{ "entity_id": "O-000827", "folder": "Australian-National-University", "name": "Australian National University", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Education", "website": "http://www.anu.edu.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 11, "n_legislation": 3, "n_artifacts": 15, "n_kpi_targets": 10, "n_kpi_results": 5, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The Australian National University (ANU) was established in 1946 by federal legislation as the first and only national university in Australia. We were created to provide our nation and region with the research and education foundations on which to build capacity and accelerate national prosperity. ANU has, since its founding, tackled the biggest challenges by drawing together the world's best experts and applying an interdisciplinary focus. This approach has delivered transformational outcomes and benefits for Australia and the world. 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We were created to provide our nation and region with the research and education foundations on which to build capacity and accelerate national prosperity. ANU has, since its founding, tackled the biggest challenges by drawing together the world's best experts and applying an interdisciplinary focus. This approach has delivered transformational outcomes and benefits for Australia and the world. It is both our privilege and responsibility.", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 5, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=5" }, "vision": null, "strategic_priorities": [ { "title": "Our Mission-based Compact with the Federal Government, aligning our objectives with national priorities.", "description": "Our Mission-based Compact with the Federal Government, aligning our objectives with national priorities.", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding ", "description": "The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding through the following initiatives: The implementation of the Managed Growth Funding System (MGFS), including our agreed glidepath, and demand-driven Needs-based Funding to ensure Australian students, regardless of their background, have the best opportunity to participate and succeed in higher education.", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia", "description": "The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia's international education sector.", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic S", "description": "The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic Strategy for Southeast Asia to 2040, underpinning our New Overseas Student Commencement (NOSC) growth allocation for 2026 (3,750 in 2026).", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and developme", "description": "The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and development (R&D) system", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis ", "description": "The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis for determining national priorities under the National Institutes Grant", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The outcomes of the Senate Inquiry into Higher Education Governance, shaping governance and compliance expectations", "description": "The outcomes of the Senate Inquiry into Higher Education Governance, shaping governance and compliance expectations", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, wh", "description": "The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, which received assent on 28 August 2025, to prevent and respond to 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body for higher education students", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "Recent Tertiary Education Quality and Standards Agency (TEQSA) focus areas, including cybersecurity and the responsible ", "description": "Recent Tertiary Education Quality and Standards Agency (TEQSA) focus areas, including cybersecurity and the responsible use of generative artificial intelligence (gen AI)", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The implementation of the University's TEQSA Institutional Action Plan to address the risk of generative AI on award int", "description": "The implementation of the University's TEQSA Institutional Action Plan to address the risk of generative AI on award integrity", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" }, { "title": "The University's obligations under the Commonwealth Climate Disclosure and the requirement to report on our exposure to ", "description": "The University's obligations under the Commonwealth Climate Disclosure and the requirement to report on our exposure to climate risks and opportunities, as well as our actions to manage them, delivering transparent and consistent climate disclosures to the Australian public.", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 7, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7" } ], "values": [ { "name": "Academic freedom and integrity", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null }, { "name": "Fairness and justice", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null }, { "name": "Respecting, celebrating and learning from First Nations Peoples", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null }, { "name": "Safety and wellbeing", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null }, { "name": "Truth-seeking, transparency and accountability", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null }, { "name": "Inclusion, equity and diversity", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null }, { "name": "Respectful collegiality", "description": "", "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": null } ], "outcomes": [ { "name": "Strategic goal 1: Providing distinctive transformative research and investment in future capability and capacity to meet our national responsibilities", "description": "ANU is committed to delivering research that transforms society and creates national capability. We are a research-intensive, research-led university. Research is central to everything ANU does. To achieve this, we are implementing Enabling Impact: The ANU Research Strategy 2024+, which focuses on excellence, impact and innovation. We will build a world-class 21st century research and innovation capability based on strategic priorities including world-class fundamental research, translational research and impact, and diversity and inclusion.", "activities": [ "1.1 Advance knowledge by undertaking research projects, translating, and communicating our research and knowledge with the public, government, industry and partners.", "1.2 ANU will cultivate the next generation of global leaders by transforming the PhD experience through enhanced scholarship packages and career-building leadership programs delivered in partnership with industry and community." ], "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 9, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=9" }, { "name": "Strategic goal 2: Educating for Australia's future: delivering on our students' aspiration and capability by using the power of education to unlock potential", "description": "ANU is committed to delivering a student experience that combines disciplinary depth with transdisciplinary breadth, fosters critical thinking and problem solving, and allows integrated academic and experiential learning. Over the course of this plan, the University will continue to strengthen our curriculum design and streamline programs to ensure alignment with the new University Strategy. Our approach to inclusion will be proactive and innovative. ANU will lead nationally in recruiting First Nations, regional and remote and low socioeconomic status students, offering tailored support to help every student overcome barriers and achieve their full potential.", "activities": [ "2.1 Attract and support talented, determined students from all backgrounds and every corner of Australia and the world to ensure they can thrive and succeed at ANU.", "2.2 Deliver the refreshed ANU Learning and Teaching Strategy and curriculum renewal, which is designed to streamline program structures and embed ANU graduate attributes.", "2.3 Forge enduring partnerships with industry, government and organisations across the ACT, Australia and the region to provide students with real-world experiences." ], "source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "source_page": 11, "source_deep_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11" } ], "performance_measures": [ { "code": "KPI 1", "measure": "Research income", "target": "Maintain or improve previous year's result", "latest_result": "$236 million in research grants and consultancy funding in 2023", "status": "Achieved", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 11, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": 16 }, { "code": "KPI 2", "measure": "Field Weighted Citation