Annual Report · 56 Significant issues and trends 58 Our performance 61 Financial statements ... 139 Capital projects 140 Workforce disclosures 142 Governance disclosures 142 Other

Annual ReportE D U C A T I O N

R E S E A R C H

C O M M U N I T Y E N G A G E M E N T

THE UNIVERSITY OF WESTERN AUSTRALIA

CERTIFICATIONS

FOR THE YEAR ENDED 31 DECEMBER 2019

STATEMENT OF COMPLIANCE

Minister for Education

In accordance with Section 63 of the Financial Management Act 2006, we hereby submit for your information and presentation to Parliament, the Annual Report of The University of Western Australia for the financial year ended 31 December 2019.

The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006 and is made in accordance with a resolution of the University’s Senate.

Robert S French Chancellor

9 March 2020

Dawn Freshwater Vice-Chancellor

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2 The University of Western Australia

1 Statement of compliance

4 Our year6 Chancellor’s introduction10 Vice-Chancellor’s overview12 Year in review14 Key statistics17 Rankings18 Division report – Education20 Division report – Research22 Division report – Global Partnerships24 Division report – Corporate Services26 Faculty focus

34 Our University

36 Mission, vision and objectives38 Operational structure: governance and management42 Senate members43 2019 meetings of Senate members44 University governance46 Management structure48 Risk management50 Statistical profile56 Significant issues and trends

58 Our performance

61 Financial statements62 Financial highlights64 Auditor General report to Parliament68 Certification of financial statements119 Certification of key performance indicators121 Key performance indicators139 Capital projects140 Workforce disclosures142 Governance disclosures142 Other legal requirements142 Statement of compliance with the record keeping plan144 Media and advertising expenditure

Contents

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Our year


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Chancellor’s

The University of Western Australia, in 2019, had many achievements in which it and the Western Australian community can take pride. It also faced challenges, internal and external, which confront the higher education sector in Australia generally. The Senate of the University, which it is my honour to chair, was closely engaged

throughout 2019 in its governance of the University, particularly with respect to the development of the Strategic Plan 2020-2025 and the Campus Master Plan, the adoption of financial and budgeting strategies to enable the University to engage effectively with a rapidly changing global higher education environment, and in monitoring areas of risk

and compliance through its Strategic Resources and Audit and Risk Committees.


As I observed in the introduction to the 2018 Annual Report, the University must continually assess and reassess how best to deploy its human, financial and physical resources, maintain a positive organisational culture and meet the requirements of good governance. This is a relentless task for the Senate and its committees and the academic and executive leadership of the University.

Following the restructuring, which was completed in 2017, there was a substantial commitment in 2019 to the development of a Strategic Plan through to 2025 to implement the decadal vision, UWA 2030. The first meeting of the Senate on 11 March 2019 included a presentation of the draft Strategic Plan by members of the Senior Executive and Faculty Executive Deans. The Senate was impressed with the level of commitment and enthusiasm shown by all Executive Members and with the level of consultation which had preceded it. The Plan was approved by the Senate at that meeting. While there is a level of generality in its language, the Plan appropriately defines future directions for the University over the next five years and provides a principled framework for its implementation.

There have been challenges and controversies which are a feature of the sector generally and are sometimes prominent in internal and public discourse. These, however, must be placed in perspective with the overwhelming number of indisputably good stories which can be told about the University and its people in their teaching and research, and in their community and global engagements.

Some of those are set out in the Report that follows. It is difficult to point to highlights from such a rich array. One might be the ranking of our Law School as 75th in the world according to the Times Higher Education survey ranking. Another might be the national recognition of Emeritus Professor Cheryl Praeger, who received the Prime Minister’s Prize for Science for her contribution to the mathematical sciences. There are many others.

In the pursuit of its extensive and diverse research activities the University won substantial funding for new infrastructure in areas including nanofabrication, ocean sensing, proteomics and metabolomics, and microscopy. Our researchers contributed to knowledge in genome evolution in green plants and climate-change-related issues, including solutions to food production problems arising out of drought. They are participating in a global collaboration involving high-quality genomics to assist in conservation and biodiversity. The outgoing Deputy Vice-Chancellor (Research) Professor Robyn Owens, who has rendered outstanding service to this University in that role, describes our mission in this Report as “[remaining] an internationally connected research-intensive university actively supported by, and supportive of, our stakeholders and community.” As she writes, knowledge-led discovery will remain central to our future and will underpin our economic and social impacts.

External philanthropic and industry support has been and continues to be of vital significance to the University’s work in pursuit of its purposes. In 2019 the first of the Forrest Scholars, supported by the Forrest Research Foundation, funded by Andrew and Nicola Forrest’s Minderoo Foundation, submitted a doctoral thesis relating to plant biodiversity in Western Australia. That researcher will remain in Perth to continue the work.

The Forrest Research Foundation, which was established in 2013, provides high-quality residential accommodation at Forrest Hall and financial support for postgraduate and postdoctoral students and Fellows across a variety of disciplines, and the opportunity for informal and formal interdisciplinary exchange. Its activities will be supported into the future with the construction of Forrest Hall 2, which will provide additional accommodation for Scholars and Fellows and short-term accommodation for visitors to the University. At the end of 2019 there were 19 Scholars and six Fellows at Forrest Hall, and four non-resident Scholars.

The transmission of knowledge through teaching is a fundamental responsibility of the University. In 2019 we launched our Education Transformation Program, directed to teaching excellence, the student experience, the development of experience-rich curricula, life-long learning and regional education. It also seeks to support University-wide priorities in global participation, Indigenous strategy, digital transformation and regional strategies within Western Australia.

introduction

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The expectations and demands of students today are changing. As Professor David Sadler, the Deputy Vice-Chancellor (Education), reports, the University is responding to those demands and expectations. Indeed, it is seeking to anticipate them. By way of example, it has recently approved a policy framework for micro-credentials and opportunities for students to up-skill outside of their formal degree structure.

The shape of the campus and its facilities; the student experience, including the substantial enhancement of information technology; and the securing of research funding and financial sustainability generally in a changing local and global environment will require the close attention of the University leadership in the years ahead.

An important development has been the review of University statutes and regulations which is now close to completion. The purpose of the review has been to simplify and rationalise a plethora of disparate instruments. Provisions of the legislation relating to the structure and operations of the Academic Board were completed during the year following an extensive consultation and workshop process and should lead to a more efficient and functional Board in the years ahead.

I wish to take this opportunity to express deep appreciation for the dedication and commitment of members of the Senate and its committees, all of whom make their contributions to the governance of the University on a voluntary basis. This is philanthropy in kind of the highest order. It is to be found beyond the Senate and its committees in the various advisory bodies and voluntary groups associated with the University at many levels. It is particularly reflected in the work of Convocation. I express my thanks to its Council Members and to the retiring

entered into significant global and national partnerships and established the UWA Public Policy Institute. She has enhanced the profile of the University nationally, being the first woman to Chair the Group of Eight Universities—an office which she will complete in February 2020.

In December 2019, the Senate announced the appointment of Professor Freshwater’s successor, Professor Amit Chakma, who will take up his office in July 2020. Professor Chakma brings with him a distinguished record of leadership and experience as Vice-Chancellor and President of Western University in Canada for 10 years and, before that, as Senior Deputy Vice Chancellor of the University of Waterloo. The Senate has also announced the appointment of Professor Jane den Hollander, recently retired Vice-Chancellor of Deakin University, as Interim Vice Chancellor from March to July 2020.

I wish to take this opportunity to thank the Senior Executive of the University, the Executive Deans of the Faculties, the Heads of Schools, the academic and professional staff and the student leadership for their commitment and contribution to realising the immense promise and potential of The University of Western Australia.

The Hon. Robert French AC CitWA Chancellor

Warden, Dr Doug McGhie, for their tireless work in sustaining and deepening the University’s engagement with its own graduate community.

2019 has seen the retirement from Senate of staff-elected members Jamie O’Shea and Craig Williams, and student-elected members Conrad Hogg and Alexander Tan—outgoing Guild President and outgoing President of the Postgraduate Students’ Association, respectively. All have rendered great service to the University by their contributions. The Senate welcomed new co opted and Government-appointed members at the beginning of and during the year. They were Michael Byrne, Joanne Farrell, Sue Gordon and Robert Olivier. We also welcomed new student representatives, Brehany Shanahan, the incoming President of the Guild of Undergraduates, and Rahul Kumar, the new President of the Postgraduate Students’ Association.

December 2019 saw the departure from the Senate of the Acting University Secretary, Kabilan Krishnasamy, whom I thank for his tireless diligence in that important role. He will continue to serve the University as Academic Secretary and in other ways. We welcome the new University Secretary, Sue Moore.

In 2019, the Vice-Chancellor, Professor Dawn Freshwater, announced her resignation from the office of Vice-Chancellor with effect from 13 March 2020 to take up a post as Vice-Chancellor of The University of Auckland. On behalf of the Senate, I thank her for her service to the University, both as Senior Deputy Vice-Chancellor, charged with responsibility for the difficult task of restructuring, and as Vice-Chancellor. Among many other things, she led the development of UWA 2030, the Strategic Plan 2020-2025 and the Campus Master Plan. During her term the University


Postscript:In common with the University sector throughout Australia the University of Western Australia sought to address and mitigate the impact of the Novel coronavirus (2019-nCoV) in the latter part of 2019. The University worked with the Federal Government and relevant agencies to understand this dynamic and complex issue while doing all it could to minimise risk to the health and wellbeing of our staff and students and minimise disruption in the delivery of courses particularly to overseas students who have been delayed in entering Australia. The executive and academic leadership of the University have been closely involved in the development of our response and I thank them all for their considerable efforts so far.

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Vice-Chancellor’s overviewThe early decades of the 21st century are proving to be challenging for universities globally. Constant comparisons both within the sector and across sectors – with which we do not necessarily agree and which beg many questions – are taking place in political, economic and cultural environments not necessarily sympathetic to higher education.

We are evermore expected, rightly so, to justify ourselves; even as we compete. We do so in a complex international media environment, in which our words may not be reported as we wish them to be, and the issues that confront us may be misrepresented or ignored, and often are lacking in evidence.

All of us face the challenge of finding a way forward – more, a way to succeed and thrive. I believe that The University of Western Australia (UWA) has found that way in the UWA 2030 vision, officially launched in April 2019.

We have more to do in embedding that vision as a Western Australian vision in which we play the leading intellectual role, but great work has begun. This great work reorients us – turning our gaze outward across the Indian Ocean. We have committed to test and measure ourselves in one of the most dynamic


We have received national recognition and considerable international interest for our work on academic freedom and free speech. The Chancellor’s Review (prepared at the request of the Minister for Education, the Hon. Dan Tehan) and the UWA Statement produced by our Freedom of Expression Working Group, have placed UWA at the forefront in this area, helping calm a potentially heated situation.

As Vice-Chancellor of UWA, and Chair of the Go8, I was invited to be a member of Minister Tehan’s taskforce of five Vice-Chancellors to advise him on the next wave of Higher Education reform. The taskforce has already discussed the critical issue of university-industry engagement, commercialising research and forming greater linkages between universities, industry research and employment. All of which are essential ingredients of, all our UWA 2030 vision and our Strategic Plan for 2025.

This is my last Annual Report as Vice-Chancellor of UWA, and so I wish to note my gratitude and appreciation to all the staff for their dedication, commitment and efforts on behalf of the University and those we serve. It has been an enormous privilege to steward the University through fundamental transformation, growth and change during the past six years and I am confident that the University will continue to maintain its status as a fine institution of Higher Education, meeting and exceeding the expectations of the students, alumni, communities and industries and all those we serve globally.

.

Professor Dawn FreshwaterVice-Chancellor

regions of the world. By raising our sights and setting our minds and energies to becoming the intellectual hub of the Indian Ocean Rim, we will raise our performance. With a focus that has the potential to unite us with our communities, it may be a difficult thing to accomplish in testing times for any institution, but I believe that we are already on the way.

In these dynamic circumstances, 2019 has been another year of significant achievement and improvement for UWA. The ‘Be Inspired’ campaign helped us to acquire greater innovative capacity and diversity. There have been marked improvements in pure mathematics (now ranked well above world standard), astronomical and space sciences, physical chemistry, medical and health sciences, history and archaeology, human geography, plant biology, geology, oceanography, and electrical and electronic engineering.

The University is ranked in the top five in the world for mineral and mining engineering and the top 10 for marine/ocean engineering and clinical medicine; the top 15 for marine/ocean engineering; the top 20 for agricultural sciences and environmental science; the top 25 for anatomy and physiology, ecology and sport-related subjects; the top 30 for oceanography; the top 40 for civil and structural engineering and earth and marine science; and the top 50 for psychology.

In the Quacquarelli Symonds (QS) World University Rankings, UWA improved five places to 86 in 2019, as part of an ongoing improvement of 16 places in three years. We remain in the top 100 of the Academic Ranking of World Universities (ARWU), have improved in the Times Higher Education rankings and over the same three years, we have risen 18 places in the National Taiwan University (NTU) rankings.

Nationally, UWA has been recognised in the Engagement and Impact Assessment 2018-2019 National Report, which provides a snapshot of how university research translates into real-world benefits for society. We received the highest ratings for Western Australian universities on all items scored: impact, approach and engagement. The area of student recruitment and experience can be a fraught one for many universities, but we have done well. Our Future Students Centre won the Association of Tertiary Education Management award for Customer Service Excellence, with an increase of 20 per cent on their 2018 score.

At the end of March, we officially launched IQX – an innovation, co-working and event space operated by the University in partnership with Business Foundations, providing connections between researchers, students and entrepreneurs. This was followed in June, when we piloted UWA’s new Industry Sabbatical program, embedding a UWA researcher in a local business for up to 60 working days.

In August, the Commonwealth Government announced that 11 world-leading health and medical research projects at UWA would receive $17 million in funding.

The year was rounded off with UWA Emeritus Professor Cheryl Praeger being awarded the Prime Minister’s Prize for Science. The Prime Minister’s Literary Award for non-fiction was won by our Associate Professor Tanya Dalziell and Adjunct Associate Professor Dr Paul Genoni of Curtin University for the book they collaborated on.

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vYear in reviewUWA staff, students and researchers celebrated many significant achievements during 2019. Here’s a look at just some of those milestones.

• UWA launches IQX – an innovation, co-working and event space to help grow Western Australian small-to-medium-sized enterprises.

• The WA Premier announces that UWA will lead the development of the LNG Futures Facility, which will include a world-first microscale liquefied natural gas plant for research and education.

• UWA announces its bold new vision: UWA 2030, an ambitious agenda empowering staff and students to help address the world’s greatest challenges. UWA 2030 will create the next generation of global leaders through experience-rich education and world-leading, trustworthy research.

• The Blue Economy Cooperative Research Centre (CRC) is established with funding of $329 million to be the largest-ever CRC. UWA researchers will play a key role in investigating how to meet growing demand for renewable offshore energy sources.

• Construction begins on the Bilya Marlee (River of the Swan) building. Set to be completed in mid-2020, it will house the School of Indigenous Studies, the Centre for Aboriginal Medical and Dental Health, and the Poche Centre for Indigenous Health.

• UWA is awarded platinum status in the 2019 Australian Workplace Equality Index, which lists the University in the top five employers for lesbian, gay, bisexual, transgender, intersex, queer/questioning, asexual (LGBTIQA+) inclusion.

• UWA’s Fit For Study program, focusing on improving students’ health and wellbeing, is recognised with an award at the Australian Awards for University Teaching.

• A UWA plant scientist who made significant breakthroughs in disease resistance in canola wins the prestigious 2019 Nancy Millis Medal for Women in Science.

JANUARY


v

2030

• UWA’s Public Policy Institute launches Big Issues for Western Australia: Policy Options for 2019 and the Challenges Ahead.

• Emeritus Professor Cheryl Praeger wins the prestigious Prime Minister’s Prize for Science for her contribution to the mathematical sciences.

• UWA celebrates two decades of learning, teaching and research in Albany.

• A mechanical weed chipper designed by engineers and researchers from UWA and The University of Sydney wins the Rio Tinto Emerging Innovation category at the 2019 WA Innovator of the Year awards.

• Philanthropist and education advocate Dr Annie Fogarty AM and world-leading pre-term birth expert Professor John Newnham are recognised in the 2020 WA Australian of the Year Awards.

DECEMBER

• A research program led by UWA receives $5 million to improve the delivery of mental health services for Australia’s Indigenous population - part of the Federal Government’s Medical Research Future Fund Million Minds Mission.

• UWA students win the ExxonMobil Student Scientist of the Year and Shell Aboriginal STEM Student of the Year at the 2019 Premier’s Science Awards.

• EZONE North, the first section of the EZONE UWA Student Hub, opens its doors to students, industry and staff. The full facility is expected to open in 2020.

• UWA and industry partners open a joint Centre for Long Subsea Tiebacks research laboratory, positioning WA as a global energy hub and stimulating jobs and the economy.

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Students Staff1,375 academic staff

1,973 professional staff

Research*

5,410 research publications

$177,125,781 research income (2018 data)

Community engagement**

more than

127,500 LinkedIn followers

more than

155,000 Facebook followers

more than

7,200 YouTube subscribers

6,813 Monitored media items

more than 18,000 Twitter followers

more than 20,000 Instagram followers

5,529 postgraduates (by coursework)

1,553 higher degree (by research)

11,896 undergraduates

*headcount: 25,353 *headcount: 3,840 (1,620 academic, 2,220 professional)

3,348 full-time

equivalent staff18,978

4 faculties 32 research centres21 schools 2 research

institutes

Key statistics*

*Source: Higher Education Research Data Collection (HERDC) data**Source: Facebook, Twitter, LinkedIn, Instagram, YouTube

student full-time load


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t

Rankings

The QS World University Rankings

in 2019 ranks 86th in the world.

The Times Higher Education

World University Rankings

in 2019 ranks UWA 131st

in the world.

The 2019 Academic Ranking

of World Universities ranks

UWA 99th in the world.

The Good Universities Guide awards

UWA 5 stars for student demand

and student/teacher ratio in 2019.

* In 2019 QS, Times Higher Education and Good Universities Guide are published as 2020 rankings/ratings.

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UWA 2030 envisions a UWA education that will empower students to create the best possible future for themselves and, through their leadership, others. We will be globally acclaimed for our stimulating curriculum built on social responsibility, experience-rich learning and cutting-edge research.

We launched the Education Transformation Program that addresses: an experience-rich curriculum, teaching excellence, the student experience, lifelong learning, and regional education. Each of these streams of activity also supports the University-wide priority areas of global participation, Indigenous strategy, digital transformation and the regional strategy within Western Australia.

The flagship Bachelor of Philosophy (Honours) saw enrolments increase to 180 students, including the 2018 Fogarty Beazley Medallist.

The Cycle II Review, an external evaluation of our postgraduate coursework framework, was successfully completed. A panel of experts reaffirmed UWA’s vision and boldness in transforming its course model in 2012, and made recommendations to enhance the student experience.

In 2019, we saw the approval of a policy framework for micro-credentials, along with UWA’s first ‘boot camp’ for students wishing to upskill outside the formal degree structure. We also had a landmark year with the approval of a range of professional accreditations.

Education


We furthered the UWA-Student Guild Partnership to embrace Guild leadership of consultations over Grand Challenges, as well as joint work on mental health initiatives and assessment. Academic and professional staff, as well as students, participated in the Community of Practice initiative to allow grassroots ideas to flourish. In July 2019, we received accreditation of the UWA Academy Fellowship Scheme and its five pathways to HEA Fellowship, demonstrating our commitment to high-quality, world-leading teaching and learning.

The Educational Enhancement Unit (EEU) provided over 1,000 hours of one-to-one learning and teaching support and over 500 staff attended EEU workshops at the Crawley and Albany campuses. The deployment of the Flipped Classroom Grant Scheme exceeded expected participation by staff.

The EEU participated in the National Embedded Employability Initiative, creating ‘Internships at UWA’ for students seeking Work Integrated Learning placements.

The McCusker Centre for Citizenship placed more than 350 students with internship partner organisations in 2019, contributing more than 36,190 hours to the community. The Centre plans to increase to 500 student interns per year from 2021.

The student experience strategy, ‘Experience UWA 2025’, was finalised in 2019. Student Life received high praise from new students for the inaugural six-week transition program that gave them an opportunity to experience key activities each week, ranging from study and career skills to wellness and social connection.

University Hall’s Professional Development Portfolio won the Asia-Pacific Student Accommodation Association’s Excellence in Student Experience Award 2019. More than 250 students were actively involved in the program, which continues to develop.

UWA joined the Aon Women’s Uni 7s national rugby competition, the first Australian sevens competition for women, in 2019. UWA Sports Excellence Scholarships were introduced to encourage high-performing student-athletes to pursue a degree at UWA.

We hosted more than 400 Indigenous student athletes from 25 universities at the UniSport Australia Indigenous Nationals. UWA entered two teams in the competition: Manatj (white cockatoo) and Wardong (crow), which finished in sixth and eighth place respectively.

Six students, including five UWA Fogarty Scholars, received a 2020 New Colombo Plan Scholarship to study in the Indo-Pacific region. UWA Fogarty Scholar and Bachelor of Philosophy (Honours) student Luke Thomas also received the Association of Southeast Asian Nations Fellowship.

UWA celebrated 20 years in the Great Southern region, with more than 120 staff, students, and community stakeholders joining an academic procession through Albany. This year we laid the foundations for a strategy that will extend activities across the region.

Student Equity celebrated 10 years of Aspire UWA. Since 2009, Aspire UWA has engaged over 12,000 primary and secondary students in 600 hours of in-school workshops and on-campus events. The STUDYSmarter Mature-age Access Support team was awarded the UWA Citation for Outstanding Contributions to Student Learning for approaches to teaching and support

that influence and inspire students. We were recognised as a Gold Level Mental Health First Aid Skill Workplace, with 400 staff and students trained in mental health first aid. In addition to winning the 2018 Australian Award for University Teaching for Programs that Enhance Learning, the Health Promotion unit was also awarded the 2019 UWA Local Drug Action Group Community Action Award for 15 years of service.

We welcomed 17,500 people to our campus for UWA Open Day, which was facilitated by over 2,200 staff and 380 student and graduate volunteers. A new purpose-built Open Day app was downloaded 5,400 times. We saw a growth of 161 domestic students commencing their studies at UWA in 2019, most notably in postgraduate and non-TISC undergraduate students. International enrolment growth has been led by students from China, Singapore, India, Vietnam and Indonesia.

Visitor numbers to the UWA website increased by 137 per cent in 2019. Our Future Students area was ranked the top amongst Australian universities for excellent customer service standards in the CSBA SenseCX Benchmark Rankings.

I would like to take this opportunity to thank staff across the Education portfolio for their hard work in 2019. I look forward to working with you all in 2020 as we continue to build on our strengths in learning, teaching and student experience through the UWA 2020-2025 Strategic Plan.

Professor David SadlerDeputy Vice-Chancellor (Education)

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Research

Our research is centred on providing meaningful contributions on a global scale. As the University engages with its Strategic Plan for 2020-2025, we reflect on our research successes and look to the future.

We were ranked in the top 100 universities worldwide (QS and Academic Ranking of World Universities) again in 2019, a feat we first achieved in 2012 for ARWU and have maintained each year since. In 2019, the Australian Research Council (ARC)’s Excellence in Research for Australia outcomes were announced, with seven broad areas rated as well above world standard – an increase from the previous round. UWA was also rated high for impact in 14 out of 22 disciplines in the inaugural ARC Engagement and Impact assessment, which examines the translation of research into tangible benefits for society.

In 2019, a UWA team won the WA Innovator of the Year Award in the Rio Tinto Emerging Innovation category with a mechanical weed chipper which serves as a ground-breaking alternative to the use of herbicides for weed management in large-scale cropping operations. Also in the agriculture space, a UWA-based global team is determining strategies for managing agricultural land under climate change – an extension of the Future Farm 2050 Project, which was launched in 2010 and today continues to undertake multidisciplinary research into sustainable farming systems.

The first of the Forrest Scholars submitted his doctoral thesis, which will help us better understand the rich plant biodiversity of Western Australia. The scholar will remain in Perth, boosting the research capacity of the State. This is one of many great outcomes since the Forrest Foundation was launched in 2013 with the aim of encouraging acclaimed scholars and fellows to bring new and exciting research to the Western Australia.

The Einstein-First project received an ARC grant to teach and research physics education in primary schools. Physics has a strong tradition at UWA. In 2014 and 2015, the Gravitational Wave Discovery team played a major role in the momentous discovery of gravitational waves. Their findings marked the birth of gravitational wave astronomy, and the group continues to be at the centre of gravitational wave research.

We secured significant funding for new research infrastructure, including expansion of various national collaborative infrastructure capabilities, including nanofabrication, ocean sensing, proteomics and metabolomics and microscopy, enhanced by increased partnerships and significant co-investment from the WA State Government. This builds upon our ongoing co-investment in infrastructure, including the installation in 2016 of the largest centrifuge in the southern hemisphere for world-leading geotechnical and modelling research, including with industry partners.

We signed an agreement with Rio Tinto to study, protect and preserve the Indigenous rock art on the North West Shelf, and to ensure ongoing collaboration with the local communities. This follows on from 2017, when a UWA Archaeology team published a paper on the earliest evidence of human occupation in Australia, with a settlement on the North West Shelf dated from 50,000 years ago.

Associate Professor Tanya Dalziell was awarded the Prime Minister’s Literary Award for non-fiction; Emeritus Professor Cheryl Praeger won the Prime Minister’s Prize for Science; and Senior Lecturer James Ledger won an Australian Recording Industry Award for Best Classical Album.

UWA researchers contributed to knowledge across diverse research areas. Notable examples include studies of genome evolution in green plants, the global risk to sharks by fisheries, and termite activity in a changing climate. DNA Zoo Australia was launched, part of a collaborative global initiative using high-quality genomics to assist conservation of biodiversity. Our crop scientists were awarded projects to develop solutions for a range of food production issues, including coping with droughts and improved nutritional value, the outcomes of which will benefit not only Australia, but also the rest of the world.


Aligned with the UWA 2030 vision, the UWA Library began the development of a centralised service to support digitisation of cultural collections and research materials. This work has included the development of guidelines for projects involving Indigenous materials, digitisation and data management standards, and procurement of a digital asset management and discovery system. It will include the digitisation of the Cruthers Collection of Women’s Art.

As we look to the next decade, our mission is to remain an internationally connected research-intensive university, actively supported by and supportive of our stakeholders and community. Knowledge-led discovery will remain central to our future, underpinning our economic and social impact. We commit to open and accessible research – our results and data will be trustworthy; our researchers will operate with the highest ethical standards; we will continue to

develop and share our state-of-the art research infrastructure; and we will cultivate our active networks of key partners in the public and private sectors. This strategy builds on a strong, mature, and broad discipline base, and will take advantage of the strategic opportunities provided by our high-quality students, staff, location, history, and our many strong partnerships.

Professor Robyn Owens Deputy Vice-Chancellor (Research)

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Wright, was awarded the English Australia Award for Academic Leadership, recognising her long and distinguished contribution to English language learning, not only at UWA, but across the sector nationally.

With more than 100 new formal industry engagements, the Innovation and Industry Engagement team facilitated over $7 million worth of projects with a variety of industry sectors. The projects and themes identified through these new engagements have informed industry-driven focus areas to be targeted over the coming year.

The IQX co-working innovation space on Broadway has seen a 30 per cent increase in its community interactions in 2019, with more than 20,000 people coming through its doors. The co-working model continues to grow, with over 15,000 visits, 46 jobs created and $2 million invested in member companies. This year also saw the successful launch of IQ Academy. More than 200 students took part in UWA’s new pre-accelerator co-curricular program that assists participants to develop enterprise and innovation skills.

The Lawrence Wilson Art Gallery enjoyed record-breaking attendances for its Nikulinsky Naturally and Philip Noakes: Sculptural Silver exhibitions. The Berndt Museum presented Carrolup Revisited and Out of the Boxes and Into the Desert in the Janet Holmes à Court Gallery and the Cruthers Collection of Women’s Art showcased its collection in a year-long project, The Artist and Her Work.

There was great acclaim for the Perth Festival’s ‘Made in WA’ initiative to commission and present new Western Australian works alongside ground-breaking works from overseas and around Australia. An impressive 202,328 people enjoyed the return of Boorna Waanginy: The Trees Speak to Kings Park. The full 2019 Festival program also included the Australian premiere of The Magic Flute from Barrie Kosky’s Komische Oper Berlin, the Vietnamese circus Lang Toi: My Village, and the complete dramatisation of The Great Gatsby, Gatz, at the Octagon Theatre.

Once again the Cultural Precinct contributed to the vibrant life on campus through its WINTERarts and SPRINGarts programs. The University’s ongoing access program included a full program of events for visitors with disabilities, such as tours for sight-impaired visitors, Auslan interpretations, Alzheimer’s tours and the Inclusive Arts Week. UWA Publishing published 39 books this year. A highlight included the shortlisting of Anna Haebich’s Dancing in Shadows—Histories of Nyungar Performance for the Prime Minister’s Literary Award for History.

Alumni Relations continued to celebrate and profile UWA graduates with Plastic, plastic everywhere! – a panel discussion held in Singapore, focused on changing attitudes and behaviour to address the problem of plastic pollution – attracting close to 150 UWA graduates and friends. Meanwhile, the You, me and the big blue sea research dinner brought together an audience of almost 70, as part of UWA Albany’s 20th anniversary celebrations.

In 2019 the University introduced the Deputy Vice-Chancellor (Global Partnerships) portfolio to lead the achievement of priorities and strategies contained within the Global Partnerships and Engagement pillar of UWA 2030. As an authoritative global leader in education, and cross-disciplinary and translatable research, UWA continues to forge and nurture strong, deep partnerships that reinforce our position at the fulcrum of the Indian Ocean Rim.

In June 2019 UWA’s Vice-Chancellor became the Chair of the Matariki Network of Universities, an international group of seven research-led, like-minded universities. UWA hosted two Matariki research-themed events during the first week of December 2019: the Matariki Humanities Colloquium focused on Digital Humanities, and the Matariki Oceans and the Blue Economy Research Theme Workshop II, focused on ‘Energy and the Oceans’.

UWA welcomed over 300 students from our key articulation partnerships, particularly in China, while exciting new articulation and dual degree opportunities have been established with US partner, the University of Denver.

The Centre for English Language Teaching entered the third successful year of offshore delivery at Kansai Gaidai University, and continued to expand its study tour operations with a record 54 special programs in 2019. Continuing the Centre’s success, its Director of Studies, Mrs Anne-marie

Global Partnerships


The inaugural CareerConnect conference was held in December. With a focus on career pathways for young alumni, it was delivered largely ‘by alumni, for alumni’ in a mentoring format. Many graduates also participated in the annual Convocation Day and associated ceremonial tree planting on the James Oval.

Over $3 million in philanthropic funding was secured from various foundations to support the WA National Imaging Facility for the creation of the Research Imaging Centre WA, including the provision and installation of MRI and PET-CT equipment for human imaging and upgrades to the existing preclinical facilities and appropriate academic and support staff. This is a substantial investment in WA by both federal and state governments, our research consortium partners and philanthropic foundations.

Since the launch of the Young Lives Matter Foundation in 2018, UWA has already distributed a total of $100,000 to world-class research into suicide prevention through the inaugural Young Lives Matter Foundation Grants.

