureau’s Risk Management Framework.
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Audit Committee membership and meeting attendance
Member name Qualifications, knowledge, skills or experience
Number of meetings attended/ total number
of meetings
Total annual remuneration (GST inc.)
Additional information
Andrew Dix Andrew was appointed as the first Independent Chair of the Bureau’s Audit
Committee in 2015. He holds other board and audit committee roles, including at NBN Co. Ltd, Swinburne University of Technology, Services Australia, Anglicare Victoria, Western Leisure Services Pty Ltd, and Victorian Farmers Federation. Prior to his non-executive career, Andrew spent 35 years in influential roles at PriceWaterhouse followed by Telstra. Andrew is a Fellow of the Institute of Chartered Accountants, a professional member of the Institute of Internal Auditors, and a Graduate Member of the Institute of Company Directors.
2/2 $15 400 Andrew’s
term as Audit Committee Chair concluded on 31 December 2021
Matt Cahill
Matt is a former Australian Public Service Deputy Secretary, with over 20 years’ experience as a senior executive in multiple Commonwealth public service portfolios. Matt has diverse experience in operational, program, regulatory, policy, corporate and assurance roles. Matt has held Chief Operating Officer and Chief Information Officer positions, as well as senior executive positions focused on financial capability and agency funding. He has deep audit experience, having overseen the performance audit program at the Australian National Audit Office. Matt is a Certified Practising Accountant with fellow status (FCPA), an Australian Institute of Company Directors graduate and a winner of the Chartered Accountants Australia and New Zealand leadership in government ‘Outstanding Contribution to Public Administration’ Award. He has a Master of Business Administration and undergraduate degrees in Economics and Science.
2/2 $17 600 Matt
commenced a three-year term as the Chair of the Audit Committee in 2022
142 Annual Report 2021-22
Member name Qualifications, knowledge, skills or experience
Number of meetings attended/ total number
of meetings
Total annual remuneration (GST inc.)
Additional information
Paula Allen
Paula has over 25 years’ experience across services, finance, technology, governance and strategy for business, government and international organisations. Paula is a Fellow Chartered Accountant, Chartered Financial Analyst, a Graduate Member of the AICD as well as holding their Advanced Diploma in Mastering the Boardroom. She has studied more broadly including across leadership, new technology, big data and ethics. She maintains various private clients.
4/4 $20 000 Nil
Sue Friend
Sue is a Chartered Accountant with experience in business valuations, risk assessment and financial analysis. Sue provides consulting services to corporate, legal and regulatory clients through Sapere Research Group. She is also an experienced board director with board and audit committee roles in the public sector. Sue is currently a director of the Melbourne Market Authority and a member of Courts Council, the governing body of Court Services Victoria. She chairs the audit and risk committees of both organisations. Sue is a graduate of the Australian Institute of Company Directors.
2/2 $13 200 Sue
commenced a three-year term as an Audit Committee member in 2022
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Member name Qualifications, knowledge, skills or experience
Number of meetings attended/ total number
of meetings
Total annual remuneration (GST inc.)
Additional information
Daniel McCabe Daniel is First Assistant Secretary at the Australian Government Department of
Health. Daniel leads the policy platform for Australia’s national digital health agenda and works with the Australian Digital Health Agency to implement digital health solutions for individuals and clinicians. In his role Daniel is also responsible for protecting the integrity of Australia’s Medicare payments to health providers through prevention, identification and treatment of incorrect claiming, inappropriate practice and fraud by providers, corporates and their employees and approved suppliers. Daniel has previously held the role of Chief Information Officer for Health. Daniel has a Bachelor of Information Technology and majored in media studies.
3/4 Nil Nil
Mark Tucker
Mark is a former Australian Public Service Deputy Secretary. He worked in the portfolios of Agriculture, the Environment, Communication and the Arts, and Prime Minister and Cabinet. Mark has been involved in most of Australia’s natural resource management priorities over the past 30 years, providing policy advice to governments and implementing significant funding programs and legislation. He has a Bachelor of Science (Hons) majoring in marine zoology, and early in his career conducted research in Antarctic coastal marine ecosystems
4/4 $24 000 Nil
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Partnerships The Bureau partners with Australian Government agencies to manage the delivery of common outcomes. At 30 June, these partnership arrangements include:
⢠a partnership for delivery of the Australian Climate Service with Geoscience Australia, CSIRO and Australian Bureau of Statistics (established through a head agreement between the four parties)
⢠a strategic partnering agreement for the provision of meteorological and oceanographic services to support the Department of Defence
⢠memorandums of understanding with a range of Defence stakeholders, including: the Navy, Army and Air Force, Headquarters Joint Operations Command, Defence Estate and Infrastructure Group, and the Defence Science and Technology Group
⢠a memorandum of understanding and agency agreement with Airservices Australia
⢠strategic relationship agreements with keystone energy sector organisations including the Australian Energy Market Operator, Powerlink Queensland and HydroTas
⢠a memorandum of understanding with the Department of Agriculture, Water and the Environment
⢠a strategic agreement with the Climate Change Authority
⢠a memorandum of understanding with the Australian Antarctic Division
⢠a memorandum of understanding with CSIRO and the Australian Nuclear Science and Technology Organisation in the context of the Australian Antarctic Program
⢠a collaborative relationship understanding with CSIRO
⢠a collaborative head agreement with Geosciences Australia
⢠an unincorporated joint venture with the University of Tasmania as Lead Agent for the Integrated Marine Observing System (IMOS)
⢠an Inter-Governmental Agreement between the Bureau and all state and territory emergency services agencies.
Corporate planning and evaluation The Bureau’s Strategy 2017-2022 charted its course over the last five years, outlining strategic objectives, actions and success measures.
The Corporate Plan 2021-22 was published on the Bureau’s website in August. Prepared in accordance with requirements of the PGPA Act, the Plan set out the Bureau’s priorities, planned achievements and success measures for 2021-22 and the outlook to 2024-25.
Operational planning within the Bureau is undertaken on a Group and Program basis. The evaluation of performance against plans is an important component of the annual planning cycle. Progress against the Bureau’s success measures is regularly monitored through reports to the Bureau Executive. Overall performance against the success measures for 2021-22 is presented in the Annual Performance Statement (p.33).
Risk management Effective risk management plays a key role in the shaping of the Bureau’s strategic direction and the successful delivery of its purpose: To provide trusted, reliable and responsive weather, water, climate, ocean and space weather services for Australia - all day, every day.
14 5 Organisational Management
The importance of continuing to effectively engage with risk is crucial to enable the Bureau to manage its challenges and embrace the right opportunities. Failure to effectively identify, assess, treat and monitor risk may threaten the successful delivery of the Bureau’s Strategy, as well as adversely impact customer experience and outcomes, the Bureau’s reputation and financial position.
Managing risk effectively, consistently and visibly is a key element of successful and risk-informed planning and decision-making. During 2021-22, the Bureau reviewed and refreshed its Risk Management Framework, building on foundational knowledge to uplift risk maturity across the organisation. This risk framework sets out a new approach to the management of risk, supported by updated policies, procedures and tools.
The Bureau’s risk management framework is founded on a robust governance, control and reporting system that depends on:
⢠leadership - setting the tone for a positive risk culture in the Bureau.
⢠integrating risk into day-to-day business - embedding risk management considerations into procedures and processes.
⢠understanding the Bureau’s appetite for risk - providing guidance on the amount of risk that the Bureau is willing to accept or retain in order to achieve its mission and strategic objectives.
The Bureau managed risks related to the following areas:
Risk Impact
Customer impact and value Risk to the quality, relevance and availability of the Bureau’s products and services as expected by our customers, stakeholders and partners.
Health and safety Risk to the health, safety and wellbeing of the Bureau’s staff, affiliates and third parties.
Security Risk that exposes information or assets to compromise, loss, unavailability, or damage or expose people to security threats.
Reputation Risk to the level of trust or confidence the government, parliament or public has in the Bureau and its services.
Legal and regulatory Risk to the Bureau’s compliance with laws, regulations, government policies and directions.
Systems and assets Risk to functionality and continuity of the Bureau’s data, systems and assets.
Workforce Risk to the capacity and availability of the Bureau’s workforce.
Financial Risk to the Bureau’s financial sustainability and the efficient and effective use of public resources.
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Resilience The Bureau is committed to its role in contributing to a safe, prosperous, secure and healthy Australia. Throughout 2021-22, the Bureau has faced large-scale, nation-wide disruptive events, including the ongoing COVID-19 pandemic and multiple severe weather events. These have served as a timely reminder of the importance of ensuring the Bureau is equipped to anticipate and respond to disruption.
Continuing to build and expand the Bureau’s resilience and business continuity capacity is a key focus for the organisation. The Bureau is undergoing a review and uplift of its business continuity and incident management arrangements, informed by lessons learned from the severe weather events in the first half of 2022. This review will drive the necessary changes to the policy, framework, plans and procedures to ensure that the Bureau personnel can enact a quick and well-informed recovery of business operations.
The Bureau has incorporated structure and terminology used across Australia into its incident management arrangements, to enable it to efficiently communicate and coordinate with government at all levels (federal, state/territory and local), the private sector and non-governmental organisations. This ensures the Bureau can work together with these entities to prepare for, prevent, respond to, recover from and mitigate the effects of incidents regardless of the incident’s cause, size, location or complexity.
Fraud control The Bureau’s Fraud Control Plan provides the basis for its fraud prevention, detection and investigation activities in compliance with the Commonwealth Fraud Control Framework and section 10 of the PGPA Rule. The Bureau conducts fraud risk assessments annually in order to understand the risks and inform appropriate responses.
The Bureau uses various strategies and mechanisms to prevent fraud which include:
⢠independent assurance from the Audit Committee to the Director about fraud control
⢠mandatory online induction training modules for staff including on the Fraud Control Framework; accountable and ethical decision-making; ICT Security; and APS Values, Code of Conduct and employment principles
⢠financial delegations requiring co-authorisation of spending and assurance that spending is within the approved budget
⢠involvement in Commonwealth fraud prevention and anti-corruption activities including information sharing, education and training through the Commonwealth Fraud Prevention Centre.
The Bureau has several mechanisms in place to detect any incidents of potential fraud, including:
⢠the Bureau’s internal auditors undertaking historical financial ledger audits to identify and report any concerns in transactional behaviour by employees or contractors
⢠scrutinising a vendor master listing and ledger, and verifying listed or disclosed business registrations with the Australian Taxation Office and the Australian Securities and Investment Commission
⢠an audit tool within the Bureau’s expense management system to highlight outliers and enable the investigation of items of concern
⢠the Australian National Audit Office auditing the Bureau’s financial statements
⢠periodic audits of purchasing cards, expense management and other sources of fraud risk
⢠regular financial compliance monitoring and reporting.
147 Organisational Management
Where the Bureau determines that an allegation of potentially fraudulent activity needs to be investigated, it will:
⢠follow the Australian Government Investigations Standards 2011 for all fraud investigation activities
⢠investigate the allegation using an internal (or outsourced) investigation officer or through referral of serious or complex fraud matters to the Australian Federal Police
⢠maintain a fraud register for the purposes of registering incidents of possible fraud. All known incidents are investigated, and any material matters are formally reported to the Bureau’s Audit Committee.
External scrutiny The following matters were dealt with in 2021-22, with the Bureau providing submissions and/or evidence to the:
⢠Australasian Fire and Emergency Service Authorities Council’s Independent Review Into 2021 NSW Flooding
⢠Queensland Office of the Inspector-General of Emergency Management’s South East Queensland Rainfall and Flooding Event February-March 2022 Review
⢠New South Wales Government’s independent expert inquiry into the preparation for, causes of, response to and recovery from the 2022 catastrophic flood event across the state of New South Wales.
Freedom of information Entities subject to the Freedom of Information Act 1982 (FOI Act) are required to publish information to the public as part of the Information Publication Scheme (IPS). Part II of the FOI Act requires each agency to display on its website a plan showing what information it publishes in accordance with the IPS requirements. The information provided by the Bureau in response to the IPS is available at www.bom.gov.au/foi/ips.shtml
In 2021-22, the Bureau received 18 requests under FOI. Of these, 13 were completed by 30 June and five remained in progress.
Corrections Nil.
14 8 Annual Report 2021-22
Corporate responsibility
Responsibility to the Australian community Inherent in its vision and mission, the Bureau has a responsibility to the Australian community to support a safe, prosperous, secure and healthy Australia. The Bureau’s focus is on providing trusted, reliable and responsive weather, water, climate and ocean services that benefit the Australian community and drive competitive advantage for business and industry.
The Bureau is accountable to the Australian Government for fulfilling its legislative mandate with the resources invested in it and is ultimately answerable to the Australian community. Under the Meteorology Act 1955, the Bureau performs its functions largely in the public interest as well as for sectors such as defence, shipping and aviation, and in support of primary production, industry, trade and commerce.
Throughout 2021-22, the Bureau continued to provide the warnings, forecasts, information and advice on which Australians depend - providing round-the-clock services to support informed decision-making by governments, emergency services, industry and the community. The value of these services is expanding as Australians become increasingly vulnerable to a range of severe weather events due to changes in climate, population, settlement patterns and the growth of infrastructure.
The Bureau’s services are particularly crucial when conditions are extreme. The organisation has upheld its duty to assist Australians to better manage the impacts of their natural environment, including drought, floods, fires, storms, tsunamis and tropical cyclones. The Bureau’s warnings and advice to the emergency services support essential decision-making when people and property are under threat.
In fulfilling its duties, the Bureau remains committed to:
⢠providing the best possible information about Australia’s weather, climate, water, oceans and space weather
⢠providing timely information to allow planning and response to impending critical events
⢠presenting information clearly, using plain English and easy-to-understand graphics, and making it accessible to vulnerable communities
⢠meeting increasing user expectations by incorporating relevant advances in science and technology, and enhancing its products and services in line with community needs
⢠identifying any limitations in its products and services, and providing information regarding the source, reliability, completeness and currency of any data supplied
⢠notifying users of service changes and interruptions at the earliest opportunity.
National outreach The Bureau has continued to improve its delivery of weather, water, climate and ocean services to the Australian community. The second year of the new operating model created a more responsive and resilient organisation that can more flexibly mobilise its full capabilities to respond to weather threats and community needs. The Bureau’s presence and capability within Australia’s states and territories remains vital to how services are delivered, integrating local knowledge into Bureau services and focusing on local and regional needs.
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The Bureau’s Decision Support Services Program leads national, regional and local community engagement in hazard preparedness and response, with a focus on the emergency management sector and key Australian Government stakeholders. The program has staff deployed across three regions: East (New South Wales, the Australian Capital Territory and Queensland), South (Tasmania, Victoria and South Australia) and North and West (Western Australia and the Northern Territory) working alongside state and local governments and emergency service agencies as part of the emergency management and disaster mitigation networks within their respective jurisdictions. This includes outposted decision support staff within several combat agencies and emergency management centres providing direct access to the Bureau’s expertise and specialisation.
As Australia’s climate varies greatly throughout the states and territories (see table below) and can differ significantly from one year to the next, the value of weather and climate information is enhanced by local experts who have the knowledge and relationships to help users interpret information effectively.
State/territory Meteorology
Queensland The meteorology of Queensland extends from the deep tropics through to temperate and arid regimes, and encompasses coastal waters that include the Great Barrier Reef, the Torres Strait Islands and the eastern Gulf of Carpentaria. The large and dispersed population is vulnerable to risks posed by tropical cyclones, flooding, severe thunderstorms and bushfires. The State’s strong agricultural sector grapples with droughts and other broadscale impacts of climate.
New South Wales The diversity of New South Wales’ weather and climate reflects its many landscapes; from the highest alpine areas in Australia to some of the country’s most productive agricultural areas to its offshore islands. New South Wales is often affected by heatwaves, drought, bushfires (and their smoke), intense coastal storm systems, severe thunderstorms and hailstorms. Weather on the coastal strip is influenced by the steep coastal escarpment and ranges, which accentuate heavy rains and bring major flooding to coastal rivers.
Victoria Victoria is renowned for its very changeable and challenging weather events. These include heatwaves, extreme fire weather and the effects of bushfire smoke in summer; damaging winds from winter storms; and rain, severe thunderstorms and floods in all seasons. Victoria is also vulnerable to thunderstorm asthma events, when the right weather conditions and fine grass pollen can combine to cause acute asthma episodes.
Tasmania Tasmania’s location in the path of the ‘Roaring Forties’ westerly wind belt brings heavy and reliable rain to the western half of the island and much warmer and drier conditions to the sheltered east coast. Snow can fall any time of year in the highlands, but summer heatwaves and windy weather fronts bring dangerous fire conditions to the east and south.
South Australia The climatic and hazardous weather conditions of greatest concern to South Australia include bushfires, thunderstorms with local hail and flooding, drought, gales and periods of extreme heat.
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State/territory Meteorology
Western Australia Western Australia is susceptible to a wide range of severe weather events all year round. The warmer months are characterised by heavy rain, tropical lows and cyclones in the north, and extreme heat and bushfires in the south. During the cooler months, bushfires occur in the north while cold fronts with destructive winds and heavy rain are common in the south.
Northern Territory
The Top End of Australia has a tropical climate characterised by a wet season from October to April and a dry season from May to September. At different times of the year, parts of the Northern Territory experience severe thunderstorms, wildfires and widespread flooding. All coastal areas are subject to tropical cyclone landfall.
Public education and social engagement Helping Australians understand how to use its products and services is one of the Bureau’s core responsibilities under the Meteorology Act 1955. The goal is to give Australians timely weather, water, climate and ocean information, education and updates across a range of channels, particularly when conditions put lives and property in danger.
During 2021-22 the Bureau responded to more than 10 000 media enquiries, issued more than 200 media releases and published more than 11 000 posts, videos and images to Facebook, Twitter, LinkedIn, Instagram and YouTube. The Bureau has also continued to engage with Indigenous media outlets to assist in communicating severe weather events to Indigenous communities.
The steady growth in engagement across the Bureau’s social media platforms continued - as at 30 June, the Bureau had more than 1.9 million followers. Followers increased across all social media platforms, with LinkedIn up by more than 22 per cent and Twitter by more than 10 per cent. For Instagram, a focus on using images with a human element to demonstrate the impact of weather on the lives of Australians saw numbers grow by more than 14 per cent.
Through a prolonged severe weather season, the Bureau’s structured and agile approach to communicating with customers in impacted communities across multiple states was clear and timely. In collaboration with governments and key emergency services partners across states and territories, the Bureau’s advice was clear, informative and action oriented.
Throughout the year, the Bureau’s social media channels proved especially effective for promoting public safety campaigns on the risks and impact of severe weather as well as building understanding of hazards and our forecasting and warning services.
The Bureau works closely with traditional media to ensure that communication with the Australian community is effective and that forecasts and warnings are broadcast widely. Staff interact with a broad range of stakeholders and provide a focal point for the delivery of services to local industry and government customers, supporting the Bureau’s sectoral leaders to engage with customers and provide high-quality and clear information.
The Bureau supports the community in understanding and responding to weather and related phenomena through its Weather Connect customer service centre and through direct information emails to customers.
1 5 1 Organisational Management
1.9 million social media followers
Social media followers
2017-18
2018-19
2019-20
2020-21
2021-22
973 241
747 717
187 586
922 860
667 947
164 001
864 892
618 177
805 716
544 196
759 346
504 550
Faceboo k T witter Instagram
116 203
59 344
Over
Stakeholder participation and feedback Third-party participation in the Bureau’s policy formulation and service provision is facilitated through:
⢠the Australia-New Zealand Emergency Management Committee and its working sub-committees (Community Outcomes and Recovery, Mitigation and Risk) and related groups including the Australian Tsunami Advisory Group, the National Flood Risk Advisory Group, the Australian Tropical Cyclone Advisory Group, and the National Heatwave Working Group
⢠AFAC (the Australasian Fire and Emergency Services Authorities Council)
⢠the Bureau of Meteorology Hazards Services Forum
⢠the Jurisdictional Reference Group on Water Information
⢠the National Water Reform Committee
⢠state and territory consultative committees for flood, marine, agriculture and climate
⢠consultative meetings with private meteorological service providers, the aviation industry and Defence
⢠state, territory and local government emergency management and disaster mitigation committees
⢠agricultural research and development corporations, regional farming groups, natural resource management organisations, major agribusiness, state and territory governments, and representative bodies such as the National Farmers’ Federation.
The Bureau uses a range of surveys and feedback mechanisms to ensure its products and services meet the growing needs of its customers. In 2021-22, the Bureau monitored and evaluated feedback from general community and emergency management customers and partners, focusing on the four performance areas of preference, experience, impact and reputation.
Community surveys were conducted in three waves in September, March and June, helping to identify areas for improvement and inform service development. Overall performance was largely consistent across the year and with the previous year’s results. The surveys of more than 2000 community users found that Bureau products and services are continuing to provide a positive experience, with the experience score at 79 per cent in 2022 (compared with 80 per cent in 2021).
1 52 Annual Report 2021-22
A survey of 80 emergency management customers and partners was undertaken in June. Encouragingly, results in 2022 for this cohort improved across all four performance elements. The 2022 survey found that 76 per cent of emergency management customers and partners rated the ease of using Bureau products between 8 and 10 out of 10; an improvement from 67 per cent in 2021.
76% of partner and emergency services respondents reported the Bureau’s services are easy to use
Partner and emergency services repondents who found it very easy, mainly easy or easy to contact someone or access information via Bureau services
76%
67%
2021 2022
The Bureau uses the net promoter score index (ranging from -100 to +100) as a way of gauging the willingness of its customers to recommend products or services to others. The Bureau’s forecast service achieved an average net promoter score of +47 from community customers and +76 from emergency management customers and partners in 2022. These results indicate a high level of satisfaction and customer loyalty. More survey results are included in the performance section of the Annual Report (see p. 33).
Net Promoter Score* of
+76 for partners and emergency services respondents
General Community
Partners
and Emergency Services
Net Promoter Score* for the Bureau's forecast service
+76
+68
+47
+52
2022 2021
* The Net Promoter Score is an index ranging from -100 to +100 that measures the willingness of customers to recommend a company’s products or services to others.
The Bureau’s Hazards Services Forum continues to demonstrate the productive collaboration between the Bureau and our federal, state and territory emergency management partners. Co-chaired by the Bureau and Emergency Management Australia, the Hazards Services Forum provides the opportunity for senior emergency services representatives to provide forthright feedback on the current and future direction of the Bureau’s hazards services.
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The forum met in August and June to progress projects that will be critical in helping our partners provide essential preparedness, response and recovery services to the Australian public, including the Australian Smoke Dispersion System, Australian Fire Danger Rating System and National Heatwave Warning Services. A highlight of the forum this year was the constructive feedback received from member agencies relating to tropical cyclone, storm tide and flood products. On the back of a very challenging season, the forum praised the Bureau’s decision support services provided throughout the major east coast flooding of 2022.