Impact (FWCI)", "target": "Maintain or improve previous year's result", "latest_result": "", "status": "", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 11, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": null }, { "code": "KPI 3", "measure": "Higher Degree Research (HDR) candidate success", "target": "Maintain or improve previous year's result", "latest_result": "HDR overall completions and on-time completion rates assessed", "status": "Achieved", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 11, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": 31 }, { "code": "KPI 4", "measure": "Higher Degree Research (HDR) candidate experience", "target": "Maintain or improve previous year's result", "latest_result": "", "status": "", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 11, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": null }, { "code": "KPI 5a", "measure": "Domestic commencing enrolments", "target": "Ensure Commonwealth Supported Place (CSP) enrolments do not exceed the Australian Tertiary Education Commission (ATEC) allocation, in line with funding and regulatory requirements", "latest_result": "24,522 enrolled students with 51% undergraduates", "status": "Achieved", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 12, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": 18 }, { "code": "KPI 5b", "measure": "International commencing enrolments", "target": "Remain sustainably within the 2026 New Overseas Student Commencements (NOSC) target in line with market diversification commitments", "latest_result": "", "status": "", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 12, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": null }, { "code": "KPI 5c", "measure": "Commencing equity enrolments", "target": "Maintain or improve previous year's result", "latest_result": "", "status": "", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 13, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": null }, { "code": "KPI 6", "measure": "Coursework student experience", "target": "Maintain or improve previous year's result", "latest_result": "78% of undergraduate students were satisfied with the quality of their entire educational experience", "status": "Achieved", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 13, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": 18 }, { "code": "KPI 7", "measure": "Student retention and completion rates", "target": "Maintain or improve previous year's result", "latest_result": "", "status": "", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 13, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": null }, { "code": "KPI 8", "measure": "Graduate employment", "target": "Maintain or improve previous year's result", "latest_result": "75% undergraduate; 89% postgraduate coursework full-time employment for domestic graduates", "status": "Achieved", "target_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf", "target_source_page": 13, "result_source_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "result_source_page": 18 } ], "document_alignment_terms": { "must_support": [ "The Australian National University (ANU) was established in 1946 by federal legislation as the first and only national university in Australia. We were created to provide our natio", "Our Mission-based Compact with the Federal Government, aligning our objectives with national priorities.", "The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding through the following initiatives: The implementation of the Managed Growth Funding System (MGFS), including our agreed glidepath, and demand-driven Needs-based Funding to ensure Australian students, regardless of their background, have the best opportunity to participate and succeed in higher education.", "The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia's international education sector.", "The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic Strategy for Southeast Asia to 2040, underpinning our New Overseas Student Commencement (NOSC) growth allocation for 2026 (3,750 in 2026).", "The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and development (R&D) system", "The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis for determining national priorities under the National Institutes Grant", "The outcomes of the Senate Inquiry into Higher Education Governance, shaping governance and compliance expectations", "The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, which received assent on 28 August 2025, to prevent and respond to gender-based violence" ], "watch_terms": [ "Research income", "Field Weighted Citation Impact (FWCI)", "Higher Degree Research (HDR) candidate success", "Higher Degree Research (HDR) candidate experience", "Domestic commencing enrolments", "International commencing enrolments", "Commencing equity enrolments", "Coursework student experience", "Student retention and completion rates", "Graduate employment" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Australian National University — Strategy Brief\n\n**Reporting period**: 2024\n**Corporate plan in force**: 2026-2029\n**Annual Report**: [2024](https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)\n**Corporate Plan**: [2026-2029](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf)\n\n## Our purpose / purposes\n\n> The Australian National University (ANU) was established in 1946 by federal legislation as the first and only national university in Australia. We were created to provide our nation and region with the research and education foundations on which to build capacity and accelerate national prosperity. ANU has, since its founding, tackled the biggest challenges by drawing together the world's best experts and applying an interdisciplinary focus. This approach has delivered transformational outcomes and benefits for Australia and the world. It is both our privilege and responsibility. [[CP p.5](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=5)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=5)]\n\n## Government priorities for this department\n\n- Our Mission-based Compact with the Federal Government, aligning our objectives with national priorities. [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding through the following initiatives: The implementation of the Managed Growth Funding System (MGFS), including our agreed glidepath, and demand-driven Needs-based Funding to ensure Australian students, regardless of their background, have the best opportunity to participate and succeed in higher education. [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia's international education sector. [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic Strategy for Southeast Asia to 2040, underpinning our New Overseas Student Commencement (NOSC) growth allocation for 2026 (3,750 in 2026). [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and development (R&D) system [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis for determining national priorities under the National Institutes Grant [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The outcomes of the Senate Inquiry into Higher Education Governance, shaping governance and compliance expectations [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, which received assent on 28 August 2025, to prevent and respond to gender-based violence [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The outcomes of the Parliamentary Inquiry into antisemitism at Australian universities [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The establishment of a National Student Ombudsman as the primary escalated complaints body for higher education students [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- Recent Tertiary Education Quality and Standards Agency (TEQSA) focus areas, including cybersecurity and the responsible use of generative artificial intelligence (gen AI) [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The implementation of the University's TEQSA Institutional Action Plan to address the risk of generative AI on award integrity [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n- The University's obligations under the Commonwealth Climate Disclosure and the requirement to report on our exposure to climate risks and opportunities, as well as our actions to manage them, delivering transparent and consistent climate disclosures to the Australian public. [[CP p.7](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=7)]\n\n## Outcomes\n\n### Strategic goal 1: Providing distinctive transformative research and investment in future capability and capacity to meet our national responsibilities\nANU is committed to delivering research that transforms society and creates national capability. We are a research-intensive, research-led university. Research is central to everything ANU does. To achieve this, we are implementing Enabling Impact: The ANU Research Strategy 2024+, which focuses on excellence, impact and innovation. We will build a world-class 21st century research and innovation capability based on strategic priorities including world-class fundamental research, translational research and impact, and diversity and inclusion. [[CP p.9](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=9)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=9)]\n\n**Key activities:**\n- 1.1 Advance knowledge by undertaking research projects, translating, and communicating our research and knowledge with the public, government, industry and partners.