Additionally, the University forged new partnerships through the Community Partnerships Program and supported more than 50 local community initiatives. We look forward to continued success and wide community engagement in 2020.

Tayyeb Shah Deputy Vice-Chancellor (Global Partnerships)

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Corporate Services

The Corporate Services portfolio provides services across Campus Management; Finance; Information Technology; Service Delivery; Strategy, Planning and Performance; and Venues Management.

In all of these areas, we are focused on ensuring the University is recognised as a vibrant, sustainable and connected hub that welcomes our students, staff, partners, the community and the wider world.

During 2019, we balanced day-to-day activities with laying the foundations to implement the Strategic Plan 2020-2025. This has included delivery of a Campus Master Plan and IT roadmap, deployment of a Targeted Financial Strategy supported by activity-based costing, and initiation of the Services Project. The latter will provide contemporary and flexible services to support UWA’s research, education and engagement activity. Combined, these initiatives pave the way to achieving the Sustainable Environments, and Effective and Sustainable Operations components of the Strategic Plan.

24 The University of Western Australia24 The University of Western Australia

Venues Management (including the University Club) community engagement activities have delivered positive results on the back of increased booking activity. This has included the coordination and delivery of approximately 10,000 bookings and catering for over 750,000 people. This has helped facilitate a contribution of $30,000 in student scholarships, raising the Club’s overall contribution to date to $200,000.

The University Club remains a world-class event facility with a self-funded reinvestment program. In 2019 it has seen refurbishment of the Banquet Hall, upgrades to the Club’s audio-visual systems and the purchase of significant new kitchen and refrigeration equipment. Leading sustainability efforts, the University Club has implemented a food waste collection project. This has been formally recognised by the City of Perth and has diverted 15.6 tonnes of food waste from landfill in only six months. This figure is expected to quadruple in 2020 as we expand the program to other areas on campus.

The Campus Management and IT directorates have collaborated on the delivery of the new Campus Master Plan, which will guide the next decade of physical and digital campus developments. This will balance the need for the provision of contemporary facilities for students, researchers and community partners with protecting the campus’s heritage values.

In May the UWA app was launched. It enables students to use their mobile device to locate relevant University events, find their way around campus, and utilise services for wellbeing and support. This has been paralleled by greater digitisation of student-facing activity. The digitisation has been conducted in consultation with students and implements improvements in online learning environments, resulting in improved student information and administration. A new international agent portal has unified application and acceptance into one portal, delivering an improved, seamless user experience to agents and applicants. Work continues to upgrade and replace our critical systems and ICT infrastructure, including extending campus-wide Wi-Fi and telephony coverage.

We continue to invest in new state-of-the-art facilities. Significant milestones were notably achieved in building new facilities, with the completion of the EZONE UWA Student Hub in 2019. Work continues to take shape on the final construction of the $80 million EZONE project, which will support learning, teaching and industry engagement innovations, improve the student experience and strengthen collaboration with industry. Now and into the future, the facility itself will also serve as a teaching tool. This project has been supported by multimillion-dollar investments from leading corporations including BHP and Woodside, as well as generous gift donations from a number of alumni. Strong progress continues on construction of the Bilya Marlee (River of the Swan) building, which will house the School of Indigenous Studies, Centre for Aboriginal Medical and Dental Health, and Poche Centre for Indigenous Health. Both buildings are scheduled for completion in 2020.

In 2019 there has also been a strong focus on service improvement. Customer service standards have been monitored through a satisfaction survey, and training has been implemented. While the survey has shown a near five per cent improvement in service satisfaction, there is further need for innovation and improvement. To drive this, the Services Project has been initiated. This two-year project will modernise our professional services towards effective and sustainable operations, as outlined in our 2020-2025 Strategic Plan. To date, the project has seen the automation of some simple services and the design of new approaches to customer interactions across finance, human resources, campus management, information technology, marketing, student recruitment and student support services. Implementation will progress from January 2020 in consultation with service users. The project aims to increase user satisfaction and operational performance through digitisation, automation and simplification of our current practices. Planning in the final quarter of 2019 has focused on increasing scale and accelerating pace of change in 2020.

Finally, a strong focus on appropriate expenditures and cost control has delivered projected 2019 financial outcomes. This positions us well to maintain the momentum we have generated to progress the strategic change program into 2020.

Robert WebsterChief Operating Officer (Corporate Services)

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Arts, Business, Law and Education

FACULT Y FOCUS

The Faculty of Arts, Business, Law and Education (ABLE) is now in its third year and hitting its stride across research impact, teaching excellence and external engagement.

The Faculty’s research performance and profile continue to improve. This was reflected in the Excellence in Research for Australia (ERA) 2018 results, where 12 fields of research were ranked above or well above world standard, double the number since 2015 – a significant achievement.

The depth and breadth of research expertise was also reflected in world rankings, where five ABLE subjects were ranked in the world’s top 100 (QS World University Rankings 2020); Law was ranked 75 in the world, and Business and Economics was ranked 151-175 in the world (Times Higher Education World University Rankings by Subject 2019). The UWA MBA was ranked the highest course of its kind in Western Australia (Australian Financial Review BOSS MBA Rankings 2019).

Research across Arts, Business, Law and Education has translated into meaningful benefits for the community. In the 2018 ARC Engagement and Impact Assessment, the Studies in Human Society field was one of only two at UWA to receive ‘highs’ in all areas of engagement and impact, with strong results also for Economics, Education, Built Environment, Commerce and Management, Law, History and Archaeology, and Aboriginal and Torres Strait Islander research.

Three Faculty schemes either began or continued through 2019. Sixteen early career academics developed research and leader capabilities in the Emerging Research Leader Initiative (ERLI), and the Fellowship Attractor Scheme supported four fellowship applications for mentorship research support and guaranteed backfilling for successful applicants.

Likewise, the Research Accelerator Scheme has been supporting fellowship applications and cross-disciplinary research capability respectively. Four awarded funds in 2018 have continued productively in 2019, and most projects have leveraged additional industry and community support.

The Faculty comprises and is supported by deeply committed and highly productive academic and professional staff. Several members of staff commenced in 2019 after being recruited through the ‘Be Inspired’ campaign, bringing significant research and teaching expertise: Associate Professor Julia Powles (Law), Professor Jakob Madsen (Macroeconomics), Professor Ben Reilly (International Relations), Associate Professor Richard Volkes (Anthropology), Professor Rob Wilson (Philosophy), Professor Elise Bant (Law) and Ms Tracy Redhead (Music).

Our researchers consistently lend expertise to work on the global challenges of our time. Mental health was at the centre of ‘Answering the Call’, a collaboration with Beyond Blue.

For our ageing population, the School of Social Sciences embarked on a project around ‘Ageing and New Media’; and for the disability sector, Business School researchers released a White Paper for the future of disability services in Australia. The Centre for Social Impact’s Social Impact Festival drove positive change with its strong Indigenous focus, while ABLE staff contributed to the Not-for-profits UWA (NFP UWA) Research Group’s Accountability Summit.

There have been large improvements in teaching and learning since 2018: 22 ABLE staff won Excellence in Teaching Awards, up from nine last year. These awards ranged from Early Career to Service Awards for Outstanding Contributions to Student Learning, showcasing a wide variety of teaching talent and representation across schools. Dr Grace Oakley and Kate Offer were nominated for the Australian Awards for University Teaching (AAUT), and Dr Zhangxin (Frank) Liu and Antony Gray were nominated for AAUT Outstanding Contributions to Student Learning.

The Faculty is the largest single contributor to the University’s teaching programs by both volume of students and the number of course offerings, contributing around 46 per cent of the University’s undergraduate and postgraduate coursework students in 2019. Our high-quality teaching was reflected in the 2018 Students’ Unit Reflective Feedback (SURF) results: 68 per cent of evaluated units were rated ‘excellent’, up from 61 per cent the previous year.


New initiatives to support ongoing improvement in education quality and enhance offerings include: tutor training programs by FABLE learning designers; the FABLE Fellowship Program which gives PhD students teaching and learning development; Work Integrated Learning (WIL) unit enrolment increasing to 230 students; continuous improvement of unit design, delivery and assessment; and the development of new offerings including Criminology, Business Analytics, Digital Music, and Health Leadership and Management.

Finally, the Faculty has been consistently engaged across a range of industry, government and community activities within Australia and globally. Among the local community, Law students worked with not-for-profit organisations through the ‘Legal APPtitude’ Pilot Program, leadership capacity in African migrant women was built through the African Research and Engagement Centre’s A-Lead program, and the Centre for Muslim States and Societies is set to deliver cultural awareness training to the Australian Federal Police.

We’re very much looking forward to 2020 and the opportunities it will bring.

Professor Matthew TontsExecutive DeanFaculty of Arts, Business, Law and Education

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Throughout 2019, the Faculty of Engineering and Mathematical Sciences (EMS) continued to be recognised for the quality of its research. The Faculty performed well in international subject rankings, and ranked in the top 50 universities worldwide in a number of fields of engineering. The Academic Ranking of World Universities subject rankings placed UWA fifth in the world for Mining and Mineral Engineering, and seventh in the world for Marine/Ocean Engineering. The Faculty secured first in Australia for Marine/Ocean Engineering and Environmental Science and Engineering.

Top honours were also received by EMS researchers. Emeritus Professor Cheryl Praeger was awarded the Prime Minister’s Prize for Science for her contribution to the mathematical sciences. Professor Melinda Hodkiewicz, BHP Billiton Research Fellow, was elected a Fellow of the Australian Academy of Technology and Engineering. Dr Maxim Goryachev was awarded the 2019 NMI (National Measurement Institute) Prize. Five EMS-supervised PhD students were awarded WA State Government New Industries Fund Science Industry PhD Fellowships.

Engineering and Mathematical Sciences

FACULT Y FOCUS


Engineering and Mathematical Sciences

EMS had funding success in the National Competitive Grant Program, with highlights including: one Laureate Fellow (Professor Enrico Valdinoci, Mathematics and Statistics); two Future Fellows (Associate Professor Muhammad Hossain, Oceans Graduate School and Dr Danail Obreschkow, International Centre for Radio Astronomy Research (ICRAR)); one Discovery Early Career Researcher Award (Dr Hugh Wolgamot, Oceans Graduate School); Linkage Project International collaboration in teaching and learning of Einsteinian physics (Winthrop Professor David Blair et al.); Australian Research Council Industrial Transformation Training Centre in Data Analytics for Resources and Environments (two UWA Chief Investigators); and Forrest Fellowship (Dr David Gozzard, ICRAR).

In the area of teaching, Dr Ghulam Mubashar Hassan won the EMS Faculty award for Excellence in Individual Teaching and Associate Professor Adrian Keating received a commendation in the same category. Dr Feifei Tong was awarded the Excellence in Individual Teaching (Early Career) award. The award for Outstanding Contribution to Student Learning was presented to Professor Herbert Ho-Ching Iu. Both Dr Hassan and Professor Iu were also awarded citations for Outstanding Contributions to Student Learning at the 2019 UWA Excellence in Teaching Awards. Dr Andrew Guzzomi was nominated by the University for an Australian Award for University Teaching.

We celebrated the achievements of our students at the 2019 Faculty of Engineering and Mathematical Sciences Awards Breakfast, where 53 EMS students were awarded prizes donated by partners including Chevron, Woodside, Lycopodium, Monadelphous, Shell and the Water Corporation. The coveted Faculty of Engineering and Mathematical Sciences Medal was awarded to Bachelor of Science (Honours) (Physics) student, Emmanouil Raptakis.

Congratulations to Dr Qiuhong Ke on winning the Australian Computer Society (ACS) 1962 Medal for her work in video recognition technology. Dr Andrew Guzzomi and Dr Carlo Peressini were part of the team that won the Rio Tinto Emerging Innovation award category at the 2019 WA Innovator of the Year awards. Meanwhile, the UWA Girls in Engineering program was shortlisted as one of three finalists for the 2019 Department of Industry, Innovation and Science Eureka Prize for STEM Inclusion, and UWA EMS graduate Thomas Jenkins received a John Monash Scholarship.

The EZONE UWA Student Hub (EZONE), comprising the refurbished Electrical and Electronic Engineering building, now named EZONE North, and the new building, EZONE Central, continues to take shape. Once complete, it will transform the way we educate students, undertake research and engage with the community. In August 2019, EZONE North opened its doors to

students, industry and staff. During its first semester of operation, EZONE North housed teaching of 10 units and hosted over one 100 events. Over one-third of the activity in this building has been student-led and over 25 per cent of events were initiated or sponsored by industry, engaging over 1,000 students. EZONE North is quickly becoming the place where connections and collaborations occur. The new building, EZONE Central, is scheduled for completion in Semester 1, 2020. The combined EZONE area will provide an unparalleled student experience, building an innovative and collaborative culture based on a science, technology, engineering and mathematics capability.

As we look towards 2020, the Faculty is focused on financial sustainability and ensuring there is capacity to deliver new offerings in growth areas such as Artificial Intelligence and Mechatronics. The Faculty is committed to delivering high-quality learning and teaching, and will capitalise on EZONE to deliver a focal point where industry, academics, students and potential students can innovate and collaborate.

Professor John DellExecutive DeanFaculty of Engineering and Mathematical Sciences

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Health and Medical Sciences

2019 marked a year of continued success for the Faculty of Health and Medical Sciences, with our staff and students making significant contributions to the health of local and global

communities through research, teaching, and engagement

with industry and community partners.

In 2019 we taught approximately 4,000 students in our range of undergraduate and postgraduate programs. The quality of our learning and teaching was celebrated in the Faculty Excellence in Teaching Awards, in which 66 staff were recognised. Three academics were nominated by the University for the Australian Awards for University Teaching.

We recognised the achievements of our outstanding students at our annual prize-giving ceremonies, where 118 prizes were awarded to 79 students. These prizes were generously supported by our valued friends and donors, who celebrated alongside

the students’ proud teachers, family and friends.

FACULT Y FOCUS


Our professional postgraduate programs continue to be accredited. This year the Master of Clinical Pathology, introduced in 2015, received its inaugural and unconditional accreditation by the Australian Institute of Medical Scientists. This is the first program of its kind in Australia with diagnostic and research pathology streams.

The Faculty has actively sought to give our students the opportunity to learn from our researchers by embedding research into the curriculum of both undergraduate and postgraduate degrees. Students in the professional postgraduate programs had the opportunity to undertake clinical or laboratory-based research, and presented their work at a range of research forums, including national and international conferences.

In 2019 our ranking, in Clinical Medicine rose to number 8 in the world and first in Australia, in the Academic Ranking of World Universities. This outstanding result demonstrates the quality of the work we do and has further enhanced our reputation internationally for research excellence. We continued to attract world-class academics across a range of disciplines. The calibre of the appointees through the ‘Be Inspired’ campaign will further strengthen our academic standing in health and medical sciences. We continued to win major grants despite an increasingly competitive funding environment. In 2019 the Faculty received over $90 million in research income including $32 million from the National Health and Medical Research Council

and $28 million from the Medical Research Future Fund.

Our researchers continue to achieve remarkable life-changing discoveries by embodying our mission of lifelong health through education and innovation. In 2019, the Faculty held its inaugural Health Research Awards evening to recognise their work and to award grants, scholarships and impact awards to the highest achievers. Our most distinguished Professors contributed to the highly successful monthly ‘Dean’s Distinguished Lecture Series’, where academics, professional staff, graduates, alumni and students learn about the diversity, depth and impact of the research undertaken within the Faculty.

The Western Australian Centre for Rural Health (WACRH) celebrated its 20th anniversary in 2019. This year saw the largest number of students ever take up regional and remote placement opportunities. WACRH’s presence has led to a significant improvement in health and wellbeing of people living in rural and remote locations.

The Faculty has an active international program. A highlight of 2019 was the first cohort of clinical medicine students from Zhejiang University in China completing the UWA component of their Biomedical Sciences Articulation Program. This innovative program was a finalist for the second consecutive year at the 2019 WA Industry and Export Awards. Additionally, the Faculty continued to collaborate extensively with international partners in research and teaching, and participated in a number of overseas alumni events. The “MD+” program to attract international students to UWA was launched early in 2019 in Hong Kong.

In 2019 the Faculty contributed to a number of external reviews. Of greatest significance was the State Government’s Sustainable Health Review. A number of the initiatives from this are relevant to our Faculty and we will be further engaging with the State to progress these.

We are proud to have outstanding professional and academic staff, as well as alumni who contribute to the success of our students through mentoring, guest lectures and supervision. We thank them for their many contributions to the development of our future health professionals and researchers. We also congratulate our staff and alumni for the many national and international awards attained this year. Their outstanding achievements have been recognised in the biannual ‘Faculty Highlights’ publication.

Looking to 2020, we will continue to strengthen our partnership with WA Health and other strategic partners. In alignment with the UWA 2030 vision, we are focusing our efforts on advancing knowledge, translating outcomes and continuing to provide modern, high-quality and research-led education to improve the health and wellbeing of our communities in Western Australia and beyond.

Professor Wendy ErberExecutive DeanFaculty of Health and Medical Sciences

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This year the Faculty has been focused on how best to position itself relative to the UWA 2030 vision and the enabling strategies outlined in the UWA Strategic Plan 2020-2025. In doing so we have sought to align our current activities with UWA 2030 and what can be delivered over the short to medium term. This has required a detailed analysis of our cost base, a redesign and relaunch of new postgraduate programs and an increased focus on community engagement, particularly on how the science we do can be used to help futureproof Western Australia.

As part of this process we have repositioned the Faculty’s ‘UWA Science Global’ initiative and our high-level research themes in agriculture, health, minerals, energy and environment, maximising human potential for knowledge and discovery, to provide a more direct focus on the Indian Ocean Rim. This change recognises the strong link between the University and the State and the importance of working together for the benefit of Western Australia and its neighbours around the Indian Ocean. We have identified three key areas for future investment and development:

• WA Feeding the World – a research direction that recognises our unique location and is designed to help WA farmers thrive in a harsh and changing environment (futureproofing agriculture);

• WA Thriving in the Indian Ocean Rim – sustainable minerals and energy, and sustainable environments (resourcing the future); and

• WA Healthier People in a Healthy Place – dealing with physical and social isolation and fighting fatigue (maximising human potential).

Science

This agenda is coordinated through our research and community and engagement committees, and in 2019 involved large numbers of staff from across the Faculty in over 500 different activities. At a conservative estimate, the Faculty engaged in meaningful outreach with more than 5,000 individuals from across WA.

Over the past few years the Faculty has maintained its reputation as one of Australia’s leading science faculties and continues to support a strong and vibrant research base. In 2019, in discipline-specific rankings published by the Academic Ranking of World Universities (ARWU), UWA ranked top in Australia in Agricultural Sciences (18th in the world), Environmental Science and Engineering (19th in the world), and Biological Sciences (35th in the world). We are also highly ranked by ARWU in Human Biological Sciences (2nd in Australia, 31st in the world), Ecology (3rd in Australia, 24th in the world), and Oceanography (3rd in Australia, 28th in the world). We hold top 100 positions in Earth Sciences, Water Resources, Psychology and Geography.

Using a different set of reputational measures (QS World University Rankings by Subject) we are also highly ranked in Anatomy and Physiology (22nd in the world), Sports-related subjects (24th in the world), Earth and Marine Sciences (37th in the world), Agriculture and Forestry (42nd in the world) and Psychology (42nd in the world). Consequently, each of the six schools in the Faculty now hosts one or more disciplinary strengths that have been ranked amongst the world’s top 100.

In keeping with the UWA 2030 vision we have been working to improve the student experience and prepare graduates to work not only in WA or Australia, but anywhere in the world. Among our undergraduates in Science and Mathematics, overall satisfaction according to 2019 QILT (Quality Indicators for Learning and Teaching) results sits at 80 per cent. This is above the national average of 77 per cent and places us fourth in the Group of Eight (Go8).

Our Faculty’s education portfolio was reshaped in 2019 to focus on a number of key areas, including the identification of clearer student pathways from bachelor’s to master’s degrees, curriculum transformation (including the launch of new or revised programs) and the impact of digital education.

The overall satisfaction of our postgraduates in Science and Mathematics currently sits third-highest among the research-intensive Go8 universities (78 per cent, according to QILT 2019), with 84 per cent of respondents giving a positive rating to skills development. This is second only to the Australian National University and above the national average of 80 per cent.

Our work on providing a sector-leading educational experience for our students was accelerated in 2019. We have been exploring how best to capitalise on the pedagogical and curriculum transformation opportunities that emerge from the adoption of digital approaches in the structuring and modularisation of teaching materials. We have also been exploring how best to optimise assessment practices and this year took our first steps into the use of virtual and augmented reality in teaching.

FACULT Y FOCUS


Early in 2019, the Faculty made gender equity a strategic priority and agreed to a targeted change process that included a full analysis of gender ratios at all academic levels, maintaining and expanding opportunities for women in leadership, revisiting the appointments process, improving the visibility of women on key Faculty, University and national committees, and reviewing the Faculty’s mentoring and promotion strategies. This commitment has helped shape Faculty policy on best practice for staff appraisal and highlighted concerns about unconscious bias and the importance of recognising and challenging gender-biased events, such as conferences and workshops.

Realising the aspirations of UWA 2030 will require innovation and a willingness to challenge how things are done. Progress made during 2019 will help ensure that the Faculty of Science is well placed to help the University deliver on this ambitious agenda.

Professor Tony O’DonnellExecutive DeanFaculty of Science

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Our University


uwa.edu.au 35

For over 100 years The University of Western Australia has had the objective, ‘to advance the welfare and prosperity of the people’ through educational and research activities – a statement first defined with the foundation of the University by the University of Western Australia Act 1911.

Mission, vision and objectives

Mission

To provide world-class education, research and community engagement for the advancement of the prosperity and welfare of our communities.

Vision

Creating the next generation of global leaders through experience-rich education and world-leading, trustworthy research.


EducationA UWA education will empower students to create the best possible future for themselves and, through their leadership, others. We will be globally acclaimed for our stimulating curriculum built on social responsibility, experience-rich learning and cutting-edge research. Our priorities:

i. Ceaselessly drive innovation in our curriculum to create unique and globally relevant educational experiences.

ii. Exploit the potential of disruptive digital technology to positively transform the student experience.

iii. Broaden the variety of courses we offer and the diversity of students we attract.

Research and InnovationAs one of the world’s elite, research-intensive universities, we will be known for our trusted, reproducible, transformative, open research and accessible data. We will be recognised for leading teams in resolving real-world challenges that are critical to the planet and its people. Our priorities:

i. Focus our research on resolving the world’s Grand Challenges to improve lives and our environment.

ii. Engage in research that is digitally driven and data-intensive.

iii. Be the world leader in open, accessible and trusted research.

Values

ExcellenceWe consistently pursue the highest levels of achievement, creating the best outcomes possible.

IntegrityWe are honest and ethical and show respect for, and appreciate, each other, our partners and our communities – valuing our differences.

InnovationWe are constantly, and creatively, improving and adapting.

CollaborationWe share our collective intelligence to achieve more.

Equity

We are committed to providing everyone at UWA equality of opportunity, experience and outcome.

Strategic priorities

In 2019 the UWA 2030 vision and Strategic Plan 2020-25 were launched, outlining a program of uplift and transformation in response to the changing external environment, putting UWA in the best position to continue to benefit the community.

The UWA 2030 vision defines our strategic objectives across the three pillars of Education, Research and Innovation, and Global Partnerships and Engagement; enabled by Sustainable Environments, People and Culture, and Effective and Sustainable Operations plans.

Global Partnerships and EngagementAs an authoritative global leader in education and cross-disciplinary and translatable research, we will forge and nurture strong, deep partnerships that reinforce our position at the fulcrum of the Indian Ocean Rim. Our priorities:

i. Be the pre-eminent academic leader in the Indian Ocean Rim.

ii. Build deeper and broader partnerships with industry, governments and not-for-profits to inform and translate our research.

iii. Engage openly and ensure our research benefits the widest possible range of communities.

Sustainable EnvironmentsWe will recognised as a vibrant, sustainable and connected hub that blends our heritage with our future and welcomes our partners, the community and the wider world.

People and CultureUWA will be a remarkable place to work, attracting and retaining world-class staff from diverse backgrounds who want to build careers, drive change, provide leadership and create opportunities at an institution renowned for its excellence.

Effective and Sustainable OperationsOfferings (academic and administrative) will be high-quality, timely and user-focused, and will be designed to enable our education, research and engagement aspirations.


Operational structure:governance and management

Senate

The University of Western Australia Act 1911 gives the Senate powers to act in the interests of the University through the making of statutes, regulations and by-laws, and through the management of income and expenditure. It provides powers of delegation for the Senate, so that day-to-day management of the University can be delegated to officers employed by the University. Senate membership and information on the number of meetings held is listed on the following pages of this Annual Report.

Amendments to the UWA Act came into effect in 2017, impacting on the size and composition of Senate. These changes were reflected in the Senate in December 2017. A major review of UWA’s subsidiary legislation was initiated in 2017 and continued into 2019, and is expected to be completed in early 2020.

Other State Acts that have an impact upon the University are the University Buildings Act 1952, the University Medical School Teaching Hospitals Act 1955, and the QEII Medical Centre Act 1966.

The University is responsible to the State Minister for Education for the proper conduct of its business, under the State legislation. However, the majority of its funding is invested by the Commonwealth and it is therefore responsible to the Commonwealth Minister for Education for the delivery of its teaching and research programs, and for the provision of adequate infrastructure to support those programs.

Senate’s key activities are:

• the setting of strategic directions• the oversight, audit, and review

of proper governance processes to ensure proper systems of control, accountability, and risk management

• the assessment and monitoring of performance against targets and benchmarks, including financial performance

• the making and amending of University legislation

Standing Committees of the Senate convened to enable this are:

The Audit and Risk Committee has responsibility for reviewing the University’s financial reporting; reviewing the effectiveness of the University’s risk management; reviewing and assessing compliance with relevant regulatory and legal requirements; and the fulfilment of its contractual obligations.

The Chancellor’s Committee coordinates planning for the programs of the Senate and its key committees; undertakes forward planning of the Senate; and reviews induction professional development programs for Senate members.

The Strategic Resources Committee monitors, makes recommendations and reports to the Senate on the financial welfare of the University, including University investments; monitors and makes recommendations on campus planning initiatives and major physical infrastructure developments; and monitors policy on staffing resources.

Academic BoardThe University’s peak academic body is the Academic Board, established by the Senate under Statute 19 and chaired by a member of the academic community.


The Academic Board recommends to the Senate the making, amending, and repealing of regulations relating to courses, scholarships, prizes and other awards and to all other academic-related matters; and approves rules specifying the course requirements, structures and policies applying to courses for degrees, diplomas and certificates. The Board also advises the Senate on all proposals for the creation or disestablishment of faculties and schools.

The Board is supported by its executive committee; the Academic Council, which has delegated powers for dealing with many items of Board business; and by a range of standing committees which provide policy advice on academic matters. The committee system is replicated at the faculty and school levels.

Statute 8 establishes the faculties, which are responsible for the general administration of the courses under their governance. Each faculty is headed by an executive dean who has dual responsibility – to the faculty for providing vision, academic leadership, and effective management; and to the Vice-Chancellor for the effective leadership and management of the faculty’s human, physical, and financial resources located in the schools resourced by the faculty.

Executive

Senate appoints the Vice-Chancellor and works in partnership with the incumbent in this role to maximise the University’s capacity and performance and to ensure its fiscal viability.

Vice-Chancellor – Professor Dawn FreshwaterAppointed as the Chief Executive Officer and delegated with operational responsibility of the University.

The Vice-Chancellor has appointed an executive group to assist with her responsibilities for the academic, financial, administrative and other business of the University.

Senior Deputy Vice-Chancellor – Professor Simon BiggsResponsible for broad line management of the Executive Deans of faculties; for staffing policy; and deputising for the Vice-Chancellor in her absence.

Deputy Vice-Chancellor (Education) – Professor David SadlerResponsible for undergraduate and postgraduate coursework education; education policy; the UWA student experience; domestic and international student recruitment; and marketing.

Deputy Vice-Chancellor (Global Partnerships) – Mr Tayyeb Shah (from June 2019)Responsible for leading the University’s engagement with the wider community locally, nationally, and internationally. This includes art and culture, industry and alumni engagement.

Deputy Vice-Chancellor (Research) – Professor Robyn Owens (to November 2019)Acting Deputy Vice-Chancellor (Research) – Professor Tim Colmer (from December 2019)Responsible for research and research training; research policy; research translation and commercialisation; and the University Library.

Chief Operating Officer – Mr Robert Webster Responsible for matters relating to finance and resources, including campus and digital infrastructure management and development; and for guiding the development of strategy and monitoring of performance.



2019 Faculty Executive Deans

Faculty of Arts, Business, Law and Education Professor Matthew Tonts

Faculty of Engineering and Mathematical Sciences Professor John Dell

Faculty of Health and Medical Sciences Professor Wendy Erber (to December 2019)

Faculty of Science Professor Tony O’Donnell The Vice-Chancellor may also appoint Pro Vice-Chancellors whose responsibilities extend across the University. In 2019 they were:

Pro Vice-Chancellor (Research) Acting to November 2019 Professor Tim ColmerPro Vice-Chancellor (Research) Acting from December 2019 Professor Andrew PagePro Vice-Chancellor (International) Acting to March 2019 Professor Anu Rammohan

Professor Yinong LiuProfessor Minghao Zheng

Pro Vice-Chancellor (International)* Acting to September 2019 (*Role changed to Director, Global Partnerships in September 2019)

Professor Erika Techera

Pro Vice-Chancellor (Engagement) Ms Samantha ToughPro Vice-Chancellor (Education) Professor Peter DeanPro Vice-Chancellor (Indigenous Education) Professor Jill Milroy

The University’s decision-making structures and processes combine a significant level of operational autonomy (both academic and budgetary) in the faculties with a cohesive institution-wide approach to policy and process.

Diagrammatic representations of the University’s governance system and its executive management structure are set out in the following pages.

uwa.edu.au 41

Co-opted members

Pro-Chancellor Frank Cooper AO, BCom W.Aust. (2012) 2023

Michele Dolin, BA Maryland, MA Mich.State, MBA Melb., FCPA (2012) 2021

Sue Gordon AM, LLB Hon.DLitt W.Aust.(2019) 2021

Michael Byrne, MSc Denver DU (2019) 2021

Robert (Bob) Olivier, BSc W.Aust., BSocSci (Hons) Curtin, PhD W.Aust. (2019*) 2022

2019 meetings of Senate members

Monday 11 March

Monday 29 April

Monday 24 June

Monday 26 August

Monday 21 October

Monday 9 December

Elected by Academic Board

Raymond da Silva Rosa, BCom PhD W.Aust. (2015) 2019

Elected by general staff

Craig Williams, BSc, W.Aust. (2017) 2020

Elected by students

Conrad Hogg, BPhil (Hons) DipModLang W.Aust. (2018) 2019*

Alex Tan, BSc W.Aust. (2018) 2019*

Bre Shanahan, BA W.Aust. (2019*) 2020

Rahul MS, BTech SRM (2019*) 2020

Member ex-officio

The Vice-Chancellor, Dawn Freshwater, BA Manc., PhD Nott., FRCN, RN

Chancellor

The Hon. Robert S. French AC, BSc LLB W.Aust. (2017) 2020

Appointed by the Governor

Lynton Raymond Hayes, BEc W.Aust., MPA PhD Indiana, Hon. FAIM (2008) 2020

Susan Lee Murphy AO, BEng W.Aust. (2015) 2022

Joanne Farrell, BSc W.Aust., GradDip Management Curtin, BLP UNSW, SLP LBS (2019*) 2022

Elected by Convocation

Simon Lee Dawkins, BEc W.Aust., DipEd Canberra CAE, MPhil City (UK), FAICD (2010) 2021

Warren Kerr AM, BArch W.Aust., MHP NSW, LFRAIA FACHSM FAIM, Hon. AIA Hon. FNZIA (2019) 2022

Elected by academic staff

James O’Shea, BSc PhD Melb. (2012) 2020

The members of the University Senate in 2019 are listed below. The date in brackets at the end of each entry indicates the year a person first became a member of the Senate. The second date indicates the year of expiry of the current term of office. An asterisk indicates membership for part of the year only.