The Hazard Preparedness and Response (HPR) National Operations Support unit embedded in the National Situation Room delivers tailored services encompassing weather, climate and hydrology supporting EMA to deliver services to the Australian Government and the wider community. Routine services such as presentations and briefings (for example, presenting at the Daily All Hazards Brief) are supplemented by on-request services when severe or extreme hazardous events occur (for example, Crisis Coordination Team stand ups, briefs to government agencies, daily executive updates etc). This was the first high risk weather season (HRWS) where the HPR National Operations Support unit worked as part of the Australian Climate Service activating operational information across the four partner agencies to deliver new integrated impact services to the National Situation Room, through the ACS impact briefs.
During the major flooding in February-March, over 90 briefs were delivered by the HPR National Operations Support, with a 7-day embedded service operational in the National Situation Room (NSR). This greatly increased access to critical information, from the operational NSR watchfloor through to the Director-General of Emergency Management Australia and Prime Minister of Australia. The impact of the service was demonstrated by the early activation of the Commonwealth Disaster Plan and deployment of Australian Defence Force assets, well ahead of the record flooding in Lismore. This resulted in many people in the community being rescued from rooftops as flood waters continued to rise to record levels.
As at 30 June 2022, the BOM Weather app had an Australian market share of 50 per cent (compared with 47 per cent at the end of 2020-21) and was used by over 2.5 million users on average each day (compared with 2 million in 2020-21). The app maintained ratings of 4.4 in Google Play Store and 4.5 in the Apple App Store in 2021-22 (compared with 4.3 and 4.5 respectively in 2020-21).
Over 91 000 items of feedback on the app were lodged with the Bureau in 2021-22 across 11 categories, including technical issues, customer experience, data accuracy and feature or enhancement requests. This feedback was used to help prioritise which enhancements were made to the app in 2021-22, including ‘dark mode’, warnings notifications and technical enhancements.
The Bureau continued to enhance its approach to gathering and reporting feedback from its online channels in 2021-22, including through:
⢠refining reporting of and insights on customer feedback using natural language processing
⢠testing the deployment of feedback management in a centralised cloud platform to deliver customer insights on a daily basis
⢠conceptualising and testing of a customer satisfaction score (CSAT) ‘toast’ feature in the BOM Weather app to gather and calculate satisfaction scores in the app more efficiently.
The Bureau’s online research community has 2450 registered testers and was refreshed in 2021-22 to better align with user interests and enable more efficient management of the data testers provide.
BOMIdeas hosts online surveys and activities that allow registered testers and other customers to provide feedback on potential service enhancements.
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International engagement International cooperation is an essential and integral part of the Bureau’s operations. Through reciprocal relationships and knowledge-sharing with countries and agencies around the globe, the Bureau leverages scientific expertise and technological and operational developments, and collects and exchanges information critical for monitoring and predicting the state of the atmosphere and hydrosphere.
The Bureau is deeply engaged in international activities that provide direct and indirect benefits to the organisation and to the broader Australian and international community. Through these activities, the Bureau continues to build its profile and reputation, foster goodwill with key partners and strengthen its skills, capabilities and knowledge base.
In 2021-22, the Bureau made important contributions on behalf of Australia to the activities of the World Meteorological Organization (WMO) including the development and adoption of a new Unified Data Policy that will strengthen the exchange of observations data and in turn enhance the quality of global weather, water and climate modelling. It also met its obligations under the Meteorology Act 1955, international treaties and agreements including the provision of aeronautical meteorological services on behalf of Australia as the designated authority under the International Civil Aviation Organization. As Australia’s representative to the United Nations Educational, Scientific and Cultural Organization’s (UNESCO) Intergovernmental Oceanographic Commission (IOC), the Bureau continued to engage with and represent the interests of Australian marine science stakeholders in IOC activities including the UN Decade of Ocean Science for Sustainable Development (2021-2030).
The Bureau has a number of bilateral and multi-lateral agreements with overseas agencies and actively cooperated throughout 2021-22 with counterpart meteorological and hydrological agencies in the United States, United Kingdom, Japan, South Korea and New Zealand. These collaborations focus on mutual and complementary fields of technical and scientific expertise, and included the Bureau’s ongoing partnership with Japan’s meteorological agency to strengthen the capability of meteorological satellites as part of responding to severe weather events and bushfires.
Australian aid-funded capacity development programs represent a significant component of the Bureau’s international activities and the Bureau has a long history of supporting counterpart meteorological and hydrological services in the Pacific. These engagements strengthen organisational capabilities and skills and contribute to broader whole-of-government objectives.
An important part of this work is the Bureau’s involvement in the Australian Government-funded Climate and Ocean Support Program in the Pacific Phase 2 (COSPPac2) - a foundational climate information services sub-program of the Australia Pacific Climate Partnership. Other aid-funded activities have included capacity-building work with Papua New Guinea, Tonga and Samoa.
Diversity and inclusion The Bureau strives to be the model of an inclusive culture where diversity of thought and background are valued to provide better outcomes for staff, customers and the community. Success is based on creating an inclusive environment where people feel respected and valued, share a sense of fairness and of belonging, and are encouraged to make a unique and meaningful contribution.
The Bureau values the diversity of its staff, respecting differences that include - but are not limited to - gender, ethnicity, religion, age, ability or disability, sexual orientation, language, skills, experience, education, industry sector and thinking approaches.
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The Bureau brings its commitment to life by:
⢠developing and promoting an equitable, respectful and inclusive workplace culture where staff are engaged, are valued for their uniqueness and feel like they belong
⢠bringing together people with different backgrounds and ways of thinking, which helps to drive better decision-making, innovation and overall performance
⢠ensuring recruitment from the broadest talent pool that reflects the Bureau’s customers and communities with which it works
⢠supporting the use of flexible work arrangements at all levels to enable staff to balance their personal and professional commitments.
Disability reporting Australia’s Disability Strategy 2021-2031 is the overarching framework for inclusive policies, programs and infrastructure that will support people with disability to participate in all areas of Australian life. The Disability Strategy sets out where practical changes will be made to improve the lives of people with disability in Australia. It acts to ensure the principles underpinning the United Nations’ Convention on the Rights of Persons with Disabilities are incorporated into Australia’s policies and programs that affect people with disability, their families and carers. All levels of government have committed to deliver more comprehensive and visible reporting under this strategy. A range of reports on progress of the Disability Strategy’s actions and outcome areas will be published and available at www.disabilitygateway.gov.au/ads.
Disability reporting is included the Australian Public Service Commission’s State of the Service reports and the Australian Public Service (APS) Statistical Bulletin. These reports are available at www.apsc.gov.au.
Ethical standards The Bureau supports a safe, inclusive and respectful work culture that reflects the diversity of the community it services. It operates within the context of Australia being a signatory to the seven key human rights treaties, with human rights being protected and promoted through domestic legislation, policies, practices and independent bodies. The Bureau undertakes a range of activities to meet this commitment, including:
⢠promoting APS Values, Code of Conduct and Employment Principles, and awareness of workplace discrimination, through communication with staff, training and induction packages for new employees
⢠endorsing the Public Interest Disclosure Framework, through communication with staff and supporting policy documents
⢠providing an online training course entitled APS Values and Code of Conduct at the Bureau, which covers topics such as accountable and ethical decision-making
⢠providing employees with access to information on ethical standards via the intranet, and through the APS Commission’s website
⢠issuing APS Code of Conduct guidelines for Bureau staff, and providing guidance and policies with respect to duty of care, making public comment, conflicts of interests and the performance of outside work/employment
⢠developing a new Unacceptable Behaviours and Complaint Handling Procedure to complement the existing procedures that document the ethical standards expected of staff
⢠reviewing and refreshing the established internal Harassment Contact Officer network, ensuring that these officers are appropriately trained with access to relevant support material
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⢠initiating disciplinary processes, including counselling and investigations when allegations relating to breaches of the APS Code of Conduct were reported
⢠making available a review-of-action process, as provided for in section 33 of the Public Service Act 1999, to aggrieved employees
⢠initiating investigation processes into disclosures received under the Public Interest Disclosure Act 2013.
Supporting sustainable development The Bureau recognises the opportunity and privilege it has to support sustainable development in Australia and beyond, contributing to prosperous, fair, healthy and sustainable communities. Both in the way it conducts its operations, and in the vast array of products and services it provides for the community, the Bureau’s work supports Australia’s commitment to the United Nation’s 2030 Agenda for Sustainable Development, and the achievement of the Sustainable Development Goals (SDGs). Throughout 2021-22, the work of the Bureau has contributed to 15 of the 17 goals (all except SDG 1 and 16).
Goal Bureau contribution
⢠help graziers and horticulturalists determine optimum crops, timing around planting and harvesting, fertilisation and chemical spraying
⢠help meat and livestock farmers control stocking rates, and pre-empt health issues in livestock
⢠alert farmers to conditions such as frost, hail, storms and floods
⢠optimise agricultural water use productivity through regional-specific information on current and forecast water availability
⢠support government drought assistance programs
⢠help Australians protect themselves from cyclones, floods, severe storms and bushfires
⢠support authorities in making evacuation decisions to get people at risk to safety
⢠help Australians avoid dangerous ultraviolet (UV) exposure, to protect against skin cancer
⢠help protect vulnerable Australians against heat exhaustion and extreme cold
⢠alert health authorities to periods of heightened demand
⢠help Australians plan their sporting and outdoor activities
⢠support management of biohazards, airborne allergens and diseases
⢠provide quality education in meteorology including capacity building in neighbouring countries
⢠help the community understand Australia’s weather, ocean and climate-related risks
⢠contribute to the global knowledge base in the meteorological sciences and contribute to cutting-edge developments
⢠promote ongoing learning and development for Bureau staff
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Goal Bureau contribution
⢠promote gender equality through implementation of the Bureau’s Gender Equality Action Plan
⢠provide family-friendly working conditions including flexible working options for all staff
⢠provide training and development to managers on inclusive leadership and unconscious bias
⢠coordinate national water information standards, and collection and dissemination of Australia’s water information, including water quality information
⢠help governments and water authorities in planning and water management
⢠aid decision-making in water supply and the management of water allocations and rights
⢠support dam management and the protection of water and sanitation infrastructure, particularly during severe weather events
⢠inform the design of new water infrastructure
⢠enable the Australian energy market to forecast power demand, particularly during heat and cold extremes
⢠support renewable energy generation by informing production potential and energy output estimates
⢠support operations and efficiency in Australia’s offshore oil and gas industry
⢠support improved planning and mitigation of disrupted electricity supply due to severe weather events
⢠invest in energy efficiency and renewable energy projects within the Bureau’s property portfolio
⢠provide economic benefits in the order of 11.6:1 (for every dollar spent by the Bureau on delivering services, there is a return of $11.60 to the Australian economy)
⢠support economic growth in key sectors (see Goal 9)
⢠provide good employment opportunities for Bureau staff
⢠support safe and efficient air travel in Australian airspace, inform routing and fuel load decisions and help protect aircraft from volcanic ash
⢠help businesses manage the impact of weather on their operations and minimise disruption from severe weather events
⢠provide valuable information to the financial and insurance services sector
⢠support the construction of climate-appropriate infrastructure and help protect infrastructure from weather and climate-related events
⢠provide information products as a basis for innovation and value-adding by industry
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Goal Bureau contribution
⢠provide consistent, comprehensive services for all Australians, including in rural and remote areas
⢠promote Australian Indigenous culture through the Indigenous Weather Knowledge website and support reconciliation through the Reconciliation Action Plan
⢠implement initiatives that promote Diversity and Inclusion
⢠support capacity building and development of Pacific Island nations to manage severe weather impacts and mitigate climate change
⢠assist Pacific and Indian Ocean countries prepare for and respond to tsunamis
⢠support the emergency services in carrying out effective emergency and disaster preparation, response and recovery
⢠warn communities to prepare for hazardous weather events, to protect housing and community infrastructure, and to make timely evacuations
⢠allow emergency services to pre-position personnel and equipment to minimise infrastructure damage and to restore essential services following an emergency
⢠help individuals and communities to organise their activities and daily commute
⢠support management of public and private green spaces
⢠implement a Bureau environmental framework to minimise the effect of operations on the environment
⢠support responsible purchasing policies, efficient use of natural resources, and the management of chemicals and wastes through their lifecycle
⢠help Australians understand the nation’s climate patterns, trends and variations in climate, and climate-related risks
⢠provide climate research, modelling and forecasting to support policy decisions and mitigation strategies
⢠help Pacific Island nations measure and respond to climate change impacts
⢠support marine management including sustainable fishing and aquaculture
⢠support safety at sea, and inform search and rescue operations
⢠support response to ocean environmental incidents (such as oil spills)
⢠implement changes to the Bureau’s balloon program to reduce the likelihood of ingestion by marine birds and turtles
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Goal Bureau contribution
⢠support the management of ecosystems
⢠support bushfire mitigation including controlled burns
⢠institute ecological protection measures for Bureau operations at environmentally sensitive sites
⢠contribute to the activities of the World Meteorological Organization, the Intergovernmental Oceanographic Commission of UNESCO, and the International Civil Aviation Organization
⢠collaborate with 10 overseas agencies through bilateral agreements
⢠partner with local, regional, state and territory and national emergency management authorities
Environmental sustainability The Bureau is committed to leadership in sustainable practices and managing potentially adverse impact from operations, with the pursuit of a high level of environmental sustainability an identified success measure of the Bureau’s Strategy. The Bureau’s environmental management system aligns with international standard ISO 14001:2015 and provides the framework for managing environmental risks and optimising opportunities to improve environmental performance.
The Bureau also supports the principles of ecological sustainable development as outlined in the Environmental Protection and Biodiversity Conservation Act 1999. The broad range of Bureau products, services and advice empower stakeholders to make informed decisions on matters of ecosystem and biodiversity conservation, both now and for the future.
Management of key impacts The Bureau’s operations are diverse, encompassing land, water, atmosphere and oceans across Australia and its external territories. In 2021-22, Bureau activities addressed a diverse range of impacts associated with its property and operational footprint, including:
⢠consideration of environmental impacts for site works including equipment upgrades and the relocation of observational infrastructure
⢠participation in audits undertaken by Parks Australia on the Bureau’s activities in marine parks nationally
⢠extensive planning, consultation and training to ensure marine birds and turtles were not disturbed by building remediation works on Willis Island
⢠hosting an all-staff event for World Environment Day with guest speaker Ally Laclette from Planet Ark exploring various aspects of recycling and how to live sustainably at work and home
⢠in-house training sessions to ensure affected business groups understood the implications of new Victorian environmental legislation, with particular emphasis on waste disposal and the prevention and reporting of pollution events
⢠working with suppliers to develop and test more environmentally friendly weather balloon consumables
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⢠engaging a specialist service to clean and decommission obsolete fuel tanks and pipework at Giles Meteorological Station
⢠progressing the ongoing audit program for a range of environmental aspects, including facets of the Bureau’s environmental management system
⢠recruitment of an additional, full-time environmental sustainability resource to further improve engagement and support business groups to manage the environmental impact of Bureau operations and improve sustainability.
Improving sustainability Organisational demand on natural resource comes in many forms at the Bureau, from general office activities to waste generation, equipment and instrument use through to the transport of goods. The Bureau aims to incorporate sustainability into procurement practices to avoid unnecessary consumption and minimise the environmental impact of goods and services over whole of life.
Energy efficiency and carbon emission reduction was a key focus for the Bureau in 2021-22, with highlights being:
⢠commencing installation of the Bureau’s first prototype renewable energy hybrid power system for radars
⢠installation of a solar hot water system at Willis Island Meteorological Office, continuing efforts to reduce reliance on diesel consumption
⢠installation of a 30 kW solar array at the new Balcatta Observing Operations Hub
⢠environmental commitments as part of the new Space Weather Office in the Adelaide Bice Building, including minimising fit-out impact and meeting consumption targets relating to energy consumption, water usage and waste generation
⢠incorporation of environmentally sustainable components into the expansion and fit-out of the Brisbane office including desk caddies made from 60 per cent recycled PET bottles
Environmental performance indicator 2020-21 2021-22 Change
Energy use
Total purchased electricity (kWh) 20 460 000 18 385 000 -10%
Purchased electricity consumption offices (kWh) 3 169 000 2 649 000 -16%
Purchased electricity consumption data centres (kWh) 12 761 000 11 336 050 -11%
Purchased electricity consumption other sites (kWh) 4 530 000 4 399 950 -3%
Scope 2 emissions from electricity use (tonnes CO2 equivalent) 17 102 15 120 -12%
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Environmental performance indicator 2020-21 2021-22 Change
Vehicle fleet*
Total number of fleet vehicles 73 81 +8%
Total distance travelled (km) 861 188 910 370 +6%
Total fuel purchased (kL) 89.9 96.8 +7%
Average consumption of fleet vehicles (L/100 km) 12.7 10.9 -14%
Emissions from leased vehicle fleet (tonnes CO2 equivalent)
236 256 +8%
Air travel
Total number of flights 2620 3905 +49%
Total distance travelled (km) 2 998 914 4 578 850 +53%
Emissions from air travel (tonnes CO2 equivalent)
533 768 +44%
Resource efficiency
Planet-friendly stationery purchased 15% 15% 0%
* the vehicle fleet data is for the fringe benefits tax year period, 1 April 2021 to 31 March 2022
Note: Some values are estimated due to incomplete billing cycles at time of publication.
Fixing the empty-nester problem
Working in remote locations represents an ongoing challenge for the Bureau to balance safe operations with protecting natural environments, which is particularly true at Willis Island Meteorological Station.
Many migratory species such as the wedge-tailed shearwater, (commonly known as muttonbirds) regularly return to the island to breed. Shearwaters return to the island every spring to dig long burrows underground, which provide a comfortable location for the nesting parent and egg. Chicks hatch around January and the flock commences their migration in April and May.
Technical officer Josh Torrisi uses a burrowscope to inspect shearwater burrows with supervision by a brown noddy.
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The burrows extend for metres under the ground and often pose a hidden trip or fall hazard due to the burrow collapsing when walked upon. To prevent such harm to humans and birds, the Bureau has been granted a special legal exemption to fill burrows when unoccupied during the winter months. Burrows in operational areas are visually inspected using an extendable burrowscope, before the empty burrow is filled with sand, compacted and levelled.
Heritage The Bureau has a demonstrated commitment to record and preserve significant parts of its own history in delivering meteorological services to Australia. The heritage values associated with sites owned or controlled by the Bureau is quite broad. Some sites have long-term associations with weather and meteorology, some sites are places of first use of significant technology such as radar, while others were key to major meteorological events. In 2021-22, the Bureau completed a review of its performance against heritage obligations described in the Environmental Protection and Biodiversity Conservation Regulations 2000, which will inform heritage management into the future.
Cultural heritage was a key priority during the year with particular focus on Aboriginal and Torres Strait Islander consultation and sensitive site protection. Particular site works included cultural heritage assessments for Larapuna and Gold Coast Airport weather stations, and engagement of a ground-penetrating radar survey at Yamba.
Recognising our Indigenous history at the Kennaook/Cape Grim Air Pollution Station In 2021-22, the Bureau formally recognised the First Nations name of Kennaook (pronounced Ken-nah-ook) in relation to the Cape Grim Baseline Air Pollution Station in Tasmania. Its use as part of the station’s official name was endorsed by the Circular Head Aboriginal community to honour their ancestors and serve as a reminder of the area’s rich First Nations history.
North-western Tasmania is home to the Peerapper people and Kennaook is the traditional name of the area in the Aboriginal language once spoken there. First Nations people referred to the area as Kennaook for thousands of years.
Acting General Manager of the Circular Head Aboriginal Corporation Dianne Baldock said renaming provides a better connection with her ancestors’ land. Manager of Kennaook/Cape Grim Baseline Air Pollution Station, Sam Cleland, said there is a rich history in the station’s vicinity, evidenced by nearby hut depressions and numerous middens.
The Bureau sees enormous value in acknowledging the First Nations heritage in this area as a mark of respect. This is just one step on the bigger journey towards Reconciliation, in line with the Bureau’s Reconciliation Action Plan (see p.118) to build respectful relationships with First Nations people.
The Kennaook / Cape Grim Baseline Air Pollution Station - perched on the cliffs of the far northwest tip of Tasmania - measuring the clean air off the Southern Ocean.
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People management
Effectiveness in managing and developing employees The design, development and delivery of key workforce initiatives from the Bureau’s People Framework continue to be a priority focus.
The Bureau’s Leadership Development Plan, a key deliverable under the Talent and Leadership Theme of the People Framework, has delivered a systematic approach to identifying, developing and retaining leadership capability through the deployment of the Senior Leader Talent Development Framework. Implementation of the Bureau’s Integrated Leadership Capability Framework continues with the delivery of a new Bureau Way Manager Program, supporting early and mid-level managers to develop their leadership capabilities. The first edition of the Employee Perceptions Playback was delivered to the workforce, highlighting the variety of actions undertaken across the enterprise in response to cultural diagnostics.
Performance management and development also remains critical to the Bureau’s strategic objectives. Participation rates for the miPDS performance development scheme continue to be high, with 99 per cent of employees having an agreement in place at the end of June.
The Bureau’s participation rate in the 2022 APS Census was 75 per cent, which is an increase from 61 per cent in 2021. Staff continue to be highly engaged with the agency and feel they can ‘suggest ideas to improve ways of doing things’, they are committed to the Bureau’s goals, they believe the work they do contributes to the strategic direction of the Bureau, and indicated an increased understanding of how ‘customer centricity guides our strategy and operations’.
Strategy in Action workshops were held virtually in September and December and in person in Melbourne in March and May-June for the Bureau’s extended leadership cohort. The workshops continue to play an important role in building leadership capability and cohesion, shared learning and experiences, and culture and momentum around implementation and delivery of the Bureau’s Strategy.
The Bureau’s employee turnover rate was 14.1 per cent in 2021-22, which was 2.5 per cent lower than in 2020-21. Attracting and retaining high-calibre science, technology, engineering and maths (STEM) graduates continued to be a priority and was achieved through the Australian Government’s ICT entry level programs, the Graduate Meteorology Program, university forums, internships and work experience programs.
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Employment 2020-21 2021-22 Difference
Number of staff employed 1645 1691 46
Total employee expenditure $194.767m $201.357m $6.590m
The diversity of our workforce
Women (% of the total workforce) 35.6 36.7 1.1
People with a disability* (% of the total workforce)
2.0 2.5 0.5
Aboriginal and Torres Strait Islander peoples (% of the total workforce) 1.5 1.3 -0.2
Staff with English as a second language (% of the total workforce) 16.2 15.7 -0.5
Staff with English and another language (% of the total workforce) 9.1 9.0 -0.1
Staff health and wellbeing
Work health and safety incident reports 385 268 -117
Number of Health and Safety Representatives 24 17 -7
Training and education
Staff undertaking support studies (% of the total workforce)
1.52 1.42 -0.1
* Note that disability is a voluntary disclosure. Some employees choose not to disclose disabilities.
Training and development In 2021-22, the Bureau of Meteorology Training Centre continued to facilitate learning programs to support organisational capability, and licensing and compliance requirements.
A total of
23sta* successfully completed the Graduate Diploma in Meteorology course in the class of 2021 and have joined the ranks of Bureau forecasters across the country. Number of Bureau trainees undertaking
the Graduate Diploma in Meteorology
23
22
10
23
18
15
11
5
7
14
2013 2014
2015 2016
2017 2018
2019 2020
2021 2022
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The Graduate Diploma in Meteorology course - the initial training program for meteorologists - saw 34 students commence the 2022 program (including 23 Bureau staff).