\n- 1.2 ANU will cultivate the next generation of global leaders by transforming the PhD experience through enhanced scholarship packages and career-building leadership programs delivered in partnership with industry and community.\n\n### Strategic goal 2: Educating for Australia's future: delivering on our students' aspiration and capability by using the power of education to unlock potential\nANU is committed to delivering a student experience that combines disciplinary depth with transdisciplinary breadth, fosters critical thinking and problem solving, and allows integrated academic and experiential learning. Over the course of this plan, the University will continue to strengthen our curriculum design and streamline programs to ensure alignment with the new University Strategy. Our approach to inclusion will be proactive and innovative. ANU will lead nationally in recruiting First Nations, regional and remote and low socioeconomic status students, offering tailored support to help every student overcome barriers and achieve their full potential. [[CP p.11](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11)]\n\n**Key activities:**\n- 2.1 Attract and support talented, determined students from all backgrounds and every corner of Australia and the world to ensure they can thrive and succeed at ANU.\n- 2.2 Deliver the refreshed ANU Learning and Teaching Strategy and curriculum renewal, which is designed to streamline program structures and embed ANU graduate attributes.\n- 2.3 Forge enduring partnerships with industry, government and organisations across the ACT, Australia and the region to provide students with real-world experiences.\n\n## Values and principles\n\n- Academic freedom and integrity\n- Fairness and justice\n- Respecting, celebrating and learning from First Nations Peoples\n- Safety and wellbeing\n- Truth-seeking, transparency and accountability\n- Inclusion, equity and diversity\n- Respectful collegiality\n\n## What they will measure themselves on this year (targets from 2026-2029 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| KPI 1 | Research income | Maintain or improve previous year's result | [CP p.11](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11) |\n| KPI 2 | Field Weighted Citation Impact (FWCI) | Maintain or improve previous year's result | [CP p.11](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11) |\n| KPI 3 | Higher Degree Research (HDR) candidate success | Maintain or improve previous year's result | [CP p.11](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11) |\n| KPI 4 | Higher Degree Research (HDR) candidate experience | Maintain or improve previous year's result | [CP p.11](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=11) |\n| KPI 5a | Domestic commencing enrolments | Ensure Commonwealth Supported Place (CSP) enrolments do not exceed the Australian Tertiary Education Commission (ATEC) allocation, in line with funding and regulatory requirements | [CP p.12](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=12)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=12) |\n| KPI 5b | International commencing enrolments | Remain sustainably within the 2026 New Overseas Student Commencements (NOSC) target in line with market diversification commitments | [CP p.12](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=12)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=12) |\n| KPI 5c | Commencing equity enrolments | Maintain or improve previous year's result | [CP p.13](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13) |\n| KPI 6 | Coursework student experience | Maintain or improve previous year's result | [CP p.13](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13) |\n| KPI 7 | Student retention and completion rates | Maintain or improve previous year's result | [CP p.13](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13) |\n| KPI 8 | Graduate employment | Maintain or improve previous year's result | [CP p.13](https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf#page=13) |\n\n## How they performed last year (results from 2024 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| KPI 1 | Research income | $236 million in research grants and consultancy funding in 2023 | Achieved | [AR p.16](https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=16)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=16) |\n| KPI 3 | Higher Degree Research (HDR) candidate success | HDR overall completions and on-time completion rates assessed | Achieved | [AR p.31](https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=31)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=31) |\n| KPI 5a | Domestic commencing enrolments | 24,522 enrolled students with 51% undergraduates | Achieved | [AR p.18](https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=18)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=18) |\n| KPI 6 | Coursework student experience | 78% of undergraduate students were satisfied with the quality of their entire educational experience | Achieved | [AR p.18](https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=18)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=18) |\n| KPI 8 | Graduate employment | 75% undergraduate; 89% postgraduate coursework full-time employment for domestic graduates | Achieved | [AR p.18](https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=18)(https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf#page=18) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Australian National University - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:00:26.320624+00:00\n**Entity ID**: O-000827\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Education\n**Website**: http://www.anu.edu.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 2 |\n| global-intelligence | 3 |\n| other-pdfs | 4 |\n| pages | 36 |\n| strategies | 4 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 2]\nContents\nAcknowledgement of Country 2\nForeword by the Chancellor and Vice-Chancellor and President 3\nOur purpose, our legislation 4\nThe University’s operating environment 6\nOur objectives, activities and performance 9\nKPI definitions 12\nOur enabling capabilities and success measures 14\nGovernance and risk 17\nPartnerships and cooperation 23\nKey philanthropic partnerships 28\nSubsidiaries 29\nAlignment of purposes, key activities and performance measures 31\nCompliance 34\nList of tables and diagrams 35\nAbbreviations 36\nPictured on cover:\nProfessor Mahananda Dasgupta,\nDirector, Heavy Ion Accelerator Facility, 2024.\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- FWCI is used as the normalised publication\nperformance measure as the data source\n(Scopus) as this has more complete coverage\nof the University’s research activity and is\nused by more external rankings to measure\nperformance\nNot appliable KPI 3 Higher Degree Research New Aligns with ANU Enabling Impact: Research\ncandidate success and Innovation Strategy 24+\nKPI 3 Maintain or improve the experience for KPI 4 Higher Degree Research Revised Aligns with ANU Enabling Impact: Research\nHigher Degree Research (HDR) candidates experience and Innovation Strategy 24+ and new survey\nmethodology (PRES)\nPurpose 2 – Advancing and transmitting Strategic goal 2: Educating for Revised Aligns with the ANU Learning and Teaching\nknowledge by undertaking teaching of the Australia’s future: delivering on Strategy\nhighest quality our students’ aspiration\nKey activity 2.\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- [pages 33,34,35,36,37]\nted within enabling capabilities\nresearch infrastructure and capability and success measures: Infrastructure and\nenvironment\nKPI 8 Maintain or improve student satisfaction for Not appliable Removed Incorporated within enabling capabilities and\nlearning resources success measures: Services, systems and\nprocesses\nPurpose 4 – Meeting its obligations to the nation Not appliable Removed This is reflected in the University’s mission as\nand Australian Capital Territory (ACT) through its Australia’s national university\nstatus as a national institute\nKey activity 4.1 Build meaningful partnerships with Not appliable Removed This is reflected in the University’s mission as\nindustry and government across the ACT, Australia, Australia’s national university\nand our region\nANU Corporate Plan 2025-2028 32\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- [Page 21]\n2023 results against Purpose 1\nAdvancing and transmitting knowledge by\nundertaking research of the highest quality\nThe ANU by 2025 Strategic Plan articulates bold ambitions centred around four major pillars:\n1. strengthening our national mission and meeting our unique responsibilities\n2. conducting research that transforms society and creates national capability\n3. delivering a student experience equal to the world’s best, and\n4. being a standard-bearer for equity and inclusion.