Senate members


Meetings of committees

Senator’s period of membership

in 2019

Senate meetings

Audit and risk Chancellor’s Honorary

degreesStrategic resources

A B A B A B A B A B

Mr M. Byrne Whole year 6 4

Pro-Chancellor (Mr F. Cooper AO) Whole year 6 6 5 4 1 1 6 6

Professor R. da Silva Rosa Whole year 6 6 1 1 6 6

Mr S. Dawkins Whole year 6 6 6 6

Ms M. Dolin Whole year 6 6 5 5 5 5

Ms J. Farrell From 06.08.19 3 3

Chancellor (The Hon R. French AC) Whole year 6 5 5 1 5 5 1 0 6 4

Vice-Chancellor (Professor D. Freshwater) Whole year 6 6 5 4 3 2 1 0 6 6

Dr S. Gordon AM Whole year 6 2 1 0

Dr L. Hayes Whole year 6 6 5 3

Mr C. Hogg To 30.11.19 5 5 6 6

Adjunct Professor W. Kerr AM Whole year 6 5 1 1

Mr Rahul MS From 01.12.19 1 1

Ms S. Murphy AO Whole year 6 6 6 4

Dr R. Olivier From 29.04.19 4 3 3 3

Dr J. O'Shea Whole year 6 5

Ms B. Shanahan From 01.12.19 1 1

Mr A. Tan To 30.11.19 5 5

Mr C. Williams Whole year 6 5 5 5

2019 meetings of Senate members

A = Number of meetings held during the time the member held officeB = Number of meetings of the Senate and Senate Committees that the member has attended


S E N A T EUWA Act, 1911

A C A D E M I C B O A R DStatute 19

F A C U L T I E SStatute 8

G U I L D O F U N D E R G R A D U A T E S

UWA Act, 1911 Statute 20

V I C E - C H A N C E L L O RStatute 10

E X E C U T I V E

Senior Deputy Vice-Chancellor

A C A D E M I C C O U N C I L

E X E C U T I V E D E A N S

Deputy Vice-Chancellor (Education)

Deputy Vice-Chancellor (Research)

Deputy Vice-Chancellor (Global Partnerships)

Chief Operating Officer

V I C E - C H A N C E L L O R ’ S A D V I S O R Y C O M M I T T E E S


University governance

C O N V O C A T I O NUWA Act, 1911

Statutes 4, 9 and 12

A C A D E M I C C O U N C I L / B O A R D C O M M I T T E E S

Example: Education and Research Committees

F A C U L T Y C O M M I T T E E S

A U D I T A N D R I S K C O M M I T T E E

S T R A T E G I C R E S O U R C E S C O M M I T T E E

C H A N C E L L O R ’ S C O M M I T T E E

uwa.edu.au 45

PRO VICE-CHANCELLOR (RESEARCH)

DEANGraduate Research School

DIRECTORInstitute of Advanced Studies

DIRECTORInstitute of Agriculture

DIRECTOROceans Institute

DIRECTOROffice of Research Enterprise

DIRECTORSResearch Infrastructure Centres

DIRECTORLife Sciences Innovation Hub

DIRECTORWA Health Translation Network

UNIVERSITY LIBRARIANUniversity Library

D E P U T Y V I C E - C H A N C E L L O R

R E S E A R C H

CHIEF FINANCIAL OFFICERFinance

CHIEF DIGITAL AND INFORMATION OFFICERInformation Technology

DIRECTORCampus Management

DIRECTORService Delivery

DIRECTORVenues Management

DIRECTORStrategy, Planning and

Performance

C H I E F O P E R A T I N G O F F I C E R

DIRECTOR, GLOBAL ENGAGEMENT Global Engagement OfficeDirector, Centre for English

Language Teaching

PRO VICE-CHANCELLOR (ENGAGEMENT)

Director, Innovation and Industry Development

CHIEF ADVANCEMENT OFFICERDevelopment and Alumni Relations

CHIEF CULTURAL OFFICERCultural Precinct

EXECUTIVE DIRECTORPerth Festival


G L O B A L P A R T N E R S H I P S

V I C E - C H A N C E L L O R


Management structure 2019

PRO VICE-CHANCELLOR (EDUCATION)

DEAN POSTGRADUATE

COURSEWORK STUDIES

DIRECTORMcCusker Centre for Citizenship

DIRECTORAlbany Centre

DIRECTORStudent Life

CHIEF MARKETING OFFICER Brand, Marketing and Recruitment


E D U C A T I O N

EXECUTIVE DEANS OFFaculty of Arts, Business,

Law and Education

Faculty of Engineering and Mathematical Sciences

Faculty of Health and Medical Sciences

Faculty of Science

DIRECTORHuman Resources

S E N I O R D E P U T Y V I C E - C H A N C E L L O R

P R O V I C E -C H A N C E L L O R ( I N D I G E N O U S E D U C A T I O N )

School of Indigenous Studies

D I R E C T O R G O V E R N A N C E A N D G E N E R A L

C O U N S E L

D I R E C T O R U W A P U B L I C P O L I C Y

I N S T I T U T E

uwa.edu.au 47

Risk managementThe University is committed to a strong, integrity-driven approach to the issue of risk, and transparent risk management practices. The Senate, Audit and Risk Committee and the Vice-Chancellor oversee the University’s risk management framework, which includes policies, procedures and a risk appetite guidance statement. The University’s risk profile informs the annual internal audit plan.

During 2019, a revised strategic risk profile was completed to support the Strategic Plan 2020-2025. In addition, regulatory compliance practices were enhanced and risk workshops were conducted across business units to assess key operational risks. Highlights, trends and issues were reported to the Senate and Audit and Risk Committee throughout the year.

In late 2019 the University became aware of the Novel Coronavirus (COVID-19). In response, the University initiated its Critical Incident Management Team (CIMT). Work to response to COVID-19 will continue well into 2020.



Total student enrolments by broad course type, 2011–2019

Table 1: total student enrolments by course type, 2013-2019

Course type 2013 2014 2015 2016 2017 2018 2019(a)

Higher degree research

Doctorate by research 1,965 1,988 1,995 2,024 1,944 1,987 2,003

Master's degree by research 279 260 226 241 239 206 182

Sub-total higher degree research 2,244 2,248 2,221 2,265 2,183 2,193 2,185

% Higher degree research 8.1% 7.9% 8.2% 8.3% 8.0% 8.3% 8.3%

Postgraduate coursework

Doctorate by coursework 22

Master's degree extended 194 624 1,000 1,428 1,719 1,730 1,802

Master's degree by coursework 2,731 3,053 3,948 4,996 5,913 5,732 5,517

Higher degree qualifying 143 84 27 32 25 29 27

Graduate diploma 560 470 512 573 549 255 145

Graduate certificate 188 198 249 319 356 342 396

Postgraduate cross-institutional 111 109 131 143 138 146 124

Sub-total postgraduate coursework 3,949 4,538 5,867 7,491 8,700 8,234 8,011

% Postgraduate coursework 14.3% 15.9% 21.6% 27.4% 32.0% 31.0% 30.5%

Undergraduate

Graduate entry bachelor's degree 327 232 154 83 17 5 6

Bachelor's honours degree 633 706 749 783 751 703 823

Bachelor's pass degree 19,436 19,543 17,124 15,636 14,478 14,225 14,158

Diploma 199 264 260 297 321 323 293

Enabling 146 210 50 83 76 69 78

Undergraduate cross-institutional 599 822 694 717 689 585 570

Non-award 4 8 10 8 7 209 162

Sub-total undergraduate 21,344 21,785 19,041 17,607 16,339 16,119 16,090

% Undergraduate 77.5% 76.2% 70.2% 64.3% 60.0% 60.7% 61.2%

Gross enrolments 27,537 28,571 27,129 27,363 27,222 26,546 26,286

Less dual enrolments 676 839 811 879 768 838 933

Net enrolments 26,861 27,732 26,318 26,484 26,454 25,708 25,353

Full-year Enrolments(a) 2019 full year enrolments as at 31 December 2019.(b) 31 March enrolments were shown in previous Annual Reports. However for a more comprehensive view, full-year enrolments are now used.

Statistical profile

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Onshore international fee-paying

Offshore international fee-paying

student load by faculty

Arts, Business, Law and Education44.0%

Science22.2%

Office of the DVCE0.2%

Indigenous Studies0.8%

Health and Medical Sciences14.1%

Engineering and Mathematical Sciences18.8%

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Staff in non-academic organisational units 46.8%

Professional other staff in AOUs 8.3% Professional research only staff in AOUs 4.3%

Academic other staff in AOUs 0.1%

Academic research only staff in AOUs 13.9%

Academic teaching only staff in AOUs 4%

Academic teaching and research staff in AOUs 22.6%

2013 2014 2015 2016 2017 2018 2019

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Student load by funding source and broad course type, 2013–2019

Table 2: student load (EFTSL) by funding source and broad course type, actual 2013–2018 and 2019 preliminary

Funding source 2013 2014 2015 2016 2017 2018 2019(a)

Domestic Commonwealth-supported and Research Training Scheme (RTS) studentsHigher degree research 950.6 995.0 1,008.8 995.7 942.7 894.6 895.9

Postgraduate coursework 883.0 1,323.2 2,172.2 2,941.8 3,291.5 2,911.0 2,851.9

Undergraduate 13,953.9 13,818.5 11,750.7 10,613.8 9,750.5 9,738.5 9,620.5

Sub-total Commonwealth-supported and RTS 15,787.5 16,136.7 14,931.7 14,551.3 13,984.7 13,544.1 13,368.3

% Commonwealth-supported and RTS 75.7% 75.8% 75.0% 73.4% 71.1% 70.5% 70.4%

Domestic fee-paying studentsHigher degree research 0.5 0.5 0.5

Postgraduate coursework 631.5 638.0 791.5 921.1 946.4 895.3 833.8

Undergraduate 1.0 0.5 2.0 1.8 0.1

Sub-total domestic fee-paying 631.5 639.0 791.5 921.6 948.9 897.5 834.4

% Domestic Fee-paying 3.0% 3.0% 4.0% 4.7% 4.8% 4.7% 4.4%

Onshore international studentsHigher degree research (includes RTP) 499.0 493.6 467.4 458.4 449.8 501.9 573.5

Postgraduate coursework 713.0 803.3 965.9 1,311.9 1,843.5 1,894.6 1,837.4

Undergraduate 2,388.6 2,410.9 2,105.1 2,151.9 2,161.5 2,198.0 2,229.0

Sub-total onshore international fee-paying 3,600.6 3,707.8 3,538.4 3,922.2 4,454.8 4,594.5 4,639.9

% Onshore international fee-paying 17.3% 17.4% 17.8% 19.8% 22.6% 23.9% 24.4%

Offshore international fee-paying studentsHigher degree research 26.0 28.5 29.8 22.0 27.8 30.8 20.3

Postgraduate coursework 13.6 15.5 10.1 6.3 3.0 1.0

Undergraduate 705.2 695.4 520.6 320.5 187.5 56.9 38.1

Sub-total offshore international fee-paying 744.8 739.4 560.5 348.8 218.3 88.6 58.4

% Offshore international fee-paying 3.6% 3.5% 2.8% 1.8% 1.1% 0.5% 0.3%

Time-limit and non-award students (b)

Higher degree research 86.6 76.8 79.6 72.0 67.3 82.1 62.9

Postgraduate coursework 0.3 1.8 2.6 5.8 5.6

Undergraduate 0.1 0.5 0.5 3.0 8.9 8.6

Sub-total time-limit and non-award 86.7 77.3 79.9 74.3 72.9 96.7 77.1

% Time-limit and non-award 0.4% 0.4% 0.4% 0.0 0.4% 0.5% 0.4%

Total load (c) 20,851.3 21,300.3 19,902.0 19,818.1 19,679.6 19,221.5 18,978.0

(a) 2019 full year load as at 31 December 2019.(b) Time-limit and non-award category includes unknown funding group.(c) Discrepancies between the sums of component items and totals are due to rounding.

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Table 3: Full-year student load (EFTSL) by faculty and broad course type 2019(a)

(a) 2019 full year load as at 31 December 2019. (b)Discrepancies between the sums of component items and totals are due to rounding.

Full-year student load by faculty, 2019

FacultyHigher degree

researchPostgraduate

coursework Undergraduate Total(b)

Arts, Business, Law and Education 368.4 2107.5 5,868.5 8,344.3

Engineering and Mathematical Sciences 312.8 1253.5 1,992.3 3,558.5

Health and Medical Sciences 294.1 1465.5 915.7 2,675.3

Indigenous Studies 14.7 133.3 147.9

Office of the DVCE 0.3 6.9 26.0 33.1

Science 577.5 680.7 2,960.7 4,218.9

Total (b) 1,553.0 5,528.6 11,896.4 18,978.0

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Table 4: Degrees and awards conferred by course type, 2013-2019

Degrees and awards conferred, 2013-2019

Course type 2013 2014 2015 2016 2017 2018 2019Higher degree research

Higher doctorate 2 2

Doctorate by research 284 268 259 328 273 264 296

Master's degree by research 53 59 55 50 45 49 48

Sub-total higher degree research 337 327 314 380 318 315 344

% Higher degree research 5.6% 5.0% 4.2% 4.7% 4.5% 5.0% 4.8%


Doctorate by coursework

Master's degree extended 81 44 21 74 161 101 468

Master's degree by coursework 741 764 747 1,139 1,403 1,635 2,061

Graduate diploma 300 336 285 313 327 323 121

Graduate certificate 113 105 103 130 188 157 208

Sub-total postgraduate coursework 1,235 1,249 1,156 1,656 2,079 2,216 2,858

% Postgraduate coursework 20.7% 19.1% 15.5% 20.4% 29.3% 35.0% 40.24%

Undergraduate

Graduate entry bachelor's degree 113 91 87 133 6 7 3

Bachelor's honours degree 905 967 935 772 537 426 385

Bachelor's pass degree 3,356 3,894 4,893 5,086 4,105 3,298 3,431

Diploma 22 24 51 85 57 73 82

Sub-total undergraduate 4,396 4,976 5,966 6,076 4,705 3,804 3,901

% Undergraduate 73.7% 75.9% 80.2% 74.9% 66.2% 60.0% 54.92%

Total 5,968 6,552 7,436 8,112 7,102 6,335 7,103

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uwa.edu.au 53

Table 5: Staff FTE(a) by major organisational unit, 2013-2019

2013 2014 2015 2016 2017 2018 2019(a)

Academic organisational units (AOUs)Academic staff

Teaching and research Total 805.8 812.3 782.4 778.9 707.5 716.2 755.4% Female 33.2% 34.3% 34.1% 34.1% 34.3% 35.1% 35.9%

Teaching onlyTotal 69.8 82.8 79.7 73.3 108.3 118.6 132.4% Female 58.9% 57.1% 61.0% 61.0% 54.5% 53.8% 54.6%

Research onlyTotal 633.4 617.2 607.4 568.0 529.5 487.2 466.9% Female 44.7% 44.9% 44.2% 44.2% 43.9% 44.1% 42.5%

Total academic staffTotal 1510(b) 1,514.8(c) 1472.1(d) 1421.9(e) 1,351.6(f) 1327.9(g) 1358.9(h)

% Female 39.2% 39.8% 39.7% 39.2% 39.6% 40.0% 39.9%

Professional staffResearch onlyTotal 195.5 181.1 185.3 163.3 163.3 151.9 143.9% Female 72.8% 74.9% 73.9% 73.9% 70.9% 73.5% 71.1%

OtherTotal 933.3 930.6 916.1 **875.56 **348.13 300.6 277.7% Female 68.1% 67.6% 68.2% 68.5% 70.0% 68.7% 70.9%

Total professional staffTotal 1128.8 1,111.7 1,101.5 1,038.9 511.4 452.5 421.3% Female 69.0% 68.8% 69.2% 69.3% 70.3% 70.3% 71.0%

Total academic organisational unitsTotal 2637.8 2,626.5 2,573.5 2,460.8 1,863.0 1,780.4 1,780.2% Female 51.9% 52.1% 52.3% 51.9% 48.0% 47.7% 47.2%

Non-academic organisational unitsTotal 1083.8 1,130.1 1,103.3 1,098.2 1,401.2 1,526.5 1,567.5% Female 62.9% 65.0% 64.3% 64.5% 65.0% 66.9% 63.7%

Total University(i) 3722.6 3,756.6 3,676.8 3,559.0 3,264.2 3,306.9 3,347.7% Female 55.1% 56.0% 55.9% 55.8% 55.3% 56.6% 56.0%

(a) Full-time equivalence of full-time and fractional full-time staff as at the 31st March census date each year. Excludes full-time equivalence of casual staff.(b) Total academic staff FTE includes 1 FTE of staff with a function other than teaching and/or research. Excludes 23.6 FTE academic staff not in AOUs.

Total academic staff is 1,533.6 FTE.(c) Total academic staff FTE includes 2.5 FTE of staff with a function other than teaching and/or research. Excludes 23.2 FTE academic staff not in AOUs.

Total academic staff is 1,538.0 FTE.(d) Total academic staff FTE includes 2.6 FTE of staff with a function other than teaching and/or research. Excludes 24.2 FTE academic staff not in AOUs.

Total academic staff is 1496.3 FTE.(e) Total academic staff FTE includes 1.7 FTE of staff with a function other than teaching and/or research. Excludes 23.0 FTE academic staff not in AOUs.

Total academic staff is 1,422.7 FTE.(f) Total academic staff FTE includes 6.3 FTE of staff with a function other than teaching and/or research. Excludes 22 FTE academic staff not in AOUs.

Total academic staff is 1373.6 FTE.(g) Total academic staff FTE includes 5.9 FTE of staff with a function other than teaching and/or research. Excludes 21.5 FTE academic staff not in AOUs.

Total academic staff is 1,349.4 FTE.(h) Total academic staff FTE includes 4.2 FTE of staff with a function other than teaching and/or research. Excludes 15.7 FTE academic staff not in AOUs.

Total academic staff is 1,358.9 FTE.(i) Discrepancies between the sums of component items and totals are due to rounding.**Please note re-categorisation occurred from academic to non-academic professional between 2016-2017


Staff FTE by major organisational unit, 2019

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uwa.edu.au 55

Significant issues and trendsMarket dynamics

Increased competition among local universities, a greater appetite for mobility and the introduction of various new entry pathways have led to a less predictable trend in the transition of students from high school to university. This is evident in the downward trend in the proportion of students sitting exams in ATAR subjects. In response, UWA is expanding its suite of shorter and more accessible courses that encourage a broader range of students to participate. This further satisfies the growing demand for upskilling and training.

The international student market continues to grow for Australia as the rising economic development of large populations continues (particularly Chinese and Indian), with 2019 national enrolments growing 11 per cent on 2018. The short term impact of Covid-19 is becoming clearer but ongoing vigilance will be needed to understand and respond to any longer term effects.

WA and UWA continue to hold a relatively small share of this market. Embracing the value that international diversity provides to a student’s soft skills, UWA continues to seek some growth in international students, in turn helping offset funding constraints for domestic students. It is a persistent challenge for Perth and consequently UWA to gain recognition as an international study destination; but as a collection of WA universities, work continues with the State Government and Study Perth to enhance this.

Much of the rapid international student growth seen in recent years has been driven by China, leaving some of our sector counterparts exposed to a significant proportion of revenue tied to a single market.


UWA is maintaining a more balanced international student profile and continues to recruit for diversity and growth, recognising the strength of its brand in Southeast Asia and the broader Indian Ocean Rim. Future international student load expectations will be conducted in the light of any ongoing Covid-19 effects.

Government and policy

The Federal Government policy environment offers relative stability. Following the re-election of the Morrison Government in May 2019, funding for undergraduate places remains constrained, capped at 2017 levels in 2018 and 2019 with growth from 2020 limited to the rate of population growth. Compounding this, accessing this population-driven funding is dependent on the achievement of Government-set performance thresholds supporting the focus on equity, employability, student experience and retention. These performance targets align with UWA’s Strategic Plan 2020-25, so UWA is well-placed to respond successfully and optimise funding. UWA’s engagement with sector colleagues and the Department of Education will ensure the scheme develops to best satisfy policy intention, student expectations and quality education.

The reallocation of Commonwealth-supported places remains uncertain beyond 2020. Further consultation and decision’s expected. This is particularly relevant for UWA’s course model, where many postgraduate students benefit from Commonwealth support. UWA remains active in the consultation process to maintain ongoing Federal investment in WA.

Following 2017’s unfavourable changes to the skilled migration settings for WA, in November 2019 Perth was designated as a regional city for migration purposes. The change will enable international students to access migration and

employment incentives to undertake their study in Perth. This change had been tested by phased changes to the migration lists, which were successful in building WA into the consideration of prospective students. The new migration settings will continue to be embedded in the international education market, and are expected to support international expansion at UWA.

With very competitive national research funding pools remaining limited, UWA continues to seek alternative ways of funding research. In 2019, discussion advanced in relation to investment centring on research infrastructure, particularly following the passage of legislation in October 2019 repurposing around $4 billion in Education Investment Fund monies away from education into disaster relief. UWA’s development of new and diversified income from industry and partnerships continues to offset the limitations in traditional funding sources.

In December, the Commonwealth Government announced a simplification of higher education provider category standards. While there are no direct impacts on UWA, changes to the regulatory environment for private and new entrants are expected to have an impact on WA’s higher education market in time. The Australian Qualifications Framework was reviewed in 2019, with recommendations to modernise the framework to enhance the links between higher education and Vocational Education and Training sectors, recognise shorter-form and microcredentials, and broaden recognition of attained credit. These changes will support UWA’s expansion of course offerings by providing a quality threshold unique to higher education providers.

The Commonwealth’s review into freedom of speech on Australian university campuses, led by UWA’s Chancellor the Hon. Robert French AC,

reported no evidence of a freedom of speech crisis on Australian campuses, and presented a model code for consideration by Australian universities. UWA also undertook a broad consultation process, leading to a UWA position on freedom of expression and the capabilities to support this: the UWA Statement on Freedom of Expression.

Information security and undue influence

Recent data breaches from a number of universities have raised the profile of privacy and data security among universities and the Government. Cybersecurity and the identification and deterrence of unwanted and undue influence have been a priority throughout 2019, particularly among research-intensive and highly internationalised universities. The Federal University Foreign Interference Taskforce launched good practice guidelines to mitigate the risks of inappropriate interference in Australian universities. UWA is implementing these guidelines within an industry standard framework, augmenting existing scrutiny of activity, compliance with defence trade controls, research ethics and conduct codes, international sanctions and staff risk awareness and reporting practices.

uwa.edu.au 57

Our performance


uwa.edu.au 59


62 Financial highlights

64 Auditor General report to Parliament

68 Certification of financial statements

69 Income statement69 Statement of comprehensive income70 Statement of financial position71 Statement of changes in equity72 Statement of cash flows73 Notes to the financial statements

Contents

Financial statements

uwa.edu.au 61

Financial highlights

Sector overviewThe Australian higher education sector has faced increasing funding challenges, with continued government reforms and increased competition from within both the sector and industry amongst key challenges. More recently, geopolitical, environmental, regulatory and disease factors have also influenced revenue streams, most particularly COVID-19.

The University’s Strategic Plan recognises these challenges and embeds sustainable operations as a key pillar to success. This includes diversifying revenue streams, managing efficient and effective cost bases and prioritisation of investment into world-leading teaching and research, building capacity for investment in current and future generations of staff, student and alumni.

The consolidated 2019 net operating result for the University of Western Australia and its subsidiaries was $121.0 million, representing an operating margin1 of 11 per cent. This result was predominately driven by favourable investment returns of $128.5m.

The year ended 31 December 2019, was the first year of planning our enabling strategies and considerable strategic investment was made in “Be-inspired” academic positions, capital investment into EZONE and fundamental information technology.

Ensuring careful financial management and a commitment to reinvest funds for the benefit of our sustainable education, research and engagement is critical to our success.

Consolidated net resultThe reported net surplus of $121.0 million and EBITDA2 of 16.3% incorporates a significant return from our investment portfolio, grant income of a restrictive and/or capital nature and funds from philanthropic resources. These funds are predominately tied to specific purpose and therefore not generally available to support the underlying operations of the University.

A summary of key movements in the consolidated net result between 2018 and 2019 is shown in the below chart.

Global equity markets performed strongly during 2019, with major stock indexes reaching all-time highs from declining trade tensions and easing geopolitical headwinds. Strong investment returns result in large operating surpluses for the sector, however most of the return is earned by restricted funds that are not available for core teaching and research operations.

The 2019 net result has also been favourably impacted by the application of new accounting standards to the recognition of donation income for capital projects. The full impact of the new standards are disclosed in note 1.4 of the financial statements.

29.1

121.02.5100.2

20.9 (15.2)(6.3) (6.3) (3.9)

0

20

40

60

80

100

120

140

160

2018 Net Result

InvestmentReturns

DonationIncome

EmployeeCosts

StudentIncome

ITInvestments

CapitalDepreciation

2019 Net Result

Other

Income Operating Expenditure and Strategic Investments

Changes in net result

1 Operating margin represents the consolidated net result as a percentage of total revenue.2 EBITDA represents the consolidated net result adjusted for borrowing costs, depreciation and amortisation as a percentage of total revenue.


$1,087.5m Income

up $149.3m on FY18

$121.0mNet result

up $91.9m on FY18

$3.0mUnderlying result

down $13.8m on FY18

2019 $m

2018 $m

2017 $m

2016 $m

2015 $m

2014 $m

2013 $m

2012 $m

Consolidated operating result 121.0 29.1 81.8 25.9 33.1 91.7 124.8 102.2

Less subsidiaries (9.3) (0.5) (.04) (0.1) (0.7) (0.5) (0.0) (0.4)

University operating result 111.7 28.6 81.4 25.8 32.4 91.2 124.8 101.8

Adjusted for:

Gifted funds and capital grants (108.3) (9.5) (88.5) (44.3) (54.4) (60.1) (95.1) (81.2)

Investment funds and reserves 20.0 4.0 1.1 (3.2) (1.5) (12.7) (20.5) (21.4)

Research and other specific grants (32.4) (12.3) 14.3 (4.4) 2.5 (2.5) (8.0) (7.7)

Extraordinary items* 6.0 - 9.8 24.3 17.0 - - -

Underlying result (3.0) 10.8 18.0 (1.8) (4.0) 15.9 1.2 (8.5)

Reconciliation from net result to underlying result

Underlying resultThe University monitors its financial performance using a financial measure referred to as the ‘underlying result’, which is widely used by the Australian Group of Eight universities as a measure of a university’s capacity to operate sustainably. The underlying result adjusts the University’s net result for items that are one off or restricted in nature.

The table below shows a reconciliation from net result to underlying result.

Balance sheetThe University’s consolidated financial balance sheet has net assets of $2.10 billion.

This includes a significant University investment portfolio invested across cash and other financial assets (2019: $922 million, 2018: $872 million) of

which 90 per cent is tied to specific purpose. Investment in modernising our campus and digital infrastructure has also increased capital expenditure and intangible assets by $19.5 million during the year.

DebtThe University borrows funds to support its long-term capital program activity. The University’s debt to equity ratio is 6.4 per cent (2018: 7.3 per cent), with borrowings established through debt facilities with the Western Australian Treasury Corporation (WATC). Total debt facilities established between the University and WATC are $189.3 million, with $133.1 million drawn as at 31 December 2019. On 15 January 2020, the University drew down a further $36 million in support of the construction of EZONE, amongst other capital activities.

Future financial performanceThe emergence of the COVID-19 (Novel Coronavirus) and its impact on the global economy and associated restrictions on international travels will have a significant impact on the University’s sustainable operations in 2020. The impacts of COVID-19 has caused global disruption with international enrolments at universities compromised, along with shocks to returns on investment portfolios and impacts on supply chains to operate core activities. The University is working actively to mitigate these risks.

In comparing performance across the sector, it is also important to note that the University did not early adopt the application of the new revenue standards to Research Grants, as disclosed in note 7.8 of the financial statements. This will influence revenue recognition from research grants in future periods.

* Extraordinary items from time to time consist of significant impairment charges, losses from discontinued operations and/or costs of organisational change. The 2019 extraordinary items include $3.5m for discontinued operations relating to the accounting treatment of the Perth Festival becoming a wholly owned subsidiary and $2.5m from organisational change costs.






THE UNIVERSITY OF WESTERN AUSTRALIA CERTIFICATIONS


CERTIFICATION OF FINANCIAL STATEMENTS

The accompanying financial statements of The University of Western Australia and the accompanying consolidated financial statements have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and records to present fairly the financial transactions for the financial year ending 31 December 2019 and the financial position as at 31 December 2019.

At the date of signing we are not aware of any circumstances which would render any particulars included in the financial statements misleading or inaccurate.


CERTIFICATION OF FINANCIAL STATEMENTS REQUIRED BY DEPARTMENT OF EDUCATION, SKILLS AND EMPLOYMENT

We declare that:

• the amount of Australian Government financial assistance expended during the financial year ending 31 December 2019 was for the purpose(s) for which it was intended; and

• the University has complied with applicable legislation, contracts, agreements and programme guidelines in making expenditure;

• the University charged Student Services and Amenities Fees strictly in accordance with the Higher Education Support Act 2003 and the Administration Guidelines made under the Act. Revenue from the fee was spent strictly in accordance with the Act and only on services and amenities specified in subsection 19-38(4) of the Act.