Continued development of online material provided Bureau staff with greater access to training opportunities, particularly for those located in regional and remote locations. Staff undertook more than 10 000 online courses, with modules from the ‘Just-In-Time’ learning library, ICT security, customer engagement, emergency evacuation procedures, marine forecasting and financial delegations being particularly prominent. Specialist technical in-service training was also provided, with 81 meteorologist competencies awarded via virtual instructor-led training and assessment.
The Bureau’s Introduction to Meteorology course was delivered to 290 participants, comprising 282 external customers and eight internal stakeholders. The course continues to be highly valued by key strategic partners, seven courses were conducted in partnership with the Australian Institute for Disaster Resilience to provide contextualised training for emergency management agency staff and a customised course was delivered for 1st Brigade, Australian Army. A self-paced online version of the course has been developed and released to internal students in May, with release to external customers expected later in 2022.
In support of the Bureau’s Observing System Strategy, training was delivered to more than 216 staff on automatic weather station (AWS) operational support, AWS site inspection, remote stations observations and maintenance, aerodrome weather observer and radar maintenance.
Work health and safety (WHS) The Bureau is committed to ensuring the health and wellbeing of its staff and strives to reach zero harm through a positive safety culture and by embedding health, safety and wellbeing practices in all activities.
The continued challenge in 2021-22 was to ensure staff safety and wellbeing during the ongoing COVID-19 pandemic, including a return to the office from March 2022. The Health Safety and Environment (HSE) team continued to provide dedicated support to the Bureau’s COVID-19 Crisis Management Team and COVID-19 Incident Management Team throughout the period, ensuring health and safety advice and support was provided, including COVID-19 risk assessment, COVID-safe work practices, COVID-19 vaccination procedure, Rapid Antigen Testing initiative and ongoing COVID-19 staff health monitoring programs.
WHS incident reports and compensable injuries
268
385
447
488
303
298
311
438
400
287 2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
2018-19*
2019-20
2020-21
2021-22
Compensable injuries#
Total reports
# Compensable injuries based on date injury accepted
* In 2018-19 Bureau implemented an online reporting system and
associated communications that led to a significant increase in reports
3
5
10
6
8
16
12
14
22
16
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Highlights from 2021-22 included:
⢠completion of an internal review of the work health and safety management system (WHSMS) assessing the Bureau’s compliance against Comcare’s national audit tool and international standard ISO 45001
⢠uplift of Bureau’s Emergency Management Plans for each occupied site
⢠completion of WHS Risk Assessment of psychosocial and electrical hazards within the Bureau
⢠development of program and materials for launch of two-year Safety Essentials campaign in 2022-23 to uplift safety culture and staff awareness of key health and safety risks within the Bureau and appropriate safety behaviours
⢠Bureau-wide delivery of the influenza vaccination program.
Lead WHS indicators Lag WHS indicators
⢠As at 30 June, 17 Health and Safety Representatives (HSRs) and 16 Deputy HSRs represented 28 work groups.
⢠Ongoing participation by the Senior Leadership Team has seen an average of 70 safety conversations recorded per month.
⢠Bureau Executive provided with bi-monthly comprehensive WHS briefs.
⢠Comcare was notified of one dangerous incident under section 37 of the Work Health and Safety Act 2011 (Cth) by the Australian Antarctic Division (AAD) impacting a Bureau worker. No action from the regulator. Incident investigation completed with corrective action implementation monitored by both the Bureau and AAD.
⢠Comcare was notified of one serious personal injury under section 36 pf the Work Health and Safety Act 2011 (Cth). No action from the regulator. Worker has since returned to pre-injury duties/hours.
⢠Reporting culture has been maintained, with 268 HSE hazard/incident reports lodged, compared with 385 in 2020-21. The reduction in reports is likely related to a combination of COVID-19 factors, including border closures, reduced travel and an increased number of staff continuing with work from home arrangements, particularly during the lockdowns associated with the Delta outbreak at the start of 2021-22.
⢠The proactive reporting of hazards has remained steady at 63 per cent of all reports recorded, compared to 64 per cent in 2020-21.
⢠The timeliness of incident/hazard reporting was slightly slower at 3.1 days, compared to 2.6 days in 2020-21.
⢠The Bureau’s annual lost time injury frequency rate (LTIFR) of 2.0 remains very favourable when compared to the Australian industry benchmark of 3.5 for Professional, Scientific and Technical Services (Safe Work Australia)
⢠Three workers’ compensation claims were accepted for 2021-22 (0.18 claims per 100 staff).
⢠The Bureau had zero lost-time workers’ compensation claims (i.e., claims were for medical treatment expenses only).
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2017-18
2018-19
2019-20
2020-21
2021-22
5
6
3.7
2.6
3.1
On average
3.1 days to register a work health safety (WHS) incident
Average number of days to register WHS incidents
Consultation The Bureau recognises that staff engagement and participation improve decision-making for health and safety matters, and helps reduce work-related incidents, injuries and illness. The Bureau has formal health and safety consultative arrangements and circulates WHS procedures to staff for consultation prior to finalisation.
Rehabilitation and compensation In 2021-22, five compensation claims were lodged with Comcare of which three were accepted, and two withdrawn. Of the accepted claims, one was fall from height, and two repetitive movement. There were no claims with time loss and all staff returned to work. The Bureau achieved a return-to-work rate of 67 per cent.
The Bureau’s claim frequency rate continues to remain under the average rate for APS agencies. The Bureau’s Comcare premium rate for 2021-22 of 0.32 per cent was also below the overall scheme premium rate of 0.68 per cent.
0.34%
0.83%
0.32%
0.79%
0.29%
0.87%
0.25%
0.85%
2018-19
2019-20
2020-21
2021-22
2022-23
0.40%
1.06%
Comcare insurance premiums
APS average
Bureau
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The Compensation and Rehabilitation Employee Services (CARES) team continued to see positive return to work outcomes for compensable claims through the engagement of effective rehabilitation providers, dedicated managers, CARES team support and the positive approach of injured staff. A proactive, early-intervention approach for injured or ill employees resulted in minimal lost time for non-compensable matters. This involved managers and supervisors establishing immediate supportive contact with employees who required further assistance. The CARES team worked with all parties to support the return-to-work process in a collaborative way.
The Bureau’s Employee Assistance Program (EAP) utilisation rate for services provided for the 2021-22 period is 14.7 per cent, which is 6.9 per cent above industry average of 7.8 per cent. The CARES team have been actively engaging with business to educate staff of the services on offer to maintain awareness and increase the use of support on offer and expect this trend to increase above industry average in the coming year.
Employment arrangements As at 30 June, the Bureau had 1456 ongoing and 234 non-ongoing staff employed under the Public Service Act 1999. These figures include 25 Senior Executive Service (SES) and equivalent staff but exclude the Head of Agency. With the exception of the SES and the Head of Agency, all staff are covered under the Bureau of Meteorology Enterprise Agreement (EA). The salary bands under the EA and non-salary benefits are outlined below. There were 53 staff with individual flexibility agreements pursuant to the EA, providing allowances and flexibility in working arrangements.
Non-salary benefits Non-salary benefits for employees include:
⢠flexible working arrangements, such as flex time, executive-level time off in lieu, part-time and home-based work
⢠assistance to employees who are in, have left, or are preparing to leave situations which are affected by family and domestic violence
⢠provision for leave, including recreation leave, long service leave, personal/carer’s leave, compassionate leave, war service, sick leave, pregnancy leave, maternity leave, adoption leave, supporting partner leave, study leave, employee-funded extra leave, ceremonial leave, defence leave, jury service leave, purchased leave and community leave (with and without pay)
⢠study assistance and relocation support
⢠access to an employee assistance program
⢠access to the flexible remuneration packaging scheme
⢠provision of business-related equipment
⢠career guidance and development services.
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Australian Public Service Act employment arrangements - current report period (2021-22)
SES Non-SES Total
Bureau of Meteorology Enterprise Agreement 2018 0 1665 1665
SES (and equivalent) Employment Contracts 25 0 25
Total 25 1665 1690
Note: Includes staff on leave without pay and excludes the Head of Agency.
Australian Public Service Act employment salary ranges by classification level (minimum/maximum) - current report period (2021-22)
Minimum salary $ Maximum salary $
SES 3 n/a n/a
SES 2 251 033 280 152
SES 1 208 235 228 545
EL 2 121 765 187 809*
EL 1 100 075 112 725
APS 6 82 198 93 456
APS 5 74 541 81 240
APS 4 66 867 73 326
APS 3 59 654 69 817
APS 2 53 829 59 109
APS 1 27 971 51 877
Other 26 378^ 57 706
Minimum/maximum range 26 378 280 152
* Includes Research Officers ^ Includes graduate, cadet and trainee staff
Executive remuneration The payment of salary and administration of conditions for the Head of Agency is derived from the relevant Remuneration Tribunal determination. The Bureau has an SES remuneration framework that applies to the SES (and equivalent) staff. At 30 June there were 25 common law contracts for SES (and equivalent) staff. These contracts also provided for non-salary benefits, such as business equipment (home computing facilities and mobile phone) and airline club membership. The Bureau has zero staff on Australian Workplace Agreements and is not subject to any determinations under subsection 24(3) of the Public Service Act.
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Information about remuneration for key management personnel The Bureau’s key management personnel include the CEO as its Accountable Authority, and members of the Bureau Executive who report directly to the CEO. Remuneration information for key management personnel is provided below. Remuneration figures for Key Management Personnel, Senior Executives and other highly paid staff are comprised of base salary, other benefits and allowances, long service leave and superannuation contributions, and termination benefits where applicable. The figures include pro-rata amounts for personnel who were not employed at the Bureau for the full financial year.
Short-term benefits
Post-employment benefits
Other long-term benefits
Termination benefits $
Total
remuneration $
Name Position title
Base salary $ Bonuses $
Other
benefits and allowances $
Superannuation contributions $
Long service leave $
Other
long-term benefits $
Andrew Johnson CEO & Director of Meteorology 399 255 31 964 65 644 12 416 509 278
Alistair Legge ROBUST Program Director 65 350 16 823 13 198 1855 32 068 129 294
Gilbert Brunet Chief Scientist 280 464 5887 47 362 8429 342 141
Kirsten Garwood PST Program Director 277 886 48 311 49 235 8520 383 951
Nichole Brinsmead
Chief Information Officer 282 178 56 134 52 211 8482 399 005
Paula Goodwin Chief Operating Officer 278 652 37 884 47 362 3576 367 475
Peter Stone Group Executive 267 373 55 552 57 214 15 447 395 585
Piero Chessa Group Executive 277 541 35 125 47 362 8316 368 343
Vicki Woodburn Group Executive 191 254 43 378 36 383 27 188 298 203
17 1 Organisational Management
Information about remuneration for senior executives The average total remuneration of senior executives, excluding key management personnel, during the reporting period is provided below.
Short-term benefits
Post-employment benefits
Other
long-term benefits Termination benefits Total
remuneration
Total remuneration bands
Number of senior executives
Average base salary $
Average bonuses $
Average other benefits and allowances $
Average
superannuation contributions $
Average long service leave $
Average other long-term benefits $
Average termination benefits $
Average total remuneration $
$0 - $220 000 2 75 519 - 10 509 11 477 1897 - 113 764 156 285
$220 001 - $245 000 3 177 472 - 15 503 32 064 8552 - - 233 592
$245 001 - $270 000 6 200 082 - 13 129 36 730 9145 - - 259 087
$270 001 - $295 000 3 217 828 - 6472 39 295 10 399 - - 273 995
$295 001 - $320 000 4 226 353 - 31 568 37 799 6810 - - 302 530
$320 001 - $345 000 1 160 191 - 6032 31 498 8304 - 129 705 335 729
$345 001 - $370 000 0 - - - - - - - -
$370 001 - $395 000 0 - - - - - - - -
$395 001 - $420 000 0 - - - - - - - -
$420 001 - $445 000 0 - -
- - - - - -
$445 001 - $470 000 0 - - - - - - - -
$470 001 - $495 000 0 - - - - - - - -
$495 001 - … 0 - - - - - - - -
17 2 Annual Report 2021-22
Information about remuneration for other highly paid staff Remuneration of staff who are neither key management personnel nor senior executives, and whose total remuneration exceeds the threshold amount for the reporting period ($235 001) is also provided below.
Short-term benefits
Post-employment benefits
Other
long-term benefits Termination benefits Total
remuneration
Total remuneration bands
Number of other highly paid staff $
Average base salary $
Average bonuses $
Average other benefits and allowances $
Average
superannuation contributions $
Average long service leave $
Average other long-term benefits $
Average termination benefits $
Average total remuneration $
$235 001 - $245 000 3 173 168 - 27 496 33 625 5737 - - 240 026
$245 001 - $270 000 3 161 285 - 56 311 29 944 7375 - - 254 915
$270 001 - $295 000 2 129 937 - 111 736 32 199 6161 - - 280 032
$295 001 - $320 000 2 131 441 - 56 424 28 007 199 - 171 235 301 688
$320 001 - $345 000 1 124 643 - 10 428 29 180 3903 - 154 467 322 621
$345 001 - $370 000 0 - - - - - - - -
$370 001 - $395 000 0 - - - - - - - -
$395 001 - $420 000 0 - - - - - - - -
$420 001 - $445 000 0 - - - - - - - -
$445 001 - $470 000 0 -
- - - - - - -
$470 001 - $495 000 0 - - - - - - - -
$495 001 - … 0 - - - - - - - -
17 3 Organisational Management
Australian Public Service Act employment performance pay
No Bureau employees received performance pay during 2021-22.
Workforce profile (staffing statistics) All statistics are as at 30 June unless otherwise stated.
External territories include Australian Antarctic Territory, Norfolk Island and Cocos Islands. Macquarie Island is included in Tasmania, Willis Island in Queensland and Lord Howe Island in New South Wales.
174 Annual Report 2021-22
All ongoing employees - current report period (2021-22)
Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
NSW 64 4 68 23 9 32 0 0 0 100
Qld 120 5 125 57 12 69 1 0 1 195
SA 46 1 47 21 4 25 0 0 0 72
Tas. 40 6 46 13 11 24 0 0 0 70
Vic. 483 30 513 241 60 301 2 0 2 816
WA 54 4 58 18 4 22 0 0 0 80
ACT 35 6 41 43 6 49 1 0 1 91
NT 21 0 21 10 0 10 0 0 0 31
External territories
0 0 0 1 0 1 0 0 0 1
Overseas 0 0 0 0 0 0 0 0 0 0
Total 863 56 919 427 106 533 4 0 4 1456
All non-ongoing employees - current report period (2021-22)
Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
NSW 5 1 6 4 0 4 0 0 0 10
Qld 13 2 15 11 1 12 0 0 0 27
SA 4 1 5 1 1 2 0 0 0 7
Tas. 3 3 6 1 0 1 0 0 0 7
Vic. 76 24 100 47 11 58 2 1 3 161
WA 3 0 3 3 0 3 0 0 0 6
ACT 2 0 2 3 1 4 0 0 0 6
NT 1 3 4 1 0 1 0 0 0 5
External territories
4 0 4 2 0 2 0 0 0 6
Overseas 0 0 0 0 0 0 0 0 0 0
Total 111 34 145 73 14 87 2 1 3 235
175 Organisational Management
All ongoing employees - previous report period (2020-21)
Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
NSW 69 4 73 20 8 28 0 0 0 101
Qld 116 4 120 44 7 51 0 0 0 171
SA 42 1 43 13 4 17 0 0 0 60
Tas. 35 2 37 14 9 23 0 0 0 60
Vic. 466 32 498 246 61 307 1 0 1 806
WA 57 4 61 16 4 20 0 0 0 81
ACT 40 8 48 38 8 46 0 0 0 94
NT 24 0 24 11 0 11 0 0 0 35
External territories
4 0 4 1 0 1 0 0 0 5
Overseas 0 0 0 0 0 0 0 0 0 0
Total 853 55 908 403 101 504 1 0 1 1413
All non-ongoing employees - previous report period (2020-21)
Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
NSW 3 3 6 2 1 3 0 0 0 9
Qld 6 3 9 4 2 6 0 0 0 15
SA 3 0 3 2 1 3 0 0 0 6
Tas. 3 1 4 0 0 0 0 0 0 4
Vic. 88 26 114 49 9 58 3 0 3 175
WA 5 0 5 2 0 2 0 0 0 7
ACT 1 1 2 3 3 6 0 0 0 8
NT 0 3 3 1 0 1 0 0 0 4
External territories
2 0 2 2 0 2 0 0 0 4
Overseas 0 0 0 0 0 0 0 0 0 0
Total 111 37 148 65 16 81 3 0 3 232
176 Annual Report 2021-22
Australian Public Service Act ongoing employees - current report period (2021-22) Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
SES 3 0 0 0 0 0 0 0 0 0 0
SES 2 3 0 3 4 0 4 0 0 0 7
SES 1 13 0 13 4 0 4 0 0 0 17
EL 2 155 8 163 95 14 109 0 0 0 272
EL 1 298 27 325 125 49 174 1 0 1 500
APS 6 240 13 253 102 31 133 0 0 0 386
APS 5 78 5 83 36 5 41 1 0 1 125
APS 4 16 0 16 31 3 34 0 0 0 50
APS 3 44 3 47 21 3 24 1 0 1 72
APS 2 0 0 0 0 0 0 0 0 0 0
APS 1 2 0 2 1 1 2 0 0 0 4
Other 14 0 14 8 0 8 1 0 1 23
Total 863 56 919 427 106 533 4 0 4 1456
Australian Public Service Act non-ongoing employees - current report period (2021-22) Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
SES 3 0 0 0 0 0 0 0 0 0 0
SES 2 0 0 0 0 0 0 0 0 0 0
SES 1 0 0 0 1 0 1 0 0 0 1
EL 2 10 6 16 6 0 6 0 0 0 22
EL 1 41 11 52 25 2 27 0 0 0 79
APS 6 24 12 36 20 5 25 2 1 3 64
APS 5 15 1 16 8 2 10 0 0 0 26
APS 4 8 0 8 5 1 6 0 0 0 14
APS 3 12 2 14 8 3 11 0 0 0 25
APS 2 0 0 0 0 1 1 0 0 0 1
APS 1 0 2 2 0 0 0 0 0 0 2
Other 0 0 0 0 0 0 0 0 0 0
Total 110 34 144 73 14 87 2 1 3 234
17 7 Organisational Management
Australian Public Service Act ongoing employees - previous report period (2020-21) Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
SES 3 0 0 0 0 0 0 0 0 0 0
SES 2 3 0 3 3 0 3 0 0 0 6
SES 1 13 0 13 3 0 3 0 0 0 16
EL 2 147 8 155 90 12 102 0 0 0 257
EL 1 271 23 294 109 41 150 0 0 0 444
APS 6 260 15 275 101 37 138 0 0 0 413
APS 5 88 4 92 31 2 33 0 0 0 125
APS 4 13 1 14 38 5 43 0 0 0 57
APS 3 44 3 47 15 3 18 0 0 0 65
APS 2 0 0 0 2 0 2 0 0 0 2
APS 1 2 1 3 1 1 2 0 0 0 5
Other 12 0 12 10 0 10 1 0 1 23
Total 853 55 908 403 101 504 1 0 1 1413
Australian Public Service Act non-ongoing employees - previous report period (2020-21) Male Female Indeterminate Total
Full- time Part- time
Total Full- time Part- time
Total Full- time Part- time
Total
SES 3 0 0 0 0 0 0 0 0 0 0
SES 2 1 0 1 0 0 0 0 0 0 1
SES 1 0 0 0 1 0 1 0 0 0 1
EL 2 6 8 14 8 2 10 0 0 0 24
EL 1 46 10 56 19 3 22 0 0 0 78
APS 6 33 12 45 12 5 17 3 0 3 65
APS 5 9 1 10 7 1 8 0 0 0 18
APS 4 6 2 8 10 2 12 0 0 0 20
APS 3 9 2 11 7 2 9 0 0 0 20
APS 2 0 2 2 0 1 1 0 0 0 3
APS 1 0 0 0 1 0 1 0 0 0 1
Other 0 0 0 0 0 0 0 0 0 0
Total 110 37 147 65 16 81 3 0 3 231
178 Annual Report 2021-22
Australian Public Service Act employees by full-time and part-time status - current report period (2021-22)
Ongoing Non-ongoing Total
Full- time
Part- time
Total ongoing
Full- time
Part- time
Total non-ongoing
SES 3 0 0 0 0 0 0 0
SES 2 7 0 7 0 0 0 7
SES 1 17 0 17 1 0 1 18
EL 2 251 22 273 16 6 22 295
EL 1 423 76 499 66 13 79 578
APS 6 342 44 386 46 18 64 450
APS 5 115 10 125 23 3 26 151
APS 4 47 3 50 13 1 14 64
APS 3 66 6 72 20 5 25 97
APS 2 0 0 0 0 1 1 1
APS 1 3 1 4 0 2 2 6
Other 23 0 23 0 0 0 23
Total 1294 162 1456 185 49 234 1690
Australian Public Service Act employees by full-time and part-time status - previous report period (2020-21)
Ongoing Non-ongoing Total
Full- time
Part- time
Total ongoing
Full- time
Part- time
Total non-ongoing
SES 3 0 0 0 0 0 0 0
SES 2 6 0 6 1 0 1 7
SES 1 16 0 16 1 0 1 17
EL 2 237 20 257 14 10 24 281
EL 1 380 64 444 65 13 78 522
APS 6 361 52 413 48 17 65 478
APS 5 119 6 125 16 2 18 143
APS 4 51 6 57 16 4 20 77
APS 3 59 6 65 16 4 20 85
APS 2 2 0 2 0 3 3 5
APS 1 3 2 5 1 0 1 6
Other 23 0 23 0 0 0 23
Total 1257 156 1413 178 53 231 1644
17 9 Organisational Management
Australian Public Service Act employment type by location - current report period (2021-22)
Ongoing Non-ongoing Total
NSW 100 10 110
Qld 195 26 221
SA 72 7 79
Tas. 70 7 77
Vic. 816 161 977
WA 80 6 86
ACT 91 6 97
NT 31 5 36
External territories
1 6 7
Overseas 0 0 0
Total 1456 234 1690
Australian Public Service Act employment type by location - previous report period (2020-21)
Ongoing Non-ongoing Total
NSW 101 9 110
Qld 171 14 185
SA 60 6 66
Tas. 60 4 64
Vic. 806 175 981
WA 81 7 88
ACT 94 8 102
NT 35 4 39
External territories
5 4 9
Overseas 0 0 0
Total 1413 231 1644
1 80 Annual Report 2021-22
Australian Public Service Act Indigenous employment - current report period (2021-22)
Total
Ongoing 19
Non-ongoing 4
Total 23
Australian Public Service Act Indigenous employment - previous report period (2020-21)
Total
Ongoing 21
Non-ongoing 3
Total 24
Storm developing over Snail Bay, New South Wales, on 15 January 2022.