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n\n### Role and Functions\n\n- Environmental Manager (SML1) acts as the point of contact for Environmental Management at\nANU and will report to the Associate Director of Infrastructure & Planning, F&S Division\n▪ Env management function setting up and provide leadership to the EMP with effective\ncoordination\n▪ Establish the Env Monitoring & Reporting system and lead the auditing/verification\n▪ Establish and maintain a research and learning community-based program to support and\nbrand it to source funding independently by 2030 – internal & external\n▪ Lead the funding and grants sourcing and collaboration work\nManager Comms and Engagement (L8) acts as the ANUgreen Liaison Officer and is responsible\nfor communications, engagement, driving inclusivity and will report to Environmental Manager\n▪ Revamp ANUgreen program and establish the EMP interface with the stakeholders\n Source: `other-pdfs/2022-2025_EMP_Final_Public_webcopy.pdf (https://sustainability.anu.edu.au/files/2024-12/2022-2025_EMP_Final_Public_webcopy.pdf)`\n- [Page 34]\nP E R F O R M A N C E S T A T E M E N T S 2 0 1 7\nPurpose 2A: Delivering on our unique national responsibilities\nPerformance criterion: KPI 6\n2.1 We will embed public servants at ANU and our academics within government, emphasising\nco-creation of policy and broadening policy-related research.\n Source: `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)`\n- [Page 30]\n2 0 1 9 P E R F O R M A N C E S T A T E M E N T S\nPerformance criterion\nAnnual independent evaluations of ANU meeting its\nresponsibilities to Indigenous Australia, demonstrating\nimprovement year-on-year\nCriterion source\nANU Strategic Plan 2019–2022, Key Performance\nIndicator 7, p.25\nResult against performance criterion\nPartially achieved\nAnalysis of performance\nThe independent report provided by the Nous Group assessed ANU as improving in its efforts to increase the\nrecruitment and success of Indigenous staff and students.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- [pages 15,16,17,18,19]\ndent & University Leadership\nExperience)\nUniversity Experience Dean, ANU College of Vice-President Vice-President\nDivision Arts & Social Sciences (First Nations) (Advancement)\nStudent Safety & Dean, ANU College of Office of Vice- ANU Advancement\nWellbeing Team Asia & the Pacific President, First Nations\nPortfolio\nDean, ANU College of\nHealth Services Business & Economics Tjabal Indigenous\nHigher Education\nCentre\nRespectful Dean, ANU College of\nRelationships Unit Engineering, Computing\n& Cybernetics National Indigenous\nBusiness Development\nHub\nDean of Staff Dean ANU College of\nLaw\nIndigenous Learning &\nTeaching Hub\nDean of Students Dean, ANU College of\nHealth & Medicine\nEquity & Belonging\nDean, ANU College of\nScience\nSenior Management Group\nControlled or external entity\nAnnual Report 2022 13\n Source: `annual-reports/2022.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf)`\n- Table 7\n2019 2020 2021 2022\nSTEM 1,647 1,575 1,897 1,941\nAll 6,916 6,688 7,219 7,214\nALL Award STEM % 23.8% 23.5% 26.3% 26.9%\nResults against 2022 Purpose 3\nProviding facilities for higher\neducation purposes\nIntroduction\nANU has a unique role as the national university in providing and coordinating access to high-quality research\nfacilities and infrastructure to Australia’s research community.\n Source: `annual-reports/2022.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf)`\n- [Page 21]\n2023 results against Purpose 1\nAdvancing and transmitting knowledge by\nundertaking research of the highest quality\nThe ANU by 2025 Strategic Plan articulates bold ambitions centred around four major pillars:\n1. strengthening our national mission and meeting our unique responsibilities\n2. conducting research that transforms society and creates national capability\n3. delivering a student experience equal to the world’s best, and\n4. being a standard-bearer for equity and inclusion.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n\n### Strategic Priorities\n\n- [Page 32]\nEnvironmental Management Plan 2022-2025\nStart the dialogue with the College Management decides on external voluntary\ndelegates on setting up environment reporting - beyond GHG and climate disclosure\nresearch and learning partnerships\nMaterialise the partnership with the Apply for sustainability award schemes\nACT NoWaste- RecycleIt and establish Start reporting an additional SDG to qualify the\na Container Deposit Scheme (CDS) Times Higher Education ranking to the next tier\ncollection point at the ANU List and plan for the awards to apply from 2024\nStart monthly environmental training: Planning EMP 2026-’30 align with the next ANU\ntargeting the priority stakeholders strategic plan\nExecute ANU Green fund to invest in environmental\nStart monthly Environment events and\nsustainability projects\nplan to introduce the Vice-Chancellor’s\nIdentify and start applying for: potential funding\n Source: `other-pdfs/2022-2025_EMP_Final_Public_webcopy.pdf (https://sustainability.anu.edu.au/files/2024-12/2022-2025_EMP_Final_Public_webcopy.pdf)`\n- [Page 2]\nContents\nAcknowledgement of Country 2\nForeword by the Chancellor and Vice-Chancellor and President 3\nOur purpose, our legislation 4\nThe University’s operating environment 6\nOur objectives, activities and performance 9\nKPI definitions 12\nOur enabling capabilities and success measures 14\nGovernance and risk 17\nPartnerships and cooperation 23\nKey philanthropic partnerships 28\nSubsidiaries 29\nAlignment of purposes, key activities and performance measures 31\nCompliance 34\nList of tables and diagrams 35\nAbbreviations 36\nPictured on cover:\nProfessor Mahananda Dasgupta,\nDirector, Heavy Ion Accelerator Facility, 2024.\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- [Page 32]\nAlignment of purposes, key activities and\nperformance measures\nTable 4\nKey activities and performance measures in the Revisions to key activities and Changes Reason for changes\nCorporate Plan 2024-2027 performance measures in the made\nCorporate Plan 2025-2028\nPurpose 1–advancing and transmitting knowledge Strategic goal 1: Distinctive Amended Aligns with ANU Research and Innovation\nby undertaking research of the highest quality transformative research and Strategy 24 +\ninvestment in future capability\nKPI 2 Increase in Category Normalised Citation KP1 2 Field Weighted Citation New Aligns with the ANU Enabling Impact:\nImpact (CNCI) Impact (FWCI) Research and Innovation Strategy 24+.\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- [Page 37]\nAbbreviations\nACCESS-NRI Australian Community Climate and Earth System Simulator- National\nResearch Infrastructure\nACT Australian Capital Territory\nAFII Agrifood Innovation Institute\nAI Artificial Intelligence\nAPS Australian Public Service\nAPSC Australia Pacific Security College\nANU Australian National University\nARMC Audit and Risk Management Committee\nASA ANU Supports Australia’s Students\nASD Australian Signals Directorate\nAUKUS trilateral security partnership between Australia, the United Kingdom, and\nthe United States\nCCG Canberra Clinical Genomics\nCGS Commonwealth Grant Scheme\nCSIRO Commonwealth Scientific and Industrial Research Organisation\nCSP Commonwealth Supported Places\nDCCEEW Department of Climate Change, Energy, the Environment and Water\nDFAT Department of Foreign Affairs and Trade\nDSS Department of Social Services\nERMF Enterprise Risk Management Framework\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- [pages 37,38,39]\ne Change, Energy, the Environment and Water\nDFAT Department of Foreign Affairs and Trade\nDSS Department of Social Services\nERMF Enterprise Risk Management Framework\nFIAC ANU Foreign Interference Advisory Committee\nFWCI Field Weighted Citation Impact\nHASS Humanities and Social Sciences\nHDR Higher Degree Research\nHERDC Higher Education Research Data Collection\nHESA Higher Education Support Act 2003\nHIA Heavy Ion Accelerators\nIRLSAF Indigenous, Regional and Low-SES Attainment Fund\nJCSMR John Curtin School of Medical Research\nKPI Key Performance Indicators\nMoU Memorandum of Understanding\nNCRIS National Collaborative Research Infrastructure Strategy\nNPILF National Priorities and Linkage Industry Fund\nPGPA Public Governance, Performance and Accountability Act 2013\nANU Corporate Plan 2025-2028 36\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- The priority areas of focus within the strategy for 2023 were across the following domains\nand goals:\nLearning and teaching practice\n• Goal 3–Promote active, collaborative, and engaged pedagogies\n• Goal 4–Strengthen assessment and feedback\n• Goal 5–Innovate for outstanding large classes experiences\n• Goal 7–An ANU Employability Framework\nLearning and teaching infrastructure and support\n• Goal 10–Provide well-designed learning and teaching support\nLearning and teaching culture\n• Goal 12–Develop and recognise outstanding education work\nThe Learning and Teaching Committee (LTC) established a working group that is currently finalising the\ndraft ANU Employability Framework, which will proceed through the relevant University committees in 2024.