9 March 2020



Leona Marquand Chief Financial Officer


Consolidated University2019 2018 2019 2018

Notes $'000 $'000 $'000 $'000

2.1 385,964 360,796 381,564 356,4532.1 118,066 117,233 118,066 117,2332.2 46,112 43,824 36,503 42,377

14,078 15,541 14,078 15,5412.3 200,249 203,160 198,162 200,5072.4 128,538 50,871 128,428 50,844

5,102 872 5,102 8722.5 68,581 49,233 68,581 48,9372.6 120,805 96,714 107,141 93,249

1,087,495 938,244 1,057,625 926,013

3.1 556,146 537,999 541,076 527,0324.1 50,286 45,821 49,901 45,4524.1 23,503 25,506 23,374 25,2094.1 5,942 6,319 5,937 6,3142.4 - 22,538 - 22,5354.1 241 776 241 7764.1 42,980 48,783 44,330 50,0894.1 32,211 32,708 28,755 29,1274.1 70,811 25,255 71,286 24,8974.1 19,140 20,925 18,824 20,8544.1 37,054 26,881 37,208 26,9334.1 128,200 115,647 121,271 118,175

966,514 909,158 942,203 897,393

Income from continuing operations

Australian Government financial assistance Australian Government grants HELP - Australian Government paymentsWestern Australian and Local Government financial assistance HECS-HELP - student paymentsFees and chargesInvestment revenue and incomeRoyalties, trademarks and licencesConsultancy and other contractsOther revenue

Total income from continuing operations

Expenses from continuing operations

Employee related expensesDepreciation and amortisationRepairs and maintenanceBorrowing costsInvestment lossesImpairment of assetsStudent expensesMaterials and suppliesGrants distributedTravel Professional feesOther expenses

Total expenses from continuing operations

Net result attributable to members from continuing operations 120,981 29,086 115,422 28,620

120,981 29,086 115,422 28,6207.6 - - (3,740) -

Net result from continuing operations Net result from discontinued operations

Net result attributable to members 120,981 29,086 111,682 28,620


Notes $'000 $'000 $'000 $'000

120,981 29,086 111,682 28,620

3.3 (230) (73) (230) (73)

(230) (73) (230) (73)

120,751 29,013 115,192 28,5477.6 - - (3,740) -

Net result attributable to members

Items that will not be reclassified to profit or lossNet actuarial gains/(losses) recognised in respect of Defined Benefit Plan

Total other comprehensive income

Total comprehensive income from continuing operationsTotal comprehensive income from discontinued operationsTotal comprehensive income attributable to members 120,751 29,013 111,452 28,547

INCOME STATEMENTfor the year ended 31 December 2019

STATEMENT OF COMPREHENSIVE INCOMEfor the year ended 31 December 2019

The above statement should be read in conjunction with the accompanying notes.


Notes $'000 $'000 $'000 $'000

2.1 385,964 360,796 381,564 356,4532.1 118,066 117,233 118,066 117,2332.2 46,112 43,824 36,503 42,377

14,078 15,541 14,078 15,5412.3 200,249 203,160 198,162 200,5072.4 128,538 50,871 128,428 50,844

5,102 872 5,102 8722.5 68,581 49,233 68,581 48,9372.6 120,805 96,714 107,141 93,249

1,087,495 938,244 1,057,625 926,013

3.1 556,146 537,999 541,076 527,0324.1 50,286 45,821 49,901 45,4524.1 23,503 25,506 23,374 25,2094.1 5,942 6,319 5,937 6,3142.4 - 22,538 - 22,5354.1 241 776 241 7764.1 42,980 48,783 44,330 50,0894.1 32,211 32,708 28,755 29,1274.1 70,811 25,255 71,286 24,8974.1 19,140 20,925 18,824 20,8544.1 37,054 26,881 37,208 26,9334.1 128,200 115,647 121,271 118,175

966,514 909,158 942,203 897,393

Income from continuing operations

Australian Government financial assistance Australian Government grants HELP - Australian Government paymentsWestern Australian and Local Government financial assistance HECS-HELP - student paymentsFees and chargesInvestment revenue and incomeRoyalties, trademarks and licencesConsultancy and other contractsOther revenue

Total income from continuing operations

Expenses from continuing operations

Employee related expensesDepreciation and amortisationRepairs and maintenanceBorrowing costsInvestment lossesImpairment of assetsStudent expensesMaterials and suppliesGrants distributedTravel Professional feesOther expenses

Total expenses from continuing operations

Net result attributable to members from continuing operations 120,981 29,086 115,422 28,620

120,981 29,086 115,422 28,6207.6 - - (3,740) -

Net result from continuing operations Net result from discontinued operations

Net result attributable to members 120,981 29,086 111,682 28,620


Notes $'000 $'000 $'000 $'000

120,981 29,086 111,682 28,620

3.3 (230) (73) (230) (73)

(230) (73) (230) (73)

120,751 29,013 115,192 28,5477.6 - - (3,740) -

Net result attributable to members

Items that will not be reclassified to profit or lossNet actuarial gains/(losses) recognised in respect of Defined Benefit Plan

Total other comprehensive income

Total comprehensive income from continuing operationsTotal comprehensive income from discontinued operationsTotal comprehensive income attributable to members 120,751 29,013 111,452 28,547

INCOME STATEMENTfor the year ended 31 December 2019

STATEMENT OF COMPREHENSIVE INCOMEfor the year ended 31 December 2019


Income statement for the year ended 31 December 2019

Statement of comprehensive income for the year ended 31 December 2019


uwa.edu.au 69

2019 2018 2019 2018Notes $'000 $'000 $'000 $'000

ASSETSCurrent assets Cash and cash equivalents 6.1 85,807 52,162 72,967 48,082 Receivables and contract assets 5.1 55,135 50,443 54,140 50,274 Inventories 986 726 755 480 Assets classified as held for sale 2,288 - 2,288 - Other non-financial assets 5.2 22,182 22,696 20,754 22,651

Total current assets 166,398 126,027 150,904 121,487

Non-current assets Receivables 5.1 53 18 53 18 Investment properties 5.3 32,072 27,232 32,072 27,232 Other financial assets 6.2 850,044 823,999 849,026 823,495 Other non-financial assets 5.2 4,623 4,979 4,623 4,979 Property, plant and equipment 5.5 1,358,929 1,328,026 1,357,226 1,326,520 Intangible assets 5.4 42,734 34,608 42,734 34,608

Total non-current assets 2,288,455 2,218,861 2,285,734 2,216,851

Total assets 2,454,853 2,344,888 2,436,638 2,338,338

LIABILITIESCurrent liabilities Trade and other payables 5.6 70,084 66,938 68,230 65,329 Employee benefits provisions 3.2 90,817 89,011 89,448 87,945 Provisions 90 90 90 90 Contract and other liabilities 5.7 46,251 44,313 43,163 43,174 Borrowings 6.3 3,785 9,712 3,761 9,571

Total current liabilities 211,027 210,064 204,692 206,109

Non-current liabilities Employee benefits provisions 3.2 13,116 13,558 13,061 13,514 Borrowings 6.3 131,011 134,423 131,011 134,398

Total non-current liabilities 144,127 147,981 144,072 147,912

Total liabilities 355,154 358,045 348,764 354,021

Net assets 2,099,699 1,986,843 2,087,874 1,984,317

EQUITY Reserves 6.6 - 32,793 - 32,793 Retained earnings 2,099,699 1,954,050 2,087,874 1,951,524

Total equity 2,099,699 1,986,843 2,087,874 1,984,3170 0 0- 0-

STATEMENT OF FINANCIAL POSITIONas at 31 December 2019

Consolidated University


Statement of financial position as at 31 December 2019



ReservesRetainedearnings Total

$'000 $'000 $'000

Consolidated

Balance at 1 January 2018 49,154 1,903,125 1,952,279Effect of adoption of new accounting standards (16,192) 21,743 5,551Balance as restated 32,962 1,924,868 1,957,830Net result - 29,086 29,086Remeasurement of Defined Benefit Plan - (73) (73)Total comprehensive income - 29,013 29,013Transfer to/(from) reserves (169) 169 - Balance at 31 December 2018 32,793 1,954,050 1,986,843

Balance at 1 January 2019 32,793 1,954,050 1,986,843Effect of adoption of new accounting standards (7,895) (7,895)Balance as restated 32,793 1,946,155 1,978,948Net result - 120,981 120,981Remeasurement of Defined Benefit Plan - (230) (230)Total comprehensive income - 120,751 120,751Transfer to/(from) reserves (32,793) 32,793 - Balance at 31 December 2019 - 2,099,699 2,099,699

University

Balance at 1 January 2018 48,985 1,901,234 1,950,219Effect of adoption of new accounting standards (16,192) 21,743 5,551Balance as restated 32,793 1,922,977 1,955,770Net result - 28,620 28,620Remeasurement of Defined Benefit Plan - (73) (73)Total comprehensive income - 28,547 28,547Transfer to/(from) reserves - - - Balance at 31 December 2018 32,793 1,951,524 1,984,317

Balance at 1 January 2019 32,793 1,951,524 1,984,317Effect of adoption of new accounting standards (7,895) (7,895)Balance as restated 32,793 1,943,629 1,976,422Net result - 111,682 111,682Remeasurement of Defined Benefit Plan - (230) (230)Total comprehensive income - 111,452 111,452Transfer to/(from) reserves (32,793) 32,793 - Balance at 31 December 2019 - 2,087,874 2,087,874

STATEMENT OF CHANGES IN EQUITYfor the year ended 31 December 2019



Statement of changes in equity for the year ended 31 December 2019

uwa.edu.au 71

Consolidated2019 2018 2019 2018

Notes $'000 $'000 $'000 $'000

Cash flows from operating activities

507,189 478,234 502,789 473,689(1,055) 259 (1,055) 25944,768 46,452 36,301 45,004

150 105 150 10514,078 15,541 14,078 15,541

386,311 353,333 375,466 346,4772,023 598 2,023 5981,670 1,869 1,597 1,842

(6,097) (6,357) (6,092) (6,352)(4,204) - (4,450) -

Australian Government grants received OS-HELP (net) Western Australian Government grants received Local Government grants received HECS-HELP - student payments Receipts from student fees and other customers Dividends received Interest received Interest and other borrowing costs paid Short-term and low value lease payments* Payments to suppliers and employees (inclusive of goods and services tax) (905,143) (848,721) (890,533) (837,144)

6.1 39,690 41,313 30,276 40,020Net cash provided by/(used in) operating activities

Cash flows from investing activities

168 274 168 274(90,932) (71,350) (90,278) (71,247)100,000 30,000 100,000 30,000

Proceeds from sale of property, plant and equipment cPayments for property, plant and equipment cProceeds from sale of financial assets Payments for financial assets (5,035) (3,500) (5,035) (3,500)

4,201 (44,576) 4,855 (44,473)Net cash provided by/(used in) investing activities

Cash flows from financing activities

(9,544) (3,292) (9,544) (3,150)Repayment of borrowings ccRepayment of lease liability (668) - (668) -

(10,212) (3,292) (10,212) (3,150)

33,679 (6,555) 24,919 (7,603)

52,162 58,918 48,082 55,886(34) (201) (34) (201)

Net cash provided by/(used in) financing activities

Net increase/(decrease) in cash and cash equivalents

Cash and cash equivalents at beginning of yearEffects of exchange rate changes on cash and cash equivalents

Cash and cash equivalents at end of year 6.1 85,807 52,162 72,967 48,082

*Short-term and low value lease payments were included in payments to suppliers and employees in 2018.

STATEMENT OF CASH FLOWSfor the year ended 31 December 2019

University


Statement of cash flows for the year ended 31 December 2019



Consolidated2019 2018 2019 2018

Notes $'000 $'000 $'000 $'000

Cash flows from operating activities

507,189 478,234 502,789 473,689(1,055) 259 (1,055) 25944,768 46,452 36,301 45,004

150 105 150 10514,078 15,541 14,078 15,541

386,311 353,333 375,466 346,4772,023 598 2,023 5981,670 1,869 1,597 1,842

(6,097) (6,357) (6,092) (6,352)(4,204) - (4,450) -

Australian Government grants received OS-HELP (net) Western Australian Government grants received Local Government grants received HECS-HELP - student payments Receipts from student fees and other customers Dividends received Interest received Interest and other borrowing costs paid Short-term and low value lease payments* Payments to suppliers and employees (inclusive of goods and services tax) (905,143) (848,721) (890,533) (837,144)

6.1 39,690 41,313 30,276 40,020Net cash provided by/(used in) operating activities

Cash flows from investing activities

168 274 168 274(90,932) (71,350) (90,278) (71,247)100,000 30,000 100,000 30,000

Proceeds from sale of property, plant and equipment cPayments for property, plant and equipment cProceeds from sale of financial assets Payments for financial assets (5,035) (3,500) (5,035) (3,500)

4,201 (44,576) 4,855 (44,473)Net cash provided by/(used in) investing activities

Cash flows from financing activities

(9,544) (3,292) (9,544) (3,150)Repayment of borrowings ccRepayment of lease liability (668) - (668) -

(10,212) (3,292) (10,212) (3,150)

33,679 (6,555) 24,919 (7,603)

52,162 58,918 48,082 55,886(34) (201) (34) (201)

Net cash provided by/(used in) financing activities

Net increase/(decrease) in cash and cash equivalents

Cash and cash equivalents at beginning of yearEffects of exchange rate changes on cash and cash equivalents

Cash and cash equivalents at end of year 6.1 85,807 52,162 72,967 48,082

*Short-term and low value lease payments were included in payments to suppliers and employees in 2018.

STATEMENT OF CASH FLOWSfor the year ended 31 December 2019

University


Notes to the financial statements for the year ended 31 December 2019

Contents of the notes to the financial statements

11.11.21.31.4

22.12.22.32.42.52.6

33.13.23.33.4

44.1

55.15.25.35.45.55.65.7

66.16.26.36.46.56.66.76.8

77.17.27.37.47.57.67.77.87.9

NOTES TO THE FINANCIAL STATEMENTSfor the year ended 31 December 2019

About this reportBasis of preparationSignificant accounting policiesCritical estimates and judgementsInitial application of AAS

How we are fundedAustralian Government financial assistance including HECS - HELP and other Australian Government loan programs Western Australian and Local Government financial assistanceFees and chargesNet investment revenueConsultancy and contractsOther revenue

Employee benefitsEmployee-related expensesEmployee benefits provisions Defined benefit plan Remuneration of key management personnel

Our expenditureExpenses

Operating assets and liabilitiesReceivables and contract assetsOther non-financial assetsInvestment propertiesIntangible assetsProperty, plant and equipmentTrade and other payablesContract and other liabilities

Capital and financial risk managementCash and cash equivalentsOther financial assetsBorrowingsFinancial instrumentsFair value measurementsReservesCommitmentsContingencies

Other disclosuresRemuneration of auditorsRestricted assetsSubsidiaries and AssociatesRelated partiesSupplementary financial informationDiscontinued operationsEvents occurring after the end of the reporting periodNew standards issued but not yet effectiveAcquittal of Australian Government financial assistance

uwa.edu.au 73

1 About this report• 1.1 Basis of preparation • 1.3 Critical estimates and judgements• 1.2 Significant accounting policies • 1.4 Initial application of AAS

1.1 Basis of preparation

• •

•

• •

1.2 Significant accounting polices

(a) TaxationIncome tax

Goods and services tax (GST)

•

•

(b) Foreign currency transactions

1.3 Critical estimates and judgements

SectionClassification of funding received 2.6Long service leave 3.2Valuation of investment properties 5.3Property, plant and equipment 5.5Impairment 5.5Restricted assets 7.2


present reclassified or restated comparative information where appropriate to enhance comparability; and

constitute general purpose financial statements;have been prepared in accordance with Australian Accounting Standards, the Framework, Statement of Accounting Concepts and other authoritativepronouncements of the Australian Accounting Standards Board as applied by the Treasurer's Instructions, with the exception of certain Treasurer’s Instructions -several of the Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the AustralianAccounting Standards Board are modified by the Treasurer's Instructions to vary application, disclosure, format and wording;have been prepared on the accrual basis of accounting using the historical cost convention except for equity financial assets that have been measured at fairvalue through profit or loss and investment properties;

The financial statements include separate financial statements for The University of Western Australia as the parent entity and the consolidated entity consisting ofthe University and its subsidiaries. The University of Western Australia is a not-for-profit entity and these statements have been prepared on that basis. Some ofthe Australian Accounting Standards requirements for not-for-profit entities are inconsistent with International Financial Reporting Standards requirements.

The financial statements were authorised for issue by the Senate members of The University of Western Australia on 9 March 2020.

The principal address of The University of Western Australia is 35 Stirling Highway, Crawley WA 6009, Australia.

These financial statements:

In preparation of the financial statements, management is required to exercise its judgement when applying the accounting policies. The estimates and underlyingassumptions are reviewed on an ongoing basis. When there is a higher degree of judgement or complexity or areas where assumptions and estimates aresignificant to the financial statements, these are disclosed separately. The areas involving a higher degree of judgement or complexity, or areas whereassumptions and estimates are significant to the financial statements, are described in the notes below:

are presented in Australian dollars ($), which is the Group’s functional and presentation currency with all values rounded to the nearest thousand dollars ($'000)unless otherwise stated.

The Financial Management Act 2006 and Auditor General Act 2006 and the Treasurer's Instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board, the requirements of the Department of Education, Skills and Employment and other State/Australian Government legislative requirements.

Where modification is required and has a material or significant financial effect upon the reported results, details of that modification and the resulting financial effect are disclosed in the notes to the financial statements.

These financial statements contain all significant accounting policies that summarise the recognition and measurement basis used and are relevant to providing anunderstanding of the financial statements. Accounting policies that are specific to a note to the financial statements are described in the note to which they relate.Other accounting policies are set out below.

The Group has consistently applied the accounting policies to all periods presented in these consolidated financial statements, except if mentioned otherwise.

Foreign currency transactions are initially translated into Australian currency at the rate of exchange at the date of the transaction. At the reporting date, amountspayable and receivable in foreign currencies are translated to Australian currency at rates of exchange at that date. Non-monetary items held at the reporting dateare measured using the exchange rate at the date of the initial transaction. Resulting exchange differences are recognised in the income statement.

The Group is exempt from income tax as per Subdivision 50-B of the Income Tax Assessment Act 1997.

Revenue, expenses and assets are recognised net of the amount of GST except:Where the GST incurred on a purchase of goods and services is not recoverable from the taxation authority, then the GST is recognised as part of the cost ofacquisition or as part of the expense item as applicable; andReceivables and payables are stated with the amount of GST included.

The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the Statement of Financial Position.

The GST component of cash flows arising from investing activities, which is recoverable from or payable to the taxation authority, is classified as an operating cash flow.

Fringe benefits taxThe University is liable to pay Fringe Benefits Tax, and it is included in ‘Other Expenses’ in the Statement of Comprehensive Income.

Payroll taxThe University is liable to pay Payroll Tax, and it is included in ‘Employee-related expenses’ in the Statement of Comprehensive Income.



1 About this report• 1.1 Basis of preparation • 1.3 Critical estimates and judgements• 1.2 Significant accounting policies • 1.4 Initial application of AAS

1.1 Basis of preparation

• •

•

• •

1.2 Significant accounting polices

(a) TaxationIncome tax

Goods and services tax (GST)

•

•

(b) Foreign currency transactions

1.3 Critical estimates and judgements

SectionClassification of funding received 2.6Long service leave 3.2Valuation of investment properties 5.3Property, plant and equipment 5.5Impairment 5.5Restricted assets 7.2


present reclassified or restated comparative information where appropriate to enhance comparability; and

constitute general purpose financial statements;have been prepared in accordance with Australian Accounting Standards, the Framework, Statement of Accounting Concepts and other authoritativepronouncements of the Australian Accounting Standards Board as applied by the Treasurer's Instructions, with the exception of certain Treasurer’s Instructions -several of the Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the AustralianAccounting Standards Board are modified by the Treasurer's Instructions to vary application, disclosure, format and wording;have been prepared on the accrual basis of accounting using the historical cost convention except for equity financial assets that have been measured at fairvalue through profit or loss and investment properties;

The financial statements include separate financial statements for The University of Western Australia as the parent entity and the consolidated entity consisting ofthe University and its subsidiaries. The University of Western Australia is a not-for-profit entity and these statements have been prepared on that basis. Some ofthe Australian Accounting Standards requirements for not-for-profit entities are inconsistent with International Financial Reporting Standards requirements.

The financial statements were authorised for issue by the Senate members of The University of Western Australia on 9 March 2020.

The principal address of The University of Western Australia is 35 Stirling Highway, Crawley WA 6009, Australia.

These financial statements:

In preparation of the financial statements, management is required to exercise its judgement when applying the accounting policies. The estimates and underlyingassumptions are reviewed on an ongoing basis. When there is a higher degree of judgement or complexity or areas where assumptions and estimates aresignificant to the financial statements, these are disclosed separately. The areas involving a higher degree of judgement or complexity, or areas whereassumptions and estimates are significant to the financial statements, are described in the notes below:

are presented in Australian dollars ($), which is the Group’s functional and presentation currency with all values rounded to the nearest thousand dollars ($'000)unless otherwise stated.

The Financial Management Act 2006 and Auditor General Act 2006 and the Treasurer's Instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board, the requirements of the Department of Education, Skills and Employment and other State/Australian Government legislative requirements.

Where modification is required and has a material or significant financial effect upon the reported results, details of that modification and the resulting financial effect are disclosed in the notes to the financial statements.

These financial statements contain all significant accounting policies that summarise the recognition and measurement basis used and are relevant to providing anunderstanding of the financial statements. Accounting policies that are specific to a note to the financial statements are described in the note to which they relate.Other accounting policies are set out below.

The Group has consistently applied the accounting policies to all periods presented in these consolidated financial statements, except if mentioned otherwise.

Foreign currency transactions are initially translated into Australian currency at the rate of exchange at the date of the transaction. At the reporting date, amountspayable and receivable in foreign currencies are translated to Australian currency at rates of exchange at that date. Non-monetary items held at the reporting dateare measured using the exchange rate at the date of the initial transaction. Resulting exchange differences are recognised in the income statement.

The Group is exempt from income tax as per Subdivision 50-B of the Income Tax Assessment Act 1997.

Revenue, expenses and assets are recognised net of the amount of GST except:Where the GST incurred on a purchase of goods and services is not recoverable from the taxation authority, then the GST is recognised as part of the cost ofacquisition or as part of the expense item as applicable; andReceivables and payables are stated with the amount of GST included.

The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables in the Statement of Financial Position.

The GST component of cash flows arising from investing activities, which is recoverable from or payable to the taxation authority, is classified as an operating cash flow.

Fringe benefits taxThe University is liable to pay Fringe Benefits Tax, and it is included in ‘Other Expenses’ in the Statement of Comprehensive Income.

Payroll taxThe University is liable to pay Payroll Tax, and it is included in ‘Employee-related expenses’ in the Statement of Comprehensive Income.

1.4 Initial application of AAS

AASB15 and AASB1058

• Identifying the satisfied and unsatisfied performance obligations;• Determining the transaction price; and• Allocating the transaction price to the satisfied and unsatisfied performance obligation.

The new accounting policies for revenue and other income for not-for-profit in accordance with AASB15 and AASB1058 respectively are provided in section 2.

Overview of AASB15 and AASB1058

The nature and effect of the changes as a result of adoption of AASB15 and AASB1058 are described as follows:

Ref 1 Jan 19 Ref 1 Jan 19adjustments $’000 adjustments $’000

AssetsReceivables and contract assets a 3,929 a 3,929Other assets - - Total assets 3,929 3,929Contract liabilities b 10,558 b 10,558Other liabilities c 1,267 c 1,267Total liabilities 11,825 11,825Total adjustment on equity (7,895) (7,895)Retained earnings (7,895) (7,895)

Income StatementRef

adjustments AASB15/AASB1058

Previous AAS Increase/ decrease

AASB15/AASB1058

Previous AAS Increase/ decrease

$’000 $’000 $’000 $’000 $’000 $’000Revenue and income from continuing operations Australian Government grants c 385,964 392,679 (6,715) 381,564 388,279 (6,715) HELP - Australian Government payments 118,066 118,066 - 118,066 118,066 - Western Australian and Local Government financial assistance 46,112 46,169 (57) 36,503 36,560 (57)HECS-HELP - student payments 14,078 14,078 - 14,078 14,078 - Fees and charges 200,249 200,338 (89) 198,162 198,251 (89)Investment revenue and income 128,538 128,538 - 128,428 128,428 - Royalties, trademarks and licences 5,102 5,102 - 5,102 5,102 - Consultancy and contracts 68,581 68,581 - 68,581 68,581 - Other revenue b , c 120,805 114,177 6,628 107,141 100,513 6,628Total revenue and income from continuing operations 1,087,495 1,087,728 (233) 1,057,625 1,057,858 (233)

Expenses from continuing operationsEmployee-related expenses 556,146 556,149 (3) 541,076 541,079 (3)Depreciation and amortisation 50,286 50,286 - 49,901 49,901 - Repairs and maintenance 23,503 23,503 - 23,374 23,374 - Borrowing costs 5,942 5,942 - 5,937 5,937 - Impairment of assets 241 241 - 241 241 - Student expenses c 42,980 51,131 (8,151) 44,330 52,481 (8,151)Materials and supplies 32,211 32,254 (43) 28,755 28,798 (43)Grants distributed 70,811 70,811 - 71,286 71,286 - Travel 19,140 19,224 (84) 18,824 18,908 (84)Professional fees 37,054 37,131 (77) 37,208 37,285 (77)Other expenses 128,200 128,234 (34) 121,271 121,305 (34)Total expenses from continuing operations 966,514 974,906 (8,392) 942,203 950,595 (8,392)

Net result from continuing operations 120,981 112,822 8,159 115,422 107,263 8,159

University

Under the new income recognition model applicable to not-for-profit entities, a Group shall first determine whether an enforceable agreement exists and whether thepromises to transfer goods or services to the customer are ‘sufficiently specific’.

If an enforceable agreement exists and the promises are ‘sufficiently specific’ (to a transaction or part of a transaction), the Group applies the general AASB15 principlesto determine the appropriate revenue recognition. If these criteria are not met, the Group shall consider whether AASB1058 applies.

Consolidated

Set out below are the amounts by which each financial statement line item is affected as at and for the year ended 31 December 2019 as a result of the adoption ofAASB15 and AASB1058. The first column shows amounts prepared under AASB15 and AASB1058 and the second column shows what the amounts would have beenhad AASB15 and AASB1058 not been adopted:

Amounts prepared under

a - contract asset value predominantly relates to accounting for UWAAS Property Management Income, reported under other revenue and recognised 'over time' as thecontractual services are performed, previously accounted for upon receipt under AASB1004. The impact of this change on the income statement is not material.b - contract liability predominantly relates to capital donations received under AASB1058 with income recognised in line with construction progress, previously accountedfor upon receipt under AASB1004.c - other liabilities value predominantly relates to scholarships recognised as a financial liability under AASB9, as funding provided to the University for the purpose ofpaying cash or stipends to students and other parties. Income and associated expenditure is no longer recognised for these activities, as previously reported underAASB1004.


The Group adopted AASB15 and AASB1058 using the modified retrospective method of transition, with the date of initial application of 1 January 2019. In accordancewith the provisions of this transition approach, the Group recognised the cumulative effect of applying these new standards as an adjustment to opening retained earningsat the date of initial application, i.e., 1 January 2019. Consequently, the comparative information presented has not been restated and continues to be reported under theprevious standards on revenue and income. In addition, the Group has applied the practical expedient and elected to apply these standards retrospectively only tocontracts and transactions that were not completed contracts at the date of initial application, i.e., as at 1 January 2019.

The Group did not retrospectively restate the contract for those modifications in accordance with AASB15.20-21. Instead, the Group reflected the aggregate effect of all ofthe modifications that occur before the beginning of the earliest period presented when:

As the Group is applying the modified retrospective approach, the Group applied the practical expedient described in AASB16.C5 (c), for contracts that were modifiedbefore the beginning of the earliest period presented.

The Group has adopted AASB15, AASB1058 and AASB16 in accordance with the transitional provisions applicable to each standard. The nature and effect of the changes as a result of adoption of these new accounting standards are described below.


The nature of the adjustments as at 1 January 2019 and the reasons for the significant changes in the income statement for the year ended 31 December 2019 aredescribed below:


uwa.edu.au 75


Statement of financial positionAssetsReceivables and contract assets a 56,245 55,188 1,057 55,250 54,193 1,057Other assets 2,398,608 2,398,608 - 2,381,388 2,381,388 - Total assets 2,454,853 2,453,796 1,057 2,436,638 2,435,581 1,057

Contract liabilities b 40,184 - 3,004 37,099 - 3,004Other liabilities c 314,970 313,700 1,270 311,665 310,396 1,270Total liabilities 355,154 313,700 4,274 348,764 310,396 4,274

EquityRetained earnings 2,099,699 2,107,594 (7,895) 2,087,874 2,095,769 (7,895)Total equity 2,099,699 2,107,594 (7,895) 2,087,874 2,095,769 (7,895)

AASB16

The nature and effect of the changes as a result of adoption of AASB16 are as described below:

Definition of lease

Reconciliation of operating lease commitments under AASB117 and lease liabilities under AASB16


$’000 $’000Operating lease commitments disclosed as at 31 December 2018 2,645 2,520Discounted using the Group's weighted average incremental borrowing rate of 4.15% (84) (84)Add: Finance lease liabilities recognised as at 31 December 2018 - -(Less): Short-term and low-value leases recognised on a straight-line basis as an expense (291) (291)(Less): Adjustments as a result of a different treatment of extension and termination options (1,016) (891)Lease liability recognised as at 1 January 2019 1,254 1,254

c - other liabilities value predominantly relates to scholarships recognised as a financial liability under AASB9, as funding provided to the University for the purpose ofpaying cash or stipends to students and other parties. Income and associated expenditure is no longer recognised for these activities, as previously reported underAASB1004.

b - contract liability predominantly relates to capital donations received under AASB1058 with income recognised in line with construction progress, previously accountedfor upon receipt under AASB1004.

a - contract asset value predominantly relates to accounting for UWAAS Property Management Income, reported under other revenue and recognised 'over time' as thecontractual services are performed, previously accounted for upon receipt under AASB1004. The impact of this change on the income statement is not material.

(i) its carrying amount as if AASB16 had been applied since the commencement date, but discounted using the lessee’s incremental borrowing rate at the date of initialapplication, or(ii) an amount equal to the lease liability, adjusted by the amount of any prepaid or accrued lease payments relating to that lease recognised in the statement of financialposition immediately before the date of initial application.

1 January 2019

On transition to AASB16, the Group elected to apply the practical expedient to grandfather the assessment of which transactions are or contain leases. This means thatfor arrangements entered into before 1 January 2019, the Group has not reassessed whether they are, or contain, a lease in accordance with the new AASB16 leasedefinition. Consequently, contracts existing prior to 1 January 2019 which were assessed per the previous accounting policy described below in accordance withAASB117 and Interpretation 4 as a lease will be treated as a lease under AASB16. Whereas, contracts previously not identified as a lease, will not be reassessed todetermine whether they would meet the new definition of a lease in accordance with AASB16. Therefore, the Group applied the recognition and measurementrequirements of AASB16 only to contracts that were previously identified as leases, and does not apply AASB16 to contracts that were previously not identified as leases.The new definition of lease under AASB16 will only be applied to contracts entered into or modified on or after 1 January 2019.

Previously, the Group determined at contract inception whether an arrangement is or contains a lease under Interpretation 4. Under AASB16, the Group will continue toassess at contract inception whether a contract is, or contains, a lease but now uses the new definition of a lease.

As a lessee, the weighted average incremental borrowing rate applied to lease liabilities recognised in the statement of financial position on the date of initial applicationwas 4.15%.

The difference between the operating lease commitments disclosed previously by applying AASB117 and the value of the lease liabilities recognised under AASB16 on 1January 2019 is explained as follows:

In accordance with the provisions of this transition approach, the Group recognised the cumulative effect of applying this new standard as an adjustment to openingretained earnings at the date of initial application i.e. 1 January 2019. Consequently, the comparative information presented has not been restated and continues to bereported under the previous standards on leases - AASB117 and AASB Interpretation 4 Determining whether an arrangement contains a lease (Interpretation 4). The newaccounting policies for leases in accordance with AASB16 are provided in the note 5.5.