1 8 1 Organisational Management
All employees by office location and occupational stream - current report period (2021-22)
HOA SES ASO PO TO GSO ITO RS TR Total
NSW 0 1 9 61 30 0 5 4 0 110
Qld 1 2 36 123 57 0 3 0 0 222
SA 0 0 7 40 26 0 4 2 0 79
Tas 0 2 14 29 25 0 5 2 0 77
Vic 0 21 226 351 84 0 197 75 23 977
WA 0 0 9 43 30 0 4 0 0 86
ACT 0 7 34 41 2 0 12 1 0 97
NT 0 0 4 13 18 0 1 0 0 36
External territories
0 0 0 0 7 0 0 0 0 7
Overseas 0 0 0 0 0 0 0 0 0 0
Total 1 33 339 701 279 0 231 84 23 1691
HOA: Head of Agency; SES: Senior Executive Service; ASO: Administrative Service Officer; PO: Professional Officer; TO: Technical Officer; GSO: General Service Officer; ITO: Information Technology Officer; RS: Research Scientist; TR: Trainee.
All employees age profile - current report period (2021-22)
Age range
16-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 66-70 >71
Female 1 26 43 68 124 99 90 79 64 22 4 0
Male 0 33 52 100 156 158 158 159 148 67 28 5
Indeterminate 0 0 3 0 1 2 1 0 0 0 0 0
Total 1 59 98 168 281 259 249 238 212 89 32 5
1 82 Annual Report 2021-22
Financial resource management
Financial performance The Bureau reported an operating surplus of $46.7 million, excluding depreciation for 2021-22, against a budgeted operating surplus of $18.8 million. This surplus is largely due to own-source revenue used for assets, where the revenue must be recognised in the operating statement but the expense is shown within the balance sheet. Supplier expenses for the year were also lower than expected from decreased spending on costs associated with both operational and externally generated revenue projects due to negative impacts from recruitment, business plan finalisation, supply issues from COVID-19, site and lease negotiations, and severe weather events resulting in site access issues. After including depreciation, the operating result was a deficit of $73.5 million in 2021-22, compared to a deficit of $152.6 million in 2020-21. The Bureau’s operating results show deficits as its depreciation and amortisation expenditure is shown in its operating statements, while its departmental capital budget for asset replacement is treated as an equity contribution and is shown in its balance sheet.
Revenue Total revenue for the Bureau for 2021-22 was $405.7 million. This is an increase of $61.4 million compared to the 2020-21 year.
The Bureau’s Australian Government appropriation was $315.7 million in 2021-22, which was $45.8 million higher than the 2020-21 year.
More than
$90 million derived from own-source income
Sources of revenue
($m) 0 5 0 100 150 200 250 300 350 400 450
2017-18
2018-19
2019-20
2020-21
2021-22
Revenue from Government Other revenue
1 8 3 Organisational Management
Changes in appropriation funding are associated with budget measures including:
⢠Improved Security and Resilience measure
⢠Long Term Financial Sustainability
⢠COVID-19 response package for continuation of aviation and tourism support to maintain meteorological services that offset a reduction in own-source revenue
⢠Building Australia’s Resilience.
The Australian Government appropriation contributed 77.8 per cent of the Bureau’s total operating revenue. The remaining funds were derived from ‘own-source income’ and ‘other income’ totalling $90.0 million - an increase of $15.5 million compared to 2020-21. Own-source income is from cost-recovered activity.
Expenditure The Bureau’s operating expenditure for 2021-22 was $479.2 million - a decrease of $16.7 million (3.6 per cent) compared with the 2020-21 year. This increase was due to lower depreciation and amortisation expenditure offset by higher employee and supplier expenses compared to 2020-21.
Employee costs represented 42.02 per cent of the Bureau’s total costs.
Supplier costs were $151.8 million (31.7 per cent of total expenses), and included:
⢠observations consumables
⢠lease costs associated with premises and other goods and services
⢠costs associated with service delivery
⢠communication, software and other information technology (IT) costs.
Depreciation and amortisation was $120.2 million (25.1 per cent of total expenses).
A decrease of
3.6% in expenditure for 2021-22 compared to last year
Bureau expenditure
Employees Suppliers Other Depreciation
($m) 0 5 0 100 150 200 250 300 350 400 450 500
2017-18
2018-19
2019-20
2020-21
2021-22
Significant non-compliance During 2021-22 there were no significant non-compliant breaches of the finance law under section 19(1)(e) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
1 8 4 Annual Report 2021-22
Resource Statement Summary - current report period (2021-22) Actual Available appropriation— current year (a)
$’000
Payments made (b)
$’000
Balance remaining (a)-(b)
$’000
Departmental
Annual appropriations - ordinary annual services 533,782 428,749 105,033
Annual appropriations - other services - non-operating
263,665 126,259 137,406
Total departmental annual appropriations 797,447 555,508 242,439
Departmental special appropriations - - -
Total special appropriations - - -
Special accounts - - -
Total special accounts - - -
less departmental appropriations drawn from annual/special appropriations and credited to special accounts
- - -
Total departmental resourcing 797,447 555,008 242,439
Administered
Annual appropriations - ordinary annual services - - -
Annual appropriations - other services - non-operating
- - -
Annual appropriations - other services - specific payments to states, ACT, NT and local government - - -
Annual appropriations - other services - new administered expenses
- - -
Total administered annual appropriations - - -
Administered special appropriations - - -
Total administered special appropriations - - -
Special accounts - - -
Total special accounts receipts - - -
less administered appropriations drawn from annual/special appropriations and credited to special accounts
- - -
less payments to corporate entities from annual/ special appropriations - - -
Total administered resourcing - - -
Total resourcing and payments for the Bureau of Meteorology
797,447 555,008 242,439
1 8 5 Organisational Management
Expenses by Outcome - current report period (2021-22)
(1)
Budget*
2021-22
$’000
(2)
Actual**
expenses
2021-22
$’000
Variation
(Col (2)
minus
Col (1))
$’000
Budget***
2022-23
$’000
TOTAL PRICE OF ADMINISTERED PROGRAMS
0 0 0 0
TOTAL PRICE OF DEPARTMENTAL PROGRAMS 514,594 479,225 (35,369) 532,606
Revenue from Government
(Appropriation) for departmental outputs 312,292 324,922
(Appropriation) for departmental capital budget 46,014 59,579
(Appropriation) for departmental non-operating - equity injections 203,759 140,537
(Appropriation) for administered expenses
0 0
Revenue from other sources 78,156 85,442
TOTAL FOR OUTCOME 1
(Total price of output groups and administered expenses)**** 640,221 610,480
(1)
2021-22
(2)
2021-22
actual
Variation
(Col (2)
minus
Col (1)
$’000 2022-23
Average staffing levels 1 1,577 1,569 (8) 1,579
*As per 2021-22 Portfolio Additional Estimates Statements.
**As per 2021-22 Financial Statements.
***As per 2022-23 Portfolio Budget Statements.
****The Departmental Capital Budget was introduced in 2010-11 and appropriation for depreciation was removed from output group expenses.
1 Average staffing levels excludes ACS partner agency allocations.
1 86 Annual Report 2021-22
Asset management The Bureau managed an asset base valued at $1201.7 million. Of this, $921.6 million related to fixed and intangible assets. The Bureau effectively manages the majority of its asset base through a major program referred to as ROBUST that ensures the security, stability and resilience of its information and communication technology systems and observing network assets.
Asset Amount ($m)
Land and buildings 80.4
Land and buildings ROU (right-of-use) - AASB 16 85.9
Plant and equipment 448.5
Plant and equipment ROU (right-of-use) - AASB 16 1.0
Intangible assets 305.8
Total 921.6
During 2021-22, the Bureau invested $181.0 million in asset acquisition and construction (excluding ROU assets) to support its service delivery to Australia, including:
⢠implementing the Australian Fire Danger Rating System (AFDRS), Seamless Forecast Modelling, ACCESS Australian Parallel Suite (APS4), National Grid, Australian Safety Alerting Platform, Applications Transformation Management and Data Platform, Management and Services
⢠upgrading observing systems such as automatic weather stations, balloon sites across multiple locations, wind profiler upgrades, radar upgrades, uplifting infrastructure at data centres and the Australis II supercomputer mid-life upgrade
⢠facility construction, ALMT Brisbane and Melbourne Office refit, and refurbishment of the space weather building in Adelaide.
More than
$1 billion in assets were operated and maintained to deliver services to the Australian community
Bureau assets
Land and buildings Plant and equipment
Intangible assets Inventories
Cash and receivables
($m) 0 200 40 0 6 00 800 1000 1200
2017-18
2018-19
2019-20
2020-21
2021-22
1 87 Organisational Management
Procurement Value for money is the core principle underpinning all procurement. The Bureau’s Accountable Authority Instructions provide internal control of procurement within the agency, and are aligned with the PGPA Act, the Commonwealth Procurement Rules and broader Australian Government policy.
There were no instances of contracts of $100 000 or more (inclusive of GST) entered into during 2021-22 that precluded the Auditor-General from accessing the contractor’s premises.
For details of standard clauses that provide the Australian National Audit Office (ANAO) with access to contractors’ information, refer to: www.finance.gov.au/procurement/clausebank .
There was one contract in excess of $10 000 (inclusive of GST) that was exempted by the Accountable Authority from being published on AusTender on the basis that they would disclose exempt matters under the Freedom of Information Act 1982.
Information on procurements expected to be undertaken in 2022-23 is in Bureau’s annual procurement plan, available from the AusTender website www.tenders.gov.au.
Procurement initiatives to support small business and Indigenous-owned businesses The Bureau supports small business participation in the Commonwealth Government procurement market. Small and Medium Enterprises (SMEs) and Small Enterprise participation statistics are available on the Department of Finance’s website: www.finance.gov.au/ government/procurement/statistics-australian-government-procurement-contracts-.
The Bureau 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 www.treasury.gov.au.
Bureau support for small business includes using the Commonwealth Contracting Suite for low-risk procurements valued under $1 million.
The Bureau supports the goals of the Australian Government’s Indigenous Procurement Policy and achieved its Indigenous procurement target for 2021-22. More information is available on the Department of the Prime Minister and Cabinet’s website www.pmc.gov.au.
Consultancies and reportable non-consultancies The selection and engagement of consultants was conducted in accordance with the PGPA Act, Commonwealth Procurement Rules and internal policy and procedures. Of the five consultancy contracts reported, one used a limited tender procurement method and four used an open tender, of which three used a panel arrangement.
During 2021-22, two new reportable consultancy contracts were entered into involving total actual expenditure of $81 532. In addition, three ongoing reportable consultancy contracts were active during the period, involving total actual expenditure of $687 161.
1 88 Annual Report 2021-22
Expenditure on reportable consultancy contracts - current report period (2021-22)
Number Expenditure $ (GST inc.)
New contracts entered into during the reporting period 2 $81 532
Ongoing contracts entered into during a previous reporting period 3 $687 161
Total 5 $768 693
The main categories of purpose for which consultants were engaged were management advisory services and strategic planning consultation services.
Annual reports contain information about actual expenditure on reportable consultancy contracts. Information on the value of contracts and consultancies is available on the AusTender website www.tenders.gov.au.
Organisations receiving a share of reportable consultancy contract expenditure - current report period (2021-22)
Name of organisation Expenditure $ (GST inc.)
Protiviti Pty Limited (ABN: 27 108 473 909) $541 948
Hydrology and Risk Consulting Pty Ltd as Trustee for the HARC Unit Trust (ABN: 87 553 755 959) $129 703
Elm Communications Canberra Pty Ltd (ABN: 64 646 493 987) $54 032
ConceptSix Pty Ltd (ABN: 54 641 263 238) $27 500
Yarrabee Consulting Pty Ltd (ABN: 11 533 734 924) $15 510
Expenditure on reportable non-consultancy contracts - current report period (2021-22)
Number Expenditure $ (GST inc.)
New contracts entered into during the reporting period 819 $153 486 412
Ongoing contracts entered into during a previous reporting period 567 $156 124 578
Total 1386 $309 610 990
1 89 Organisational Management
Organisations receiving a share of reportable non-consultancy contract expenditure - current report period (2021-22)
Name of organisation Expenditure $ (GST inc.)
Ventia Property Pty Ltd (ABN: 16 618 028 676) * $29 399 592
Unisys Australia Pty Limited (ABN: 31 105 642 902) $24 712 326
Rubik3 Pty Ltd (ABN: 59 603 714 085) $19 798 219
NTT Australia Pty Ltd (ABN: 65 003 371 239) $16 407 696
Hays Specialist Recruitment (Australia) Pty Limited (ABN: 47 001 407 281)
$12 726 848
* Broadspectrum Property Pty Ltd. changed name to Ventia Property during the reporting period and the figures shown are a consolidation of the amounts reported on AusTender under both names.
During 2021-22, 819 new non-consultancy contracts were entered into involving total actual expenditure of $153 486 412. In addition, 567 ongoing non-consultancy contracts were active during the period, involving total actual expenditure of $156 124 578.
Annual reports contain information about actual expenditure on reportable non-consultancy contracts. Information on the value of reportable non-consultancy contracts is available on the AusTender website.
Advertising and market research Under section 311A of the Commonwealth Electoral Act 1918, the Bureau is required to disclose payments of advertising and market research.
Advertising and market research over the reporting threshold of $14 500 (GST inclusive) were undertaken to the value of $101 022 and $18 396 respectively, in 2021-22. Details are provided below.
The Bureau did not undertake any polling, direct mail or advertising campaigns during 2021-22.
Organisation Purpose Expenditure ($, GST inclusive)
Media advertising organisations
Mediabrands Australia Pty Ltd (ABN: 19 002 966 001) Recruitment Advertising $101 022
Market research organisations
Ernst & Young (EY) Sweeney (ABN: 75 288 172 749) Performance framework market research
$18 396
Total $119 418
1 9 1
Section 5: Financial Statements
For the period ended 30 June 2022
1 9 2 Annual Report 2021-22
BUREAU OF METEOROLOGY for the period ended 30 June 2022
----
CONTENTS PAGE
Certification 193
Primary financial statements 196
Statement of Comprehensive Income
Statement of Financial Position
Statement of Changes in Equity
Cash Flow Statement
Administered Schedule of Comprehensive Income
Administered Schedule of Assets and Liabilities
Administered Reconciliation Schedule
196
197
198
200
201
202
203
Notes to the financial statements 204
Overview 204
1. Financial Performance 206
1.1 Expenses
1.2 Own-Source Revenue
206
208
2. Financial Position 211
2.1 Financial Assets
2.2 Non-Financial Assets
2.3 Payables
2.4 Interest Bearing Liabilities
2.5 Provisions for Restoration
211
212
217
218
219
4. Funding 220
4.1 Appropriations
4.2 Special Accounts
220
221
5. People and Relationships 222
5.1 Employee Provisions
5.2 Key Management Personnel Remuneration
5.3 Related Party Disclosures
222
224
224
6. Managing Uncertainties 225
6.1 Contingent Assets and Liabilities
6.2 Financial Instruments
225
226
7. Other Information 228
7.1 Budget Variances Commentary
7.2 Assets Held in Trust
7.3 Current/non-current distinction for assets and liabilities 7.4 Fair Value Measurement
228
230
230
231
1 93 Financial Statements
GPO Box 707, Canberra ACT 2601 38 Sydney Avenue, Forrest ACT 2603 Phone (02) 6203 7300
INDEPENDENT AUDITOR’S REPORT
To the Minister for the Environment and Water
Opinion
In my opinion, the financial statements of the Bureau of Meteorology (the Entity) for the year ended 30 June 2022:
(a) comply with Australian Accounting Standards - Simplified Disclosures and the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015; and
(b) present fairly the financial position of the Entity as at 30 June 2022 and its financial performance and cash flows for the year then ended.
The financial statements of the Entity, which I have audited, comprise the following as at 30 June 2022 and for the year then ended:
⢠Statement by the Accountable Authority and Chief Financial Officer; ⢠Statement of Comprehensive Income; ⢠Statement of Financial Position; ⢠Statement of Changes in Equity; ⢠Cash Flow Statement; ⢠Administered Schedule of Comprehensive Income; ⢠Administered Schedule of Assets and Liabilities; ⢠Administered Reconciliation Schedule; and ⢠Notes to the financial statements, comprising a summary of significant accounting policies and other
explanatory information.
Basis for opinion
I conducted my audit in accordance with the Australian National Audit Office Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the Entity in accordance with the relevant ethical requirements for financial statement audits conducted by the Auditor-General and his delegates. These include the relevant independence requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) to the extent that they are not in conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Accountable Authority’s responsibility for the financial statements
As the Accountable Authority of the Entity, the Chief Executive Officer and Director of Meteorology is responsible under the Public Governance, Performance and Accountability Act 2013 (the Act) for the preparation and fair presentation of annual financial statements that comply with Australian Accounting Standards - Simplified Disclosures and the rules made under the Act. The Chief Executive Officer and Director of Meteorology is also responsible for such internal control as the Chief Executive Officer and Director of Meteorology determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
1 9 4 Annual Report 2021-22
In preparing the financial statements, the Chief Executive Officer and Director of Meteorology is responsible for assessing the ability of the Entity to continue as a going concern, taking into account whether the Entity’s operations will cease as a result of an administrative restructure or for any other reason. The Chief Executive Officer and Director of Meteorology is also responsible for disclosing, as applicable, matters related to going concern and using the going concern basis of accounting, unless the assessment indicates that it is not appropriate.
Auditor’s responsibilities for the audit of the financial statements
My objective is to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian National Audit Office Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.
As part of an audit in accordance with the Australian National Audit Office Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also:
⢠identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control; ⢠obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circ*mstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control; ⢠evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Accountable Authority; ⢠conclude on the appropriateness of the Accountable Authority’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the Entity to cease to continue as a going concern; and ⢠evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
I communicate with the Accountable Authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
Australian National Audit Office
Bradley Medina Executive Director Delegate of the Auditor-General
Canberra 1 September 2022
1 9 5 Financial Statements
1 9 6 Annual Report 2021-22
BUREAU OF METEOROLOGY Statement of Comprehensive Income for the period ended 30 June 2022
Notes
2022 $’000
2021 $’000
Original Budget 2022 $’000
NET COST OF SERVICES
Expenses
Employee benefits 1.1A 201,356 194,722 188,364
Supplier expenses 1.1B 151,806 131,237 178,943
Depreciation and amortisation 2.2A 120,193 164,851 168,270
Finance costs 1.1C 1,585 1,181 2,458
Write-down and impairment of other assets 1.1D 1,457 1,804 1
Foreign exchange losses 127 68 -
Loss from sale of assets 24 244 -
Contributions to WMO and IOC1 2,677 2,821 1,917
Total expenses 479,225 496,928 539,953
Own-source income
Own-source revenue
Revenue from contracts with customers 1.2A 60,410 61,384 56,822
Aviation industry 1.2B 25,408 10,258 23,240
Other revenue 1.2C 3,532 1,868 -
Total own-source revenue 89,350 73,510 80,062
Gains
Gains from sale of assets 124 46 -
Foreign exchange gains 462 850 -
Other gains 19 4 -
Total gains 605 900 -
Total own-source income 89,955 74,410 80,062
Net (cost of) services (389,270) (422,518) (459,891)
Revenue from Government 1.2D 315,733 269,919 310,386
Surplus/(Deficit) (73,537) (152,599) (149,505)
OTHER COMPREHENSIVE INCOME
Total comprehensive loss (73,537) (152,599) (149,505)
1. Contributions to World Meteorological Organization (WMO) and Inter-Governmental Oceanographic Commission (IOC).
The above statement should be read in conjunction with the accompanying notes.
1 97 Financial Statements
BUREAU OF METEOROLOGY Statement of Financial Position as at 30 June 2022
Notes
2022 $’000
2021 $’000
Original Budget 2022 $’000
ASSETS
Financial assets
Cash and cash equivalents 430 421 948
Trade and other receivables 2.1A 254,846 156,775 93,984
Accrued revenues 3,671 6,244 2,296
Total financial assets 258,947 163,440 97,228
Non-financial assets 1
Land 2.2A 14,320 11,402 -
Buildings 2.2A 151,974 168,678 188,435
Plant and equipment 2.2A 449,509 436,071 523,141
Computer software 2.2A 304,432 239,459 298,162
Other intangibles 2.2A 1,323 1 -
Inventories 2.2B 4,444 4,439 5,381
Prepayments 16,771 7,311 9,155
Total non-financial assets 942,773 867,361 1,024,274
Assets held for sale - 640 2,548
Total assets 1,201,720 1,031,441 1,124,050
LIABILITIES
Payables
Suppliers payable 2.3A 94,030 90,417 29,031
Other payables 2.3B 6,484 10,062 49,839
Total payables 100,514 100,479 78,870
Interest bearing liabilities
Leases 2.4 94,483 103,845 130,475
Total interest bearing liabilities 94,483 103,845 130,475
Provisions
Employee provisions 5.1 67,177 64,875 63,279
Provisions for restoration 2.5 26,965 25,232 25,141
Total provisions 94,142 90,107 88,420
Total liabilities 289,139 294,431 297,765
Net assets 912,581 737,010 826,285
EQUITY
Contributed equity 1,499,868 1,250,095 1,498,706
Reserves 334,049 334,049 334,049
Accumulated deficit (921,336) (847,134) (1,006,470)
Total equity 912,581 737,010 826,285
1. Right-of-use assets are included in the following line items: Land, Buildings, Plant and Equipment.
The budget variances commentary is contained in the Other Information section (Note 7.1). The above statement should be read in conjunction with the accompanying notes.
1 98 Annual Report 2021-22
BUREAU OF METEOROLOGY Statement of Changes in Equity for the period ended 30 June 2022
2022 $’000
2021 $’000
Original Budget 2022 $’000
CONTRIBUTED EQUITY
Opening balance
Balance carried forward from previous period 1,250,095 1,086,180 1,250,101
Adjusted opening balance 1,250,095 1,086,180 1,250,101
Transactions with owners
Distributions to owners
Returns of capital
Return of equity appropriations - (7) -
Contributions by owners
Equity injection - appropriations 203,759 122,376 202,591
Departmental capital budget 46,014 41,546 46,014
Total transactions with owners 249,773 163,915 248,605
Closing balance as at 30 June 1,499,868 1,250,095 1,498,706
RETAINED EARNINGS
Opening balance
Balance carried forward from previous period (847,134) (693,638) (856,510)
Adjustment to correct AASB 16 leases recognised1 - 731 -
Adjusted opening balance (847,134) (692,907) (856,510)
Comprehensive income
Deficit for the period (73,537) (152,599) (149,505)
Total comprehensive income (73,537) (152,599) (149,505)
Transactions with owners
Distributions to owners
Other (665) (1,628) (455)
Total transactions with owners (665) (1,628) (455)
Closing balance as at 30 June (921,336) (847,134) (1,006,470)
ASSET REVALUATION RESERVE
Opening balance
Balance carried forward from previous period 334,049 334,049 334,049
Adjusted opening balance 334,049 334,049 334,049
Closing balance as at 30 June 334,049 334,049 334,049
1. Refer Note 2.2A and 2.4 for further details.
1 9 9 Financial Statements
BUREAU OF METEOROLOGY Statement of Changes in Equity for the period ended 30 June 2022
2022 $’000
2021 $’000
Original Budget 2022 $’000
TOTAL EQUITY
Opening balance
Balance carried forward from previous period 737,010 726,591 727,640
Adjustment to correct AASB 16 leases recognised1 - 731 -
Adjusted opening balance 737,010 727,322 727,640
Comprehensive income
Deficit for the period (73,537) (152,599) (149,505)
Total comprehensive income (73,537) (152,599) (149,505)
Transactions with owners
Distributions to owners
Returns of capital
Return of equity appropriations - (7) -
Other (665) (1,628) (455)
Contributions by owners
Equity injection - appropriations 203,759 122,376 202,591
Departmental capital budget 46,014 41,546 46,014
Total transactions with owners 249,108 162,287 248,150
Closing balance as at 30 June 912,581 737,010 826,285
The budget variances commentary is contained in the Other Information section (Note 7.1).