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- [Page 11]\nWe should work to build our capabilities\nand resilience\nPriority areas for improvement raised in the codesign, so far:\nInvest in people and culture Ensure that systems and More clearly articulate ANU’s\nincluding clear career infrastructure are fit-for- distinctive identity and value\npathways, professional purpose – through user- proposition to build reputation\ndevelopment and wellbeing centred design – to reduce and attract talented staff and\nsupport friction, free up time and students\nimprove morale\nEnable better cross-institution\nProtect, and further invest in, Reform the internal budget\nworking to promote innovation\nresearch infrastructure model to incentivise positive\n– in education and student\nincluding emerging behaviours, enable essential\nexperience, and research –\ncapabilities as a foundation for investment, and fund strategic\nwhile preserving autonomy\n Source: `strategies/ANU_Strategic_Directions-March20261.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-03/ANU_Strategic_Directions-March20261.pdf)`\n- Table 5: EMP deliverables 2022-2025\nShort term 28 Medium-term\n35F28F\nSupport to establish the governance Management approval for the ANU Environmental\nstructure by coordinating and Sustainability Policy - 2023\nproviding nominations for the steering Establish an Environmental Management System\ncommittees and certify under ISO 14001 standard - end-2024\nEstablish Env monitoring, reporting, Establish an environmental KPI scheme for the\nand review process: complete critical functions and consult the staff on\nfeasibility for the Environmental integrating them into the staff appraisal\nDatabase combined with the ANU Report EMP KPIs to the ANU Executive Committee\nBelow Zero program periodically - from 2023 onwards\nRevamp and establish ANUgreen and Dissemination:\nroll out the first communications Re-launch the Environmental Sustainability\npackage webpage\nHost an ACTS 29 event - 2023\n Source: `other-pdfs/2022-2025_EMP_Final_Public_webcopy.pdf (https://sustainability.anu.edu.au/files/2024-12/2022-2025_EMP_Final_Public_webcopy.pdf)`\n- [Page 85]\nPeople\nExecutive appointments\nA number of appointments were made to the University Executive in 2019 to replace departing Executive staff and\nto reflect the evolving strategic priorities of the University.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- Our purpose and strategic objectives will be achieved through key activities that are\nunderpinned by the Enabling Impact: The ANU Research and Innovation Strategy 2024+ and\nthe ANU Learning and Teaching Strategy.\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- The University applies a result rating against each KPI as follows:\nAchieved The target was met or exceeded\nNot achieved The target was not met during 2023\nNot assessed The measure was not assessed during 2023\nResults\nThe following section reports on the measures that were outlined in the Corporate Plan 2023-2026.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- ANU applies a result rating against each KPI as follows:\nAchieved the target was met or exceeded\nNot achieved the target was not met during 2024\nNot assessed the KPI was not assessed during 2024\nSummary\nThe following section reports on the 12 KPIs as outlined within the Corporate Plan 2024-2027 (KPI\n9 is split into two measures with results reported separately within these performance statements.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- Purpose 2: Advancing and transmitting knowledge by undertaking teaching of the\nhighest quality\nKPI 5 Maintain or improve overall graduate employment rates for domestic\nBachelor students\nTarget Equal to or increase on previous year\nResult rating Not achieved\nResult value 85.9 per cent\nAnalysis Overall, employment among responding domestic ANU undergraduate students was 3.6\nper cent lower than 2023 (89.5 per cent).\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 43]\nPurpose 3: Providing facilities for higher education purposes\nKPI 8 Maintain or improve student satisfaction for learning resources\nTarget Equal to or increase on previous year\nResult rating Not achieved\nResult value 82.9 per cent\nAnalysis The University saw a 0.9 per cent decrease when compared with the 2023 result at 83.8\nper cent.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 35]\nPurpose 1: Advancing and transmitting knowledge by undertaking research of the\nhighest quality\nKPI 3 Maintain or improve the experience for Higher Degree Research (HDR)\ncandidates\nTarget Equal to or greater than previous year\nResult rating Not achieved\nResult value 79.0 per cent\nAnalysis The Postgraduate Research Experience Questionnaire (PREQ) is a national survey that\nmeasures seven indicators besides overall satisfaction: Supervision, Intellectual Climate,\nSkill Development, Infrastructure, Thesis Examination, Goals, and Expectations and Industry\nEngagement.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- Performance criterion\nKPI 6: Annual independent evaluations of ANU impact\nin public policy and Asia and the Pacific, demonstrating\nAnnual independent evaluations of ANU impact in Asia\nimprovement year-on-year\nand the Pacific, demonstrating improvement year-on-year\nCriterion source\nANU Strategic Plan 2019–2022, Key Performance\nIndicator 6, p.25\nResult against performance criterion\nPartially achieved\nAnalysis of performance\nSamoan science communicators involved in Science Circus\nIn October 2019, the University’s International Strategy Pacific, a Department of Foreign Affairs and Trade supported\nwas endorsed by its Council Committee.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- [Page 33]\nOur 2024 individual KPI results\nPurpose 1: Advancing and transmitting knowledge by undertaking research of the\nhighest quality\nKPI 1 Increase in research income\nTarget Increase on previous year\nResult rating Achieved\nResult value $236 million\nAnalysis In 2023, the University’s research income (excluding the National Institutes Grant) rose by\n$18.5 million, representing an annual increase of 8.6 per cent, which is lower than the 2022\ngrowth rate of 12.8 per cent ($217 million).\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- Purpose 1: Advancing and transmitting knowledge by undertaking research of the\nhighest quality\nKPI 2 Increase in Category Normalised Citation Impact (CNCI)\nTarget Increase on previous year\nResult rating Achieved\nResult value 1.60 CNCI\nAnalysis After experiencing a decline in the average CNCI for 2018–2021, ANU saw a notable rise of\napproximately 7 per cent in the number of publications in 2022, the highest increase among\nthe Group of Eight (Go8) universities.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- Purpose 2: Advancing and transmitting knowledge by undertaking teaching of the\nhighest quality\nKPI 4 Maintain or improve student satisfaction with teaching quality and\nengagement for domestic Bachelor students\nTarget Equal to or increase on previous year\nResult rating Achieved\nResult value 83.8 per cent\nAnalysis The University achieved a 0.8 per cent increase (83.0 per cent in 2023).\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 40]\nPurpose 2: Advancing and transmitting knowledge by undertaking teaching of the\nhighest quality\nKPI 6 Maintain or improve the number of commencing domestic undergraduate\nstudents who are Indigenous Australians, and from low socio-economic status\n(low-SES) and, regional and remote locations\nTarget Equal to or increase on previous year\nResult rating Achieved\nResult value 29 Indigenous Australians enrolments, 76 low-SES enrolments, 342 regional and remote\nenrolments\nAnalysis The results show ANU maintained and slightly increased the number of students across\nthese equity groups.