The Group has adopted AASB16 using the modified retrospective method of transition, with the date of initial application of 1 January 2019. Under the modified approach,the Group has chosen, on a lease-by-lease basis, to measure the related right-of-use asset at either:

The nature of the adjustments and the reasons for the significant changes in the statement of financial position as at 31 December 2019 are described below:



2 How we are funded

• 2.3 Fees and charges• 2.4 Net investment revenue• 2.5 Consultancy and contracts• 2.6 Other revenue

2.1 Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

(a) Commonwealth Grant Scheme and other grants Commonwealth Grant Scheme 7.9(a) 146,520 149,139 146,520 149,139 Indigenous Student Success Program 7.9(a) 1,454 1,409 1,454 1,409 Access and Participation Fund 7.9(a) 1,162 1,051 1,162 1,051 National Priorities Pool 7.9(a) - (3) - (3) Disability Performance Funding 7.9(a) 131 138 131 138 Learning and Teaching Performance Fund 7.9(a) - - - - Diversity and Structural Adjustment 7.9(a) - - - - Promotion of Excellence in Learning and Teaching 7.9(a) - - - - Total Commonwealth Grant Scheme and other grants 149,267 151,734 149,267 151,734

(b) EDUCATION research Research Support Program 7.9(c) 43,720 46,101 43,720 46,101 Research Training Program 7.9(c) 47,407 48,501 47,407 48,501Total EDUCATION research grants 91,127 94,602 91,127 94,602

(c) Other capital funding Linkage Infrastructure, Equipment and Facilities grant 7.9(e) 415 2,209 415 2,209Total other capital funding 415 2,209 415 2,209

(d) Australian Research Council Discovery 7.9(f) 18,231 17,189 18,231 17,189 Linkages 7.9(f) 3,514 5,222 3,514 5,222 Networks and Centres 7.9(f) 4,159 4,081 4,159 4,081Total Australian Research Council 25,904 26,492 25,904 26,492

(e) Other Australian Government financial assistance

Non-capital National Health and Medical Research Council 36,585 29,648 36,585 29,648 Other Commonwealth research grants 58,249 31,709 58,249 31,709 Other Commonwealth grants 24,417 24,402 20,017 20,059Total non-capital grants 119,251 85,759 114,851 81,416

Capital Other grants - - - - Total capital grants - - - -

Total other Australian Government financial assistance 119,251 85,759 114,851 81,416

Total Australian Government grants 385,964 360,796 381,564 356,453


This section provides information on how the University and its subsidiaries are funded, through both Government grantsand investment income.• 2.1 Australian Government financial assistance includingHECS-HELP and other Australian Government loan programs• 2.2 Western Australian and Local Government financialassistance

Australian Government financial assistance including HECS-HELP and other Australian Government loan programs


uwa.edu.au 77



(f) Higher Education Loan Programs HECS-HELP 7.9(b) 98,112 96,346 98,112 96,346 FEE-HELP 7.9(b) 18,474 19,514 18,474 19,514 SA-HELP 7.9(b) 1,480 1,373 1,480 1,373Total Higher Education Loan Programs 118,066 117,233 118,066 117,233

Total Australian Government financial assistance 504,030 478,029 499,630 473,686

Accounting policyHigher Education Loan Programs


Non-capitalWestern Australian research grants 16,872 14,714 16,872 14,714Western Australian other grants 29,090 29,010 19,481 27,563Local Government research grants 150 100 150 100Total non-capital grants 46,112 43,824 36,503 42,377

CapitalOther grants - - - - Total capital grants - - - -

46,112 43,824 36,503 42,377

Accounting policy

Higher Education Loan Programs revenue relates to undergraduate programs, graduate and professional degree programs. The revenue is recognised over time as and when the course is delivered to students over the semester.

When the courses or trainings have been paid in advance by students or the Group has received the government funding in advance (e.g. before starting the academic period) the Group recognises a contract liability until the services are delivered.

The Group does not have obligations to return or refund obligations or other similar obligations once the services have been delivered.

There is no significant financing component, as the period from when the student pays and the service is provided is less than 12 months and the consideration is not variable.

Income for not-for-profits (from 1 January 2019 onwards)Grants, other than capital grants, are recognised immediately when the funds are received and include funding received from the Department of Education, Skills and Employment in relation to Research Support Program ("RSP").

Funding from government and philanthropic sources, excluding those related to course fees and charges, are predominantly recognised immediately when the funds are received as the promises to transfer goods or services to a customer are not sufficiently specific.

Government grants (to 31 December 2018) and research grants (to 31 December 2019)Grants from governments are recognised at their fair value where the Group obtains control of the right to receive the grant, it is probable that economic benefits will flow to the Group, and it can be reliably measured.

Western Australian and Local Government financial assistance

Total Western Australian and Local Government financial assistance

Refer to note 2.1 for the accounting policy for research and other government grants.




2.3 Fees and charges Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Course fees and chargesFee-paying overseas students - onshore courses 149,576 150,182 149,576 150,182Fee-paying overseas students - offshore courses 1,442 2,592 1,442 2,592Continuing education and short courses 11,659 12,470 11,659 11,929Fee-paying domestic postgraduate students 6,489 7,417 6,489 7,417Total course fees and charges 169,166 172,661 169,166 172,120

Other non-course fees and chargesStudent Services and Amenities Fees from students 4,090 4,105 4,090 4,105Student accommodation 8,637 9,613 8,637 9,613Parking fees 3,334 3,297 3,334 3,291Registration fees 11,034 9,649 10,900 9,451Rental and hire charges 3,093 2,985 1,140 1,077Other 895 850 895 850Total non-course fees and charges 31,083 30,499 28,996 28,387

Total fees and charges 200,249 203,160 198,162 200,507

Accounting policy

2.4 Net investment revenue Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Investment revenueDividend income 693 2,498 693 2,498Interest income 1,670 1,869 1,560 1,842Trust distributions 30,471 36,291 30,471 36,291Imputation credits 6,542 7,464 6,542 7,464Total investment revenue 39,376 48,122 39,266 48,095

Other investment incomeOther investment income 2,890 2,749 2,890 2,749Total other investment income 2,890 2,749 2,890 2,749

Investment gains/(losses)Fair value gain/(loss) on other financial assets 81,432 (24,330) 81,432 (24,327)Fair value gain/(loss) on investment properties 4,840 1,792 4,840 1,792Total investment gains/(losses) 86,272 (22,538) 86,272 (22,535)

Net investment revenue and income 128,538 28,333 128,428 28,309

Accounting policyInterest

Dividends, trust distributions and imputation credits

Investment gains/(losses)

Other non-course fees and charges:Non-course fees and charges revenue relates to Student Services and Amenities fees, parking fees and student accommodation.

Revenue is recognised:- Over time as and when the service is provided over the period, such as student accommodation and Student Services and Amenitiesfees.- At a point in time when the income has been received from the student, such as parking fees.

Revenue from contracts with customersCourse fees and charges:Income recognition for course fees and charges is consistent with Higher Education Loan Program disclosed in note 2.1.

Recognised on an accruals basis taking into account interest rates applicable to the financial assets.

Revenue is recognised when (a) the Group's right to receive the payment is established, which is generally when shareholders approvethe dividend, (b) it is probable that the economic benefits associated with the dividend will flow to the entity; and (c) the amount of thedividend can be measured reliably.

Refer to note 6.2 for the accounting policy for investment gains/(losses).

uwa.edu.au 79



2.5 Consultancy and other contracts Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

International research grants 12,946 15,228 12,946 15,228Philanthropic research grants 266 320 266 320Industry and other research grants 48,192 27,231 48,192 27,231Consultancy 7,177 6,454 7,177 6,158Total consultancy and contracts 68,581 49,233 68,581 48,937

Accounting policyResearch non-government grants and contributions

Rendering of services

2.6 Other revenue Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Sales of goods and services 17,224 16,052 6,721 6,786Donations and bequests 41,625 17,101 40,525 17,096Salary contributions from external parties 23,079 24,342 23,161 23,900Expense recoveries 8,617 10,514 9,084 10,933Sponsorships 6,213 8,294 4,005 8,294Scholarships and prizes 183 1,512 183 1,512Rental income 6,517 6,475 6,502 6,475Other general grants 4,324 3,952 4,328 3,938Performance and production 4,712 4,046 - 4,046Insurance claim income 863 264 988 264Subscriptions 291 267 291 267Conference and symposium Income 1,078 961 1,078 961Property management income - - 5,866 5,791Other 6,079 2,934 4,409 2,986Total other revenue 120,805 96,714 107,141 93,249

Accounting policySale of goods

Donations and bequests

Income from the sale of goods is recognised by the Group at a point in time when the enforceable and sufficiently specific requirements ofa contract with customer have been met, predominantly when the goods have been dispatched to the customer.

Consultancy and other services provided are recognised as income by the Group at a point in time when the enforceable and sufficientlyspecific requirements of a contract with a customer have been met.

Contributions are non-reciprocal transfers and are recognised as revenue at fair value when the Group obtains control of the contributionsand it is probable that future economic benefits will flow to the Group.

Donation income, with the exception of donations to acquire or construct a non-financial asset, is recognised immediately when the fundsare received by the Group.

In cases where the transaction includes a transfer to enable the Group to acquire or construct a recognisable non-financial asset to becontrolled by the Group, the Group recognises a liability for the excess of the fair value of the transfer over any related amountsrecognised and recognises income in the income statement as it satisfies its obligations under the transfer.

A transfer of a financial asset to enable the Group to acquire or construct a recognisable non-financial asset for its own use is one that: (i) requires the Group to use that financial asset to acquire or construct a non-financial asset to identified specifications;(ii) it does not require the Group to transfer the non-financial asset to the transferor or other parties; and (iii) it occurs under an enforceable agreement.

For each obligation, the Group determines whether the obligation would be satisfied over time or at a point in time. If the Group does not satisfy an obligation over time, the obligation would be satisfied at a point in time. For an obligation that is satisfied over time (not at a point in time) the Group is required to measure its progress towards complete satisfaction of the obligation at the end of each reporting period.

The Group applies the requirements of AASB 9 when accounting for the financial asset (e.g. cash) received. The acquisition or construction of the non-financial asset is accounted for separately to the transfer of the financial asset, in accordance with other standards.

Salary contributions from external partiesSalary contributions from external parties are recognised as income by the Group over time as and when the service is provided to the customer.



3 Employee benefits

• 3.3 Defined benefit plan• 3.1 Employee-related expenses• 3.2 Employee benefits provisions • 3.4 Remuneration of key management personnel


225,879 228,515 225,879 228,51536,211 36,178 36,211 36,17814,821 14,422 14,821 14,422

713 524 713 5242,055 (485) 2,055 (485)

(4,854) (2,847) (4,854) (2,847)800 1,151 800 1,151

275,625 277,458 275,625 277,458

227,375 214,927 215,107 205,35431,835 31,930 30,398 30,95114,690 13,634 14,170 13,380

711 627 636 5736,398 (251) 6,255 (318)

(1,377) (1,128) (1,957) (1,140)889 802 842 774

280,521 260,541 265,451 249,574

Employee-related expenses

AcademicSalariesContributions to superannuation and pension schemes Payroll taxWorkers' compensationLong service leave expenseAnnual leave expenseOtherTotal academic

Non-academicSalariesContributions to superannuation and pension schemes Payroll taxWorkers' compensationLong service leave expenseAnnual leave expenseOtherTotal non-academic

Total employee-related expenses 556,146 537,999 541,076 527,032

Accounting policyWages and salaries

Termination benefitsTermination benefits are payable when employment is terminated by Group before the normal retirement date, or when an employeeaccepts voluntary redundancy in exchange for these benefits.

The Group recognises termination benefits at the earlier of the following dates: (a) when the Group can no longer withdraw the offer ofthose benefits; and (b) when the Group recognises costs for a restructuring that is within the scope of AASB 137 and involves the paymentof terminations benefits. In the case of an offer made to encourage voluntary redundancy, the termination benefits are measured based onthe number of employees expected to accept the offer. Benefits falling due more than 12 months after the end of the reporting period arediscounted to present value.

(a) as a liability (accrued expense), after deducting any amount already paid. If the amount already paid exceeds the undiscounted amountof the benefits, the Group recognises that excess as an asset (prepaid expense) to the extent that the prepayment will lead to, forexample, a reduction in future payments or a cash refund.(b) as an expense unless another AASB requires or permits the inclusion of the benefits in the cost of an asset.

for the year ended 31 December 2019NOTES TO THE FINANCIAL STATEMENTS

This section provides details of the programs the University and its subsidiaries use to recognise and reward employees anduniversity executives, including key management personnel.

Employee expenses include all costs related to employment including wages and salaries, fringe benefits tax, leave entitlements and workers' compensation.

SuperannuationThe Group recognises amounts payable to defined contributions schemes as an expense in the income statement in the period that the service has been rendered by the employee.

Short term obligationsWhen an employee has rendered service to the Group during an accounting period, the Group recognises the undiscounted amount of short-term employee benefits expected to be paid in exchange for that service:

uwa.edu.au 81

Notes to the financial statements for the year ended 31 December 2019NOTES TO THE FINANCIAL STATEMENTSfor the year ended 31 December 2019

3.2 Employee benefits provisions Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Current provisions

Expected to be settled within 12 monthsAnnual leave 24,988 29,538 24,518 29,206Long service leave 8,997 7,760 8,867 7,651Employment on-costs provision 2,202 2,420 2,202 2,420

Expected to be settled after more than 12 monthsAnnual leave 5,868 8,331 5,758 8,238Long service leave 45,422 37,960 44,763 37,428Employment on-costs provision 3,340 3,002 3,340 3,002

Total current provisions 90,817 89,011 89,448 87,945

Non-current provisionsDefined benefit obligation 3,217 3,319 3,217 3,319Long service leave 9,281 9,602 9,226 9,558Employment on-costs provision 618 637 618 637Total non-current provisions 13,116 13,558 13,061 13,514

Total employee benefits provision 103,933 102,569 102,509 101,459

Accounting policyAnnual leave

Long service leave

Critical accounting estimates and judgements: Long service leave

Annual leave is classified as a current provision as the Group does not have an unconditional right to defer the settlement of the liabilityfor at least twelve months after the reporting period. However, the liability is not expected to be settled in full within twelve months of thereporting period. The annual leave liability is recognised and measured at the present value of amounts expected to be paid when theliabilities are settled, using the remuneration rate expected to apply at the time of settlement.

The liability for long service leave is recognised in the provision for employee benefits and measured at the present value of expectedfuture payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method.Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expectedfuture payments are discounted using market yields at the reporting date on national government bonds with terms to maturity andcurrency that match, as closely as possible, the estimated future cash outflows.

Several estimations and assumptions used in calculating the Group’s long service leave provision include expected future salary rates,discount rates, employee retention rates and expected future payments. Changes in these estimations and assumptions may impact onthe carrying amount of the long service leave provision.




3.3 Defined benefit plan

The following table discloses details pertaining to the defined benefit plan.

2019 2018 2019 2018$'000 $'000 $'000 $'000

Amounts recognised in the income statementCurrent service cost - 1 - 1Interest cost 68 82 68 82Total included in employee benefits expenses 68 83 68 83

Amounts recognised in other comprehensive incomeActuarial gains/(losses) (230) (73) (230) (73)Total included in other comprehensive income (230) (73) (230) (73)

Amounts included in the statement of financial positionPresent value of the defined benefit obligations 3,217 3,319 3,217 3,319Net liability arising from defined benefit obligations 3,217 3,319 3,217 3,319

Accounting policy

A group of employees are entitled, on retirement, death or disablement, to defined benefits under The University of Western AustraliaSupplementary Pension Scheme or University of Western Australia Supplementary Benefit Scheme. The Schemes provide pension andlump sum benefits respectively. The Schemes are not regulated superannuation plans. There are a number of risks to which the benefitsexposes the University, the more significant risks are salary growth risk and longevity risk.


Actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are recognised in the period inwhich they occur in other comprehensive income. Past service costs are recognised immediately in income, unless the changes to thesuperannuation fund are conditional on the employees remaining in service for a specified period of time (the vesting period). In this case,the past service costs are amortised on a straight-line basis over the vesting period.

The Group meets the benefits of the schemes as they fall due, so there are no plan assets within the scheme.

The present value of the defined benefit obligation is based on expected future payments which arise from membership of the fund to thereporting date, calculated annually by independent actuaries using the projected unit credit method. Expected future payments arediscounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, asclosely as possible, the estimated future cash outflows.

uwa.edu.au 83


for the year ended 31 December 2019NOTES TO THE FINANCIAL STATEMENTS

3.4 Remuneration of key management personnel

(a) Key management personnelKey management personnel comprises the Senate members and the University executives.

(b) Key management personnel compensation 2019 2018* 2019 2018*$'000 $'000 $'000 $'000

Short-term employee benefits 1,425 1,725 3,275 3,383Post-employment benefits 104 168 636 641Other long-term benefits 167 184 424 436Termination benefits - - - 332Total remuneration of key management personnel 1,696 2,077 4,335 4,792

(c) 2019 2018* 2019 2018*

Nil to $9,999 15 16 - -$10,000 - $19,999 - - - -$20,000 - $29,999 - - 1 -

$130,000 - $139,999 - 2 - -$140,000 - $149,999 1 - - -$160,000 - $169,999 1 - - -$190,000 - $199,999 - 1 - -

$240,000 - $249,999 - 1 - -$260,000 - $269,999 - 1 - -$280,000 - $289,999 1 - - -$290,000 - $299,999 - - 1 -

$340,000 - $349,999 - - 1 -$380,000 - $389,999 - - - 1

$430,000 - $439,999 - - - 1$440,000 - $449,999 - - 2 1

$510,000 - $519,999 - - 2 2$530,000 - $539,999 - - - 1$540,000 - $549,999 - - 1 1$550,000 - $559,999 - - - 1$560,000 - $569,999 - - 1 -

$630,000 - $639,999 - - 1 -

$860,000 - $869,999 - - - 1

$1,090,000 - $1,099,999 1 - - -$1,100,000 - $1,109,999 - 1 - -

* A change in annual leave and long service leave entitlement methodology has been incorporated. Comparative numbers have beenrestated to enhance comparability.

Remuneration of the University's Senate members and executives#

# As required by AASB 124 Related Party Disclosures, total remuneration of the University’s Senate members and executives includessalaries plus payroll on-costs including an accrual reflecting annual leave and long service leave entitlements, as well as post-employmentsuperannuation costs. Members of the University's Senate do not receive remuneration for being a member of the Senate. In 2019, 15members of Senate received nil remuneration. The remaining 4 members, who were University employees during the year, receivedremuneration for the services performed in their substantive position at the University.

Number Number

Senate members University executives

Senate members University executives



4 Our expenditure

4.1 Expenses Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

(a) Depreciation and amortisationDepreciation 44,869 41,574 44,484 41,205Amortisation 5,417 4,247 5,417 4,247Total depreciation and amortisation 50,286 45,821 49,901 45,452

(b) Repairs and maintenanceBuilding repairs and maintenance 15,776 17,912 15,752 17,882Ground maintenance 4,518 4,825 4,518 4,825General repairs and maintenance 3,209 2,769 3,104 2,502Total repairs and maintenance 23,503 25,506 23,374 25,209

(c) Borrowing costsBorrowing costs 5,942 6,319 5,937 6,314Total borrowing costs 5,942 6,319 5,937 6,314

(d) Impairment of assetsProperty, plant and equipment 241 776 241 776Total impairment of assets 241 776 241 776

(e) Student expensesScholarships and studentships 36,639 36,432 36,606 36,386Grants and prizes 3,590 9,694 3,598 9,718Amenities and services expenses 2,751 2,657 4,126 3,985Total student expenses 42,980 48,783 44,330 50,089

(f) Materials and suppliesLaboratory, workshop and medical supplies 18,431 18,524 18,489 18,533General office expenses 6,247 6,425 5,786 5,927Other general consumables and supplies 7,533 7,759 4,480 4,667Total materials and supplies 32,211 32,708 28,755 29,127

(g) Grants distributedGrants distributed 70,811 25,255 71,286 24,897Total grants distributed 70,811 25,255 71,286 24,897

(h) TravelTravel 19,140 20,925 18,824 20,854Total travel 19,140 20,925 18,824 20,854

(i) Professional feesProfessional fees 37,054 26,881 37,208 26,933Total professional fees 37,054 26,881 37,208 26,933

(j) Other expensesComputing costs 23,077 25,866 22,820 25,801Books, periodicals and electronic library resources 9,220 7,948 9,200 7,927Utilities and rates 13,844 11,912 13,826 11,889Non-capital equipment purchases 9,972 8,640 9,863 8,722Performance and production costs 9,872 8,053 - 8,053Insurance 3,967 3,255 3,992 3,272Advertising, marketing and promotional expenses 7,689 6,771 6,323 6,504Conference and course fees 3,771 4,024 3,738 4,033Rental, hire and leasing fees 4,204 4,527 4,450 4,931Cleaning and waste disposal 7,127 6,564 6,835 6,267Intellectual property, royalties and commissions 13,072 9,689 13,072 9,689Loss on disposal of discontinued operations - - 3,507 - Other miscellaneous expenses 22,385 18,398 23,644 21,087Total other expenses 128,200 115,647 121,271 118,175

Total non-employee-related expenses 410,368 348,621 401,127 347,826

Accounting policy


This section provides details information on the expenses incurred in running the University and its subsidiaries.

Expenses, other than depreciation and amortisation, are applied to the income statement during the financial year in which they areincurred, on an accruals basis.

Refer to notes 5.4 and 5.5 for the accounting policy for depreciation and amortisation.

uwa.edu.au 85


5 Operating assets and liabilities

• 5.1 Receivables and contract assets • 5.5 Property, plant and equipment• 5.2 Other non-financial assets • 5.6 Trade and other payables• 5.3 Investment properties • 5.7 Other liabilities• 5.4 Intangible assets

5.1 Receivables and contract assets Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

CurrentReceivables 33,936 34,813 32,684 34,503Less: Provision for impaired receivables (1,847) (2,142) (1,823) (2,114)Contract Assets 1,057 - 1,057 -

33,146 32,671 31,918 32,389

Accrued income 21,989 17,772 22,222 17,885Total current receivables 55,135 50,443 54,140 50,274

Non-currentReceivables 53 18 53 18Total non-current receivables 53 18 53 18

Total receivables 55,188 50,461 54,193 50,292

Set out below is the movement in the allowance for expected credit losses of trade receivables:

At 1 January 2,142 1,853 2,114 1,819Provision for expected credit losses 529 963 533 964Write-off (824) (674) (824) (669)At 31 December 1,847 2,142 1,823 2,114

Accounting policy

Impairment


This section provides information relating to the operating assets and liabilities of the University and its subsidiaries.

The information about the credit exposures are disclosed in Note 6.4 Financial instruments.

For trade receivables the Group applies a simplified approach in calculating expected credit losses (ECLs). Therefore, the Group does nottrack changes in credit risk, but instead recognises a loss allowance based on lifetime ECLs at each reporting date. The Group hasestablished a provision matrix that is based on its historical credit loss experience, adjusted for forward-looking factors specific to thedebtors and the economic environment.

Trade receivables are held to collect contractual cash flows and give rise to cash flows representing solely payments of principal andinterest. These are classified and measured as debt instruments at amortised cost. Trade receivables are due for settlement no more than14 days from the date of recognition.




5.2 Other non-financial assets Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

CurrentAdvances and prepayments 22,182 22,696 20,754 22,651Total current other non-financial assets 22,182 22,696 20,754 22,651

Non-currentAdvances and prepayments 4,623 4,979 4,623 4,979Total non-current other non-financial assets 4,623 4,979 4,623 4,979

Total other non-financial assets 26,805 27,675 25,377 27,630

Advances and prepayments include $3.7 million of prepayments for property, plant and equipment (2018: $7.5 million).

Accounting policy

5.3 Investment properties Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

At fair valueOpening balance at 1 January 27,232 25,417 27,232 25,417Capitalised subsequent expenditure - 23 - 23Net gain/(loss) from fair value adjustment 4,840 1,792 4,840 1,792Closing balance at 31 December 32,072 27,232 32,072 27,232

Accounting policy

Critical accounting estimates and judgements: Valuation of investment properties

Initially, investment properties are measured at cost including transaction costs. Subsequent to initial recognition, investment propertiesare stated at fair value determined annually by an external valuer. Any gains or losses arising from changes in the fair values ofinvestment properties are included in the income statement in the year in which they arise.

Fair value consists of the amounts for which properties could be exchanged between willing parties in an arm's length transaction, basedon comparable market transactions.

The Group carried its investment properties at fair value with changes in the fair values recognised in the income statement. It obtainsindependent valuations at least annually. At the end of the reporting period the Group updates its assessment of the fair value of eachproperty, taking into account the most recent valuations. Where an investment property is acquired at no cost or for nominal consideration,its cost shall be deemed to be its fair value as at the date of acquisition.

The Group recognises a prepayment as an asset when the payments for goods and services have been made in advance of the Groupobtaining a right to access those goods and services.

uwa.edu.au 87


5.4 Intangible assetsConsolidated and University

Software

Software work in

progress

Electronic library

resources Total$'000 $'000 $'000 $'000

At 1 January 2018Cost 11,129 3,188 41,357 55,674Accumulated amortisation and impairment (11,129) - (15,647) (26,776)Net book value - 3,188 25,710 28,898

Year ended 31 December 2018Opening net book value - 3,188 25,710 28,898Additions - 4,262 5,695 9,957Amortisation - - (4,247) (4,247)Closing net book value - 7,450 27,158 34,608

At 31 December 2018Cost 11,129 7,450 47,053 65,632Accumulated amortisation and impairment (11,129) - (19,895) (31,024)Net book value - 7,450 27,158 34,608

Year ended 31 December 2019Opening net book value - 7,450 27,158 34,608Additions - 6,529 7,014 13,543Disposals - - - - Amortisation (552) - (4,865) (5,417)Transfer 6,520 (6,520) - - Closing net book value 5,968 7,459 29,307 42,734

At 31 December 2019Cost 17,649 7,459 54,067 79,175Accumulated amortisation and impairment (11,681) - (24,760) (36,441)Net book value 5,968 7,459 29,307 42,734

Accounting policy

The amortisation rate policy is as follows:

Asset Class Amortisation rate Amortisation methodSoftware 20% Straight lineElectronic library resources 10% Straight line

Impairment testing is performed when an indicator of impairment is identified.

SoftwareSoftware includes both acquired and internally generated software, and is stated at historic cost less amortisation and, where applicable,any impairment losses.

Electronic library resourcesElectronic library resources can be categorised into perpetual access and annual subscriptions. Perpetual access based resources arecapitalised and amortised 10 per cent annually over 10 years. Annual subscriptions are expensed as incurred.


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uwa.edu.au 89

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Accounting policy

The depreciation rate policy is as follows:

Asset Class Depreciation rate Depreciation methodLeasehold land Not depreciated Not depreciatedFreehold land Not depreciated Not depreciatedBuildings:

• Structure/shell/building fabric 2% Reducing balance• Fixtures, fittings and central plant 5% Straight line• Leasehold improvements Over the life of the lease Straight line

Plant and equipment• Computer hardware and audio visual 25% Straight line• General plant and equipment 12.5% Straight line• Motor vehicles 17.4% Straight line

Library books 10% Straight lineArtworks Not depreciated Not depreciatedSpecial collections Not depreciated Not depreciated

Impairment of assets

Critical accounting estimates and judgements: Property, plant and equipment

Critical accounting estimates and judgements: ImpairmentAssets are assessed annually for impairment. If the assessment indicates that an asset is impaired, then an assessment of that asset’srecoverable amount is estimated to determine whether an impairment loss should be recognised.


Property, plant and equipment is measured at cost less accumulated depreciation less accumulated impairment losses. Where an asset isacquired at no cost or for a nominal cost, the cost recorded is the fair value of the asset at the acquisition date. Cultural assets where thefair value or economic benefit cannot be reliably measured are not ascribed a value.Subsequent costs are included in the assets carrying value or recognised as a separate asset, where appropriate, when it is probable thatfuture economic benefits associated with the asset will flow to the Group. All other repairs and maintenance are charged to the incomestatement when incurred.

Land, artworks and special collections controlled by the University are classified as non-current assets. They are anticipated to haveindefinite useful lives, as their service potential is not, in any material sense, consumed. As such, no amount for depreciation isrecognised. Work in progress assets are not depreciated until construction has been completed and the asset is available for use.

Assets’ residual values and useful lives are reviewed at each balance sheet date. Gains and losses on disposal are recorded in theincome statement for the year.


The carrying amount of an asset is derecognised when disposed of or when no future economic benefits are expected from its use ordisposal. Where the cost of a replacement part of an item is recognised as part of an asset (or as a separate asset), the Groupderecognises the carrying amount of the replaced part regardless of whether it had been depreciated separately.Where it is not practicable for the Group to determine the carrying amount of the replaced part, the cost of the replacement is used as anindication of what the cost of the replaced part was at the time of acquisition or construction.

Assets that have an indefinite useful life are tested annually for impairment. Assets with a finite life are tested for impairment when eventsor changes in circumstances indicate the carrying value may not be recoverable.

An impairment loss is recognised for the amount by which the asset’s carrying value exceeds the recoverable amount. The recoverableamount is the higher of its fair value less costs of disposal and its value in use. As the Group is a not-for-profit entity, if the futureeconomic benefits of the asset are not primarily dependent on its ability to generate net cash flows, unless the asset has been identified assurplus, the value in use is its depreciated replacement cost.

Property, plant and equipment and intangible assets are depreciated/amortised over their useful lives taking into account any residualvalues where appropriate. The useful lives of the assets and residual values (where appropriate) are assessed annually and may varydepending on a number of factors. In assessing asset lives, factors such as technological innovation, wear and tear and maintenanceprograms are taken into account. An increase (decrease) in asset lives would result in a lower (higher) future period charge recognised inthe income statement.



Accounting policy

The depreciation rate policy is as follows:

Asset Class Depreciation rate Depreciation methodLeasehold land Not depreciated Not depreciatedFreehold land Not depreciated Not depreciatedBuildings:

• Structure/shell/building fabric 2% Reducing balance• Fixtures, fittings and central plant 5% Straight line• Leasehold improvements Over the life of the lease Straight line

Plant and equipment• Computer hardware and audio visual 25% Straight line• General plant and equipment 12.5% Straight line• Motor vehicles 17.4% Straight line

Library books 10% Straight lineArtworks Not depreciated Not depreciatedSpecial collections Not depreciated Not depreciated

Impairment of assets

Critical accounting estimates and judgements: Property, plant and equipment

Critical accounting estimates and judgements: ImpairmentAssets are assessed annually for impairment. If the assessment indicates that an asset is impaired, then an assessment of that asset’srecoverable amount is estimated to determine whether an impairment loss should be recognised.


Property, plant and equipment is measured at cost less accumulated depreciation less accumulated impairment losses. Where an asset isacquired at no cost or for a nominal cost, the cost recorded is the fair value of the asset at the acquisition date. Cultural assets where thefair value or economic benefit cannot be reliably measured are not ascribed a value.Subsequent costs are included in the assets carrying value or recognised as a separate asset, where appropriate, when it is probable thatfuture economic benefits associated with the asset will flow to the Group. All other repairs and maintenance are charged to the incomestatement when incurred.