The above statement should be read in conjunction with the accompanying notes.
Accounting Policy Equity Injections Amounts appropriated which are designated as ‘equity injections’ for a year (less any formal reductions) and Departmental Capital Budgets (DCBs), are recognised directly in contributed equity in that year.
Other Distributions to Owners The Financial Reporting Rule requires that distributions to owners be debited to contributed equity unless it is in the nature of a dividend.
The return of funds to the Commonwealth relating to the cash received from the sale of Bureau of Meteorology houses are debited to retained earnings.
1. Refer Note 2.2A and 2.4 for further details.
2 0 0 Annual Report 2021-22
BUREAU OF METEOROLOGY Cash Flow Statement for the period ended 30 June 2022
Notes
2022 $’000
2021 $’000
Original Budget 2022 $’000
OPERATING ACTIVITIES
Cash received
Appropriations 383,075 346,321 389,037
Sales of goods and rendering of services 87,908 89,895 80,061
GST received 29,913 28,584 -
Total cash received 500,896 464,800 469,098
Cash used
Employees (203,046) (190,131) (187,614)
Suppliers (184,563) (156,102) (178,943)
Interest payments on lease liabilities (897) (922) (2,458)
Section 74 receipts transferred to OPA (85,081) (86,383) (80,062)
GST paid (4,225) (3,370) -
Total cash used (477,812) (436,908) (449,077)
Net cash from operating activities 23,084 27,892 20,021
INVESTING ACTIVITIES
Cash received
Proceeds from sales of property, plant and equipment and assets held for sale 2.2A 705 696 1,225
Total cash received 705 696 1,225
Cash used
Purchase of property, plant and equipment and intangibles 2.2A (179,877) (191,056) (255,302)
Total cash used (179,877) (191,056) (255,302)
Net cash used by investing activities (179,172) (190,360) (254,077)
FINANCING ACTIVITIES
Cash received
Departmental capital budget 46,014 41,546 -
Contributed equity 126,259 136,714 248,605
Total cash received 172,273 178,260 248,605
Cash used
Principal payments of lease liabilities (15,511) (14,691) (12,632)
Other (665) (1,628) (1,917)
Total cash used (16,176) (16,319) (14,549)
Net cash from financing activities 156,097 161,941 234,056
The budget variances commentary is contained in the Other Information section (note 7.1).
The above statement should be read in conjunction with the accompanying notes.
2 0 1 Financial Statements
BUREAU OF METEOROLOGY Administered Schedule of Comprehensive Income for the period ended 30 June 2022
2022 $’000
2021 $’000
NET COST OF SERVICES - -
Expenses - -
Total expenses
Income
Revenue
Other gains 366 -
Total revenue 366 -
Net contribution by services 366 -
Surplus 366 -
Total comprehensive income 366 -
Budget Variances Commentary The original budget for 2022 has not been disclosed in the Administered Schedule of Comprehensive Income as there is no administered budget for 2021-22.
2 0 2 Annual Report 2021-22
BUREAU OF METEOROLOGY Administered Schedule of Assets and Liabilities as at 30 June 2022
2022 $’000
2021 $’000
ASSETS
Total assets administered on behalf of Government - -
LIABILITIES
Payables
Trade and other payables1 - 366
Total liabilities administered on behalf of government - 366
Net liabilities - (366)
Budget Variance Commentary The original budget for 2022 has not been disclosed in the Administered Schedule of Comprehensive Income as there is no administered budget for 2021-22.
1. It was determined that the liability balance is no longer payable to the Bureau as no appropriation remains to settle this balance. The adjustment reflects the gain on the reversal of the liability in the Administered accounts, resulting in a nil balance presented for liabilities.
This is the final year that Administered Financial Statements will be disclosed as all balances will be settled. There is currently no active administered function and therefore there is no need to prepare administered statements in the future periods
2 03 Financial Statements
BUREAU OF METEOROLOGY Administered Reconciliation Schedule for the period ended 30 June 2022
2022 $’000
2021 $’000
Opening assets less liabilities as at 1 July (366) (366)
Net contribution by services
Income/(expenses) 366 -
Transfers (to)/from the Australian Government
Appropriation transfers to Official Public Account
Transfers to Official Public Account - -
Closing assets less liabilities as at 30 June - (366)
Accounting Policy Administered Cash Transfers to and from Official Public Account Revenue collected by the Bureau of Meteorology for use by the Government rather than the Bureau of Meteorology is administered revenue. Collections are transferred to the Official Public Account (OPA) maintained by the Department of Finance. Conversely, cash is drawn from the OPA to make payments under Parliamentary appropriation on behalf of Government. These transfers to and from the OPA are adjustments to the administered cash held by the Bureau of Meteorology on behalf of the Government and reported as such in the schedule of administered cash flows and in the administered reconciliation schedule.
2 0 4 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
Overview
Objectives of the Entity
The Bureau of Meteorology is an Australian Government controlled entity. It is a not-for-profit entity. The objective of the Bureau of Meteorology is to provide a wide range of products and services relating to weather, climate and water to support informed decision-making by governments, emergency services, industry and the community.
The Basis of Preparation
The financial statements are required by section 42 of the Public Governance, Performance and Accountability Act 2013.
The financial statements have been prepared in accordance with:
a) Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR); and
b) Australian Accounting Standards and Interpretations - including simplified disclosures for Tier 2 Entities under AASB 1060 issued by the Australian Accounting Standards Board (AASB) that apply for the reporting period.
The financial statements have been prepared on an accrual basis and 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 statements are presented in Australian dollars.
New Accounting Standards
All new standards and/or interpretations that were issued prior to the sign-off date and are applicable to the current reporting period did not have a material effect on the entity’s financial statements.
Standard/ Interpretation
Nature of change in accounting policy, transitional provisions, and adjustment to financial statements
AASB 1060 General Purpose Financial Statements - Simplified Disclosures for For-Profit and Not- for-Profit Tier 2 Entities
AASB 1060 applies to annual reporting periods beginning on or after 1 July 2021 and replaces the reduced disclosure requirements (RDR) framework. The application of AASB 1060 involves some reduction in disclosure compared to the RDR with no impact on the reported financial position, financial performance and cash flows of the entity.
Taxation
The Bureau of Meteorology is exempt from all forms of taxation except Fringe Benefits Tax (FBT) and the Goods and Services Tax (GST).
Reporting of Administered activities
Administered assets and liabilities are disclosed in the administered schedules and related notes.
Except where otherwise stated, administered items are accounted for on the same basis and using the same policies as for departmental items, including the application of Australian Accounting Standards.
Events After the Reporting Period
Departmental
There was no subsequent event that had the potential to significantly affect the ongoing structure and financial activities of the Bureau of Meteorology.
2 0 5 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Administered
There was no subsequent event that had the potential to significantly affect the ongoing structure and financial activities of the Bureau of Meteorology. Furthermore, the administered function is currently inactive.
Accounting policy
Cash and cash equivalents
Cash is recognised at its nominal amount. Cash and cash equivalents includes:
a) Cash on hand; and
b) Demand deposits in bank accounts with an original maturity of 3 months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value.
2 0 6 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
Financial Performance This section analyses the financial performance of the Bureau of Meteorology for the year ended 2022.
1.1 Expenses
2022 $’000
2021 $’000
1.1A: Employee Benefits
Wages and salaries 144,369 129,913
Superannuation
Defined contribution plans 19,270 19,116
Defined benefit plans 11,473 13,385
Leave and other entitlements 21,954 17,797
Separation and redundancies 2,371 12,677
Other 1,919 1,834
Total employee benefits 201,356 194,722
Accounting Policy Accounting policies for employee related expenses is contained in the People and Relationships section (Note 5.1).
2022 $’000
2021 $’000
1.1B: Supplier expenses
Goods and services supplied or rendered
Consultants 3,747 1,742
Contractors 42,715 34,218
External professional provider services 15,130 15,727
Communication and consumables running the observing network 25,705 24,439
Communication and IT related consumables - other 32,944 27,592
Property operating expenses 8,076 8,202
Software license subscriptions 1,960 2,490
Office expenses 1,126 1,139
Other 4,005 2,178
Total goods and services supplied or rendered 135,408 117,727
Goods supplied 16,262 14,041
Services rendered 119,146 103,686
Total goods and services supplied or rendered 135,408 117,727
Other suppliers
Property operating expenses 16,207 13,221
Workers compensation expenses - 170
Short-term leases 36 18
Low value leases 155 101
Total other suppliers 16,398 13,510
Total suppliers 151,806 131,237
The Bureau has short-term lease commitments of $35,500 as at 30 June 2022.
The above lease disclosures should be read in conjunction with the accompanying Notes 1.1C, 2.2A and 2.4.
2 07 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
1.1 Expenses (Continued)
Accounting Policy
Short-term Leases and Leases of Low-value Assets
The Bureau of Meteorology has elected not to recognise right-of-use assets and lease liabilities for short-term leases of assets that have a lease term of 12 months or less and leases of low-value assets (less than $10,000). The Bureau of Meteorology recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term.
2022 $’000
2021 $’000
1.1C: Finance Costs
Unwinding of discount 688 259
Interest on lease liabilities 897 922
Total finance costs 1,585 1,181
2022 $’000
2021 $’000
1.1D: Write-Down and Impairment of Other Assets
Impairment of property, plant and equipment 1,014 940
Impairment of intangibles 80 89
Impairment of inventories 363 775
Total write-down and impairment of other assets 1,457 1,804
2 08 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
1.2 Own-Source Revenue
2022 $’000
2021 $’000
1.2A: Revenue from Contracts with Customers
Sale of goods 1,671 1,480
Rendering of services 58,739 59,904
Total revenue from contracts with customers 60,410 61,384
Disaggregation of revenue from contracts with customers
Major product / service line:
Defence weather services 11,154 18,359
Consultative services 36,452 30,085
Research 6,405 7,656
Other revenue 6,399 5,284
60,410 61,384
Customer type:
Government 45,453
Non-government 14,957
60,410
2022 $’000
2021 $’000
1.2B: Aviation Industry
Revenue from Aviation 25,408 10,258
Total fees 25,408 10,258
Accounting Policy
Revenue from the sale of goods is recognised when control has been transferred to the buyer.
A contract is in scope of AASB 15 when it has commercial substance whereby it is probable that the Bureau will collect the consideration to which it will be entitled based on the existing relationship with and knowledge of customer’s ability and intention to pay the consideration. Contracts with the Bureau are usually in the form of formal memorandum of understanding, agreements, work order or purchase order.
The Bureau is required to determine at each contract’s inception whether it satisfies the performance obligation over time or satisfies the performance obligation at a point in time. The satisfaction of a performance obligation over time is dependent on the following factors:
⢠The customer simultaneously receives and consumes the benefits provided by the Bureau’s performance as the entity performs the service;
⢠The Bureau’s performance creates or enhances an asset that the customer controls as the asset is created or enhanced; or
⢠The work performed by the Bureau does not create an asset with an alternate use to the Bureau and the Bureau has an enforceable right to payment for work completed to date.
The following is a description of principal activities from which the Bureau of Meteorology generates its revenue:
1. Defence weather services - Recognition is contingent on the terms of the individual contract. Due to the nature of the services, the customer simultaneously receives and consumes the benefits as the services are delivered and therefore revenue is recognised over time in line with the term of the contract as per AASB 15.
2 0 9 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Accounting Policy (Continued)
2. Consultative services - Recognition is contingent on the terms of the individual contract. Due to the nature of the services, the customer simultaneously receives and consumes the benefits as the services are delivered and therefore revenue is recognised over time in line with the term of the contract as per AASB 15.
3. Research - Research income relates to the performance of research related activities. These activities are usually performed in accordance with an agreement outlining desired outputs and outcomes and therefore recognition is contingent on the conditions of the applicable contract. In accordance with AASB 15, revenue is either recognised over time and in line with the performance obligations as set out in the contract, or recognised upon satisfactory completion of the specifically identifiable performance obligations.
The following describes the principal activities that constitute other revenue:
4. Calendar sales - Revenue recognised on sale of calendars are recognised at a point in time basis when the sale occurs in accordance with AASB 15.
5. Data extraction consumables and special data processing - Relates to information to customers provided upon request. Revenue is recognised at a point in time basis when the sale occurs in accordance with AASB 15.
6. Offshore mining - This relates to the provision of tropical cyclone and offshore-specific wind and wave forecasts to facilitate the smooth and safe operation of off-shore rigs. As access to these services is provided on a subscription basis and the benefits are transferred as the service is delivered, revenue is recognised over time in accordance with AASB 15.
The transaction price is the total amount of consideration to which the Entity expects to be entitled in exchange for transferring promised goods or services to a customer. The consideration promised in a contract with a customer may include fixed amounts, variable amounts, or both.
Aviation revenue falls under the scope of AASB 1058. Aviation weather services relates to the provision of meteorological services in support of the Civil Aviation, the costs for which is recovered pursuant to the Meteorology Act 1955. The Bureau recognises revenue when the service has been delivered.
Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at end of the reporting period. Allowances are made when collectability of the debt is no longer probable.
2022 $’000
2021 $’000
1.2C: Other Revenue
Resources received free of charge
Remuneration of auditors1 105 110
Inventory received free of charge2 204 239
Insurance refunds 3,212 1,500
Other 11 19
Total other revenue 3,532 1,868
1. No other services were received/provided from/by ANAO.
2. Consists of bathythermographs gifted from the US and Japan Navy, radiosondes as replacement for faulty products and project stock donated for general use.
Accounting Policy
Resources Received Free of Charge
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 1 0 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
1.2 Own-Source Revenue (Continued)
2022 $’000
2021 $’000
1.2D: Revenue from Government
Appropriations - Departmental
Appropriations - Departmental 312,292 269,919
Supplementation
Supplementation 3,441 -
Total revenue from Government 315,733 269,919
Accounting Policy
Revenue from Government
Amounts appropriated for departmental appropriations for the year (adjusted for any formal additions and reductions) are recognised as Revenue from Government when the Bureau of Meteorology gains control of the appropriation, except for certain amounts that relate to activities that are reciprocal in nature, in which case revenue is recognised only when it has been earned. Appropriations receivable are recognised at their nominal amounts.
2 1 1 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Financial Position This section analyses the Bureau of Meteorology’s assets used to conduct its operations and the operating liabilities incurred as a result. Employee related information is disclosed in the People and Relationships section.
2.1 Financial Assets
2022 $’000
2021 $’000
2.1A: Trade and Other Receivables
Goods and services receivables
Contract assets from contracts with customers 9,441 6,963
Total goods and services receivables 9,441 6,963
The contract assets from contracts with customers are associated with any transfers of goods or services relating to Section 74 revenue to a customer before the customer pays consideration or before payment is due when performance obligations within a contract are performed.
Refer Note 2.3A for information relating to contract liabilities.
Appropriation receivables
Appropriation receivable 102,207 87,909
Receivable from Government - supplementation 3,441 -
Equity injection 137,406 59,906
Total appropriation receivables 243,054 147,815
Other receivables
Statutory receivables 2,397 2,065
Total other receivables 2,397 2,065
Total trade and other receivables (gross) 254,892 156,843
Less impairment loss allowance (46) (68)
Total trade and other receivables (net) 254,846 156,775
Credit terms for goods and services were within 30 days (2021: 30 days).
Accounting Policy
Financial assets Trade receivables, loans and other receivables that are held for the purpose of collecting the contractual cash flows where the cash flows are solely payments of principal and interest, that are not provided at below-market interest rates, are subsequently measured at amortised cost using the effective interest method adjusted for any loss allowance.
Impairment of Financial Assets Financial assets are assessed for impairment at the end of each reporting period.
2 12 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements 2.2 Non-Financial Assets 2.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment and Intangibles for 2022
Land
$’000
Buildings
$’000
Plant and equipment $’000
Computer software $’000
Other
intangibles $’000
Total
$’000
As at 1 July 2021
Gross book value 12,091 208,827 631,349 446,670 50 1,298,987
Accumulated depreciation and amortisation (689) (40,149) (195,278) (205,343) (49) (441,508)
Accumulated impairment - - - (1,868) - (1,868)
Total as at 1 July 2021 11,402 168,678 436,071 239,459 1 855,611
Additions
Purchase or internally developed - 420 81,497 99,120 - 181,037
Right-of-use assets 3,197 2,388 564 - - 6,149
Depreciation and amortisation - (3,985) (69,656) (29,689) (463) (103,793)
Depreciation on right-of-use assets (299) (15,571) (530) - - (16,400)
Other movements
1
220 200 2,592 (4,378) 1,785 419
Disposals (200) (156) (1,029) (80) - (1,465)
Total as at 30 June 2022 14,320 151,974 449,509 304,432 1,323 921,558
Total as at 30 June 2022 represented by: 15,308 211,655 714,574 539,869 1,835 1,483,241
Gross book value (988) (59,681) (265,065) (233,569) (512) (559,815)
Accumulated depreciation and amortisation - - -
(1,868) - (1,868)
Accumulated impairment 14,320 151,974 449,509 304,432 1,323 921,558
Total as at 30 June 2022
Carrying amount of right-of-use assets 3,510 82,362 977 - - 86,849
1.
Movement relates to transfers from assets held for sale to non-financial assets as well as reclassification between asset classes.
2 13 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
2.2 Non-Financial Assets (Continued)
Contractual commitments for the acquisitions of property, plant and equipment and intangible assets for 2022
Within 1 year
$’000
Between 1 to 5 years $’000
Capital commitments
Property, plant and equipment 56,975 3,726
Computer software 102,760 112
Total capital commitments 159,735 3,838
Contractual commitments for the acquisitions of property, plant and equipment and intangible assets for 2021
Within 1 year
$’000
Between 1 to 5 years $’000
Capital commitments
Property, plant and equipment 43,931 6,507
Computer software 75,602 1,035
Total capital commitments 119,533 7,542
2 14 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
Accounting Policy
Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Non-financial assets are initially measured at their fair value plus transaction costs where appropriate.
Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and income at their fair value at the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case, assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor’s accounts immediately prior to the restructuring.
Asset Recognition Threshold
Purchases of property, plant and equipment are recognised initially at cost in the Statement of Financial Position, except for purchases costing less than $5,000 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).
The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located. This is particularly relevant to ‘make good’ provisions in property leases taken up by the Bureau of Meteorology where there exists an obligation to restore the property to its original condition. These costs are included in the value of the Bureau of Meteorology’s leasehold improvements and relevant assets with a corresponding liability recognised as a provision for ‘make good’ (Note 2.5).
Lease Right of Use (ROU) Assets
Leased ROU assets are capitalised at the commencement date of the lease and comprise of the initial lease liability amount, initial direct costs incurred when entering into the lease less any lease incentives received. After the commencement date, right-of-use assets are measured at cost less any accumulated depreciation and accumulated losses and adjusted for any re-measurement of the lease liability. These assets are accounted for by Commonwealth lessees as separate asset classes to corresponding assets owned outright, but included in the same column as where the corresponding underlying assets would be presented if they were owned.
On initial adoption of AASB 16 the Bureau of Meteorology has adjusted the ROU assets at the date of initial application by the amount of any provision for onerous leases recognised immediately before the date of initial application. Following initial application, an impairment review is undertaken for any right of use lease asset that shows indicators of impairment and an impairment loss is recognised against any right of use lease asset that is impaired. Lease ROU assets continue to be measured at cost after initial recognition.
Revaluations
Following initial recognition at cost, land, buildings, property, plant and equipment (excluding ROU assets) are carried at fair value (or an amount not materially different from 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 differ materially from the assets’ fair values as at the reporting date. The regularity of independent valuations depended upon the volatility of movements in market values for the relevant assets. Currently revaluations are done on a class basis every three years. However, if at any time management considers that the carrying amount of an asset materially differs from its fair value, then the asset will be revalued regardless of when the last valuation took place.
The Bureau of Meteorology undertook a revaluation of three of its asset classes (land, buildings, and property, plant and equipment) during the 2019-20 financial year. The entity engaged the services of a qualified valuer for the purpose of the revaluation in accordance with AASB 116 and AASB 13. Any revaluation increment was credited to equity under the heading of asset revaluation reserve except to the extent that 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 were recognised directly in the surplus/deficit except to the extent that they reversed a previous revaluation increment for that class. Any accumulated depreciation as at the revaluation date was eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount.
During the 2021-22 financial year, the Bureau engaged a qualified valuer to perform a desktop valuation to determine if the assets were materially different. No revaluation was required from the work performed. The next asset revaluation is expected to take place during the 2022-2023 financial year.
2 1 5 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Accounting Policy (Continued)
Depreciation
Depreciable property, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to the Bureau of Meteorology 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. Leased assets are amortised over the period of the lease.
Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.
Depreciation rates applying to each class of depreciable asset are based on the following useful lives. All depreciation and amortisation is calculated after first deducting any residual values that remain for each asset, and is determined as follows:
2022 2021
Buildings on freehold land 5 to 52 Years 5 to 52 Years
Leasehold improvements Lease term Lease term
Property, plant and equipment 2 to 50 Years 2 to 50 Years
The depreciation rates for ROU assets are based on the commencement date to the earlier of either the end of the useful life of the ROU asset or the end of the lease term.
Impairment
The Bureau assess, at each reporting date, whether there is any indication that an asset may be impaired. Assets are also reviewed for impairment whenever events or changes in circ*mstances indicate that the carrying amount may not be recorevable. All asset classes 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.
Any resulting impairment losses for assets are recorded as a decrease in the Asset Revaluation Surplus relating to these classes of assets. This is because these asset classes are measured at fair value and have an Asset Revaluation Surplus attached to them. Where the impairment loss is greater than the balance of the Asset Revaluation Surplus for the relevant class of asset, the difference is expensed in the Statement of Comprehensive Income. The recoverable amount of an asset is the higher of its fair value less costs of disposal and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic benefit of an asset is not primarily dependent on the asset’s ability to generate future cash flows and the asset would be replaced if the Bureau of Meteorology were deprived of the asset, its value in use is taken to be its depreciated replacement cost.
Derecognition
An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.
Intangibles
The Bureau of Meteorology’s intangibles comprise software licences, purchased software, and internally developed software. The software is carried at cost less accumulated amortisation and accumulated impairment losses. The Bureau has internally generated and externally purchased software which are measured at cost.
Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the Bureau of Meteorology’s software is predominately 3 to 5 years other than the Services System software which has a useful life of 20 years (2021: 3-5 years and 20 years, respectively).
For intangible assets assessed as having an indefinite useful life, these consist of software licences that authorises the Bureau to use the program indefinitely.
2 1 6 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
Accounting Policy (Continued)
Assets Not Recognised
Historical meteorological data has not been recognised as an asset due to difficulties in the application of control criteria.
For historical meteorological data to be recognised as an asset the following criteria need to be met:
⢠the weather data must generate future economic benefits;
⢠the cost of collecting and maintaining the data can be reliably measured;
⢠the data can be separately identifiable as an asset; and
⢠the Bureau of Meteorology maintains control of the data.
The Bureau of Meteorology provides meteorological data to the public at no cost. From this point the Bureau of Meteorology has no control over and cannot regulate the information. Based on the above criterion, control of the asset is not met. For this reason the Bureau of Meteorology does not recognise historical meteorological data as an asset.
Accounting Judgements and Estimates
The fair value of land and buildings and property, plant and equipment has been taken to be the market value of similar assets as determined by an independent valuer.
The Bureau has made a significant estimate in determining the useful lives over which its assets are depreciated. This estimation of useful lives is based on the historical experience of similar assets and has been based on valuations provided by independent valuers. The useful lives are assessed on an annual basis and adjustments are made when necessary.
2022 $’000
2021 $’000
2.2B: Inventories
Inventories held for distribution 7,315 6,968
less Provisions for obsolescence (2,871) (2,529)
Total inventories 4,444 4,439
During 2022, impairment losses of $363,428 were recognised in profit or loss (2021: $775,560).
Assessment of the loss of service potential of inventories held for distribution was based on frequency of usage, potential obsolescence and overstocking.
Accounting Policy
Inventories held for distribution are valued at cost; costs have been assigned to inventory quantities on hand at balance date using the average cost basis, adjusted for any loss of service potential.
The Bureau of Meteorology’s inventory holding consists of publications held for sale and items utilised in the installation of sites, or the repair/maintenance of its equipment.
The inventory is held to ensure that repairs/maintenance can be made at short notice to keep the operational equipment in service. The range of inventory held consists of items which can be utilised across a significant part of the operational network and as such is not limited to a specific piece of equipment. When items of inventory are sold or used to make repairs/maintenance to equipment, the carrying amount of the items are recognised as an expense.
Items held for the purposes of major spare parts or as stand-by equipment are classified in the Bureau of Meteorology’s accounts and records as property, plant and equipment in accordance with AASB 116, consistent with the Bureau of Meteorology Asset Management Policy.
2 17 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
2.3 Payables
2022 $’000
2021 $’000
2.3A: Suppliers Payable
Trade creditors and accruals 51,997 37,660
Contract liabilities 42,033 52,757
Total suppliers 94,030 90,417
Settlement was usually made within 30 days. All supplier payables are expected to be settled within 12 months.
The contract liabilities are associated with Bureau’s obligation to transfer goods or services to a customer for which the entity has received consideration from the customer.
Refer Note 2.1A for information relating to contract assets from contracts with customers.
2022 $’000
2021 $’000
2.3B: Other Payables
Wages and salaries 4,024 3,200
Superannuation 707 578
Separation and redundancies 1,753 6,284
Total other payables 6,484 10,062
Refer Note 5.1 for accounting policy information relating to separation and redundancies.
Accounting Policy
Financial Liabilities
The Bureau of Meteorology classifies its financial liabilities which includes supplier and other payables as ‘other 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 upon payment.
2 1 8 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
2.4 Interest Bearing Liabilities
2022 $’000
2021 $’000
2.4: Leases
Lease liabilities
Land 3,617 639
Buildings 89,871 102,244
Plant and equipment 995 962
Total leases 94,483 103,845
Total cash outflow for leases for the year ended 30 June 2022 was $15.511 million (2021: $14.691 million).
Maturity analysis - contractual undiscounted cash flows
Within 1 year 16,879 16,275
Between 1 to 5 years 51,191 59,294
More than 5 years 31,643 30,545
Total leases 99,713 106,114
The above lease disclosures should be read in conjunction with the accompanying notes 1.1B, 1.1C and 2.2A.
Accounting Policy
For all new contracts entered into, the Bureau of Meteorology 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 remaining lease payments unpaid at the commencement date, discounted using the interest rate implicit in the lease, if that rate is readily determinable, or the department’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 1 9 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
2.5 Provisions for Restoration
Provisions for restorations $’000
As at 1 July 2021 25,232
Additional provisions made 1,045
Amounts used -
Unwinding of discount or change in discount rate 688
Total as at 30 June 2022 26,965
Accounting Policy
Make Good
A provision for restoration obligation (make good) is recognised if, as a result of a past event, the Bureau of Meteorology has a present obligation (legal or constructive) that can be estimated reliably and it is probable that an outflow of economic benefits will be required to settle the obligation. Make good provisions are measured at the best estimate of the expenditure required to settle the present obligation at reporting date, including the risks and uncertainties specific to the liabilities.
Make good provisions are discounted to present value when the time value of money is material.
Provisions are reviewed annually and adjusted to reflect the current best estimate.
2 2 0 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
Funding This section identifies the Bureau of Meteorology’s funding structure.
4.1 Appropriations
4.1A: Annual Appropriations (‘Recoverable GST exclusive’)
Annual Appropriations for 2022
Annual
Appropriations
$’000
Adjustments to Appropriations1
$’000
Total
Appropriations
$’000
Appropriation applied in 2021 (current and prior years)
$’000
Variance2
$’000
Departmental
Ordinary annual services3 312,292 85,081 397,373 (382,735) 14,638
Capital budget4 46,014 - 46,014 (46,014) -
Other services
Equity injections 203,759 - 203,759 (126,259) 77,500
Total departmental 562,065 85,081 647,146 (555,008) 92,138
1. The adjustments to appropriations includes adjustments to current year annual appropriations including the PGPA Act Section 74 Receipts.
2. The variances disclosed are made up of the movement in cash, appropriation receivable and GST receivable. There has been lower than expected spending on the Bureau asset program for the 2021-22 year principally due to the ongoing impacts of COVID-19 causing equipment supply and other delays, resourcing issues and deferred of some project activity until next financial year.
3. Ordinary annual services does not include supplementary appropriation. This is only recognised when the amount approved is legally appropriated in the following financial year.
4. Departmental and Administered Capital Budgets are appropriated through Appropriation Acts (No.1,3,5). They form part of ordinary annual services and are not separately identified in the Appropriation Acts.
Annual Appropriations for 2021
Annual
Appropriations
$’000
Adjustments to Appropriations1
$’000
Total
Appropriations
$’000
Appropriation applied in 2021 (current and prior years)
$’000
Variance2
$’000
Departmental
Ordinary annual services 269,919 86,383 356,302 (347,470) 8,832
Capital budget3 41,546 - 41,546 (41,546) -
Other services
Equity injections 122,376 - 122,376 (136,714) (14,338)
Total departmental 433,841 86,383 520,224 (525,730) (5,506)
1. The adjustments to appropriations includes adjustments to current year annual appropriations including the PGPA Act Section 74 Receipts.
2. The variances disclosed are made up of the movement in cash, appropriation receivable, GST receivable and return of equity appropriations.
3. Departmental and Administered Capital Budgets are appropriated through Appropriation Acts (No.1,3,5). They form part of ordinary annual services and are not separately identified in the Appropriation Acts.
2 2 1 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
2022 $’000
2021 $’000
4.1B: Unspent Annual Appropriations ('Recoverable GST exclusive')
Departmental
Appropriation Act (No.1) 2020-20211 102,637 87,304
Appropriation Act (No.2) Equity 2018-20192 - 7
Appropriation Act (No.2) Equity 2020-20213 35,079 57,199
Appropriation Act (No.2) Equity 2021-20221 98,550 -
Appropriation Act (No.4) 2020-20214 2,609 2,707
Appropriation Act (No.4) 2021-2022 1,168 -
Appropriation Act (No.5) 2019-2020 - 1,026
Total departmental 240,043 148,243
1. A portion of these Appropriation Acts is allocated to the Bureau of Meteorology to establish and maintain operations of the Australian Climate Services which was established from 1 July 2021. The Bureau is the lead agency who will distribute the funding to partner agencies consistent with Operational Agreements.
2. Appropriation Act (No 2) 2018-2019 was repealed on 1 July 2021.
3. Appropriation Act (No 2) 2020-21 will be repealed on 1 July 2023.
4. Appropriation Act (No 4) 2020-21 will be repealed on 1 July 2023.
4.2 Special Accounts
Services for Other Entities and Trust Moneys - Bureau of Meteorology Special Account1
2022 $’000
2021 $’000
Balance brought forward from previous period 1,574 948
Increases 214 1,340
Available for payments 1,788 2,288
Decreases (680) (714)
Total Departmental 1,108 1,574
Total balance carried to the next period 1,108 1,574
Balance represented by:
Cash held in the Official Public Account 1,108 1,574
Total balance carried to the next period 1,108 1,574
1. Appropriation: Public Governance, Performance and Accountability Act 2013, section 78.
Establishing Instrument: Financial Management and Accountability Determination 2010/02.
Purpose: To enable the Bureau of Meteorology to hold and expend amounts on behalf of persons or entities other than the Commonwealth.
2 2 2 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
People and Relationships This section describes a range of employment and post employment benefits provided to our people and our relationships with other key people.
5.1 Employee Provisions
2022 $’000
2021 $’000
5.1: Employee Provisions
Leave 67,143 64,788
Other 34 87
Total employee provisions 67,177 64,875
Accounting Policy
Liabilities for ‘short-term employee benefits’ (as defined in AASB 119 Employee Benefits ) and termination benefits expected within twelve months of the end of reporting period are measured at their nominal amounts.
The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability.
Annual and long service leave, including applicable on-costs that are not expected to be wholly settled before twelve months after the end of the reporting period when the employees render the related service, are measured at the present value of estimated future payments to be made in respect of services provided by employees up to the reporting date. Consideration is given to the future wage and salary levels, experience of employee departures and periods of service. At the end of each reporting period, the present value of future annual and long service leave payments is estimated using market yields on Commonwealth Government bonds with terms to maturity that match, as closely as possible, the estimated future cashflows.
Leave
The liability for employee benefits includes provision for annual leave and long service leave. No provision has been made for personal/carer’s leave as all personal/carer’s leave is non-vesting and the average personal/carer’s leave taken in future years by employees of the Bureau of Meteorology is estimated to be equal or less than the annual entitlement for personal/carer’s leave.
The leave liabilities are calculated on the basis of employees’ remuneration at the estimated salary rates that will be applied at the time leave is taken, including the Bureau of Meteorology’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 liabilities for annual leave and long service leave have been determined by reference to the work of an actuary as at 30 June 2022. Significant judgements have been applied in estimating the liability for employee benefits. The estimated liability for annual and long service leave requires a consideration of the future wages and salary levels, experience of employee departures, probability that leave will be taken in service, and periods of service. The estimate also includes an assessment of the probability that employees will meet the minimum service period required to qualify for long service leave and that on-costs will become payable.
Note 7.3 outlines the current and non-current employee provision classification. A new actuary has been used this financial year. There has been a change in methodology applied in apportioning the liability to be settled within or more than 12 months. The assumption used in calculating this year’s classification has been based on the percentage of leave taken as salary or on exit. Previously, the current liability was calculated on the basis that where there is a legal right to payment within 12 months, even where payment is not expected, the liability should be disclosed as current.
To allow for better comparison between financial years, the current and non-current classification for prior year has been updated with the same methodology as this financial year, noting that only the classification has been updated but the total employee provision balance remains unchanged.
2 2 3 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Accounting Policy (Continued)
Separation and Redundancy
Provision is made for separation and redundancy benefit payments. The Bureau of Meteorology recognises a provision for termination when it has developed a detailed formal plan for the terminations and has informed those employees affected that it will carry out the terminations. Refer Note 2.3B for further details.
Termination Benefits
An employee whose employment is terminated under section 29(3) of the PS Act following their agreement to be voluntarily retrenched is entitled to be paid a severance benefit of an amount equal to two weeks’ salary for each completed year of continuous service, plus a pro-rata payment for completed months of service since the last completed year of service, subject to any minimum amount the employee is entitled to under the National Employment Standards (NES). Separation payments for the year ended 30 June 2022 was $2,591,563.02 (2021: $5,106,278.83).
Superannuation
Staff of the Bureau of Meteorology are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS), the PSS accumulation plan (PSSap) and other superannuation funds held outside the Australian Government. The CSS and PSS are defined benefit schemes for the Australian Government. The PSSap is a defined contribution scheme.
The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported in the Department of Finance’s administered schedules and notes.
The Bureau of Meteorology makes employer contributions to the employees’ superannuation scheme at rates determined by an actuary to be sufficient to meet the current cost to the Government. The Bureau of Meteorology accounts for the contributions as if they were contributions to defined contribution plans.
The liability for superannuation recognised as at 30 June 2022 represents outstanding contributions.
2 24 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
5.2 Key Management Personnel Remuneration
Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the Bureau of Meteorology, directly or indirectly, including any director (whether executive or otherwise) of the Bureau of Meteorology. The Bureau of Meteorology has determined the key management personnel to be the Director of Meteorology/Chief Executive Officer and Group Executives. Key management personnel remuneration is reported in the table below:
2022 $’000
2021 $’000
Short-term employee benefits 2,651 2,774
Post-employment benefits 416 427
Other long-term employee benefits 94 65
Termination benefits 32 312
Total key management personnel remuneration expenses1 3,193 3,578
The total number of key management personnel that are included in the above table are 9 individuals (2021: 9 individuals).
1. The above key management personnel remuneration excludes the remuneration and other benefits of the Portfolio Minister. The Portfolio Minister’s remuneration and other benefits are set by the Remuneration Tribunal and are not paid by the Bureau of Meteorology.
5.3 Related Party Disclosures
Related party relationships:
A related party is a person or entity that controls or has significant influence over the reporting entity, or is a member of the Key Management Personnel (KMP) of the reporting entity or its parent entity, and includes their close family members and entities in which the KMP and/or their close family members individually or jointly have controlling interests. KMP are those persons having authority and responsibility for planning, directing and controlling the activities of their reporting entity, directly or indirectly.
The Bureau of Meteorology is an Australian Government controlled entity. Related parties to the Bureau of Meteorology are Key Management Personnel including close family members of key management personnel, entities controlled by key management personnel and the Portfolio Minister.
Transactions with related parties:
Given the breadth of Government activities, related parties 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 have not been separately disclosed in this note.
Significant transactions with related parties can include:
⢠the payments of grants or loans;
⢠purchases of goods and services;
⢠asset purchases, sales, transfers or leases;
⢠debts forgiven; and
⢠guarantees.
Giving consideration to relationships with related entities, and transactions entered into during the reporting period by the Bureau of Meteorology, it has been determined that there are no related party transactions to be separately disclosed. This note does not include typical citizen transactions between the KMP and Bureau that occur on terms and conditions no different to those applying to the general public.
2 2 5 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Managing Uncertainties This section analyses how the Bureau of Meteorology manages financial risks within its operating environment.
6.1 Contingent Assets and Liabilities
Claim for damages or costs
2022 $’000
2021 $’000
6.1A: Contingent Assets
Contingent assets
Balance from previous period 58 25
New contingent assets recognised 119 70
Re-measurement 4,901 -
Assets realised (4,713) (37)
Total contingent assets 365 58
Quantifiable Contingencies The Bureau of Meteorology has a number of claims with Comcover in respect of motor vehicle damage, radar equipment and property.
Claims to the value of $125,302 (2021: $69,791) have been lodged with Comcover for assessment.
The estimate is based on information provided by Bureau staff to the Comcover assessor.
The Bureau of Meteorology had no quantifiable contingent liabilities in 2021-22 (2021: Nil).
Unquantifiable Contingencies The Bureau of Meteorology has an unquantifiable contingency regarding the underpayment of superannuation on an allowance that may give rise to a liability in the future in relation to past accommodation arrangements. At this stage, there is no clear determination that the Bureau is legally liable outside the individual matter which has been settled and the quantum is indeterminable at this point in time.
Accounting Policy
Contingent liabilities and contingent assets are not recognised in the Statement of Financial Position but are reported in the notes. They may arise from uncertainty as to the existence of a liability or asset or represent an asset or liability in respect of which the amount cannot be reliably measured.
Contingent assets are disclosed when settlement is probable but not virtually certain and contingent liabilities are disclosed when settlement is greater than remote.
The Bureau of Meteorology does not have any administered contingent liabilities or assets to report (2021: Nil).
2 26 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
6.2 Financial Instruments
2022 $’000
2021 $’000
6.2A: Categories of Financial Instruments
Financial Assets
Financial assets at amortised cost
Cash and cash equivalents 430 421
Trade receivables 9,395 6,895
Total financial assets at amortised cost 9,825 7,316
Total financial assets 9,825 7,316
Financial Liabilities
Financial liabilities measured at amortised cost
Supplier payables 35,652 21,448
Total financial liabilities measured at amortised cost 35,652 21,448
Total financial liabilities 35,652 21,448
Financial assets
In accordance with AASB 9 Financial Instruments, the Bureau of Meteorology classifies its financial assets in the following categories:
a) financial assets at fair value through profit or loss;
b) financial assets at fair value through other comprehensive income; and
c) financial assets measured at amortised cost.
The classification depends on both the entity’s business model for managing the financial assets and contractual cash flow characteristics at the time of initial recognition. Financial assets are recognised when the entity becomes a party to the contract and, as a consequence, has a legal right to receive or a legal 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 at Amortised Cost
Financial assets included in this category need to meet two criteria:
1. the financial asset is held in order to collect the contractual cash flows; and
2. the cash flows are solely payments of principal and interest (SPPI) on the principal outstanding amount.
Amortised cost is determined using the effective interest method.
Effective Interest Method
Income is recognised on an effective interest rate basis for financial assets that are recognised at amortised cost.
Impairment of Financial Assets
Financial assets are assessed for impairment at the end of each reporting period based on Expected Credit Losses, using the general approach which measures the loss allowance based on an amount equal to lifetime expected credit losses where risk has significantly increased, or an amount equal to 12-month expected credit losses if risk has not increased.
The simplified approach for trade, contract and lease receivables is used. This approach always measures the loss allowance as the amount equal to the lifetime expected credit losses.
A write-off constitutes a derecognition event where the write-off directly reduces the gross carrying amount of the financial asset.
2 2 7 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Financial liabilities
Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or other financial liabilities. Financial liabilities are recognised and derecognised upon ‘trade date’.
Financial Liabilities at Amortised Cost
Financial liabilities, including borrowings, are initially measured at fair value, net of transaction costs. These liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective interest basis.
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).
2022 $’000
2021 $’000
6.2B: Net Gains or Losses on Financial Assets
Financial assets at amortised cost
Amounts written off (3) (7)
Net losses on financial assets at amortised cost (3) (7)
Net losses on financial assets (3) (7)
2 28 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
Other Information
7.1 Budget Variances Commentary
The variance explanations below relate to the movements between budgeted information for the Bureau of Meteorology published in the 2021-22 Portfolio Budget Statements (PBS) and actual amounts presented in the Bureau of Meteorology’s financial statements.
As a guide, variances are considered to be ‘major’ based on the following criteria:
⢠the variance between budget and actual is greater than 10%; and
⢠the variance between budget and actual is greater than 2% of the relevant category (Income, Expense and Equity totals); or
⢠an item below this threshold but is considered important for the reader’s understanding or is relevant to an assessment of the discharge of accountability and to an analysis of performance of the Bureau of Meteorology.
An explanation for a major variance may not be provided where the item is considered immaterial in the overall context of the financial statements.
Statement of Comprehensive Income for Bureau of Meteorology
Employee expense
Factors contributing to the variance in employee expenses for the year is due to the continued impact of the COVID-19 pandemic on staff annual leave entitlements due to a reduction in the taking of leave, higher overtime and other costs associated with increased severe weather events. The Bureau’s requirement for specialised staff to work on major projects has also resulted in an increase in the average salary rate.
Supplier expense
Variance relates to lower than expected spending on costs associated with both operational and externally generated revenue projects. Issues include ability to recruit specialist contractors, business plan finalisation, supply issues due to COVID-19, site and lease negotiations and severe weather events resulting in site access issues.
Depreciation and amortisation expense
Variance relates to lower than expected asset settlements for the year relating to several multi-year large projects and lower than expected asset spending associated with major Bureau projects. The PAES Budget reflected a decrease in depreciation to better reflect expected settlements and asset spending for the remainder of the 2021-22 financial year.
Finance cost unwinding of discount
Variance relates to higher discount rate used in budget, adjusted at the PAES budget update and now in alignment.
Write-down and impairment of assets
Variances reflects write-downs and impairment of assets which were not known at Budget development.
Contributions to WMO and IOC
Bureau contributions to the WMO have over the past few years been impacted by a higher percentage contribution rate applied to the Australian Government WMO subscription and the impact of the movement in Swiss Franc exchange rate.
Revenue from Government
Actual result includes new funding provided to the Bureau at the 2021-22 PAES Budget update for the “COVID- 19 Response Package - additional aviation support - continued” and supplementation received at Budget 2022- 23 for the “Support for the Australian Space Industry”.
Statement of Financial Position for Bureau of Meteorology
Trade and other receivables
The majority of this balance relates to appropriation receivable including the equity component. Spending on the Bureau asset program for the 2021-22 year was lower than expected principally due to the ongoing impacts of COVID-19 causing equipment supply and other delays, resourcing issues and deferral of some project activity until next financial year.
2 2 9 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Accrued revenues - Goods and services
Reflects work completed on revenue projects where payments are yet to be received. Current balance is higher than anticipated at Budget reflecting expected timing of projects and expected payment dates.
Non-financial assets
Total non-financial asset variance is 9% lower than Budget reflecting lower than expected capital spend for the year due to project delays caused by COVID-19 impacts, equipment delays and project deferrals.
Prepayments
Actuals reflect prepayments associated with IT maintenance not known at the time of the Budget update.
Total payables
Variances associated with the timing of payments to vendors and an increase in externally generated (deferred) revenues principally in the Defence, State Government Radar and other projects.
Interest bearing liabilities
This reflects the recognition of Lease Liabilities as part of the introduction of the AASB 16 standard in the Budget, subsequent adjustments to actual position that reduced the transitional balances not reflected in Budget.
Cash Flow Statement for Bureau of Meteorology
Sale of goods and rendering of services
Receipts were higher than expected reflecting project activity for externally generated activities for current and future (yet to commence) Section 74 projects as well as insurance claim settlement.
Employees
Due to payments for staff entitlements and restructuring costs associated with staff separations from the Bureau during the 2021-22 financial year, increased salaries and on-costs due to pay increase and specialist nature of staff required to complete projects resulting in higher than expected average salary rates.
Section 74 receipts transferred to OPA
Transfers to OPA reflect increase in value of receipts associated with externally generated project activities and respective timing of those payments. Variance includes large insurance payment received for Radar damage resulting from a tropical cyclone.