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 49]\nPurpose 4: Meeting its obligations to the nation and Australian Capital Territory (ACT)\nthrough its status as a national institute\nKPI 11 The success of our investment in meeting our unique National obligations\nwill be reported through the National Institutes Grant Report where we will\ndemonstrate progress through series of case studies focusing on engagement\nand impact\nTarget Acceptance of the Report by the Minister\nResult rating Achieved (for our 2024 National Institutes Report see pages 52-98)\nAnalysis The Hon Jason Clare MP provided approval for the 2023 Annual Report to be tabled on the\n1 July 2024 for the House of Representatives and on 15 August 2024 for the Senate.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- Purpose 4: Meeting its obligations to the nation and Australian Capital Territory (ACT)\nthrough its status as a national institute\nKPI 12 Meeting our commitment to mitigate the negative effects of climate\nchange in line with our national mission\nTarget Overall trajectory of reduction in emissions from 2019 baseline of ~150,000 tonnes CO e\n2\nResult rating Achieved\nResult value 45,300 tonnes CO e\n2\nAnalysis ANU achieved the target of reducing the overall trajectory of Greenhouse Gases (GHG)\nemissions from the 2019 baseline of ~ 150,000 tonnes CO e with 2024 emissions totalling\n2\n45,300 tonnes CO e.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- Maintain or improve overall graduate 2.1 Not achieved 29\nemployment rates for domestic\nResult of 89.5 per cent is ahead of\nundergraduate students.\noutcomes within the sector but does not\nachieve the ANU target of 93 per cent.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- FWCI is used as the normalised publication\nperformance measure as the data source\n(Scopus) as this has more complete coverage\nof the University’s research activity and is\nused by more external rankings to measure\nperformance\nNot appliable KPI 3 Higher Degree Research New Aligns with ANU Enabling Impact: Research\ncandidate success and Innovation Strategy 24+\nKPI 3 Maintain or improve the experience for KPI 4 Higher Degree Research Revised Aligns with ANU Enabling Impact: Research\nHigher Degree Research (HDR) candidates experience and Innovation Strategy 24+ and new survey\nmethodology (PRES)\nPurpose 2 – Advancing and transmitting Strategic goal 2: Educating for Revised Aligns with the ANU Learning and Teaching\nknowledge by undertaking teaching of the Australia’s future: delivering on Strategy\nhighest quality our students’ aspiration\nKey activity 2.\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $2 billion, 2 billion | We plan for the long term strategic goals through effective developmental reviews for academic units\nand need the ongoing financial stability governance, management and and portfolios.\nand sustainability to ensure that we leadership. ▪ Integrate governance, data, risk,\nevaluation, planning and strategy – and\ncan operate today and reinvest for the\n▪ Our systems, policies, processes and academic expertise – to ensure that we\nfuture.\ncultures will a | `strategies/Draft_Strategy_v1_April26.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-04/Draft_Strategy_v1_April26.pdf)` |\n| $49.7 million, $54 million, $81.4 million, 49.7 million, 54 million, 81.4 million | Key elements of the result include:\n$49.7 million above budget for grant income.\n$54 million below budget for tuition fees, due mainly to lower enrolments of domestic\nfull fee students.\n$81.4 million above budget for operating expenses. | `pages/annual-reports-index__00.html (http://www.anu.edu.au/about/strategic-planning/annual-report-2024)` |\n| $250 million, $100 million, $150 million, 250 million, 100 million, 150 million | Generally, this means: Achieving a break-even operating result\nfor 2026 (i.e. align our expenditure with our revenue); and\n• To achieve such an outcome by reducing the University’s recurrent cost base by\napproximately $250 million from the 2024 budget base, comprising approximately\n$100 million in salary cost savings and a further $150 million in non-salary cost\nsavings. | `other-pdfs/Renew-ANU-2025---Financial-Update-FINAL.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/Renew ANU 2025 - Financial Update FINAL.pdf)` |\n| $282 million, 282 million | [Page 11]\n108,043\nTotal number of alumni\n(as at 31 December 2017)\nANU was ranked 1st in Australia and\n1 7 7th in the world in the 2017 World’s\n# # Most International University\n(THE 2017 World’s Most International University)\n6 Nobel laureates amongst ANU received over $282 million\nour staff and alumni in research income in 2016\nRanked 2nd in Australia Canberra has the highest quality\nfor International Outlook of life index rate in the world\n(201 | `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)` |\n| 2.86 per cent, 7.59 per cent, 3.05 per cent, 7.89 per cent | TABLE 1: Underlying operating result\nConsolidated University\n2019 2018 2019 2018\n$’000’s $’000’s $’000’s $’000’s\nOperating revenue 1,526,630 1,375,064 1,496,914 1,339,424\nOperating expenses 1,226,318 1,149,421 1,194,575 1,112,463\nOperating result – surplus/(deficit) 300,312 225,643 302,339 226,961\nAdjusted for –\nPhilanthropic Funds\n(13,000) (25,273) (13,000) (25,273)\n(Donations & Bequests)\nInvestment Funds1 (187,537) (29,878) (187,537) (29,878)\nC | `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)` |\n| $1,895,000 , $4,124,000 | When applicable, revenue under AASB 15 is now\nrecognised net additional revenue of $1,895,000 as a result of\nrecognised when or as the University satisfies a performance\nincreasing the Contract assets balance to $4,124,000.\nobligation. | `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)` |\n| $6.5 billion, 33,000 employees, 4 billion, 6.5 billion | [Page 63]\nHighlights of 2024 key relationships\nANU has agreements with partners located in 59 countries\nUK 24\nCanada 20\nGermany 12\nFrance 19\nUSA 27\nChina 76\nJapan 37\nIndia 15\nMalaysia 12\nSingapore 24\nIndonesia 15\n2024 Partnership key milestones\n• 30th anniversary of our partnership with the University of California System\n• 30th anniversary of our partnership with Korea University\n• 25th anniversary of our partnership with the University of Hong | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n| $69 million, $108 million, $115 million, $50 million, $41 million, $24 million | [Page 15]\nAnnuAl ReSultS & SouRCeS oF InCoMe\nthe University’s operating Result, on a consolidated basis, as disclosed in the Annual Financial\nStatements is a surplus of $69 million in 2009. this compares favourably with the reported deficit\nof $108 million in 2008. the major improvements consist of a $115 million reduction in impairments\nto $50 million following the recovery in the investment markets. the result was also improved\nby the receipt o | `strategies/2009_annrep_part12.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/2009_annrep_part12.pdf)` |\n| $94.3m, $86.3M | Further information on non-salary initiatives is\navailable on the Renew ANU website\nThe 2025 budget and 2026 forward estimates were prepared with the following key\nfinancial underpinning the expense assumptions:\n• Salary savings of $94.3m2 have been spread across the 2025 budget and the\n2026 forward estimate, with the majority (91% or $86.3M) applied against\nrecurring salaries. | `other-pdfs/Renew-ANU-2025---Financial-Update-FINAL.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/Renew ANU 2025 - Financial Update FINAL.pdf)` |\n| $2,229,000 , $2,229,000 | As at 1 January 2019, this has resulted in the\n(a) Research and other contract revenue\nrecognition of Contract assets of $2,229,000 and an increase in\nBefore adoption of AASB 15, research and other contract Retained surplus of $2,229,000.\nrevenue from customers was generally recognised upon cash\nFor the year ended 31 December 2019, the University has\nreceipt. | `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)` |\n| $129,000, , $56,000 | Therefore,\nAs at 31 December 2019, this provision has increased to the University applied the recognition and measurement\n$129,000, reducing revenue by $56,000. requirements of AASB 16 only to contracts that were previously\nidentified as leases, and does not apply AASB 16 to contracts\n(c) Construction of non-financial asset\nthat were previously not identified as leases. | `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)` |\n| $1.624 billion, 1.624 billion | The campaign raised\n$1.624 billion and engaged 130,000 alumni, exceeding its targets on time and on budget. | `annual-reports/2022.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf)` |\n| $14 million, 14 million | As part of the capital expenditure, F&S manages an annual budget of $14 million for the ongoing replacement\nof assets that are at the end of their serviceable life through the Asset Replacement Program. | `annual-reports/2022.