Land, artworks and special collections controlled by the University are classified as non-current assets. They are anticipated to haveindefinite useful lives, as their service potential is not, in any material sense, consumed. As such, no amount for depreciation isrecognised. Work in progress assets are not depreciated until construction has been completed and the asset is available for use.

Assets’ residual values and useful lives are reviewed at each balance sheet date. Gains and losses on disposal are recorded in theincome statement for the year.


The carrying amount of an asset is derecognised when disposed of or when no future economic benefits are expected from its use ordisposal. Where the cost of a replacement part of an item is recognised as part of an asset (or as a separate asset), the Groupderecognises the carrying amount of the replaced part regardless of whether it had been depreciated separately.Where it is not practicable for the Group to determine the carrying amount of the replaced part, the cost of the replacement is used as anindication of what the cost of the replaced part was at the time of acquisition or construction.

Assets that have an indefinite useful life are tested annually for impairment. Assets with a finite life are tested for impairment when eventsor changes in circumstances indicate the carrying value may not be recoverable.

An impairment loss is recognised for the amount by which the asset’s carrying value exceeds the recoverable amount. The recoverableamount is the higher of its fair value less costs of disposal and its value in use. As the Group is a not-for-profit entity, if the futureeconomic benefits of the asset are not primarily dependent on its ability to generate net cash flows, unless the asset has been identified assurplus, the value in use is its depreciated replacement cost.

Property, plant and equipment and intangible assets are depreciated/amortised over their useful lives taking into account any residualvalues where appropriate. The useful lives of the assets and residual values (where appropriate) are assessed annually and may varydepending on a number of factors. In assessing asset lives, factors such as technological innovation, wear and tear and maintenanceprograms are taken into account. An increase (decrease) in asset lives would result in a lower (higher) future period charge recognised inthe income statement.

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Right-of-use assets


Right-of-use asset - Buildings $'000 $'000 $'000 $'000At 1 January 2019 1,180 - 1,180 - Additions of right-of-use assets - - - - Depreciation charge (670) - (670) -At 31 December 2019 510 - 510 -

Right-of-use asset - EquipmentAt 1 January 2019 74 - 74 - Additions of right-of-use assets - - - - Depreciation charge (35) - (35) -At 31 December 2019 39 - 39 -

Accounting policyLeases (from 1 January 2019)

Leases (to 31 December 2018)

Right-of-use assets predominately relate to long-term property leases.

Assessment of whether a contract is, or contains, a lease

At inception of a contract, the Group assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contractconveys a right to control the use of an identified asset for a period of time in exchange for consideration.

The Group assesses whether:a. The contract involves the use of an identified asset. The asset may be explicitly or implicitly specified in the contract.b. The customer has the right to obtain substantially all of the economic benefits from the use of the asset throughout the period of use.c. The customer has the right to direct the use of the asset throughout the period of use. The customer is considered to have the right todirect the use of the asset only if either:cci. The customer has the right to direct how and for what purpose the identified asset is used throughout the period of use; orccii. The relevant decisions about how and for what purposes the asset is used is predetermined and the customer has the right to operateccccthe asset, or the customer designed the asset in a way that predetermines how and for what purpose the asset will be usedccccthroughout the period of use.

Accounting for leases – Group as lesseeIn contracts where the Group is a lessee, the Group recognises a right-of-use asset and a lease liability at the commencement date of thelease, unless the short-term or low-value exemption is applied.

Right-of-use assetA right-of-use asset is initially measured at cost, comprising the initial measurement of the lease liability adjusted for any lease paymentsmade before the commencement date (reduced by lease incentives received); plus initial direct costs incurred in obtaining the lease andan estimate of costs to be incurred in dismantling and removing the underlying asset, restoring the site on which it is located, or restoringthe underlying asset to the condition required by the terms and conditions of the lease.

A right-of-use asset associated with land and buildings is subsequently measured at fair value. All other property, plant and equipment aremeasured as described in the accounting policy for property, plant and equipment.

Leases where the lessee has substantially all the risks and rewards of ownership are classified as finance leases. Finance leases arecapitalised at the lower of fair value and the present value of the minimum lease payments and the corresponding obligation is recorded inpayables. Each lease payment is allocated between the finance charge and reducing the liability.

Leases are classified as operating leases when the lessor retains substantially all the risks and rewards of ownership. Payments orincome received under operating leases are recognised in the income statement on a straight line basis over the lease term. Where theGroup is the lessor, the asset subject to an operating lease is recognised in the statement of financial position according to the nature ofthe asset.

Concessionary (peppercorn) leasesLeased assets arising from significantly below market leases are measured at fair value at the inception of the lease whereas the leaseliability is recognised at present value of peppercorn lease payment amounts. The difference between the right-of-use asset and leaseliability is recorded as income in the income statement under AASB1058.

The Group has elected to measure a class (or classes) of right-of-use assets arising under ‘concessionary leases’ at initial recognition atcost, in accordance with AASB16 paragraphs 23–25, which incorporates the amount of the initial measurement of the lease liability.



Right-of-use assets


Right-of-use asset - Buildings $'000 $'000 $'000 $'000At 1 January 2019 1,180 - 1,180 - Additions of right-of-use assets - - - - Depreciation charge (670) - (670) -At 31 December 2019 510 - 510 -

Right-of-use asset - EquipmentAt 1 January 2019 74 - 74 - Additions of right-of-use assets - - - - Depreciation charge (35) - (35) -At 31 December 2019 39 - 39 -

Accounting policyLeases (from 1 January 2019)

Leases (to 31 December 2018)

Right-of-use assets predominately relate to long-term property leases.

Assessment of whether a contract is, or contains, a lease

At inception of a contract, the Group assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contractconveys a right to control the use of an identified asset for a period of time in exchange for consideration.

The Group assesses whether:a. The contract involves the use of an identified asset. The asset may be explicitly or implicitly specified in the contract.b. The customer has the right to obtain substantially all of the economic benefits from the use of the asset throughout the period of use.c. The customer has the right to direct the use of the asset throughout the period of use. The customer is considered to have the right todirect the use of the asset only if either:cci. The customer has the right to direct how and for what purpose the identified asset is used throughout the period of use; orccii. The relevant decisions about how and for what purposes the asset is used is predetermined and the customer has the right to operateccccthe asset, or the customer designed the asset in a way that predetermines how and for what purpose the asset will be usedccccthroughout the period of use.

Accounting for leases – Group as lesseeIn contracts where the Group is a lessee, the Group recognises a right-of-use asset and a lease liability at the commencement date of thelease, unless the short-term or low-value exemption is applied.

Right-of-use assetA right-of-use asset is initially measured at cost, comprising the initial measurement of the lease liability adjusted for any lease paymentsmade before the commencement date (reduced by lease incentives received); plus initial direct costs incurred in obtaining the lease andan estimate of costs to be incurred in dismantling and removing the underlying asset, restoring the site on which it is located, or restoringthe underlying asset to the condition required by the terms and conditions of the lease.

A right-of-use asset associated with land and buildings is subsequently measured at fair value. All other property, plant and equipment aremeasured as described in the accounting policy for property, plant and equipment.

Leases where the lessee has substantially all the risks and rewards of ownership are classified as finance leases. Finance leases arecapitalised at the lower of fair value and the present value of the minimum lease payments and the corresponding obligation is recorded inpayables. Each lease payment is allocated between the finance charge and reducing the liability.

Leases are classified as operating leases when the lessor retains substantially all the risks and rewards of ownership. Payments orincome received under operating leases are recognised in the income statement on a straight line basis over the lease term. Where theGroup is the lessor, the asset subject to an operating lease is recognised in the statement of financial position according to the nature ofthe asset.

Concessionary (peppercorn) leasesLeased assets arising from significantly below market leases are measured at fair value at the inception of the lease whereas the leaseliability is recognised at present value of peppercorn lease payment amounts. The difference between the right-of-use asset and leaseliability is recorded as income in the income statement under AASB1058.

The Group has elected to measure a class (or classes) of right-of-use assets arising under ‘concessionary leases’ at initial recognition atcost, in accordance with AASB16 paragraphs 23–25, which incorporates the amount of the initial measurement of the lease liability.



5.6 Trade and other payables Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Trade payables 33,086 34,596 31,440 33,189Other payables 36,471 30,760 36,263 30,558OS-HELP liability to the Australian Government 527 1,582 527 1,582Total trade and other payables 70,084 66,938 68,230 65,329

Accounting policy

5.7 Contract and other liabilities Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Contract liabilities: Student fees 19,336 - 19,336 - Other 20,848 - 17,763 - Deferred revenue: - Student fees - 18,738 - 18,738 Other - 19,674 - 18,538Funds held for outside parties 6,067 5,901 6,064 5,898Total contract and other liabilities 46,251 44,313 43,163 43,174

Other funds held for outside parties that do not qualify for recognition in the financial statements As at reporting date, the Group held $16.8 million (2018: $17.9 million) in financial assets on behalf of various outside parties. The Groupperforms administrative functions for these entities. These funds do not meet the asset recognition criteria and consequently have notbeen included in the assets (or the related liabilities) of the consolidated entity or the Group.

Payables represent liabilities for goods or services incurred on or before the reporting date. Trade payables are initially recorded at fairvalue and subsequently recorded at amortised cost. Due to the short duration and other terms of payment these amounts usually equateto cost.

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6 Capital and financial risk management

• 6.1 Cash and cash equivalents • 6.5 Fair value measurements• 6.2 Other financial assets • 6.6 Reserves• 6.3 Borrowings • 6.7 Commitments• 6.4 Financial instruments • 6.8 Contingencies

6.1 Cash and cash equivalents Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Cash at bank and on hand 19,251 25,059 13,925 20,979Short-term deposits 66,556 27,103 59,042 27,103Total cash and cash equivalents 85,807 52,162 72,967 48,082

The Group has pledged $123,243 (2018: $123,243) against cash assets as at 31 December 2019.

(a) Cash at bank and on handCash at bank is interest bearing at an average interest rate of 0.42% as at 31 December 2019 (2018: 1.51%).

(b) Short-term deposits

Cash held in imprests is non-interest bearing.

(c) Reconciliation of net result to net cash provided by/(used in) operating activities

Net result for the year 120,981 29,086 111,682 28,620

Adjustments: non-cash items Depreciation, amortisation and impairment 50,525 46,597 50,142 46,228 Investment adjustments (125,546) (13,287) (124,887) (13,284) Net (profit)/loss on sale of non-current assets 176 114 101 116 Donation of artworks and equipment (1,966) (1,659) (1,966) (1,659) Net exchange differences 34 201 34 201

Changes in operating assets and liabilities Decrease/(increase) in receivables and prepayments (278) (3,161) 1,930 (3,389) Decrease/(increase) in inventories (259) (27) (274) 37 (Decrease)/increase in payables and borrowings (7,278) (8,068) (7,524) (8,074) (Decrease)/increase in other liabilities 1,938 (2,886) (11) (3,099) (Decrease)/increase in provisions 1,363 (5,597) 1,048 (5,677)

Net cash provided by/(used in) operating activities 39,690 41,313 30,276 40,020

Accounting policy


This section provides information relating to the University and its subsidiaries capital structure, financing, its exposure tofinancial risk, and how those risks are managed.

These deposits are bearing an average fixed interest rate of 1.32% as at 31 December 2019 (2018: 2.21%). These deposits have anaverage maturity of 37 days (2018: 23 days).

Cash and cash equivalents includes cash on hand, bank accounts and deposits and other short-term, highly liquid money marketinvestments that are readily convertible to known amounts of cash, and which are subject to an insignificant risk of changes in value.



6.2 Other financial assets Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Non-currentOther financial assets at fair value through profit or loss# 849,142 822,669 848,124 822,165Other financial assets at amortised cost 1,351 1,779 1,351 1,779Less: Impairment (449) (449) (449) (449)Total non-current other financial assets 850,044 823,999 849,026 823,495

ImpairmentAllowance for debt instruments other than receivables

At 1 January (449) (1,889) (449) (1,889)Provision for expected credit losses - 1,440 - 1,440Write-off - - - - At 31 December (449) (449) (449) (449)

The information about the credit exposures are disclosed in Note 6.4 Financial instruments.

Accounting policyFinancial assets

Initial recognition and measurement

Subsequent measurement

Financial assets at amortised cost

The Group has fully reversed the impairment of a loan asset due to changes in the level of uncertainty surrounding future repayment ofthe principal amount.

The Group’s financial assets at amortised cost includes trade receivables and loans to related parties.

• (Other) financial assets at amortised costs;• (Other) financial assets at fair value through other comprehensive income;• Investments in equity instruments designated at fair value through other comprehensive income;• (Other) financial assets at fair value through profit or loss; and• (Other) financial assets designated at fair value through profit or loss.

The Group measures financial assets at amortised cost if both of the following conditions are met:

Set out below is the movement in the allowance for debt instruments other than receivables:

# Other financial assets recognised through profit or loss relates predominantly to the University investment portfolio and equityinstruments.

Changes in fair values of other financial assets at fair value through profit or loss are recorded in other income in the income statement(note 2.4 Net investment revenue).

• The financial asset is held within a business model with the objective to hold financial assets in order to collect contractual cash flows;and • The contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of principal and intereston the principal amount outstanding.

Financial assets at amortised cost are subsequently measured using the Effective Interest Rate (EIR) method and are subject toimpairment. Gains and losses are recognised in profit or loss when the asset is derecognised, modified or impaired.

A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of anotherentity.

Financial assets are classified, at initial recognition, at amortised cost, fair value through other comprehensive income (OCI), and fairvalue through profit or loss.

The classification of financial assets at initial recognition depends on the financial asset’s contractual cash flow characteristics and theGroup’s business model for managing them. With the exception of trade receivables that do not contain a significant financing componentor for which the Group has applied the practical expedient, the Group initially measures a financial asset at its fair value plus, in the caseof a financial asset not at fair value through profit or loss, transaction costs.

In order for a financial asset to be classified and measured at amortised cost or fair value through OCI, it needs to give rise to cash flowsthat are ‘solely payments of principal and interest (SPPI)’ on the principal amount outstanding. This assessment is referred to as the SPPItest and is performed at an instrument level. The Group’s business model for managing financial assets refers to how it manages itsfinancial assets in order to generate cash flows. The business model determines whether cash flows will result from collecting contractualcash flows, selling the financial assets, or both.

Purchases or sales of financial assets that require delivery of assets within a time frame established by regulation or convention in themarket place (regular way trades) are recognised on the trade date, i.e., the date that the Group commits to purchase or sell the asset.

For purposes of subsequent measurement, financial assets are classified in five categories:

uwa.edu.au 95



• The rights to receive cash flows from the asset have expired; or

Financial assets at fair value through profit or loss include financial assets held for trading, financial assets designated upon initialrecognition at fair value through profit or loss, or financial assets mandatorily required to be measured at fair value. Financial assets areclassified as held for trading if they are acquired for the purpose of selling or repurchasing in the near term. Derivatives, includingseparated embedded derivatives, are also classified as held for trading unless they are designated as effective hedging instruments.Financial assets with cash flows that are not solely payments of principal and interest are classified and measured at fair value throughprofit or loss, irrespective of the business model. Notwithstanding the criteria for debt instruments to be classified at amortised cost or atfair value through OCI, as described above, debt instruments may be designated at fair value through profit or loss on initial recognition ifdoing so eliminates, or significantly reduces, an accounting mismatch.

Financial assets at fair value through profit or loss are carried in the statement of financial position at fair value with net changes in fairvalue recognised in the income statement. This category includes derivative instruments and listed equity investments which the Grouphad not irrevocably elected to classify at fair value through OCI. Dividends on listed equity investments are also recognised as otherincome in the income statement when the right of payment has been established.

The Group has elected to classify irrevocably its non-listed equity investments under this category.

Derecognition

Financial assets and financial liabilities are offset and the net amount is reported in the consolidated statement of financial position if thereis a currently enforceable legal right to offset the recognised amounts and there is an intention to settle on a net basis, to realise theassets and settle the liabilities simultaneously.

Investments in equity instruments designated at fair value through other comprehensive incomeUpon initial recognition, the Group can elect to classify irrevocably its equity investments as equity instruments designated at fair valuethrough OCI, when they meet the definition of equity under AASB 132 Financial Instruments: Presentation and are not held for trading.The classification is determined on an instrument-by-instrument basis. Gains and losses on these financial assets are never recycled toprofit or loss. Dividends are recognised as other income in the income statement when the right of payment has been established, exceptwhen the Group benefits from such proceeds as a recovery of part of the cost of the financial asset: in which case, such gains arerecorded in OCI. Equity instruments designated at fair value through OCI are not subject to impairment assessment.

A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is primarily derecognised(i.e., removed from the Group’s consolidated statement of financial position) when:

• The Group has transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows infull without material delay to a third party under a ‘pass-through’ arrangement; and either (a) the Group has transferred substantially all therisks and rewards of the asset, or (b) the Group has neither transferred nor retained substantially all the risks and rewards of the asset,but has transferred control of the asset.

When the Group has transferred its rights to receive cash flows from an asset or has entered into a pass-through arrangement, itevaluates if, and to what extent, it has retained the risks and rewards of ownership. When it has neither transferred nor retainedsubstantially all of the risks and rewards of the asset, nor transferred control of the asset, the Group continues to recognise the transferredasset to the extent of its continuing involvement. In that case, the Group also recognises an associated liability. The transferred asset andthe associated liability are measured on a basis that reflects the rights and obligations that the Group has retained.

Continuing involvement that takes the form of a guarantee over the transferred asset is measured at the lower of the original carryingamount of the asset and the maximum amount of consideration that the Group could be required to repay.

The Group considers a financial asset in default when contractual payments are 90 days past due. However, in certain cases, the Groupmay also consider a financial asset to be in default when internal or external information indicates that the Group is unlikely to receive theoutstanding contractual amounts in full before taking into account any credit enhancements held by the Group. A financial asset is writtenoff when there is no reasonable expectation of recovering the contractual cash flows.

Impairment of debt instruments other than receivablesThe Group recognises an allowance for expected credit losses (ECLs) for all debt instruments other than receivables and not held at fairvalue through profit or loss. ECLs are based on the difference between the contractual cash flows due in accordance with the contract andall the cash flows that the Group expects to receive, discounted at an approximation of the original effective interest rate. The expectedcash flows will include cash flows from the sale of collateral held or other credit enhancements that are integral to the contractual terms.

ECLs are recognised in two stages. For credit exposures for which there has not been a significant increase in credit risk since initialrecognition, ECLs are provided for credit losses that result from default events that are possible within the next 12-months (a 12-monthECL). For those credit exposures for which there has been a significant increase in credit risk since initial recognition, a loss allowance isrequired for credit losses expected over the remaining life of the exposure, irrespective of the timing of the default (a lifetime ECL).

Offsetting

Financial assets at fair value through profit or loss (including designated)



6.3 BorrowingsConsolidated University

2019 2018 2019 2018$'000 $'000 $'000 $'000

CurrentWestern Australian Treasury Corporation 3,420 9,571 3,419 9,571Lease liabilities 365 141 342 - Total current borrowings 3,785 9,712 3,761 9,571

Non-currentWestern Australian Treasury Corporation 130,850 134,398 130,850 134,398Lease liabilities 161 25 161 - Total non-current borrowings 131,011 134,423 131,011 134,398

Total borrowings 134,796 144,135 134,772 143,969

Maturity date Principal outstanding Average interest rate2019 2018 2019 2018

Western Australian Treasury Corporation Loans- Term floating rate lending 15/10/2019 - 6,275 1.96% 2.18%- Debt portfolio manager - term fixed rate 15/01/2020 - 15/10/2029 98,125 98,125 3.85% 4.03%- Debt portfolio manager - term floating rate 21/01/2020 - 21/10/2024 20,600 20,600 1.84% 2.27%- Fixed rate project 15/10/2023 14,360 17,630 3.78% 3.78%Total WATC loans 133,085 142,630

Principal outstanding2019 2018

Financing facilities availableThe following facilities had been negotiated and were available as atreporting date:

Facilities used at reporting date: - WATC loans 133,085 142,630Facilities unused at reporting date: - WATC loans1 56,215 49,970Total debt facilities 189,300 192,600

Asset pledged as security

Accounting policy

Average interest rates are calculated based on the total interest expenses and average borrowing amount of each loan during thereporting period.

The borrowings, excluding the fixed rate project facility, have varying maturity dates up to 10 years and are expected to be refinanced orrolled over under a rolling facility arrangement. The Fixed Rate Project loan has a fixed maturity date with annual repayments.

The Group has not pledged any assets as security against the borrowings in the current and previous financial year. A State Treasurer'sGuarantee has been provided, at a cost of 0.7% (2018: 0.7%) per annum of the outstanding loan principal.

Borrowings are recognised initially at fair value net of transaction costs that are directly attributable to its issue. After initial recognition,borrowings are subsequently measured at amortised cost using the Effective Interest Rate (EIR) method. Gains and losses arerecognised in the income statement when the liabilities are derecognised, as well as through the EIR amortisation process. Amortised costis calculated by taking into account any discount or premium on acquisition and fees or costs that are an integral part of the EIR. The EIRamortisation is included in finance costs in the income statement.

Borrowings are classified as current liabilities unless the Group has an unconditional right to defer settlement of the liability for at least 12months after the balance sheet date and does not expect to settle the liability for at least 12 months after the balance sheet date.

Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to completeand prepare the asset for its intended use or sale. Other borrowing costs are expensed.

The Group has the following loans with the WATC for the purpose of financing the University's Capital Program and other specific capitalprojects:

Borrowings are measured at amortised cost using the effective interest rate method. The difference between total Western AustralianTreasury Corporation (WATC) borrowings of $134.3 million and the principal outstanding on the loans of $133.1 million represents theamortised cost adjustment. The amortised cost adjustment recognises the difference between the proceeds and the redemption amountover the period of the borrowings, which for the Group predominately represents the impact of accrued interest payments at each period-end.

1. Subsequent to reporting date, the University drew a $36m (semi-annual) amortising fixed interest loan from WATC effective 15 January2020, for a term of 15 years at a rate of 1.96% plus State Treasurer's Guarantee fee of 0.7%.

uwa.edu.au 97

6.4 Financial instruments

(a) Financial risk management - overview

(b) Credit risk

Receivables

Consolidated 31 December 2019

< 30 days 31-90 days 91-120 days > 120 days$'000 $'000 $'000 $'000 $'000 $'000

Expected credit loss rate (%) 0.00% 0.00% 0.08% 1.01% 19.09%Total gross carrying amount at default 5,002 13,154 4,781 1,478 9,574 33,989Expected credit losses 0 0 4 15 1,828 1,847


< 30 days 31-90 days 91-120 days > 120 days$'000 $'000 $'000 $'000 $'000 $'000

Expected credit loss rate (%) 0.07% 0.15% 0.49% 0.85% 23.98%Total gross carrying amount at default 10,300 9,196 4,879 1,774 8,682 34,831Expected credit losses 7 14 24 15 2,082 2,142

The Group evaluates the concentration of risk with respect to trade receivables as low, as its customers are located in severaljurisdictions and industries and operate in largely independent markets.

Total

The University is committed to a strong, integrity-driven risk culture and transparent risk management practices. The Senate, Audit and Risk Committee and the Vice-Chancellor oversee the University’s risk management framework, which includes policies, proceduresand a risk appetite guidance statement. The University’s risk profile informs the annual internal audit plan.

During 2019, a revised strategic risk profile was completed to support the 2020–2025 strategic plan. In addition, regulatory compliancepractices were enhanced and risk workshops were conducted across business units to assess key operational risks. Highlights, trendsand issues were reported to the Senate and Audit and Risk Committee throughout the year.

A major component of the University's governance framework is the annual Planning and Budget cycle. This cycle involves two keyprocesses, being the preparation of budgets and the review of actual performance against budget or other relevant benchmarks.Where necessary, the monthly reporting process highlights significant financial issues and risks. The monitoring and review process isfulfilled by the University Management and Executive, Strategic Resources Committee and Senate.

The Group has exposure to credit, market and liquidity risk.

The Group has appointed an Implemented Consultant to manage the Group’s investment portfolio. The Implemented Consultantprovides a fully implemented investment management solution via a manager of managers style approach to portfolio construction,strategy implementation, diversification, management and overarching risk management.

Credit risk arises principally from the Group's investment securities, and to a limited extent from its receivables and other financialassets at amortised cost. The carrying amount of the financial assets represents the maximum credit risk exposure at the reportingdate.

In accordance with the Group’s Investment Policy, credit risk is minimised by appropriate diversification of investments gained throughasset allocation, investment styles, manager and portfolio construction.

Current

Day past due

Day past due

Current


The University's Governing Body, the Senate, has overall responsibility for risk management. To assist in fulfilling this aspect of itsrole, the Senate has established two standing committees - the Strategic Resources Committee and the Audit and Risk Committee,both of which report directly to the Senate. The Strategic Resources Committee has, as part of its role, responsibility for monitoring thefinancial welfare of the University; and, within the limits of agreed delegations, making decisions, or recommendations to Senate, oninvestments, debt and the capital structure within a framework of strategy approved by Senate. The Audit and Risk Committee has, aspart of its role, responsibility to satisfy the Senate that the University has sound policies and arrangements in place for corporategovernance and for controlling the institution's exposure to risk. The Audit and Risk Committee also oversees how the University’smanagement monitors compliance with the risk management policies and reviews the adequacy of the risk management framework inrelation to the financial risks faced by the University.

Total

Credit risk is managed at group level subject to the Group's established policy, procedures and control relating to credit riskmanagement. Credit quality of a customer is assessed based on individual credit limits. Outstanding receivables are regularlymonitored.

An impairment analysis is performed at each reporting date using a provision matrix to measure expected credit losses. The provisionrates are based on days past due for groupings of various customer segments with similar loss patterns (i.e., by geographical region,product type, customer type and rating). The calculation reflects the probability-weighted outcome, the time value of money andreasonable and supportable information that is available at the reporting date about past events, current conditions and forecasts offuture economic conditions. Generally, trade receivables are written off if past due for more than one year not subject to enforcementactivity. The maximum exposure to credit risk at the reporting date is the carrying value of each class of financial assets disclosed inthe notes above.




Financial instruments and cash deposits

(c) Liquidity risk


Less than1 year

1 to 5years

5+years Total

% $'000 $'000 $'000 $'000 $'000 $'000Financial assetsCash and cash equivalents 1.12% 75 85,731 85,806 - - 85,806Receivables - 54,079 - 54,079 - - 54,079Other financial assets - 850,044 - - - 850,044 850,044Total 904,198 85,731 139,885 - 850,044 989,929

Financial liabilitiesTrade and other payables - 68,865 - 68,865 - - 68,865Borrowings 4.10% - 134,796 18,850 66,883 49,063 134,796Other financial liabilities - 4,801 - 4,801 - - 4,801Total 73,666 134,796 92,516 66,883 49,063 208,462

Less than1 year

1 to 5years

5+years Total

% $'000 $'000 $'000 $'000 $'000 $'000Financial assetsCash and cash equivalents 1.90% 83 52,079 52,162 - - 52,162Accounts receivable - 50,352 - 50,352 - - 50,352Other financial assets - 823,999 - - - 823,999 823,999Total 874,434 52,079 102,515 - 823,999 926,513

Financial liabilitiesTrade and other payables - 63,478 - 63,478 - - 63,478Borrowings 4.37% - 144,134 24,956 70,115 49,063 144,134Other financial liabilities - 5,904 - 5,904 - - 5,904Total 69,382 144,134 94,338 70,115 49,063 213,516


The Investment Policy Statement, which is managed by the Strategic Resources Committee and approved by Senate, sets outinvestment policy for matters such as performance objectives, investment restrictions, performance benchmarks and monitoring, andthe strategic asset allocation benchmark for each investment pool. The investment policy is formally reviewed every two years. Aninvestment consultant is appointed to undertake an independent review every four years and at any time a material change to thepolicy is proposed.

Average interest rate

Non-interest bearing

Interest bearing

Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The Group's approach tomanaging liquidity is to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under bothnormal and stressed conditions, without incurring unacceptable losses or other related costs. Under normal conditions, the Group aimsto achieve the optimum level of cash holding, so that it minimises liquidity risk to an acceptable level, while at the same timemaximising return from investment, for an agreed level of risk.

To manage these conflicting objectives, and achieve a workable solution, the Group prepares daily rolling liquidity forecasts, so thatpro-active, informed decisions may be made in relation to liquidity management. In addition, the Group has the flexibility to liquidate aportion of its pool investments in a short time-frame, if required.

The Group has a lending agreement with the Western Australian Treasury Corporation. The maximum amount eligible for draw downunder the agreement is $189.3 million (2018: $192.6 million). As at reporting date the outstanding balance owing by the Group,including accrued interest and guarantee levy fees is $134.3 million (2018: $144.0 million). The borrowings provide liquidity to supportthe Group’s capital program, and to fund the student accommodation under the National Rental Affordability Scheme (NRAS).

The following table presents the maturities of the financial assets and financial liabilities at the reporting date:

Average interest rate

Non-interest bearing

The majority of the Group's exposure to credit risk from other financial assets at amortised cost is denominated in Australian dollars.The Group's credit control policy is designed to ensure that credit facilities are provided to customers with an appropriate credit history.Thereafter, the Group has an active credit management policy.

The Group's cash and cash equivalent transactions are invested only through pre-approved authorised deposit-taking institutions andin accordance with the Group's Investment Policy, where maximum exposure limits are set for each institution according to their riskprofile.

Maturity Profile

Maturity Profile

Interest bearing


uwa.edu.au 99



(d) Market risk

(i) Foreign exchange risk

2019 instrument Notional amount Rate ExpiryForward Foreign Exchange contract (buy) USD $0.24 million 0.7280 31/01/2020

2018 instrument Notional amount Rate ExpiryForward Foreign Exchange contract (buy) USD $0.08 million 0.7278 29/03/2019

USD $0.05 million 0.7282 30/04/2019EUR $0.09 million 0.6192 31/05/2019EUR $0.09 million 0.6178 28/06/2019

(ii) Interest rate risk

Details of the forward exchange contracts outstanding at the end of the reporting period are given below:

Where possible, the Group requires that transactions be contracted in Australian dollars and, if this is not possible, then forwardcurrency contracts may be considered to manage the currency exposure. The Group enters into a forward contract when there is anunderlying actual exposure and not for speculative purposes.

The Group's portfolio of investment assets includes, amongst other things, investments in unit trusts which have underlying exposureto international debt, equity and property asset classes. This risk is managed under the Investment Policy Statement, which setsparameters for the level of exposure to unhedged asset classes. Currently, the Group only invests in unit trusts priced in Australiandollars, consequently there is no direct foreign currency risk, risk is reflected in other price risk through changes in Australian dollarquoted unit prices.

The Debt Management Policy restricts borrowings so that all borrowings are in Australian currency only. Specific Senate approval isrequired for foreign currency borrowings.

Given these risk management procedures, the level of foreign exchange risk exposure is considered minimal.