Purchase of property, plant and equipment and intangibles
Variance reflects lower than anticipated spending on Assets funded through externally generated revenues, cash reserves and capital through Government appropriations principally due to project delays caused by COVID-19 impacts, equipment delays and project deferrals.
Cash received (Equity)
Lower drawdown of Equity due to lower than expected spending on Capital Program for the 2021-22 year.
2 3 0 Annual Report 2021-22
BUREAU OF METEOROLOGY Notes to the Financial Statements
7.2 Assets Held in Trust
To enable the Bureau of Meteorology to hold and expend amounts on behalf of persons or entities other than the Commonwealth.
2022 $’000
2021 $’000
Services for Other Entities and Trust Monies
Bureau of Meteorology Special Account
As at 1 July 1,574 948
Receipts 214 1,340
Payments (680) (714)
Total as at 30 June 1,108 1,574
7.3 Current/Non-current Distinction for Assets and Liabilities
2022 $’000
2021 $’000
7.3A: Current/Non-current Distinction for Assets and Liabilities
Assets expected to be recovered in:
No more than 12 months
Cash and cash equivalents 430 421
Trade and other receivables 254,846 156,775
Accrued revenue 3,671 6,244
Prepayments 16,771 7,311
Inventories 4,444 4,439
Assets held for sale - 640
Total no more than 12 months 280,162 175,830
More than 12 months
Land 14,320 11,402
Buildings 151,974 168,678
Plant and equipment 449,509 436,071
Computer software 304,432 239,459
Other intangibles 1,323 1
Total more than 12 months 921,558 855,611
Total assets 1,201,720 1,031,441
Liabilities expected to be settled in:
No more than 12 months
Suppliers 94,030 90,417
Other payables 6,484 10,062
Leases 16,250 18,654
Employee provisions1 20,600 19,877
Other employee provisions 34 87
Provisions for restoration 1,156 1,014
Total no more than 12 months 138,554 140,111
More than 12 months
Leases 78,233 85,191
Employee provisions1 46,543 44,911
2 3 1 Financial Statements
BUREAU OF METEOROLOGY Notes to the Financial Statements
Provisions for restoration 25,809 24,218
Total more than 12 months 150,585 154,320
Total liabilities 289,139 294,431
1. Refer to Note 6.1 for further information regarding the current and non-current classification.
Note 7.3B: Administered - Current/non-current distinction for assets and liabilities
Assets expected to be recovered in:
No more than 12 months - -
More than 12 months - -
Total assets - -
Liabilities expected to be settled in:
No more than 12 months - 366
More than 12 months - -
Total liabilities - 366
7.4 Fair Value Measurement
7.4A: Fair Value Measurements
Fair value measurements at the end of the reporting period
2022 $’000
2021 $’000
Non-financial assets
Land 10,810 10,790
Buildings 69,612 73,133
Plant and equipment 276,838 275,608
Accounting Policy
The Bureau of Meteorology procured valuation services from a qualified valuer for the purpose of the revaluation in accordance with AASB 116 and AASB 13. The results from this year’s desktop valuation recommended that the carrying amount of the assets are in line with fair value and no revaluation of any asset class is required at this time.
2 3 3
Section 6: Appendices
Appendix A
Glossary
A AAD Austr alian Antarctic Division
AASB Austr alian Accounting Standards Board
ABS Austr alian Bureau of Statistics
ACCESS Austr alian Community Climate and Earth Sy stem Simulator
ACCESS-C a city -scale ACCESS model
ACCESS-CE an ensemble version of ACCESS-C
ACCESS-G a gl obal scale ACCESS model
ACCESS-GE an ensemble version of ACCESS-G
ACCESS-S a seasonal prediction version of ACCESS
ACS Austr alian Climate Service
ACT Austr alian Capital Territory
ADEPT Austr alian Defence Environmental Prediction T oolkit
ADF Austr alian Defence Force
AEMO The Australian Energy Market Operator
AFAC Austr alian and New Zealand National Councilforfire andemer gencyservices
2 3 4 Annual Report 2021-22
AFDRS Austr alian Fire Danger Rating System
AHLG All H azards Liaison Group (of Western Austr alia)
AMBLS Automa ted meteorological balloon launching sy stems
ANAO AustralianNationalAuditOffice
ANZEMC Austr alia-New Zealand Emergency Managemen t Committee
API Application Pr ogramming Interface
APS Austr alian Public Service
APSC Austr alian Public Service Commission
ASO AdministrativeServiceOfficer
AWRA-L The Bur eau’s land-surface water balance model
Australis the Bureau ’s supercomputer
AUSWAVE the Bureau ’s wave forecast model
AWS automatic w eather station
B BARRA Bureau o f Meteorology atmospheric high- resol ution regional reanalysis for Australia
BARRA-R2 A ne w version of BARRA at 12-km grid resol ution
BHP BHP Gr oup Ltd
BOM Bureau o f Meteorology
BOMIdeas the Bureau ’s online research community
B-SAC The Bur eau’s Science Advisory Committee
BMTC Bureau o f Meteorology Training Centre
C CAP Common Alerting Protocol
CARES Compensa tion and Rehabilitation Empl oyee Services
CEO ChiefEx ecutiveOfficer
cm centimetre
CO2 Carbon Dio xide
COP United N ations Climate Change Con ference
COSPPac2 Climate and Oceans S upport Program for thePacific
COVID-19 An inf ectious disease caused by the corona virus SARS-CoV-2.
CRM Customer r elationship management system
CSA Climate Services for Agriculture
CSIRO CommonwealthScientific andIndustrial Resear ch Organisation
CSG Community Services Group
CSS Common wealth Superannuation Scheme
Cth Commonwealth
D DBCA Western Australian Department of Biodiver sity, Conservation and Attractions
DCB Departmen tal Capital Budget
DDG Data and Digital Group
DEPS Disper sion Ensemble Prediction System
DFAT Departmento fF oreignAff airsandTr ade
DFES Western Australian Department of Fire and Emer gency Services
DWSO DefenceWea therServicesOffice
E EA En terprise Agreement
EAMS En terprise Asset Management System
EAP Empl oyee Assistance Program
EAR Earl y Action Rainfall (Watch)
EIP En terprise Integration Platform
EL Executiv e Level
EMA Emer gency Management Australia
ENSO El Niño- Southern Oscillation
ERP En terprise resource planning
ETA Evidence Targeted Automation
EUMETSAT Eur opean Organisation for the Exploitation of Meteorological Satellites
F FAICD Fell ow of the Australian Institute of Compan y Directors
FBT FringeBenefits Tax
FOI Fr eedom of Information
FOI Act Freedom of Information Act 1982
FRR Public Governance, Performance and Ac countability (Financial Reporting) Rule 2015
2 3 5 Appendices
FTSE Fell ow of the Australian Academy of Technol ogical Services and Engineering
G GFE Graphical Forecast Editor
GIS Geographic I nformation System
GRACE NAS A’s Gravity Recovery and Climate Experiment
GSO GeneralServiceOfficer
GST Goods and Services T ax
H HOA Head of Agency
HPC High performance computing
HPR Hazar d Preparedness and Response
HRWS High risk weather season
HSE Heal th, Safety and Environment
HSR Heal th and Safety Representative
HydroTas Hydr o Tasmania
I
ICAO In ternational Civil Aviation Organization
ICT In formation and communication technology
IMOS In tegrated Marine Observing System
IMPROVER In tegrated Model Post-Processing and Verification
IOC In tergovernmental Oceanographic Commission ( of UNESCO)
IOTWMS Indian Ocean Tsunami Warning and Mitigation S ystem
IP In tellectual property
IPS In formation Publication Scheme
ISO In ternational Organization of
Standardiza tion
IT In formation technology
ITO InformationTechnol ogyOfficer
J JATWC Join t Australian Tsunami Warning Centre
JOMOC Join t Operational Meteorology and Oceanographic C entre
K km kilometre
KPI Ke y Performance Indicator
kWh kilo watt hour
L LGBTQIA+ Peopl e who identify as lesbian, gay , bisexual, transgender, queer, intersex, asexual or otherwise sexually or
gender div erse
LTIFR Lost time injury frequency rate
M MAO MeteorologicalAuthorityOffice
MBA Master of Business Administration
MET5 Me teorology Five Eyes Community of Practice
miPDS Empl oyee Performance Development Scheme
mm millimetre
N NAIDOC Na tional Aborigines and Islanders Day Observ ance Committee
NASA Na tional Aeronautics and Space Administr ation
NHP Na tional Hydrological Projection
NMS Na tional Meteorological Service
NPR Na tional Performance Report
NPS Ne t Promoter Score
NRRA Na tional Recovery and Resilience Agency
NSR Na tional Situation Room
NSW Ne w South Wales
NT Nor thern Territory
NWP Numerical Weather Prediction
O OceanMAPS Ocean Modelling Analysis and Prediction S ystem
OPA Official PublicAccoun t
OT observa tion technology
2 3 6 Annual Report 2021-22
P PBS Por tfolio Budget Statements
PGPA Act Public Governance, Performance and Ac countability Act 2013
PGPA Rule Public Governance, Performance and Ac countability Rule 2014
PhD Doctor o f Philosophy
PNG Papua New Guinea
PO ProfessionalOfficer
PST Public Services T ransformation Program
Q Qld Queensland
QMS quality managemen t system
R R&D resear ch and development
RAAF Ro yal Australian Air Force
RAL Regional Atmosphere and Land model
ROBUST A pr ogram to increase resilience of critical business functions
ROU Righ t of Use
RS Resear ch Scientist
S SA South A ustralia
SES State E mergency Service
SES Senior Ex ecutive Service
SDG Sustainabl e Development Goal
SSM Stra tegic Success Measure
STEM Science T echnology, Engineering and Ma thematics
STEPS Short Term Ensemble Prediction System
SWIFT Short -term Water Information For ecasting Tools
T TAF An aer odrome forecast
Tas Tasmania
TC Tr opical cyclone
THOR Temper ature and Humidity Observation Re ferences (sensors)
TO TechnicalOfficer
TR Tr ainee
U UK United Kingdom
UN United N ations
UNESCO UnitedNationsEducational,Scientific and Cultur al Organization
USA United Sta tes of America
UV U ltraviolet
V Vic Victoria
W WA Western A ustralia
WHS Work health and safety
WHSMS Work health and safety management sy stem
WMO Worl d Meteorological Organization
2 3 7 Appendices
Appendix B
List of requirements This list of requirements is provided in accordance with the Public Governance, Performance and Accountability Rule 2014, section 17AJ: Aids to access.
N/A notes that the requirement was not applicable to the Bureau in 2021-22.
PGPA Rule Reference Description Requirement Part of
Report
Page
17AD(g) Letter of transmittal
17AI Letter of transmittal Mandatory Letter of
transmittal
1
17AD(h) Aids to access
17AJ(a) Table of contents Mandatory Contents 3
17AJ(b) Alphabetical index Mandatory Appendices 244
17AJ(c) Glossary of abbreviations and acronyms Mandatory Appendices 233
17AJ(d) List of requirements Mandatory Appendices 237
17AJ(e) Detailsofcontactofficer Mandatory Inside back
cover
IBC
17AJ(f) Entity’s website address Mandatory Inside back
cover
IBC
17AJ(g) Electronic address of report Mandatory Inside back
cover
IBC
17AD(a) Review by Accountable Authority
17AD(a) Review by the Accountable Authority Mandatory Review by the CEO and Director of Meteorology
21-27
17AD(b) Overview of the entity
17AE(1)(a)(i) Role and functions Mandatory Agency
overview
28-31
17AE(1)(a)(ii) Organisational structure Mandatory Corporate
governance 132-133
17AE(1)(a)(iii) Outcome and program administered Mandatory The Bureau at a glance 6
17AE(1)(a)(iv) Purpose Mandatory The Bureau
at a glance
5
2 3 8 Annual Report 2021-22
PGPA Rule Reference Description Requirement Part of
Report
Page
17AE(1)(aa)(i) Name of the Accountable Authority Mandatory Corporate governance 134
17AE(1)(aa)(ii) Position title of the Accountable Authority Mandatory Corporate governance
134
17AE(1)(aa)(iii) Period as the Accountable Authority Mandatory Corporate governance 134
17AE(1)(b) An outline of the structure of the portfolio of the entity Portfolio Dept. mandatory
N/A
17AE(2) Where the outcomes and programs differ frombudgetstatements If applicable, Mandatory
N/A
17AD(c) Report on the Performance of the entity
Annual performance Statements
17AD(c)(i); 16F Annual performance statement in accordance with the PGPA Act and Rule
Mandatory Annual Performance Statement
33-53
17AD(c)(ii) Report on Financial Performance
17AF(1)(a) A discussion and analysis of the entity’s financial performance Mandatory Financial resource
Management
182-183
17AF(1)(b) A table summarising the total resources and total payments of the entity Mandatory Financial resource
Management
184-185
17AF(2) Significant changesinthefinancial results during or after the previous or current reporting period
If applicable, Mandatory N/A
17AD(d) Management and Accountability
Corporate Governance
17AG(2)(a) Information on compliance with section 10 (fraud systems) Mandatory Corporate governance
146-147
17AG(2)(b)(i) Acertification byaccountableauthority that fraud risk assessments and fraud control plans have been prepared
Mandatory Letter of transmittal 1
17AG(2)(b)(ii) Acertification byaccountable authority that appropriate mechanisms for preventing, detecting incidents of, investigating or otherwise dealing with, and recording or reporting fraud are in place
Mandatory Letter of transmittal 1
2 3 9 Appendices
PGPA Rule Reference Description Requirement Part of
Report
Page
17AG(2)(b)(iii) Acertification byaccountableauthority that all reasonable measures have been taken to deal appropriately with fraud relating to the entity
Mandatory Letter of transmittal 1
17AG(2)(c) An outline of structures and processes in place for corporate governance Mandatory Corporate governance
131-147
17AG(2)(d) - (e) Astatementofsignificant issues reported to Minister under paragraph
19(1)(e) of the Act that relates to non compliance with Finance law
If applicable, Mandatory Financial resource
management
183
Audit Committee
17AG(2A)(a) Direct electronic address of the audit committee charter Mandatory Corporate governance
140
17AG(2A)(b) The name of each audit committee member Mandatory Corporate governance
141-143
17AG(2A)(c) Thequalifications, knowledge,skills or experience of audit committee members
Mandatory Corporate governance 141-143
17AG(2A)(d) Information about the attendance of each member of the audit committee at committee meetings
Mandatory Corporate governance 141-143
17AG(2A)(e) The remuneration of each member of the audit committee Mandatory Corporate governance
141-143
External Scrutiny
17AG(3) Informationonthemostsignificant developments in external scrutiny and the entity’s response to the scrutiny
Mandatory Corporate governance 147
17AG(3)(a) Information on judicial decisions and decisions of administrative tribunals and by the Australian Information Commissioner that may have a significant effect ontheoperationsof the entity
If applicable, Mandatory N/A
17AG(3)(b) Information on any reports on operations of the entity by the Auditor General, a Parliamentary Committee, or the Commonwealth Ombudsman
If applicable, Mandatory N/A
17AG(3)(c) Information on any capability reviews that were released during the period If applicable, Mandatory
N/A
Management of Human Resources
17AG(4)(a) An assessment of the entity’s effectiveness inmanaginganddeveloping employees to achieve entity objectives
Mandatory People management 163-165
24 0 Annual Report 2021-22
PGPA Rule Reference Description Requirement Part of
Report
Page
17AG(4)(aa) Statistics on the entity’s employees on an ongoing and non ongoing basis, including the following:
(a) statistics on full time employees (b) statistics on part time employees (c) statistics on gender (d)statisticsonstaff location
Mandatory People management 173-175
17AG(4)(b) Statistics on the entity’s APS employees on an ongoing and non ongoing basis; including the following:
⢠Statisticsonstaffing classification level
⢠Statistics on full time employees
⢠Statistics on part time employees
⢠Statistics on gender
⢠Statisticsonstaff location
⢠Statistics on employees who identify as Indigenous
Mandatory People management 176-180
17AG(4)(c) Information on any enterprise agreements,individualflexibility arrangements, Australian workplace agreements, common law contracts and determinations under subsection 24(1) of the Public Service Act 1999
Mandatory People management 168-169
17AG(4)(c)(i) Information on the number of SES and non SES employees covered by agreementsetcidentified inparagraph 17AG(4)(c)
Mandatory People management 169
17AG(4)(c)(ii) The salary ranges available for APS employeesbyclassification level Mandatory People management
169
17AG(4)(c)(iii) Adescriptionofnonsalarybenefits provided to employees Mandatory People management
168
17AG(4)(d)(i) Information on the number of employeesateachclassification level who received performance pay
If applicable, Mandatory People management
173
17AG(4)(d)(ii) Information on aggregate amounts of performance pay at each classification level
If applicable, Mandatory N/A
17AG(4)(d)(iii) Information on the average amount of performance payment, and range of such payments,ateachclassification level
If applicable, Mandatory N/A
17AG(4)(d)(iv) Information on aggregate amount of performance payments If applicable, Mandatory
N/A
241 Appendices
PGPA Rule Reference Description Requirement Part of
Report
Page
Assets Management
17AG(5) Anassessmentofeffectiveness of assets management where asset managementisasignificant partofthe entity’s activities
If applicable, mandatory Financial resource
management
186
Purchasing
17AG(6) An assessment of entity performance against the Commonwealth Procurement Rules
Mandatory Financial resource management
187
Reportable consultancy contracts
17AG(7A)(a) A summary statement detailing the number of new reportable consultancy contracts entered into during the period; the total actual expenditure on all such contracts; 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
Mandatory Financial resource management
187
17AG(7)(b) Summary statement regarding the engagement of consultants in the formatspecified atparagraph17AG(7) (b) of the PGPA Rule
Mandatory Financial resource management
187
17AG(7)(c) A summary of the policies and procedures for selecting and engaging consultants and the main categories of purposes for which consultants were selected and engaged
Mandatory Financial resource management
187-188
17AG(7)(d) Statement regarding actual expenditure on contracts for consultancies in the formatspecified atparagraph17AG(7) (d) of the PGPA rule
Mandatory Financial resource management
188
Reportable non-consultancy contracts
17AG(7A)(a) A summary statement detailing the number of new reportable non-consultancy contracts entered into during the period; the total actual expenditure on such contracts; 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
Mandatory Financial resource management
189
242 Annual Report 2021-22
PGPA Rule Reference Description Requirement Part of
Report
Page
17AG(7A)(b) Statement regarding actual expenditure on reportable non-consultancy contractsintheformatspecified at paragraph 17AG (7A)(b) of the PGPA rule
Mandatory Financial resource management
189
17AD(daa) Additional information about organisations receiving amounts under reportable consultancy contracts or reportable non-consultancy contracts
17AGA Additional information, in accordance with section 17AGA, about organisations receiving amounts under reportable consultancy contracts or reportable non-consultancy contracts
Mandatory Financial resource management
187-189
Australian National Audit Office Access Clauses
17AG(8) Contracts with a value of more than $100 000 (inclusive of GST) that did not provide the Auditor General with access to the contractor’s premises
If applicable, Mandatory Financial resource
management
187
Exempt contracts
17AG(9) Statement regarding contracts or standingoffers withavaluegreater than $10 000 (inclusive of GST) that have been exempted from being published in AusTender because it would disclose exempt matters under the FOI Act
If applicable, Mandatory Financial resource
management
187
Small business
17AG(10)(a) Summary statement detailing procurement initiatives supporting smallbusinessusingthetextspecified at paragraph 17AG (10)(a) of the PGPA Rule
Mandatory Financial resource management
187
17AG(10)(b) An outline of the ways in which the procurement practices of the entity support small and medium enterprises
Mandatory Financial resource management
187
17AG(10)(c) Summary statement regarding timely payments to small businesses using the textspecified atparagraph17AG(10)(c) of the PGPA Rule
If applicable, Mandatory Financial resource
management
187
Financial Statements
17AD(e) Inclusionoftheannualfinancial statements in accordance with subsection 43(4) of the Act
Mandatory Financial statements 191-231
24 3 Appendices
PGPA Rule Reference Description Requirement Part of
Report
Page
Executive Remuneration
17AD(da) Information about executive remuneration in accordance with Subdivision C of Division 3A of Part 2 3 of the Rule
Mandatory People management 169-172
17AD(f) Other Mandatory Information
17AH(1)(a)(i) Statement in relation to advertising campaignsconductedasspecified in the PGPA rule
If applicable, Mandatory N/A
17AH(1)(a)(ii) If the entity did not conduct advertising campaigns,astatementtothateffect If applicable, Mandatory
Financial resource management
189
17AH(1)(b) Statement on grants awarded for the reportingperiod,asspecified inthe PGPA Rule
If applicable, Mandatory N/A
17AH(1)(c) Mechanisms of disability reporting Mandatory Corporate responsibility 155
17AH(1)(d) Website reference for the entity’s Information Publication Scheme statement pursuant to the FOI Act
Mandatory Corporate governance 147
17AH(1)(e) Correction of material errors in previous annual report If applicable, mandatory
N/A
17AH(2) Information required by other legislation: Mandatory
⢠Freedom of Information Act 1982 Corporate
governance
147
⢠Environmental Environment Protection and Biodiversity Conservation Act 1999
Corporate responsibility 159
⢠Work Health and Safety Act 2011 People
management 166
⢠Commonwealth Electoral Act 1918 Financial
resource management
189
24 4 Annual Report 2021-22
Appendix C
Index
A AboriginalandTorr esStr aitI slandersta ff, 163
Academic Partnership Framework, 110
Access Control System, 92
ACCESS modelling systems, 102, 105-6, 106, 108-9
ACCESS models, 24, 99, 102, 105-6
accountable and ethical decision-making, 146, 155
Accountable Authority, 134, 135
Accountable Authority Instructions, 187
advertising, 189
Africa Seasonal Outlook, 77
agency overview, 28-31
Agri-Climate Outlooks Program, 86
agriculture sector, 36, 38, 63, 74, 80
aid-funded capacity development, 154
air travel, 161
Airservices Australia, 144
Annual Climate Statement, 22
Annual Performance Statement, 33-53