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf)` |\n| $9.9\nmillion, 9.9\nmillion | The\nAustralian Government’s investment in ACCESS-NRI has grown to a 2023-2024 operational budget of $9.9\nmillion, addressing several critical national priorities. | `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)` |\n| 85.9 per cent, 3.6\nper cent, 89.5 per cent | Purpose 2: Advancing and transmitting knowledge by undertaking teaching of the\nhighest quality\nKPI 5 Maintain or improve overall graduate employment rates for domestic\nBachelor students\nTarget Equal to or increase on previous year\nResult rating Not achieved\nResult value 85.9 per cent\nAnalysis Overall, employment among responding domestic ANU undergraduate students was 3.6\nper cent lower than 2023 (89.5 per cent). | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n| 82.9 per cent, 0.9 per cent, 83.8\nper cent | [Page 43]\nPurpose 3: Providing facilities for higher education purposes\nKPI 8 Maintain or improve student satisfaction for learning resources\nTarget Equal to or increase on previous year\nResult rating Not achieved\nResult value 82.9 per cent\nAnalysis The University saw a 0.9 per cent decrease when compared with the 2023 result at 83.8\nper cent. | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n| 79.0 per cent | [Page 35]\nPurpose 1: Advancing and transmitting knowledge by undertaking research of the\nhighest quality\nKPI 3 Maintain or improve the experience for Higher Degree Research (HDR)\ncandidates\nTarget Equal to or greater than previous year\nResult rating Not achieved\nResult value 79.0 per cent\nAnalysis The Postgraduate Research Experience Questionnaire (PREQ) is a national survey that\nmeasures seven indicators besides overall satisfaction: Supervision | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n| $236 million, $18.5 million, $217 million, 236 million, 18.5 million, 8.6 per cent | [Page 33]\nOur 2024 individual KPI results\nPurpose 1: Advancing and transmitting knowledge by undertaking research of the\nhighest quality\nKPI 1 Increase in research income\nTarget Increase on previous year\nResult rating Achieved\nResult value $236 million\nAnalysis In 2023, the University’s research income (excluding the National Institutes Grant) rose by\n$18.5 million, representing an annual increase of 8.6 per cent, which is lower than the 2022\ngro | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n| 7 per cent | Purpose 1: Advancing and transmitting knowledge by undertaking research of the\nhighest quality\nKPI 2 Increase in Category Normalised Citation Impact (CNCI)\nTarget Increase on previous year\nResult rating Achieved\nResult value 1.60 CNCI\nAnalysis After experiencing a decline in the average CNCI for 2018–2021, ANU saw a notable rise of\napproximately 7 per cent in the number of publications in 2022, the highest increase among\nthe Group of Eight (Go8) | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n| 83.8 per cent, 0.8 per cent, 83.0 per cent | Purpose 2: Advancing and transmitting knowledge by undertaking teaching of the\nhighest quality\nKPI 4 Maintain or improve student satisfaction with teaching quality and\nengagement for domestic Bachelor students\nTarget Equal to or increase on previous year\nResult rating Achieved\nResult value 83.8 per cent\nAnalysis The University achieved a 0.8 per cent increase (83.0 per cent in 2023). | `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)` |\n\n## Key Achievements\n\n- Examining the forces of\nhuman migration, mobility, and displacement—issues that shape societies, economies, and political\nsystems worldwide:\n• more than 110 migration experts from 20 different academic discipline units\n• more than 30 PhD students ensuring a pipeline of excellence to support the future migration\nresearch workforce\n• 20 policy briefings delivered, five of which impacted the national news cycle for several weeks\n• 600+ attendees at the ANU Migration Update including policymakers, non-government\norganisations, business leaders and academics\n• 1.1 million Australians engaged with media coverage of the latest migration research from the hub\n• 20 webinars showcasing work in progress, to reach policymakers quicker, long before results are\npublished or traditional grant cycles completed\n• monthly government webinar – co-hosted with the Department of Home Affairs reaching 120+\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- They include:\n> A Director, Public Policy and Societal Impact Hub has been recruited, to commence January 2018.\n> The Australia in the World initiative – in progress:\n– Bi-lateral negotiations have commenced with King’s College, Georgetown, Peking University, Renmin,\nJindal Global, Nanjing and Beijing Foreign Studies universities.\n– ANU has established contact to promote the creation of the Institute with Australian Diplomatic\nmissions in Beijing and Shanghai, November 2017.\n– With assistance from the Russian Foreign Affairs Council, an MOU is in progress with Russian Higher\nEducation University, Moscow.\n– ANU has contributed the Transformation Map for Australia to the World Economic Forum in 2018.\n– A plan for annual cross-College Visiting Fellowships and an annual signature lecture on ‘Australia and\nthe World’ is under development.\n Source: `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)`\n- Research Excellence\n• Training was delivered for HDR supervisors and candidates following successful implementation of\niThenticate plagiarism detection software, which is designed specifically for researchers.\n• The Researcher Development Program was updated to include topics such as engagement with non-\nacademic audiences, and in September 2023, delivered a new post-PhD workshop series focussing on\ncareer planning and development.\n• The consultation process for the oral PhD examinations was completed and proceeded to a proposal which\nwas approved by Academic Board in November 2023.\n• Academic Board endorsed the confirmation of candidature milestones and implementation will proceed in 2024.\n• Training continues being provided for ANU supervisors in how to appropriately support and supervise\nIndigenous candidates and Indigenous research.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- Source: ANU Strategic Plan 2017–2021: Key Initiative 2.5 (p.19)\nResult: Partially achieved and ongoing\nAn Indigenous Health and Wellbeing workshop with external partners was held in July 2017, with a report\ndelivered in September 2017.\n Source: `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)`\n- [Page 26]\n2 0 1 9 P E R F O R M A N C E S T A T E M E N T S\nPerformance criterion\nImprovement in the overall satisfaction of ANU students\nCriterion source\nANU Strategic Plan 2019–2022, Key Performance\nIndicator 5, p.25\nResult against performance criterion\nNot yet achieved\nAnalysis of performance\nANU is making limited progress against this criterion.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- [Page 28]\n2 0 1 9 P E R F O R M A N C E S T A T E M E N T S\nPerformance criterion\nAnnual independent evaluations of ANU impact in\npublic policy, demonstrating improvement year-on-year\nCriterion source\nANU Strategic Plan 2019–2022, Key Performance\nIndicator 6, p.25\nResult against performance criterion\nPartially achieved\nAnalysis of performance\nThe Nous Group, an independent consultancy firm,\ndelivered a Baseline Assessment Report on the\nUniversity’s public policy impact on 28 February 2019.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- KPI 3 Improve the experience for HDR candidates\n85 85\n80 80\n75 75\n70 70\n65 65\n60 60\n55 55\n50 50\n2021 2022 2023 2022 2023\nANU Global\nAnnual Report 2023 25\n)%(\nsetar\nnoitcafsitaS\nInstitution and institution type\n80\n79 79\n76\n74\n72\n2021\n2023 results against Purpose 2\nAdvancing and transmitting knowledge by\nundertaking teaching of the highest quality\nThis year has seen several achievements as ANU works towards the vision outlined in the ANU by 2025 Strategic\nPlan.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- [pages 26,27,28]\nl\nAnnual Report 2023 25\n)%(\nsetar\nnoitcafsitaS\nInstitution and institution type\n80\n79 79\n76\n74\n72\n2021\n2023 results against Purpose 2\nAdvancing and transmitting knowledge by\nundertaking teaching of the highest quality\nThis year has seen several achievements as ANU works towards the vision outlined in the ANU by 2025 Strategic\nPlan.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- We made considerable progress in 2023 including:\n• Replaced gas boilers with electric heat pumps in four buildings\n• Significantly improved data collection and management systems to underpin monitoring and reporting of\ngreenhouse gas emissions\n• Adopted a target to reduce university travel emissions by 50 per cent by 2025 (from 2019).\n• Launched ANUGreen network to connect our community of staff and students with environmental\nsustainability activities\nTable 12. shows the University’s greenhouse gas emissions for 2023.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- The success of our investment in 4.1, 4.2, 4.3, Achieved Achieved 49-50\nmeeting our unique national obligations 4.4, 4.5\nwill be reported through the National\nInstitutes Grant Annual Report where\nwe will demonstrate progress through\na series of case studies focusing on\nengagement and impact\n12.