Interest rate risk arises from holding interest-bearing financial assets. Fixed interest rate investments expose the Group to changes infair value through profit and loss, while variable interest rate investments expose the Group to fluctuations in interest income and cashflow. However, fixed and floating rate interest securities are critical to a well diversified investment strategy, forming the defensivecomponent of the overall investment strategy.

The Group has interest bearing liabilities by way of a long term borrowing for financing the Group's capital program and other specificcapital projects. Interest rate risk arises on the borrowing portfolio and is managed by using a portfolio of debt diversified across arange of debt maturities and interest rate term exposures and diversification of fixed and floating rate debt.

The Capital Debt Management Policy Statement, which is reviewed by the Strategic Resources Committee and approved by Senate,sets out the debt policy requirements for the administration and management of the portfolio and includes interest rate and short: longbenchmarks, borrowing restrictions and reporting and monitoring obligations. The Capital Debt Management Policy Statement isregularly and routinely reviewed.

The objective of market risk management is to manage and control market risk exposures within acceptable parameters, whileoptimising the return. The Group Investment Policy provides strategies for managing the impact from market risk.

Foreign exchange risk arises principally from overseas sources of income and expenditure in relation to the Group's internationaloffshore teaching programmes, foreign donors, foreign customers and foreign sourced supplies. For the purposes of managing someinternational transactional activities, the Group holds a US dollar bank account. At year end, the Group has foreign exchange riskexposure on these bank accounts, as disclosed in the market sensitivity analysis.

Foreign Exchange ContractsThe Group enters into forward exchange contracts which are economic hedges that are not designated for hedge accounting;consequently, fair value gains and losses are recorded in the income statement. Foreign exchange contracts are used to manageforeign exchange risk to specifically identified transactional activity.




(iii) Price risk

(iv) Summarised sensitivity analysisConsolidated 31 December 2019

Profit Equity Profit Equity $'000 $'000 $'000 $'000 $'000

Financial assetsCash and cash equivalents 85,806 (857) - 857 - Receivables 54,079 - - - - Other financial assets 850,044 (18,791) - 18,791 -

Financial liabilitiesTrade and other payables (68,865) - - - - Borrowings (134,796) 267 - (267) -Other financial liabilities (4,801) - - - - Total increase/(decrease) (19,381) - 19,381 -



Financial assetsCash and cash equivalents 85,806 2 - (2) -Receivables 54,079 172 - (172) -Other financial assets 850,044 - - - -

Financial liabilitiesTrade and other payables (68,865) - - - - Borrowings (134,796) - - - - Other financial liabilities (4,801) - - - - Total increase/(decrease) 297 - (297) -



Financial assetsCash and cash equivalents 85,806 - - - - Receivables 54,079 - - - - Other financial assets 850,044 (107,641) - 107,641 -

Financial liabilitiesTrade and other payables (68,865) - - - - Borrowings (134,796) - - - - Other financial liabilities (4,801) 960 - (960) -Total increase/(decrease) (106,681) - 106,681 -

Carrying amount

Other price risk

The Group's investment pools are exposed to fluctuations in the prices of debt and equity securities and property units. The GroupInvestment Policy provides strategies for the minimisation of price risk with the diversification of that risk across a number ofinvestment managers and classes of investment. The Investment Policy explicitly restricts the level of investment in any particularsecurity by an individual investment manager. Ongoing monitoring takes place to ensure there is no concentration of risk exposure inany one area. The Group has a long term strategic approach to its Investment Policy, which decreases its exposure to price risk overthe longer term.

+20%

-20% +20%

Interest rate riskCarrying amount

Carrying amount

-20%

-1% +1%

Foreign exchange rate risk

uwa.edu.au 101





Financial assetsCash and cash equivalents 52,162 (521) - 521 - Accounts receivable 50,352 - - - - Other financial assets 823,999 (18,375) - 18,375 -

Financial liabilitiesTrade and other payables (63,478) - - - - Borrowings (144,134) 331 - (331) - Other financial liabilities (5,904) - - - - Total increase/(decrease) (18,565) - 18,565 -



Financial assetsCash and cash equivalents 52,162 184 - (184) - Accounts receivable 50,352 113 - (113) - Other financial assets 823,999 - - - -

Financial liabilitiesTrade and other payables (63,478) - - - - Borrowings (144,134) - - - - Other financial liabilities (5,904) - - - - Total increase/(decrease) 297 - (297) -



Financial assetsCash and cash equivalents 52,162 - - - - Accounts receivable 50,352 - - - - Other financial assets 823,999 (87,562) - 87,562 -

Financial liabilitiesTrade and other payables (63,478) - - - - Borrowings (144,134) - - - - Other financial liabilities (5,904) 647 - (647) - Total increase/(decrease) (86,915) - 86,915 -

(e) Capital management

Carrying amount

Foreign exchange rate risk-20% +20%

Carrying amount

Other price risk-20% +20%

The Group is funded principally by equity capital which is comprised of reserves (note 6.6) and retained earnings. The Group alsoemploys debt funding to specifically support the Group's capital program as outlined in note 6.3. Senate’s policy is to maintain astrong capital base to ensure that the Group is able to continue to provide the services to the community for which it was originallyestablished.

The Group is not subject to externally imposed capital requirements, but does have responsibilities in relation to maintaining the levelof restricted funds derived from funds that have been endowed upon the Group. The Group continuously monitors its level of reserves,profitability and level of restricted and unrestricted funds, within an established risk management framework.

+1%Interest rate risk

Carrying amount

-1%




6.5 Fair value measurements

(a) Fair value measurements

Consolidated 31 December 2019 2018 2019 2018$'000 $'000 $'000 $'000

Financial liabilitiesBorrowings (134,796) (144,135) (143,553) (149,178)

(b) Fair value hierarchy

• Managed investments

• Direct investments

• Other financial assets cccat amortised cost

Consolidated 31 December 2019 2019 Level 1 Level 2 Level 3Recurring fair value measurements Note $'000 $'000 $'000 $'000

Financial assetsOther financial assets 6.2 850,044 802,182 902 46,960Total financial assets 850,044 802,182 902 46,960

Non-financial assetsInvestment properties 5.3 32,072 - 32,072 - Total non-financial assets 32,072 - 32,072 -

Carrying amount Fair value

The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosurepurposes.

Holdings have been classified based on the market price of each holding and have been classified as level 1 fair value assets. Holdings in unlisted equity instruments have been classified as level 3 fair value assets.Fair value is estimated as the present value of all future cash receipts discounted using the prevailing market rates of interest for a similar instrument, net of impairment.

Fair value measurements recognised in the balance sheet are categorised into the following levels:

The valuation level has been determined on the basis of the lowest level input.

The level classification for financial assets at fair value through profit or loss have been determined by type of investments:Classified based on valuation of the investments, being either unit trusts or direct holdings. Unit trusts are priced based on the latest net asset price per unit. The managed investments are classified as level 1 fair value assets and consist either of publicly quoted unit trusts or assets with quoted pricing readily available, all in active markets.

The following table shows the carrying amounts and fair values of financial assets and financial liabilities. It does not include fair valueinformation for financial assets and financial liabilities measured at fair value if the carrying amount is a reasonable approximation offair value.

Due to the short-term nature of the cash and cash equivalents and current receivables, they are not included in the table below as theircarrying value is assumed to approximate their fair value, and based on credit history it is expected that the receivables that areneither past due nor impaired will be received when due.

The University categorises assets and liabilities measured at fair value into a hierarchy based on the level of inputs used inmeasurement: ꞏ Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities; ꞏ Level 2: Inputs that are observable for the asset or liability, either directly or indirectly; and ꞏ Level 3: Inputs for the asset or liability that are not based on observable market data, that is, unobservable inputs.

(i) Recognised fair value measurements

uwa.edu.au 103



Consolidated 31 December 2018 2018 Level 1 Level 2 Level 3Recurring fair value measurements Note $'000 $'000 $'000 $'000

Financial assetsOther financial assets 6.2 823,999 792,815 1,330 29,854Total financial assets 823,999 792,815 1,330 29,854

Non-financial assetsInvestment properties 5.3 27,232 - 27,232 - Total non-financial assets 27,232 - 27,232 -

(c)

The Group measures and recognises the following assets and liabilities at fair value on a recurring basis:ꞏ Financial assets at fair value through profit and loss;ꞏ Investment properties; andꞏ Other financial assets at amortised cost.

The Group has a number of assets and liabilities which are not measured at fair value, but for which the fair values are disclosed in thenotes.

The carrying value of cash and cash equivalents, net accounts receivable, trade and other payables and other liabilities are considereda reasonable approximation of fair value due to the relatively short-term nature of the instruments. The provision for impairment bringsthe face value of account receivables to fair value.

The fair value of borrowings for disclosure purposes is determined after consideration of the premium or discount that would berequired under a hypothetical settlement at the reporting date.

Other financial liabilities consists of funds held for outside parties effectively at call and the carrying value represents the amount theUniversity is required to pay to settle the liabilities.

There were no transfers between fair value hierarchy levels during the year. The Group's policy is to recognise transfers into andtransfers out of fair value hierarchy levels as at the end of the reporting period.

The Group uses a variety of methods and makes assumptions that are based on market conditions existing at each balance date. Thefollowing table shows the valuation technique used in measuring Level 2 and 3 fair values:

All of the resulting fair value estimates are included in level 2 except for unlisted equity securities, explained in (d) below.

(ii) Non-recurring fair value measurementsThe University has no assets or liabilities measured at fair value on a non-recurring basis.

The fair value of financial instruments that are not traded in an active market is determined using valuation techniques. Thesevaluation techniques maximise the use of observable market data where it is available and rely as little as possible on entity-specificestimates. If all significant inputs required to fair value an instrument are observable, the instrument is included in level 2. If one ormore of the significant inputs is not based on observable market data, the instrument is included in level 3. This is the case for unlistedequity securities.

(i) Recurring fair value measurements

TypeInvestment property

Other financial assets at amortised cost

Unlisted shares held by the University

Valuation techniques used to derive level 2 and level 3 fair values

(ii) Disclosed fair values

Valuation techniqueFair values were determined by an independent valuer, and were derived from the sales prices of comparable properties after adjusting for differences in key attributes such as property size.

Fair value is estimated as the present value of all future cash receipts discounted using the prevailing market rates of interest for a similar instrument, net of impairment.

Unlisted shares held by the University - fair value is based on their last issue price or fundraising value, net tangible asset value, discounted net asset value or at cost where the market is generally limited.



(d)

Level 3 fair value measurements for other financial assets 2019 2018$'000 $'000

Opening balance 29,854 17,202Effect of adoption of new accounting standards - 5,551Opening balance as restated 29,854 22,753Acquisitions 480 - Total gains/(losses) 16,625 7,101Recognised in profit or loss* 16,625 7,101Recognised in other comprehensive income - - Closing balance 46,959 29,854

16,625 7,101

DescriptionFair value at 31 Dec 2019

$'000

Fair value at 31 Dec 2018

$'000

Range of inputs

39,723 22,933 30%

5,749 5,923 -

Unlisted shares with intellectual property assets

1,487 998 Not applicable - measured at cost

The fair value of unlisted shares held by the University with underlying investment or infrastructure assets was determined by anindependent valuer, and was derived by calculating the entity's net assets and, where applicable, applying a discount rate to factor inrestrictions that prevent the entity from disposing its underlying net assets.

The unlisted shares with intellectual property assets held by the University are held for operational or research commercialisationpurposes where no active market exists. The fair value of these assets cannot be reliably measured and are recognised at cost.

(iii) Valuation processes

Unlisted shares with underlying investment or infrastructure assets Valuation based on

management financial statements

The higher the valuation, the greater the fair value

The higher the discount rate, the lower the fair value

*Unrealised gains/(losses) recognised in profit or loss attributable to assets held at the end of the reporting period

The following table summarises the quantitative information about the significant unobservable inputs used in level 3 fair valuemeasurements. See (c) above for the valuation techniques adopted.

Fair value measurements using significant unobservable inputs (level 3)

(i) Transfers between categories and changes in valuation techniques

Unobservable inputs

Discount rate

There were no transfers between categories or changes in valuation techniques during the year.

(ii) Valuation inputs and relationships to fair value

Relationship of unobservable inputs to fair

value

Under AASB 139, equity instruments that did not have an active market and whose fair value could not be reliably measured wereclassified as available-for-sale financial assets, with gains/(losses) recognised in other comprehensive income. As part of the adoptionof AASB 9, these assets have been reclassified to other financial assets at fair value through profit and loss.

uwa.edu.au 105



Accounting policy

6.6 Reserves Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Available-for-sale financial assets revaluation reserve - - - - Short-term investment fluctuation reserves - 32,793 - 32,793Other specific reserves - - - - Total reserves - 32,793 - 32,793

(a) MovementsAvailable-for-sale financial asset revaluation reserveBalance 1 January - 16,192 - 16,192Effect of adoption of new accounting standards - (16,192) - (16,192)Balance 1 January as restated - - - - Net gain/(losses) on available-for-sale financial asset - - - - Balance 31 December - - - -

Short-term investment fluctuation reservesBalance 1 January 32,793 32,793 32,793 32,793Transfer from/(to) accumulated funds (32,793) - (32,793) - Balance 31 December - 32,793 - 32,793

Other specific reservesBalance 1 January - 169 - - Transfer from/(to) accumulated funds - (169) - - Balance 31 December - - - -

Total reserves - 32,793 - 32,793

(b) Nature and purpose of reserve

Other specific reserves include the UWA Sport Pty Ltd reserve to fund future capital works. This reserve has been retired, effective 31December 2018.

Under AASB 139, the available-for-sale financial asset revaluation reserve reflected the changes in the fair value of investmentsclassified as available-for-sale financial assets, with amounts recognised in the income statement when the associated assets weresold or impaired. As part of the adoption of AASB 9, effective 1 January 2018, the Group reclassified its available-for-sale financialassets to fair value through profit and loss and the associated reserve balance was adjusted to retained earnings using the modifiedretrospective approach.

The short-term investment fluctuation reserves were created to provide a degree of smoothing in regards investment incomedistributions from year to year and provide increased predictability for planning and budgeting purposes. The Group policy for the short-term investment pool is to distribute the income at a smoothed rate and to credit any excess or debit any shortfall to the investmentfluctuation reserve. These reserves have been retired during the year, as changes to the risk profile of the short-term investment poolremoved the need for a formal reserve.

The fair value of assets and liabilities must be measured for recognition and disclosure purposes. The Group measures financialinstruments and investment properties at fair value at each balance sheet date.

The Group classifies fair value measurements using a fair value hierarchy that reflects the significance of the inputs used in makingthe measurements.

The fair value of assets or liabilities traded in active markets is based on quoted market prices for identical assets or liabilities at thebalance sheet date (level 1). The quoted market price used for assets held by the Group is the most representative of fair value in thecircumstances within the bid-ask spread.

The fair value of assets or liabilities that are not traded in an active market is determined using valuation techniques. The Group usesa variety of methods and makes assumptions that are based on market conditions existing at each balance date. Quoted marketprices or dealer quotes for similar instruments (level 2) are used for long-term debt instruments held. Other techniques that are notbased on observable market data (level 3) are used to determine fair value for the remaining assets and liabilities. The level in the fairvalue hierarchy is determined on the basis of the lowest level input that is significant to the fair value measurement in its entirety.

Fair value measurement of non-financial assets is based on the highest and best use of the asset. The Group considers marketparticipants’ use of, or purchase price of the asset, to use it in a manner that would be highest and best use.

The carrying value less impairment provision of trade receivables and payables is assumed to approximate their fair values due totheir short-term nature. The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractualcash flows at the current market interest rate that is available to the Group for similar financial instruments.



Accounting policy

6.6 Reserves Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Available-for-sale financial assets revaluation reserve - - - - Short-term investment fluctuation reserves - 32,793 - 32,793Other specific reserves - - - - Total reserves - 32,793 - 32,793

(a) MovementsAvailable-for-sale financial asset revaluation reserveBalance 1 January - 16,192 - 16,192Effect of adoption of new accounting standards - (16,192) - (16,192)Balance 1 January as restated - - - - Net gain/(losses) on available-for-sale financial asset - - - - Balance 31 December - - - -

Short-term investment fluctuation reservesBalance 1 January 32,793 32,793 32,793 32,793Transfer from/(to) accumulated funds (32,793) - (32,793) - Balance 31 December - 32,793 - 32,793

Other specific reservesBalance 1 January - 169 - - Transfer from/(to) accumulated funds - (169) - - Balance 31 December - - - -

Total reserves - 32,793 - 32,793

(b) Nature and purpose of reserve

Other specific reserves include the UWA Sport Pty Ltd reserve to fund future capital works. This reserve has been retired, effective 31December 2018.

Under AASB 139, the available-for-sale financial asset revaluation reserve reflected the changes in the fair value of investmentsclassified as available-for-sale financial assets, with amounts recognised in the income statement when the associated assets weresold or impaired. As part of the adoption of AASB 9, effective 1 January 2018, the Group reclassified its available-for-sale financialassets to fair value through profit and loss and the associated reserve balance was adjusted to retained earnings using the modifiedretrospective approach.

The short-term investment fluctuation reserves were created to provide a degree of smoothing in regards investment incomedistributions from year to year and provide increased predictability for planning and budgeting purposes. The Group policy for the short-term investment pool is to distribute the income at a smoothed rate and to credit any excess or debit any shortfall to the investmentfluctuation reserve. These reserves have been retired during the year, as changes to the risk profile of the short-term investment poolremoved the need for a formal reserve.

The fair value of assets and liabilities must be measured for recognition and disclosure purposes. The Group measures financialinstruments and investment properties at fair value at each balance sheet date.

The Group classifies fair value measurements using a fair value hierarchy that reflects the significance of the inputs used in makingthe measurements.

The fair value of assets or liabilities traded in active markets is based on quoted market prices for identical assets or liabilities at thebalance sheet date (level 1). The quoted market price used for assets held by the Group is the most representative of fair value in thecircumstances within the bid-ask spread.

The fair value of assets or liabilities that are not traded in an active market is determined using valuation techniques. The Group usesa variety of methods and makes assumptions that are based on market conditions existing at each balance date. Quoted marketprices or dealer quotes for similar instruments (level 2) are used for long-term debt instruments held. Other techniques that are notbased on observable market data (level 3) are used to determine fair value for the remaining assets and liabilities. The level in the fairvalue hierarchy is determined on the basis of the lowest level input that is significant to the fair value measurement in its entirety.

Fair value measurement of non-financial assets is based on the highest and best use of the asset. The Group considers marketparticipants’ use of, or purchase price of the asset, to use it in a manner that would be highest and best use.

The carrying value less impairment provision of trade receivables and payables is assumed to approximate their fair values due totheir short-term nature. The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractualcash flows at the current market interest rate that is available to the Group for similar financial instruments.


6.7 Commitments Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

(a) Capital commitments

Land and buildings Within one year 26,437 43,030 26,437 43,030 Later than one year but no later than five years - - - - Later than five years - - - -

26,437 43,030 26,437 43,030Other plant and equipment Within one year 9,818 7,406 9,818 7,406 Later than one year but no later than five years - - - - Later than five years - - - -

9,818 7,406 9,818 7,406Intangible assets Within one year 2,583 1,008 2,583 1,008 Later than one year but no later than five years 2,712 1,918 2,712 1,918 Later than five years - - - -

5,295 2,926 5,295 2,926

(b) Lease commitments

i) Operating leases

Within one year - 864 - 844 Later than one year but no later than five years - 842 - 764 Later than five years - 939 - 912

- 2,645 - 2,520

ii) Short-term leases

Within one year 975 - 975 - Later than one year but no later than five years - - - - Later than five years - - - -

975 - 975 -

6.8 Contingencies(a)

(b)

Total future short-term lease payments

Building claddingThe Group is required to report known and suspected buildings with combustible cladding to the Western Australian Department ofMines, Industry Regulation and Safety (DMIRS). The DMIRS classifies these suspected buildings with combustible cladding as high orlow risk following detailed investigation. The Group will have a liability in respect of investigation or remediation expenses.

At the date of this report, seven buildings have been identified by DMIRS requiring remedial action; one building has been remediatedand another is currently being remediated at a cost of $0.4m. The remaining five buildings are currently being scoped to determinerequired works, timescale and financial impact.

PayrollGiven inconsistent application of industrial agreements historically across various sectors, the Group has engaged external support toreview our application of industrial agreements to ensure standardised and accurate adoption across the Group. At the date of thisreport, the financial impact of any potential findings cannot be reliably determined.

OtherAs at 31 December 2019 or at the date of this report, there are no known contingent liabilities which are likely to materially affect theGroup’s financial position.

Contingent liabilities

Contingent assetsContingent assets exist in relation to funds bequeathed to the Group through a number of wills that are pending at year end. Theamount and timing of the future inflow of economic benefits cannot be reasonably determined.

As at 31 December 2019 or at the date of this report, there are no other known contingent assets which are likely to materially affectthe University’s financial position.

Capital expenditure contracted for at the reporting date but not recognised as liabilities are payable as follows:

Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as follows:

Total future minimum lease payments

The nature of the operating lease commitments disclosed below relates to short-term property leases.

The nature of the short-term leases commitments disclosed below relates to property and equipment leases.

uwa.edu.au 107


7 Other disclosures

• 7.1 Remuneration of auditors • 7.6 Discontinued operations• 7.2 Restricted assets • 7.7 Events occurring after the end of the reporting period• 7.3 Subsidiaries and Associates • 7.8 New standards issued but not yet effective• 7.4 Related parties • 7.9 Acquittal of Australian Government financial assistance• 7.5 Supplementary financial information

7.1 Remuneration of auditors Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Audit and review of the Financial StatementsOffice of the Auditor General 372 391 315 323Total paid for audit and review of the Financial Statements 372 391 315 323

Other audit and assurance services*Office of the Auditor General 14 14 14 14AMD Chartered Accountants - 2 - 2AvantEdge Consulting 18 13 15 13Butler Settineri - 3 - 3Ernst and Young 214 166 214 166KPMG Australia 20 20 20 20Latitude Creative Services 4 - 4 - PSZ Accounting 6 - 6 - Quantum Assurance 3 3 3 3RSM Australia Pty Ltd 29 29 29 29ShineWing Australia 1 1 1 1Total paid for other audit and assurance services 311 251 307 251

Total remuneration of auditors 683 642 622 574

* Other audit and assurance services are related to compliance audits, internal audits, grant acquittals and research project audits.

7.2 Restricted assets Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

Cash and cash equivalents 42,120 16,022 42,120 16,022Investment properties 32,072 27,232 32,072 27,232Other financial assets 781,087 701,190 781,087 701,190Property, plant and equipment 281,766 286,429 281,766 286,429Total restricted assets 1,137,045 1,030,873 1,137,045 1,030,873

Critical accounting estimates and judgements: Restricted assetsThe University receives assets from a large number of diverse and variable sources with a variety of legislative, contractual and complianceobligations. The assets that are not available for discretionary use by the University and must be used for the purposes stipulated areconsidered restricted and include:• Research funds; and• Endowment and gifted funds, including land endowed by the State Government and gifts and bequests subject to external requirementsformalised within a Will or Deed of Gift.


This section provides details on other required disclosures relating to the University and its subsidiaries compliance with accountingstandards.

During the year, the following fees were paid for services provided by the auditor of the parent entity, its related practices and non-related audit firms:



7.3 Subsidiaries and Associates

(a) Subsidiaries

2019 2018

The University Club of Western Australia Pty Ltd Australia Ordinary 100 100 Events and function centre

UWA Sport Pty Ltd Australia Ordinary 100 100Sports and recreational activities

UWA Accommodation Services Pty Ltd Australia Ordinary 100 100 Student accomodation

Australia Ordinary 100 - Arts and culture events

Young Lives Matter Foundation UWA Limited* Australia Ordinary 100 100Youth suicide prevention research

* Limited by guarantee.

Accounting policy

(b) Associates

2018 2019 2018

Perth USAsia Centre Limited* Australia Ordinary 50 50 - -

Collaborative research on US and Australia relationship

Accounting policy

Principal activity2019

Equity holding %

The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of The University of Western Australia (‘parententity’) as at 31 December 2019 and the results of all subsidiaries for the year then ended. The University of Western Australia and itssubsidiaries together are referred to in this financial report as the Group or the consolidated entity.

Subsidiaries are all those entities (including structured entities) over which the Group has control. The Group has control over an investee whenit is exposed, or has rights, to variable returns from its involvement with the investee and has the ability to affect those returns through its powerover the investee. Power over the investee exists when the Group has existing rights that give it current ability to direct the relevant activities ofthe investee. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessingwhether the Group controls another entity. Returns are not necessarily monetary and can be only positive, only negative, or both positive andnegative.

Subsidiaries are fully consolidated from the date on which control is transferred to the Group. They are de-consolidated from the date thatcontrol ceases.

The acquisition method of accounting is used to account for the acquisition of subsidiaries by the Group.

Intercompany transactions, balances and unrealised gains on transactions between Group companies are eliminated. Unrealised losses arealso eliminated unless the transaction provides evidence of the impairment of the asset transferred. Accounting policies of subsidiaries havebeen changed where necessary to ensure consistency with the policies adopted by the Group.

Name of entityPrincipal place of business

Class of shares

Principal activity

Name of entity

Perth International Arts Festival Ltd

Associates are all entities over which the Group has significant influence but not control, generally accompanying a shareholding of between 20per cent and 50 per cent of the voting rights. Investments in associates are accounted for in the parent entity financial statements using the costmethod and in the consolidated financial statements using the equity method of accounting, after initially being recognised at cost. The Group’sinvestment in associates includes goodwill (net of any accumulated impairment loss) identified on acquisition.

The Group’s share of its associates’ post acquisition profits or losses is recognised in the income statement, and its share of post acquisitionmovements in reserves is recognised in reserves. The cumulative post acquisition movements are adjusted against the carrying amount of theinvestment. Dividends receivable from associates are recognised in the parent entity’s income statement, while in the consolidated financialstatements they reduce the carrying amount of the investment.

Gains or losses resulting from ‘upstream’ and ‘downstream’ transactions, involving assets that do not constitute a business, are recognised inthe parent’s financial statements only to the extent of unrelated investors’ interests in the associate or joint venture. Gains or losses resultingfrom the contribution of non-monetary assets in exchange for an equity interest are accounted for in the same method.

When the Group’s share of losses in an associate equals or exceeds its interest in the associate, including any other unsecured receivables, theGroup does not recognise further losses, unless it has incurred obligations or made payments on behalf of the associate.

* The company is "Limited by Guarantee". The constitution of the company prohibits distribution of funds to the members. Accordingly, the resultof the company is equity accounted at nil value.

Ownership interest %

Carrying amount $'000Country of

incorporationClass of shares

uwa.edu.au 109



7.4 Related parties

(a) Parent entityThe parent entity within the Group is The University of Western Australia.

(b) Subsidiaries and associatesꞏ Interests in subsidiaries are set out in note 7.3.ꞏ Interests in associates are set out in note 7.3.

(c) Key management personnelDisclosures relating to key management personnel are set out in Note 3.4.

(d) Transactions with related parties Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

The following transactions occurred with related parties:Sales of goods and services Subsidiaries - - 8,339 7,969Purchase of goods and services Subsidiaries - - 7,238 7,562Grant expense Associates 501 500 501 500

(e) Outstanding balancesThe following balances are outstanding at the reporting date in relation to transactions with related parties:Current receivables (sales of goods and services) Subsidiaries - - 202 209Current payables (purchases of goods and services) Subsidiaries - - 685 717

(f) Terms and conditionsAmounts were billed based on market rates for such supplies/services and were due and payable under normal payment terms.

7.5 Supplementary financial information Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

(a) Write-offs

Trade and other receivables 815 674 815 669Property, plant and equipment 17 - 17 -

832 674 832 669(b)

- 6 - 6- 6 - 6

In the current and previous financial year, no allowance for credit losses have been raised in relation to any outstanding balances, and noexpense has been recognised in respect of credit losses from related parties.

Losses through theft and default

Bad debts and other write-offs, written off by the Senate, University Club Executive and UWA Sport Pty Ltd board during the financial year:

Losses through theft, default and other causes




7.6 Discontinued operations Consolidated University2019 2018 2019 2018$'000 $'000 $'000 $'000

(a) Operations discontinued during the year

(b)

- - 6,938 - - - 10,678 - - - (3,740) -

- - - - - - (3,740) -

Consideration received or receivable - - - - Carrying amount of net assets sold - - 3,507 - Gain/(loss) on disposal - - (3,507) -

Income from discontinued operationsWestern Australian and Local Government financial assistance - - 443 - Investment revenue and income - - 37 - Other revenue - - 6,458 - Total income from discontinued operations - - 6,938 -

Expenses from discontinued operationsEmployee related expenses - - 1,239 - Materials and supplies - - 21 - Grants distributed - - (610) - Travel - - 65 - Other expenses - - 9,963 - Total expenses from discontinued operations - - 10,678 -

Net result from discontinued operations - - (3,740) -

7.7

The financial performance information and cash flow information are presented are for the four months ended 1 May 2019.

Perth Festival, previously a business unit of the University of WesternAustralia, became a wholly owned subsidiary from 1 May 2019 with netassets transferred to Perth International Arts Festival Ltd for nil proceeds.The income and expenditure of Perth Festival from 1 January to 30 April2019 have been recognised as net result from discontinued operations,whilst the net result of the new subsidiary is recognised in theconsolidated net result of the Group.

RevenueExpenses

Events occurring after the end of the reporting period

Subsequent to the reporting period, the impact of the COVID-19 virus and the related extended travel ban on future student income remains to be quantified. There is no material impact from the event on the 2019 financial position of the Group.

There are no other known events occurring after the end of the reporting period up until the date of this report which are likely to materially affect the Group's financial position.

Financial performance and cash flow information

Profit/(loss) from discontinued operationsGain on sale of the division

Net result of discontinued operations

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THE UNIVERSITY OF WESTERN AUSTRALIA

CERTIFICATIONS


CERTIFICATION OF KEY PERFORMANCE INDICATORS

We hereby certify that the key performance indicators are based on proper records, are relevant and appropriate for assisting users to assess the performance of The University of Western Australia, and fairly represent the performance of The University of Western Australia for the year ended 31 December 2019.


9 March 2020


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The set of KPIs has been refreshed since the 2018 Annual Report to reflect the focus and activities of our Vision 2030 and Strategic Plan 2020-25, which are the best representation of UWA’s strategic aspirations. Where an indicator is new or changed, it is noted. Relationships with previous reporting are referenced in the notes for each indicator.

UWA’s mission is to provide world-class education, research and community engagement for the advancement of the prosperity and welfare of our communities. The University has a vision of creating the next generation of global leaders through experience-rich education and world-leading, trustworthy research. The following KPIs are designed to evidence progress towards our vision and mission.

Key performance indicators



Key performance indicatorsAchievement of this goal will be measured by the following effectiveness indicators:

1.1 Student Numbers. 1.2 Retention. 1.3 Participation.1.4 Student Satisfaction.1.5 Graduate Outcomes.

Strategic goalA UWA education will empower students to create the best possible future for themselves and, through their leadership, others. We will be globally acclaimed for our stimulating curriculum built on social responsibility, experience-rich learning and cutting-edge research.

1. Education


of successfully completing a degree. As such, retention is an indicator of the quality and relevance of our student experience, support services and courses offerings.