Antarctic team, 127
Antarctica, 66
Application Programming Interfaces (APIs), 95
APS Values, Code of Conduct and Employment Principles, 146, 155, 156
asset management, 53, 96, 186
asset management system, 26, 53
Atmospheric high-resolution Regional Reanalysis for Australia (BARRA), 108, 110
atmospheric reanalysis, 108-9
Audit Committee, 139, 140-3, 146
auditor’s report, 193-4
AusTender, 187, 188
Australasian Fire and Emergency Service Authorities Council, 147, 151
Australasian Reporting Awards, 119, 129
Australia Day Achievement Awards, 127
Australia-New Zealand Emergency Management Committee, 151
AustraliaP acific Clima teP artnership,154
Australian Antarctic Division, 66, 87, 144
Australian Bureau of Statistics, 52, 58, 122, 125, 144
Australian Climate Service, 22, 52, 57, 58, 64, 67, 122-6
Australian Community Climate and Earth System Simulator - Seasonal (ACCESS-S2), 105-6
see also ACCESS models
Australian Defence Environmental Prediction Toolkit (ADEPT), 105
Australian Energy Market Operator (AEMO), 24, 80, 144
Australian Fire Danger Rating System (AFDRS), 56, 57, 62, 106, 153
Australian High Commissioner., 75
AustralianNationalAuditOffice ,146,187 ,193-4
Australian Nuclear Science and Technology Organisation, 144
Australian Public Service (APS), 155
Census Innovation Index, 46, 48
employee census, 46, 48, 50, 163
Australian Public Service Commission (APSC), 155
Australian Securities and Investment Commission, 146
Australian Smoke Dispersion System, 57, 153
Australian Space Agency, 24, 104
Australian Space Weather Forecasting Centre, 77, 120
AustralianTax ationOffice ,146
Australian Tropical Cyclone Advisory Group, 151
Australian Tsunami Advisory Group, 151
Australian Water Data Service, 64
Australian Water Outlook, 64, 103, 105
Australian Water Outlook website, 24, 63, 108
Australian Water Resources Assessment Landscape Model (AWRA-L), 103
authority, 6, 28
automatic meteorological balloon launching systems (AMBLS), 26, 97
automatic weather stations (AWSs), 42, 90, 91
ObsCheck service, 75
aviation and defence forecasts and warnings, 8
aviation forecasters, 81-2
aviation sector, 36, 38, 81-2
aviation services, 24, 42, 73, 79, 81-2, 83-4, 87
awards, 119, 127-9
B balance sheet, 196
Balcatta Observing Operations Hub, 160
balloons, 26, 97, 159
BHP Group Ltd (BHP), 74
BOM Weather app, 24, 38, 39, 59, 62, 90-1, 153
BOMIdeas website, 153
brand, 38-9, 113, 115
BrisbaneOffice, 120
budget, 44
Bureau Excellence Awards, 127-8
24 5 Appendices
Bureau of Meteorology Training Centre, 116
Bureau Way, 25
Bureau Way Manager Program, 116, 163
Bushfire andNaturalH azardsC ooperativeR esearch Centre project, 109
business continuity, 51
business continuity measures, 81-2
Business Management Program, 113
Business Solutions Group, 72-87
Business Systems Transformation Program, 35, 53, 119, 121
C Canadian Meteorological Services, 26
capability developments, 51-3
Cape Grim Baseline Air Pollution Station, 25, 162
career conversations, 70
Career Conversations team, 128
cashflow sta tement,200
CEO and Director of Meteorology, 1, 28, 33, 127, 134, 135, 170
review, 21-6
change management, 47
Cherwell, 94
Civil Aviation Organization, 121
Civil Aviation Safety Regulations, 121
ClimateandOceanSupportPr ogramfortheP acific (COSPPac), 66, 154
Climate Change Authority, 26, 144
climate information, 149-50
climate maps and information, 9
climate model simulations, 124
climate outlook products, 76-7
climate outlook service, 63
climate projections, 123-4
climate risks, 76-7
Climate Services for Agriculture (CSA), 24, 74, 79
collaborations, 46
Comcare, 166, 167
committees, 139-43
Common Alerting Protocol, 61
common law contracts, 169
Commonwealth Electoral Act 1918, 189
Commonwealth Fraud Prevention Centre, 146
Commonwealth Procurement Rules, 187
Communications Plan, 113
Communications Program, 114
community engagement, 56
Community Engagement Plan, 56, 60, 71
Community Engagement team, 56, 71
community impacts, 8-9
Community Services Group, 55-71
compensation, 167
Compensation and Rehabilitation Employee Services (CARES) team, 167
consultancies, 187-9
consultations, 167
contracts, 187-9
Cook Islands, 66-7
corporate governance, 134-47
corporate governance framework, 134
Corporate Plan 2021-22, 35, 51, 144
corporate planning and evaluation, 144
corporate responsibility, 148-63
corrections, 147
COVID-19 Crisis Management Team, 165
COVID-19 Incident Management Team, 165
COVID-19 restrictions, 35, 120
CSIRO, 52, 58, 74, 75, 102, 122, 125, 144
cultural heritage, 162
customer engagement, 52
customer relationship management system (CRM), 113
customer relationship managers, 87
customers, 30
cyber security, 43
cyber security systems, 26
D Dampier Temporary Radar Team, 127
Data and Digital 2023 Ambition, 95-6
Data and Digital Group, 88-98
Data and Digital Group’s Operating Model, 95-6
data capability, 89
data centre capabilities, 92
Data Centre Plan 2021-2030, 92, 93
data centres, 92
Data Integrity, Advisory and Assurance Committee, 89-90
data maturity, 43, 89-90
DecisionSupportandC ommunityE ngagementsta ff, 58
Decision Support Services Program, 149
Defence Weather Services, 38, 41, 105
DefenceWeatherServicesOffice ( DWSO)Oak ey,76
delegations, 146
Department of Agriculture and Water, 80
Department of Agriculture, Water and the
Environment, 144
Department of Climate Change, Energy, the Environment and Water, 80
Department of Defence, 75, 77, 144
Department of Finance, 187
Departmento fF oreignAff airsandTr ade,75,76,77,82,84
24 6 Annual Report 2021-22
Departmento fH omeAff airs,86
Determination team, 128
Digital Channel Roadmap, 91
Director of Meteorology, see CEO and Director of Meteorology
disability reporting, 155
Disability Strategy 2021-2031, 155
Dispersion Ensemble Prediction System (DEPS), 99
diversity, 50, 52, 116, 154-5, 158, 163-4
dust levels, 74
E Early Action Rainfall (EAR) Watch bulletins, 66-7
Earth Observation from Space Roadmap, 104
El Niño-Southern Oscillation (ENSO), 105
emergency management, 37, 39, 41, 149, 151, 152
Emergency Management Australia (EMA), 22, 57, 122, 125-6
Emergency Management Plans, 166
emergency management preparedness, 58
emergency management sector, 56
Emerging Technologies team, 87
Employee Assistance Program (EAP), 168
Employee Perceptions Playback, 163
employment arrangements, 168-73
Energy and Resources Program, 81, 86-7
energy sector, 24, 38, 74, 86-7, 100
energy use, 160
Enterprise Agreement, 168
Enterprise Asset Management System (EAMS), 53, 96
Enterprise Business Systems’ interface, 119
Enterprise Integration Platform (EIP), 95
Enterprise Learning Framework, 25, 116, 117, 118
enterprise resource planning (ERP) systems, 119
Enterprise Services Group, 112-21
Enterprise Test Framework, 97
Environment Protection and Biodiversity Conservation Act 1999, 159
environmental impacts, 159-60
Environmental Prediction Service teams, 24
Environmental Prediction Services Program, 70
Environmental Protection and Biodiversity Conservation Regulations 2000, 162
environmental sustainability, 159-61
equity statement, 198-9
ethical standards, 155-6
European Organisation for the Exploitation of Meteorological Satellites (EUMETSAT), 102
Evidence Targeted Automation (ETA) dashboards, 101
Executive Team, 135-9
Exercise Resolute, 58
Exercise Talisman Sabre, 24, 77
expenditure, 183, 185
external scrutiny, 147
extreme temperature, sunlight and wind forecasts, 9
extreme weather events, 22-3
F Facebook, 40, 59, 150
feedback, 26, 37, 38, 41, 48, 57, 63, 87, 89, 151-2, 153
financial perf ormance,182
financial r esourcemanagemen t,182- 9
financial r esults,2 7
financial sta tements,194-20 3
notes to, 204-31
financial sustainability ,53
fire-atmosphere interactions,108-9
fire dangerr atings ystems,56,57 ,62,106,153
fire weatherconditions,124
fire weatherwarnings,8,44
fires inWesternAustr alia,69
First Nations heritage, 162
flexibility agr eements,168
flexible workingarr angements,71
flood impactin formation,125
flood inundationservice,110
flood warningservices,4 2,44 ,59 ,62
flood warnings,70
floods, 22-3,57,59,63,76,126,147 ,153
forecast and warning services, 38-9, 41
forecasters, 45, 164
forecasting services, 39, 152
forecasts, 9, 36, 68, 101
accuracy, 44, 45
consistency, 100
delivery rate, 48
Forewarned is Forearmed project, 63
fraud control, 146-7
Fraud Control Framework, 146
Fraud Control Plan, 146
freedom of information, 147
Freedom of Information Act 1982, 147, 187
funding, 6
Future Drought Fund, 74
Future Warnings Framework, 67
G Gateway to Operations Reference Group, 40
Gender Equality Action Plan, 157
247 Appendices
Geoscience Australia, 52, 58, 102, 122, 125, 144
Giles Meteorological Station, 159
global modelling, 102
global weather, 76-7
Graduate Diploma in Meteorology, 116, 164-5
Graduate Meteorology Program, 163
Graphical Forecast Editor (GFE), 24, 43, 67-8, 100
groundwater estimating, 102-3
H HarassmentC ontactOfficer ne twork,155
Harmony Day, 116
Hawkesbury-Nepean probabilistic forecast service, 67
hazard modelling capabilities, 124
Hazard Preparedness and Response (HPR), National Operations Support unit, 57, 153
hazard services, 41
Hazards Services Forum, 23, 41, 57, 151, 152-3
health and safety management system (WHSMS), 166
Health Safety and Environment (HSE) team, 165
heatwave services, 57-8
heatwave warning services, 8, 24, 61
heatwave warnings, 45
heritage, 162
high-impact weather guidance tools, 102
High Performance Computing, 96-7
high risk weather season (HRWS), 57, 124-5, 153
Hunga Tonga-Hunga Ha’apai volcano, 24, 65, 75, 79, 99
Hydro Tasmania (HydroTas), 26, 84, 144
hydrological projections, 107-8
I
ICT Security, 146
Implementation Project team, 127
income statement, 196
Independent Auditor’s Report, 193-4
Indian Ocean Tsunami Warning and Mitigation System (IOTWMS) earthquake bulletins, 45
Indigenous Procurement Policy, 187
Indigenous Weather Knowledge website, 158
induction training, 146
information and communications technology (ICT), 43, 96-7
Information Publication Scheme (IPS), 147
Information Security Manual, 43
information technology (IT), 35, 94
Information Technology Strategic Plan 2022-2027, 25, 52
Innovation Framework, 46, 110
innovation maturity, 46
Instagram, 40, 150
Institute of Analytics Professionals of Australia (IAPA) Top 25 Analytics Leaders, 128
Integrated Leadership Capability Framework, 116, 163
Integrated Marine Observing System (IMOS), 144
IntegratedModelpost -ProcessingandVerifica tions ystem (IMPROVER), 100, 102
intellectual property (IP), 120
Intergovernmental Oceanographic Commission (UNESCO), 159
Intergovernmental Panel on Climate Change, 52
Internal Audit Plan, 140
internal communications, 115
International Airways Volcano Watch, 79
International Civil Aviation Organization, 42, 83, 85, 154, 159
Meteorological Panel Management Group, 83-4
International Day Against hom*ophobia, Biphobia, Interphobia and Transphobia, 116
International Day of People with a Disability, 116
international engagement, 154
International Women’s Day, 116
internet services uptime, 92
Introduction to Meteorology courses, 165
Investment Committee, 140
J Japan’s meteorological agency, 154
Jiveverification s ystem,101
Joint Australian Tsunami Warning Centre (JATWC), 29, 65
Joint Operational Meteorology and Oceanographic Centre (JOMOC), 84
journal articles, 46, 111
Jurisdictional Reference Group on Water Information, 151
K Kennaook/Cape Grim Air Pollution Station, 25, 162
key management personnel, remuneration, 170, 224
Kiribati Government, 84
L La Niña, 22, 64
leadership, 48, 116
Leadership Capability Framework, 116
LeadershipCircleProfile Program,116
Leadership Development Plan, 163
Learning and Development Framework, 70
letter of transmittal, 1
24 8 Annual Report 2021-22
LinkedIn, 40, 150
Long Service Awards, 129
lost time injury frequency rate, 48
M machine learning capability, 86
Major Transactions Committee, 46, 140
management structure, 135, 139
marine and ocean services, 8
marine network, 42
market research, 189
media functions, 114
media liaison, 150
Melbourne Business School Leadership Development Program, 116
memorandums of understanding, 144
MeteorologicalAuthorityOffice ( MAO),121
Meteorological Intelligence Support Team, 75, 84
Meteorology Act 1955, 6, 28, 134, 148, 154
meteorology courses, 165
Meteorology Five Eyes Community of Practice (MET5), 26, 77
Minister for the Environment and Water, 6, 28
mission, 5
mobile X-band radar, 68-9
Monash University, 68
Murray-Darling Basin Water Information Portal, 24, 72-3, 79, 82-3
N NAIDOC Week, 116
NASA’s Gravity Recovery and Climate Experiment (GRACE), 102
National Civil Space Strategy, 24
national climate and hazard intelligence capability, 123-4
National Flood Gauge Network, 64
National Flood Risk Advisory Group, 151
National Heatwave Warning Services, 57, 153
National Heatwave Working Group, 151
National Hydrological Projections (NHPs), 107-8
National Joint Common Operating Picture, 126
National Meteorological Services (NMSs), 66
national outreach, 148-50
National Reconciliation Week, 71, 116
National Recovery and Resilience Agency (NRRA), 22, 58, 122, 126
National Security and Space Statement of Ambition 2022-23, 87
national security sector, 24, 38
National Situation Room (NSR), 57, 125-6, 153
National Tsunami Warning Centres, 29
National Water Reform Committee, 151
national weather events summary, 14-20
natural resources, 159
net promoter score index, 152
New Zealand Meteorological Services, 26, 78
non-compliant breaches, 48, 183
non-consultancy contracts, 188-9
non-salarybene fits, 168-9
North Queensland team, 22, 125
nowcasting weather models, 103-4
O ObsCheck service, 75
observation technology (OT), 35, 88
Observations Ecosystem Roadmap, 25, 52, 89, 93
Observations System Strategy Planning team, 127
observing equipment upgrades, 93
Observing Hubs, 91
Observing System Strategy, 165
observing systems, 42
ocean forecast systems, 105
Ocean Model Analysis and Prediction System (OceanMAPS), 105
ocean predictions, 105
ocean warnings, 61
office locations,29
online research community, 153
Operation FORTIS, 24, 84
organisation structure, 30
organisational chart, 132-3
organisational management, 132-89
Organisational Resilience Program, 119-20
outlook 2022-23, 27
P Pacific AviationTeam,84
Pacific Islands,52,66-7
Papua New Guinea Capacity Development Program, 24, 85-6
Papua New Guinea National Weather Service, 85-6
Parks Australia, 159
partnerships, 26, 30, 46, 52, 74, 144
People Framework 2021-2024, 163
people management, 163-81
performance
analysis against purpose, 35
framework, 34
24 9 Appendices
results, 36-50
snapshot, 10-13
performance development scheme, 163
performance pay, 173
performance reporting, 140
Perth Observation Hub, 120
Planning, Performance and Reporting Framework, 134
Portfolio Budget Statements, 6, 34
Powerlink Queensland, 144
Preparing Australia Program, 125
procurement, 160, 187-9
Procurement, Contract and Vendor Management, 119
product management capability, 114
property, 160
property management, 53
property management capability, 120, 121
Property Services team, 120
Protective Security Plan 2021-2023, 118
Protective Security Policy Framework, 116
public education, 150
Public Governance, Performance and Accountability Act 2013, 6, 28, 33, 34, 119, 134, 140, 144, 183, 187
Public Governance, Performance and Accountability Rule 2014, 140, 146
Public Interest Disclosure Act 2013, 156
Public Interest Disclosure Framework, 155
public safety campaigns, 23
Public Service Act 1999, 6, 28, 134, 156, 168
Public Services Transformation Program, 22, 35, 67, 70, 135
publications,scientific, 46,47,111
purpose, 5
Q Quality Management Audit, 42
quality management systems, 43, 81
QueenslandOffice oftheI nspector-Generalo f Emergency Management, 147
R radars, 25, 42, 52, 68-9, 94-5
rainfall, 22-3
rainfall forecasts, 45
rainfall nowcasting system, 103-4
rainfall scenarios, 125
Reconciliation, 71
Reconciliation Action Plan, 25, 52, 71, 118, 158
Regional Atmosphere and Land (RAL) model, 105
rehabilitation, 167
remuneration
key management personnel, 170, 224
Senior Executive Service (SES), 171
staff, 169-73
requirements list, 237
Research and Development Conference, 86
Research and Development Plan 2020-2030, 110, 111
Research Program, 111
Research to Operations gateway, 40
resilience, 146
Resource Statement Summary, 184
resources sector, 24, 38, 74, 100
revenue, 182-3
Risk Assessment of psychosocial and electrical hazards, 166
risk management, 51, 120, 144-5
Risk Management Framework, 121, 140, 145
road-closure-expected supply chain impacts, 125
ROBUST Program, 22, 35, 50, 96, 112, 135
role, 28
Royal Australian Air Force, 66
RuralR&DforPr ofit Pr ogram,63,80
S Safety Essentials campaign, 166
Satellite Science and Data Science team, 87
satellites, 42, 102
Science Advisory Committee, 24, 110, 111
Science and Innovation Group, 98-111
scientific journalar ticles,46,111
sea level network, 42
seasonal climate outlooks, 9, 45
seasonal forecast services, 105
security, 92
security maturity uplift, 116
Security, Risk and Business Continuity Committee, 51, 140
Senior Executive Service (SES)
remuneration, 169-73
statistics, 176-8
service delivery, 186
Service Development Integration team, 70
service management capability, 94
severe weather events
national summary, 14-20
seealsospecific types,e .g.tropicalc yclones
Severe Weather Information Centre portal, 61
severe weather warnings, 8
shearwaters, 162-3
Short Term Ensemble Prediction System (STEPS), 103-4
2 5 0 Annual Report 2021-22
Short-term Water Information Forecasting Tools (SWIFT), 106
situational awareness for extreme events, 64
small-to-medium enterprises, 187
social engagement, 150-1
social media, 23, 40, 59, 150-1
soil moisture, 106
solar energy, 160
solar forecasts, 87
solar observations, 74
space launch meteorological service, 24, 85
space weather capability, 24, 77
space weather ionosondes, 26, 92
space weather network, 42
SpaceWeatherOffice ,160
Space Weather Roadmap, 79
staff
capabilities, 52
census, 46, 48, 50, 163
diversity, 50, 52, 116, 154-5, 158, 163-4
employment arrangements, 168-9
Enterprise Agreement, 168
key management personnel, 170, 224
location of, 29
non-salarybene fits, 168-9
remuneration, 169-73, 224
statistics, 7, 30, 163-4, 173-81
training and development, 25, 45, 52, 70, 87, 116, 117,
146, 155, 164-5
turnover and retention, 163
workforce capability, 117
stakeholder participation, 151-3
stakeholders, 26, 30, 52, 75
statement of the accountable authority, 195
STEM Ambassador Program, 71
Strategic Asset Management Plan, 96
Strategic IT Plan, 94
strategic relationship agreement, 26, 84, 86, 144
Strategy 2017-2022, 22, 35, 51, 112, 119, 145, 159
Strategy 2022-2027, 27, 35, 50, 51, 113, 115
Strategy in Action workshops, 52, 163
Style Guide, 113
Supercomputer Program, 96-7
supercomputers, 43, 186
surf warnings, 24, 62
surveys, 37, 38-9, 41, 48, 153
surveys of users, 151-2
sustainable development, 156-9
Sustainable Development Goals (SDGs), 156-9
T Talent Development Framework, 163
Temperature and Humidity Observation References (THOR) sensors, 91
temperature forecasts, 45
temperatures, 22
thunderstorm warnings, 41, 44
tidal heatwave warnings, 45
Tongan Meteorological Service were, 75
Traditional Knowledge of Aboriginal and Torres Strait Islander communities, 121
training and development, 25, 45, 52, 70, 87, 116, 117, 146, 155, 164-5
tropical cyclone Anika, 23, 60, 107
tropical cyclone Charlotte, 23, 60
tropical cyclone forecasts, 99
tropical cyclone Tiffany, 23, 60
tropical cyclone Vernon, 23, 60
tropical cyclone warnings, 44, 60
tropical cyclone wind prediction system, 107
tropical heatwaves, 80
tsunami bulletins, 45
tsunami network, 42
tsunami warning systems, 45, 65
Twitter, 40, 59, 150
U UKM etOffice ,26,48,78,84 ,100,105,110
UK Ministry of Defence, 26, 78
UN Decade of Ocean Science for Sustainable Development (2021-2030), 154
Unacceptable Behaviours and Complaint Handling Procedure, 156
Unified ModelP artnership,105
United Nations Climate Change Conference 2022 (COP27), 77
UnitedNationsEducational,Scientific andCultural Organization (UNESCO), Intergovernmental Oceanographic Commission, 154, 159
United States Air Force, 26, 78
University of Tasmania, 144
upholding capability, 51-3
upper air network, 42
Urban National Performance Report, 80, 82
UV forecasts, 8
V values, 7, 30
vehiclefleet, 161
2 5 1 Appendices
vendor management, 53
Vendor Partnership Framework, 95
vision, 5
volcanic ash, 78-9
Volcanic Ash Advisory Centres, 29, 78-9
volcanic ash dispersion modelling, 99
volcanic eruptions, 24, 65, 75, 79, 99
Volunteer Rainfall Observer Excellence Awards, 129
W warning services, 39, 41, 44-5, 61
Water Act 2007, 6, 28, 82, 134
water and environmental information services, 9
water data service, 64
water information, 73-4, 82-3
Water Information Roadmap, 82
Water Information Statement of Ambition, 82, 86
Water Monitoring Standardisation Technical
Committee, 82
Water Regulations 2008, 82
Water Regulations Administrative Data Management System, 82
water sector, 38, 40, 80, 87
water services, 82-3, 107-8
water utilities, 80
wave forecasts, 73, 100
Wear it Purple Day, 116
weather and climate information, 149-50
weather balloons, 26, 97, 159
Weather Connect customer service centre, 150
weather disaster scenarios, 124-5
weather event summary, 14-20
website, 39, 62, 152
Australian Water Outlook, 24, 63, 108
BOMIdeas, 153
feedback, 89, 153
Indigenous Weather Knowledge, 158
new, 89, 91
uptime, 43
Western Australia Department of Fire and Emergency Services (DFES ), 68, 69
Western Australian Department of Biodiversity, Conservation and Attractions (DBCA), 68
Willis Island, 159, 161-2
Willis Island Meteorological Station, 93
windprofilers, 42
work from home, 35
work health and safety, 48, 164, 165-7
Work Health and Safety Act 2011, 166
workforce capability, 117
World Environment Day, 159
World Meteorological Day, 129
World Meteorological Organization (WMO), 6, 28, 52, 83, 85, 154, 159
Aviation Research and Development Project, 84
Severe Weather Information Centre portal, 61
Standing Committee on Services for Aviation, 83
Y Yeoval radar, 95
YouTube, 40, 59, 150
The Bureau’s work supports a wide variety of sectors, enabling a safe, prosperous, secure and healthy Australia.
Further information For more information concerning this report contact:
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ISSN: 1037-3608
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