1.2 RetentionThis measures the provision of high-quality education through the retention of existing students. Retaining students after their first year is an important milestone and indicator

The University has achieved a strong retention rate in 2019. There is further commitment to improving retention through supporting students in completing their studies. A number of activities have been prioritised in this area.

number of school leavers achieving ATAR outcomes and the cluster funding caps determined by the Federal Government had negative impacts. The University is expanding its provision of scholarships to support students from diverse backgrounds and is considering offering courses in line with anticipated skill gaps.

the mix of students to ensure the balancing of demand from the global community and UWA’s provision of an excellent education for all our students.

Although the University came close to achieving its overall enrolment target, the influence of the increased offerings from other WA universities, a smaller

1.1 Student NumbersThis effectiveness indicator measures the University’s ability to attract and retain students. Attracting students from both within Australia and from around the world is a key aspect in delivering on UWA’s educational goals and financial targets. This metric tracks the size of the UWA student body and

1.3 Participation UWA recognises the importance of creating an environment that supports achieving a more diverse student population. The participation rate allows for the monitoring of UWA’s ability to attract, retain, progress and

support students from designated equity groups: low socioeconomic status (SES) students, students from a non-English speaking background (NESB), Indigenous students, students with disabilities, and students from regional and remote locations.

Equity is one of UWA’s core values. Participation rates from these equity groups provide an indicator of the University’s effectiveness in achieving diversity and inclusion to support success.

Data source: Internal management reporting data source.Notes: This indicator is new and was not included in the 2018 Annual Report. The number of students is shown as equivalent full-time student load (EFTSL). Figures are rounded to one decimal place.

Enrolments (as Student Load)

Course Level 2019 2019 Target

Undergraduate – Domestic 9,629.0 9,722.0

Undergraduate – International 2,267.1 2,286.0

Postgraduate Coursework – Domestic Commonwealth Supported Places 2,851.9 2,627.0

Postgraduate Coursework – Domestic Fee-Paying 839.4 889.0

Postgraduate Coursework – International 1,837.4 1,975.0

Higher Degree by Research – Domestic 959.3 954.0

Higher Degree by Research – International 593.8 599.0

Total 18,977.9 19,052.0

Data source: Internal management reporting system.Notes: This indicator was not included in the 2018 Annual Report and is a new indicator. The methodology is consistent with the New Normal Retention Rate calculated by the Department of Education. This retention rate is defined as the proportion of domestic students who commenced a bachelor degree in the given year that returned in the following year at the same course and/or institution. Due to lags in data reporting, the year disclosed is the retention result for the cohort in the previous year i.e. the retention result reported in 2019 refers to the 2018 cohort.

Retention

1st year retention of domestic undergraduates 2019 2019 Target

UWA 86.4% 88.0%


The University has achieved acceptable participation against targets for Indigenous students and students with disabilities, but gaps against participation targets remain for students from a non-English speaking background, low SES areas and regional/remote areas. These gaps were driven in part by lower numbers of students within key equity groups across Western Australia. Strategies to improve attraction, recruitment and greater accessibility are being developed to provide improved experience and opportunities to these cohorts.

critical contributor to this and our Vision 2030 is student satisfaction with the quality of teaching. This includes the incorporation of perspectives from domestic and international students across undergraduate and postgraduate coursework degrees.

1.4 Student Satisfaction Student perceptions of the overall student experience at UWA are critical in understanding the University’s ability to deliver quality courses, relevant pedagogy and curriculum and an enjoyable learning experience. A

The University performance across student satisfaction measures has improved. There is a University focus on activities that will lead to exceptional teaching and outstanding student experiences.

Data source: SES: Reporting source produced by QILT (via the Social Research Centre); national data sets including institutional response rates for 2019 SES are not yet available. Postgraduate students only included in SES from 2017. International Student Barometer: Reporting source produced by i-graduate.Notes: This indicator is related to KPI 1.2 in the 2018 Annual Report, though it is drawing on results from the Student Experience Survey (SES) that engages two time-based cohorts of current students, rather than recent graduates and also includes a new indicator for Teaching Quality. The University previously reported student satisfaction results from the Course Experience Questionnaire (CEQ) and Postgraduate Research Experience Questionnaire, which are not directly comparable with the SES results. Results reported show the proportion of students satisfied with their overall experience at the University. From 2018, the ISB results are only available every second year. The most recent wave of the ISB was conducted at UWA in 2018. This is being reported in 2019 to provide a recent baseline, and the approved 2019 target reflects the attainment of this score in 2018 for context. SES reports full year 2019 data. The 2019 average figures used for benchmarking will not be available until full release of the 2019 data via QILT.

Student SatisfactionTeaching (% Overall) 2015 2016 2017 2018 2019 2019 Target

UWA 77 80 75 79 80 74

WA Average 84 84 83 83 *

National Average 82 81 80 81 *

Overall Experience (% UG) 2015 2016 2017 2018 2019 2019 Target

UWA 75 77 78 79 80 79

WA Average 81 83 83 83 *

National Average 80 80 79 79 *

Overall Experience (% PG) 2015 2016 2017 2018 2019 2019 Target

UWA 66 69 71 68

WA Average 73 75 *

National Average 75 76 *

Student Experience Survey Response Rate (%) 2015 2016 2017 2018 2019

UWA 37 48 28 37 *

International Student Barometer, Overall Experience (%) 2014 2015 2016 2017 2018 2019 Target

UWA 88 89 90 90 93 93

UWA response rate 17 16 23 18 30

National Average 87 88 89 90 89

Global ISB 89 89 89 89 89

Data source: Internal management reporting data source.Notes: This is a new indicator. This indicator is related to KPI 1.4 in the 2018 Annual Report that reported on student access rates (which considered the proportion of commencing students in an equity group within all commencing onshore domestic students) but has been altered this year to report on student participation rates (which considers the proportion of all i.e. commencing and re-enrolling students in an equity group within all domestic onshore students). Indigenous students and students with disability are those students who self-declared; NESB students are those who arrived in Australia in the previous 10 years and who speak a language other than English at home; low SES students are determined by 2016 SEIFA classification; and Regional / remote students are determined by ASGS classification.

Participation (%)

Cohort 2019 2019 Target

Indigenous students 1.27 1.30

Students with disabilities 9.55 9.00

Non-English speaking background 3.87 5.00

Low SES students 12.32 14.00

Regional/remote students 8.67 10.00

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faced by graduates in gaining employment are recognised given the variability of local economic conditions. Further development of experiential learning and work integrated learning opportunities within existing course curricular will continue across 2020.

that UWA’s education offerings are relevant to employer expectations, enhancing the opportunity for graduates to be on their career path soon after graduation.

The University performance is consistent with overall WA university graduate outcomes. The challenges

1.5 Graduate OutcomesStudents value not only their experiences at university, but also the ability to achieve positive outcomes as a result of their qualification. Gaining meaningful employment post-study is of great importance to a large number of students. Monitoring the employment rates of students provides an indication


Data source: Datasets and dashboard provided by QILT (via the national Social Research Centre).Notes: Graduate Employment was an indicator included in the 2018 Annual Report (KPI 1.3), but is now being reported as separate results for undergraduates and postgraduates by coursework, rather than as a single overall result for all coursework-related graduates. This metric represents the number of graduates who were employed full-time four months after completing their course, as a percentage of those graduates who were available for full-time employment. Benchmarking averages include UWA. Domestic student outcomes shown only; response rate includes international students. The Graduate Outcomes Survey began in its current format in 2016 for students graduating in 2015. QILT reports show as collection year (one year on from graduation). Year refers to the reference year of the survey, e.g. 2019 represents 2018 graduates.

Graduate Outcomes for Undergraduates (%) 2016 2017 2018 2019 2019 Target

UWA 63.7 58.5 55.4 57.8 61.0

WA Average 68.9 64.9 65.6 66.3

Graduate Outcomes for Postgraduates (%) 2016 2017 2018 2019 2019 Target

UWA 82.0 80.4 82.2 80.5 83.0

WA Average 82.6 81.7 80.5 79.1

Graduate Outcomes Survey Response Rate (%)Graduate Outcomes Survey Response Rate (%) 2016 2017 2018 2019

UWA 35.2 39.9 41.9 42.0



Key performance indicatorsAchievement of this goal will be measured by the following effectiveness and efficiency indicators:

2.1 Research Income.2.2 Ranking Performance.2.3 Publications and Outputs.2.4 Highly Cited Staff.

2. Research and innovation

Strategic goalAs one of the world’s elite, research-intensive universities, we will be known for our trusted, reproducible, transformative, open research and accessible data. We will be recognised for leading teams in resolving real-world challenges that are critical to the planet and its people.

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Research income awarded to UWA2014 2015 2016 2017 2018 2018 Target

Total Research Income ($millions) $204 $195 $190 $167 $177 $178

Research Income/FTE (level B+) ($thousands) $162 $157 $158 $144 $154 $152

UWA Share of Total Research Income 5.5% 5.2% 5.0% 4.2% 4.2%

Australian Competitive Grants Income ($millions)

$108 $87 $86 $79 $76 $80

Government Income ($millions) $52 $47 $45 $30 $39 $37

Industry, International and Philanthropic

($millions)

$43 $58 $56 $55 $61 $58

Cooperative Research ($millions) $2 $2 $3 $3 $2 $3

Data source: Commonwealth Government Higher Education Research Data Collection for year ending 31 December, with 2018 as the most recent data. Academic Staff from Department of Education Table 1.7 (FTE for Full-time and Fractional Full-time Staff by State, Higher Education Institution, Current Duties Classification and Gender, 2018). Figures in millions are rounded to the nearest million.Notes: This indicator corresponds to KPI 2.1 in the 2012 to 2018 Annual Report. There are some reporting category changes and methodological changes in the calculation of these because of changes in HERDC categorisations and reporting. The Academic Staff FTE for Level B or above excluding casuals was used to calculate the research income / FTE indicator. 2018 is the most current year available for reporting. Individual research income components may not equal the total research income due to rounding effects.

The University total research income has been in decline despite improvement in 2018, after a reduction in State and Federal Government-linked research investment in 2017. The University is managing this decline through increased diversity of research

2.1 Research incomeResearch funding earned by an institution provides an indication of its effectiveness in conducting relevant and valued research, while also informing the community about the efficiency of the University in funding its efforts towards the enhancement of knowledge.

income sources, with income from Industry, International and Philanthropic sources increasing over the 2018 period.

International ranks2015 2016 2017 2018 2019 2019 Target

ARWU 87 96 91 93 99 75-85

QS 98 102 93 91 86 90-95

THE 109 125 111 134 131 110-120

Data source: http://www.shanghairanking.com, http://www.topuniversities.com/, http://www.timeshighereducation.co.uk/world-university-rankings/Notes: This indicator corresponds to KPI 3.1 in the 2018 Annual Report. Methodological changes are not uncommon in international ranking. Reporting year is the year of data release, not the year of naming convention from the ranking institutions. 2019 ARWU includes an omission by Shanghai Ranking of UWA Alumni Fields medal that will be rectified in the 2020 rankings.

2.2 Ranking PerformanceUWA is among the top global institutions and this indicator evidences our performance. To provide a robust reflection of the University’s comparative performance, UWA’s international ranking is measured using the three most influential international rankings instruments:

• Shanghai Jiao Tong Academic Ranking of World Universities (ARWU) – based on research measures

• Quacquarelli Symonds (QS) World University Ranking – based on research measures, reputation measures, the mix of international staff and students and the staff to student ratio

• Times Higher Education (THE) World University Ranking – based on research measures, a teaching score and an international mix component

The University remains a top 100 University in ARWU and QS in 2019, with improved performance in the QS rank.

The 2019 ARWU rank did not correctly include the 2018 Fields Medal awarded to alumni Akshay Venkatesh in its scoring, which would have resulted in a stronger reported performance. THE ranking results were weaker than expected due to mixed performance within the THE teaching and research indicators in a highly competitive space. The University is committed to the investment in research and teaching excellence through initiatives that improve impact and reputation in the global community.


2.3 Publications and Outputs UWA is committed to communicating its research globally through high quality publications. Publications in the top journal quintile are used to benchmark research outputs regardless of differences in size and disciplinary profiles, and to showcase the presence of publications in journals

considered to be the most prestigious around the world. International co-authorship provides a means of monitoring collaboration and partnership activity. This provides some insight into how globally relevant and impactful institutional research activity is.

The percentage of 2019 publications in the 2018 top journal quintile is below target performance and declined from the previous year. Ensuring high-quality research outputs will remain a strategic focus for 2020. International co-authorship is evidenced at the University in the breadth of our international partnerships and collaborations.

Data source: Top 20% outputs - Clarivate’s Journal Citation Reports (JCR), Web of Science (WoS) and Incites. International Collaborations - Clarivate’s Incites.Notes: The top 20% indicator corresponds to KPI 2.2 in the 2018 Annual Report. The percentage of publications with international co-authorship indicator is a new indicator in 2019. 2019 is the most current reporting year for publications and is compared against the latest available top 20% journals list, which refers to 2018 citations.

Percentage of UWA articles published in top 20% of journals

2015 2016 2017 2018 2019 2019 Target

UWA 46% 47% 47% 47% 44% 48%

Percentage of UWA articles published with international co-authorship

2019 2019 Target

UWA 65% 58%

2.4 Highly Cited Staff UWA has a core value of excellence and seeks to have disciplines and individuals recognised by peers in their fields of research and beyond. The number of highly cited staff recognises the extensive contribution and influence these individuals have on the field of research.

The University has a number of highly cited staff – researchers who demonstrated great influence as shown by their ranking in the top 1% by citations for their field. Increasing the number of highly cited staff within the University is an ongoing priority.

Highly Cited Staff

2019 2019 Target

Highly cited staff 13 11

Data source: HiCi list is produced by Clarivate Analytics. Notes: This indicator is new and was not included in the 2018 Annual Report.

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3. Global partnerships and engagement

Strategic goalAs an authoritative global leader in education and cross-disciplinary and translatable research, we will forge and nurture strong, deep partnerships that reinforce our position as the fulcrum of the Indian Ocean Rim.

Key performance indicatorAchievement of this goal will be measured by the following effectiveness indicators:

3.1 Non-Grant Income

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from course charges, sales of publications / services and consultancy outcomes. There will be continued focus in 2020 for greater diversification of income sources, of which non-grant income is a key component.

3.1 Non-Grant IncomeNon-grant income received from industry, commercial partnerships and the community indicates the University’s relevance and benefit to the community. As competition for funding continues to increase, it is important for UWA to broaden income

sources. Growing this category of revenue also diversifies income beyond traditional research sources and supports greater sustainability.

The University has managed to exceed its target income for this new measure due to strong income performance

Data source: UWA’s Innovation and Industry Engagement commercial and partnerships income (internal).Notes: This indicator is new and was not included in the 2018 Annual Report.

Non-Grant Income

2019 2019 Target

Income $35.2m $30.0m


4. Sustainable environmentsStrategic goalWe will be recognised as a vibrant, sustainable and connected hub that blends our heritage with our future and welcomes our partners, the community and the wider world.

Key performance indicatorAchievement of this goal will be measured by the following efficiency indicator:

4.1 Energy Carbon Neutral Campus.

4.1 Energy Carbon Neutral CampusTransitioning to renewable sources of energy will allow the University to significantly lower emissions, manage energy utilisation and costs, focus on efficient energy usage and create a more sustainable campus. This indicator measures the proportion of renewable energy of UWA’s total electricity utilisation, as a shift towards a more energy-efficient campus with 100% of all electricity utilised being

from renewable sources. This contributes to UWA’s aspirations to be recognised for public place sustainability.

The University did not manage to exceed its initial target, but has grown the proportion of energy supplied by renewable sources from the previous year. An Energy Neutral Carbon Plan has a path forward for the University to reduce its reliance on non-renewable energy sources over the next five years.

Data source: Indication of renewable energy component by volume (kWh) as reported through and the Clean Energy Council (component of grid-drawn renewable energy), released 4 April 2019 and covering the 2018 period.Notes: This indicator is new and was not included in the 2018 Annual Report.

Emissions

2019 2019 Target

Electricity Utilisation from Renewable Sources 16.2% 19.0%

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5. People and cultureStrategic goalUWA will be a remarkable place to work, attracting and retaining world-class staff from diverse backgrounds who want to build careers, drive change, provide leadership and create opportunities in an institution renowned for its excellence.

Key performance indicatorAchievement of this goal will be measured by the following effectiveness indicator:

5.1 Staff Excellence.

5.1 Staff ExcellenceUWA has a core value of excellence and seeks to have areas and individuals recognised by esteemed peer groups, academies and otherwise for excellence in their respective fields.

Excellent education cannot be delivered without high-quality teaching staff. UWA ensures that excellent teaching performance is recognised and celebrated, especially when such recognition comes from independent and external organisations. This indicator reports the number of Australian Awards for University

Teaching (AAUT) program awards and citations received by staff, and the number of Advance HE Fellowships (Principal and Senior) awarded to UWA staff.

The University is performing well against target for this new indicator. Engagement with Advance HE Fellowships went through its initial implementation process in 2019 and was very successful in its launch year, with multiple additional Fellows and Associated Fellows also being awarded within the University.

Data source: Awards and Citations AAUT data from Universities Australia website and Fellowships from active recognitions on the Advance HE website.Notes: This indicator is new and was not included in the 2018 Annual Report. Data is current to December 2019. The reported AAUT awards and citations were awarded in 2019 at the 2018 AAUT Awards Ceremony. An additional measure for Staff Excellence in Research will have relevant targets endorsed by the Senate in 2020 and will be included in the next Annual Report.

Staff Excellence – Teaching

2019 2019 Target

Awards 1 1

Citations 1 2

Fellowships – Principal and Senior Fellows 6 6


6. Effective and sustainable operationsStrategic goalOfferings (academic and administrative) will be high-quality, timely and user-focused and will be designed to enable us to meet our education, research and engagement aspirations.

Key performance indicatorAchievement of this goal will be measured by the following cost-effectiveness and efficiency indicator:

6.1 Margin.

6.1 MarginThis indicator allows the monitoring of the cost-effectiveness and efficiency of sustainable operations and for returning reinvestment capability to support strategic development.

Performance on this indicator is primarily driven by fee-paying student load, annual investment returns and the efficiency in delivering core operations before the cost of servicing debt (interest) and the cost of capital investments (depreciation and amortisation). This indicator is also influenced by the timing of income and

expenditure associated with research grants and donations, as well as expenditure associated with investments in academic excellence, student experience and other University strategic priorities.

The University has exceeded its margin target, on the basis of a strong operating result on an increased total income result compared to 2018. This favourable operating performance was driven by increases in income associated with unrealised gains on investments and research grant income.

Data source: Audited financial statements.Notes: This indicator is new and was not included in the 2018 Annual Report. Margin is measured as Earnings Before Interest, Taxes, Depreciation and Amortisation. It is noted that the University is exempt from income tax within Australia.

Margin

2019 2019 Target

EBITDA 15.8% 5.8%

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The Data Centre Project (Reid Library and Physics) involved replacing redundant uninterruptable power supply (UPS) and the installation of a diesel generator to Reid Library in support of the UWA Data Centre. These upgrades will provide the University with greater improved business continuity.

The $2.15 million LED lighting upgrade at Shenton Park (co-funded by UWA and the State Government) is being enjoyed by both UWA and the broader community. Overall lighting levels across the park have significantly improved, helping lift participation in all sports and activities, while also improving safety and reducing energy consumption.

Projects in progress

Construction of the $80 million transformational EZONE UWA Student Hub commenced in April 2018 and has continued throughout 2019, with a significant milestone achieved in June with the completion of Stage 1 EZONE North. Construction of Stage 2 EZONE North is continuing apace, with the installation of the impressive and striking veil of the building façade almost complete. It will become Western Australia’s premier engineering learning facility when completed in early 2020.

Major capital projects

The University defines major capital projects as those costing more than $5 million. During 2019 the University spent $46.7 million ($29 million in 2018) on major capital projects. Total capital expenditure for Campus Management in 2019 was $57.3 million ($39.5 million in 2018).

The University’s 2020-2025 Strategic Plan aims to establish a modern and fully integrated physical and digital environment to foster a world-leading education and research, and reflect Indigenous place in our shared history.

Completed projects

Although there were no major capital projects completed in 2019, two significant projects were completed by the University for the benefit of stakeholders and in alignment with the Strategic Plan: 1) Data Centre Project and 2) Sports Park Lighting (Shenton Park).

Capital projects

Project Estimated total cost ($m)

Estimated total cost to

complete ($m)

Expected year of completion

(by year)

EZONE UWA Student Hub 80 10 2020

Indigenous Studies Building 17 10 2020

Forrest Hall Stage 2 38 36 2021

Major projects in progress at 31 December 2019

This year saw the beginning of construction of the $16.98 million building for the School of Indigenous Studies, the Centre for Aboriginal Medical and Dental Health, and Poche Centre for Indigenous Health. The precinct includes the expansion of Prescott Court towards Hackett Drive, enhancing internal and external space integration. The project is progressing well, with a Topping Out celebration undertaken in November. The new building will be known as Bilya Marlee (River of the Swan), reflecting the Indigenous history of its location. It is scheduled to open for the second semester of 2020.

The second stage of Forrest Hall has been designed in keeping with the style of the existing Forrest Hall building. Work will start on site in early 2020 and is expected to be completed in 2021. The building has been made possible by a generous donation from the Minderoo Foundation.


Our people and culture

Priorities for 2019 focused on finalising the People and Culture Strategy in the UWA Strategic Plan 2020–2025.

Our People and Culture Strategy was developed in consultation with colleagues across the University and is based on four priorities:

• establishing a robust framework for workforce planning;

• enhancing the capacity for leadership within UWA;

• fostering a culture that is grounded in the values of a modern, collaborative, agile, diverse and open university; and

• building engagement and motivation of and for all staff.

In 2019, we began work on implementation of the actions to achieve these priorities. We worked with faculties to establish the foundations of workforce planning and delivered programs to improve leadership capabilities among middle managers in the University. The academic promotions process was reviewed and recommendations to move from monthly promotions committee meetings to an annual process were approved for implementation in 2020. This will enable, among other things, better integration with our broader performance development processes, and the provision of improved training and support for colleagues seeking promotion and for the committees responsible for considering applications.

We also undertook our biennial staff engagement survey, outcomes of which will inform implementation of the People and Culture Strategy.

Areas planned for immediate action in 2020 include the making of University-wide improvements across operating efficiency, leadership, cross-unit cooperation, and recruitment.

These priorities will be realised in the execution of the Services Project, People & Culture Strategic Plan, and Sustainable Environments initiatives.

Inclusion and diversity

UWA has a long-standing and unwavering commitment to Inclusion and Diversity, overseen by the Inclusion and Diversity Committee (IDC), chaired by the Senior Deputy Vice-Chancellor. Working groups for particular reference groups ensure there is a continued focus on creating an inclusive environment, particularly as it relates to gender, culture and language diversity, disability, LGBTIQA+ and student equity. 2019 saw a number of achievements supporting the delivery of our values in this area, including:

• An embedded and active commitment to increasing Indigenous employment at UWA, and to strengthening Indigenous researcher capacity and capability in Indigenous communities, recognising Indigenous knowledge and knowledge-holders and enabling culturally determined research;

• Maintaining Platinum Status as the only university to be ranked as a Top 10 employer in the Australian Workplace Equality Index (AWEI) since the awards began in 2011, recognising our performance for LGBTIQA+ inclusion;

• Improvement in student, staff and community participation in the digital space by setting a policy standard for accessibility and enhancing the options for student learning by deploying new software enablers;

• Evidencing our commitment to gender equity by setting a three-year action plan to reduce organisational bias across institutional priority-setting, reward and recognition, policy and decision-making, career advancement and progression, and tackling unsupportive workplace culture;

• More extensive and enhanced engagement through equity programs to encourage and support a broader range of students to attend UWA and successfully complete their qualification; and

• Fresh consultation and review of our commitment to disability access and inclusion ahead of the review and refresh of our Disability Access and Inclusion Plan.

Employee relations

This year Human Resources has renewed its focus on compliance. This has included completing a review of long service leave entitlements and completing a trial of new Respect in the Workplace training.

In 2020, we will be taking this focus further to ensure that the University is positioned as a good corporate citizen in support of its 2030 values and vision. This will include continuing to review our compliance obligations and offering support to managers to enable knowledge building and sharing.

We will also be providing support to managers and employees to enable individuals to better align the University’s considerable capabilities with its strategic intent.

Work health and safety

Executive commitment to occupational safety, health and injury management

UWA is committed to providing a safe and healthy working and learning environment for its staff, students, visitors and contractors; and takes a proactive approach to minimising the potential for injury, illness and harm. This commitment is articulated in the University Policy on Work Health and Safety, and supported by a range of health and safety procedures, guidelines and protocols that meet legislative obligations.

Workforce disclosures


Measure 2017 2018 2019 Targets CommentsNumber of Fatalities 0 0 0 0 Met Lost time injury and disease incidence rate 0.3 0.4 0.5 0 or 10% reduction in

incidence rateNot met

Lost time injury and disease severity rate 8 7 0 0 or 10% reduction in severity rate

Met

Percentage of injured workers returned to work (i) within 13 weeks

77 57 58 Greater than or equal to 80% return to work

within 26 weeks

Not Met

Percentage of injured workers returned to work (ii) within 26 weeks

92 64 73

Percentage of managers trained in occupational safety, health and injury management responsibilities, including refresher training within 3 years

33 31 55 Greater than or equal to 80%

Not met

Lost time injury and disease incidence rate:

Lost time injury and disease severity rate:

Injury management and return to work:

All UWA staff are required to complete a Health and Safety Induction every three years. Executive and senior staff are required to complete due diligence training which is designed to provide officers with information on their proactive duty of ‘due diligence’ and how to exercise this duty at UWA. Completion rate for this course was 85% for 2019. UWA managers and supervisors are required to complete a new training course that has been introduced: ‘Leaders Training - Occupational Safety & Health Legislation’ (completion rates below). This course provides instruction on their roles and responsibilities with respect to Work Health and Safety (WHS), injury management and workers’ compensation.

Mechanism for Consultation with Employees on Occupational Health and Safety and Injury Management Matters.

The UWA Health and Safety Consultative Committee structure comprises the following groups:

• The University Health and Safety Committee, consisting of health and safety representatives and management representatives;

• Specialist sub-committees for high-risk activities: the Radiation Safety Committee, Biosafety Committee and Diving and Boating Safety Committee;

• Faculty/School/Divisional Health and Safety Committees.

There is a network of Health and Safety representatives that supports this framework, and provides consultation on safety matters.

Workers’ compensation and injury management

UWA continues to provide a dedicated service to assist staff in returning to work following injuries or illness, through its Injury Management and Wellbeing team. This team provides best-practice injury management services for both compensable and non-compensable conditions, along with proactive and targeted wellbeing initiatives. This ensures that the University continues to meet its obligations as articulated in both the University Policy on Injury Management, and under the Workers’ Compensation and Injury Management Act 1981. This proactive approach enables area-specific injury prevention projects across UWA to target positive health and safety outcomes.

Performance reporting

During 2019, there were 305 incidents and injuries reported: 31 accepted as workers’ compensation claims, and 20 cases recorded as lost time injuries (LTIs) with 214 workdays lost. By comparison, in 2018 there were 261 incidents and injuries reported, with 25 accepted workers’ compensation claims, and 14 cases recorded as LTIs with 157 workdays lost.

#of LTI/D’s x 100# of employees

#of compensated injuries LTI/D’s ≥ 60 days x 100# of LTI/D’s

#of LTI/D’s with RTW outcome in 13/26wks x 100# of LTI/D’s reported

*The information provided in the table on this page aligns with the requirements of the Public Sector Commission reporting. Detailed information on the work health and safety, injury management, and health and wellbeing program priorities, activities and reporting is provided in the Work Health and Safety Annual Report to the Audit and Risk Committee.

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Governance disclosuresDetails of shares in any subsidiary body of the agency held as a nominee or held beneficially by a senior officer of the agency.

There is nothing to report under this heading.

Particulars of any interest in any existing or proposed contract which a senior officer, or a firm of which a senior officer is a member, or any entity in which a senior officer has a substantial financial interest has made with the University.

There is nothing to report under this heading.

Other legal requirementsPublic Interest Disclosure Act

The University complies with the Public Interest Disclosure Act 2003 (the PID Act) and has one Public Interest Disclosure Officer. Two matters were reported under the PID Act in 2019, with one of those matters assessed as being appropriately reported under that Act.

Environmental legislation

In 2019 there were no breaches or alleged breaches by the University of environmental regulations established under state or federal legislation.

The University continues its commitment to improving Information Management (IM) practices in alignment with the University Strategic Plan (2020-2025) and UWA 2030 Vision to deliver high-value impact and efficiency for the University. Recordkeeping remains a fundamental pillar of information governance, supporting effective decision-making, mitigating risks and supporting legal compliance.

The University has a current approved Recordkeeping Plan 2018 (RKP) and an approved Sector Disposal Authority (SDA) in place, in compliance with the State Records Act 2000.

Key achievements and improvements for 2019 include:

• approval from the State Records Commission of the University’s modernised Recordkeeping Plan (2018)

• successful completion of the upgrade to TRIM* version 9, with improved functionality and compatibility with the University’s standard operating environment

• formation of the University’s Information Governance Steering Committee

Statement of compliance with the recordkeeping plan

The amount of any insurance premium paid to indemnify any director.

In 2019 the University paid a premium of $173,305 for Directors’ and Officers’ Liability Insurance, excluding GST.

• successful implementation of an enhanced digitisation software solution that facilitates automated capture of business system-generated records to TRIM

• review of the UWA Recordkeeping Training Program, with improvements identified

• delivery of training to more than 400 staff through group presentations, workshops, one-to-one training and online training.

* TRIM is the University’s official electronic document and records management system.


uwa.edu.au 143

Media and advertising expenditureIn compliance with section 175ZE of the Electoral Act 1907, the University is required to report on expenditure incurred during the financial year in relation to advertising agencies, market research organisations, polling organisations, direct mail organisations and media advertising organisations.

The details of the report, for the University and its subsidiaries, are as follows:

Expenditure with advertising agencies $3,038,137

Adcorp Australia Ltd

Carat Australia Media Services Pty Ltd

Digital Loop Pty Ltd

For The People Agency Pty Ltd

OKMG Pty Ltd

S1T2

The Brand Agency

Expenditure with market research organisations $117,671

BigDatr Pty Ltd

Culture Counts Australia

Isentia Pty Ltd

Morris Hargreaves McIntyre

Expenditure with polling organisations $ -

Expenditure with direct mail organisations $55,906

AO Lets Go Poster Distribution

The Pamphleteers

The Poster Girls

WordFly

Expenditure with media advertising organisations $218,959

RTRFM 92.1 Ltd

Business News Pty Ltd

Seesaw Magazine

Seven West Media Limited

Southern Cross Austereo Pty Ltd

Special Broadcasting Service Corporation

Total expenditure $3,430,673


Published by:The University of Western Australia Official correspondence should be addressed to:University Secretary The University of Western Australia35 Stirling Highway, Perth, Western Australia 6009Telephone: +61 8 6488 2450Email: [email protected]: annualreport.uwa.edu.au

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Documents

Annual Report · 56 Significant issues and trends 58 Our performance 61 Financial statements ... 139 Capital projects 140 Workforce disclosures 142 Governance disclosures 142 Other