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 49]\nPurpose 4: Meeting its obligations to the nation and Australian Capital Territory (ACT)\nthrough its status as a national institute\nKPI 11 The success of our investment in meeting our unique National obligations\nwill be reported through the National Institutes Grant Report where we will\ndemonstrate progress through series of case studies focusing on engagement\nand impact\nTarget Acceptance of the Report by the Minister\nResult rating Achieved (for our 2024 National Institutes Report see pages 52-98)\nAnalysis The Hon Jason Clare MP provided approval for the 2023 Annual Report to be tabled on the\n1 July 2024 for the House of Representatives and on 15 August 2024 for the Senate.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 63]\nHighlights of 2024 key relationships\nANU has agreements with partners located in 59 countries\nUK 24\nCanada 20\nGermany 12\nFrance 19\nUSA 27\nChina 76\nJapan 37\nIndia 15\nMalaysia 12\nSingapore 24\nIndonesia 15\n2024 Partnership key milestones\n• 30th anniversary of our partnership with the University of California System\n• 30th anniversary of our partnership with Korea University\n• 25th anniversary of our partnership with the University of Hong Kong\n• 25th anniversary of our partnership with Keio University (Japan)\n• 20th anniversary of our partnership with the University of Chile\n2024 New international partnership highlights\nNational Centre for Scientific Research (CNRS)–CNRS is the French State research organisation\nwith 33,000 employees, 1,100 laboratories and a budget of 4 billion euros ($6.5 billion).\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 37]\nAbbreviations\nACCESS-NRI Australian Community Climate and Earth System Simulator- National\nResearch Infrastructure\nACT Australian Capital Territory\nAFII Agrifood Innovation Institute\nAI Artificial Intelligence\nAPS Australian Public Service\nAPSC Australia Pacific Security College\nANU Australian National University\nARMC Audit and Risk Management Committee\nASA ANU Supports Australia’s Students\nASD Australian Signals Directorate\nAUKUS trilateral security partnership between Australia, the United Kingdom, and\nthe United States\nCCG Canberra Clinical Genomics\nCGS Commonwealth Grant Scheme\nCSIRO Commonwealth Scientific and Industrial Research Organisation\nCSP Commonwealth Supported Places\nDCCEEW Department of Climate Change, Energy, the Environment and Water\nDFAT Department of Foreign Affairs and Trade\nDSS Department of Social Services\nERMF Enterprise Risk Management Framework\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- Key committees and their roles:\n• Audit, Finance and Risk Committee (AFRC)\nCouncil established the Audit, Finance and Risk Committee in compliance with\nsection 45 of the Public Governance, Performance and Accountability Act 2013 (PGPA\nAct), section 17 of the Public Governance and Accountability Rule 2014 (PGPA Rule)\nand section 18 of the Australian National University Act 1991.\n Source: `corporate-plans/2026.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf)`\n- [Page 92]\nM A N A G E M E N T & A C C O U N T A B I L I T Y\nC O R P O R A T E G O V E R N A N C E\nAudit and Risk Management Committee\nCommittee member No. of possible No. of meetings\nmeetings attended\nMr Geoff Knuckey 6 6\nMs Naomi Flutter (to 20/07/2017) 4 4\nMs Anne-Marie Schwirtlich AM (from 21/07/2017) 2 1\nMr Graeme Samuel AC (to 29/09/2017) 5 0\nMr Mark Ridley 6 4\nMs Janine McMinn 6 5\nMr Jeremy Chandler 6 5\nCampus Planning Committee\nCommittee member No. of possible No. of meetings\nmeetings attended\nProfessor the Hon.\n Source: `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)`\n- [Page 75]\nAudit and Risk Management Committee\nCommittee member No. of possible meetings No. of meetings attended\nMr Geoff Knuckey 6 6\nMs Anne-Marie Schwirtlich AM 6 6\nMr Mark Ridley 6 5\nMs Janine McMinn 6 5\nMr Jeremy Chandler 6 6\nCampus Planning Committee\nCommittee member No. of possible meetings No. of meetings attended\nProfessor the Hon Gareth Evans AC QC 6 6\nProfessor Brian P.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- Examples of the Committee’s work in 2022 include:\n• oversight for Council of the preparation of The University’s Corporate Plan 2022, Performance Statements\nand its Annual Financial Statements\n• consideration of several internal audit reports completed as part of the 2022 Internal Audit Work Plan and\nManagement (University) initiated reviews\n• examination and monitoring from a risk perspective of the implementation of recommendations arising\nfrom the ANAO Performance Audit of ANU, Information Security, Purpose Built Student Accommodation\n(PBSA) arrangements and the Digital Master Plan.\n Source: `annual-reports/2022.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf)`\n- [Page 107]\nTable 11: Audit and Risk Management Committee\nCommittee member No. of possible meetings No. of meetings attended\nMr Geoff Knuckey (Chair) 6 6\nMs Anne-Marie Schwirtlich AM 6 6\nMr Mark Ridley (to 30 June 2022) 4 2\nMs Janine McMinn 6 6\nMr Jeremy Chandler 6 5\nMs Fran Raymond 6 6\nMr Joshua Chalmers 2 2\nTable 12: Student Safety and Wellbeing Committee\nCommittee member No. of possible meetings No. of meetings attended\nMs Catherine Fitzpatrick (Chair) 1 1\nMs Padma Raman PSM 1 1\nMr Millan Pintos-Lopez 1 0\nMr Christian Flynn 1 1\nMr Joshua Green 1 0\nMs Avan Daruwalla 1 1\nMr Luke Manning 1 0\nTable 13: Campus Planning Committee\nCommittee member No. of possible meetings No. of meetings attended\nMs Anne-Marie Schwirtlich AM (Chair) 5 5\nProfessor Brian P.\n Source: `annual-reports/2022.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf)`\n- During the year, the work of the Committee included:\n• oversight for Council of the preparation of the University Corporate Plan 2023, Performance Statements\nand Annual Financial Statements\n• consideration of internal audit reports completed as part of the 2022 and 2023 Internal Audit Work Plan\nand Management (University) initiated reviews and the regular reporting from the Australian National Audit\nOffice (ANAO)\n• examination and monitoring from a risk perspective of matters including implementation of audit findings\nand recommendations, ANU Information Security, the DMP, the CHM TRANSFORM Strategy.\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- Audit and Risk Management Committee\nCommittee member No. of possible No. of meetings\nmeetings attended\nMs Alison Kitchen (Chair from 1 July 2023) 2 2\nMr Geoff Knuckey (Chair) (to 30 June 2023) 4 4\nMs Anne-Marie Schwirtlich AM 6 6\nMs Janine McMinn 6 6\nMr Jeremy Chandler (to 30 June 2023) 4 3\nMs Fran Raymond 6 6\nMr Joshua Chalmers 6 4\nMr Andrew Metcalfe AO (from 6 October 2023) 1 1\nAnnual Report 2023 99\n Source: `annual-reports/2023.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf)`\n- During the year, the work of the Committee included:\n• oversight for Council on the preparation of the University’s Corporate Plan, Performance Statements and\nAnnual Financial Statements\n• consideration of internal audit reports completed as part of the Internal Audit Work Plan and Management\n(University) initiated reviews and the regular reporting from the Australian National Audit Office (ANAO)\n• examination and monitoring from a risk perspective of matters including the implementation of audit\nfindings and recommendations, progress with major initiatives such as ANU information security and the\nDigital Plan, and detailed reviews of specific Strategic Risk Register issues such as student safety and\nwellbeing, academic risks and financial risk management and controls.\n Source: `annual-reports/2024.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf)`\n- [Page 4]\nContentS\nPART 1 / ANU IN 2009\nAn Introduction by the Vice-Chancellor 2\nANU College Profile 6\nAnnual Results and Sources of Income 8\nEducation 9\nResearch 18\nCommunity Engagement 23\nInternational Relations 25\nInfrastructure Development 27\nPART 2 / REVIEW OF OPERATIONS\nStaff 32\nGovernance and Freedom of Information 35\nANU Council and University Officers 44\nCouncil and Council Committees 52\nRisk Management 55\nIndemnities 56\nAccess 57\nA Safe, Healthy and Sustainable Environment 60\nThe Environment 62\nPART 3 / FINANCIAL INFORMATION\nAudit Report 67\nStatement by Directors 69\nFinancial Statements 70\nANU ANNUAl RepoRt 2009 iii\n Source: `strategies/2009_annrep_part12.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/2009_annrep_part12.pdf)`\n- [Page 57]\nAnu CounCIl & unIVeRSIty oFFICeRS continued\nDirector, Information Infrastructure Services\nMr Allan Williams, BSc(Hons) Grad Dip Comp Sci UNE (from 25 June 2009)\nDirector, Facilities and Services\nMr Warwick Williams, BSc UNSW (to 31 July 2009)\nMr Bart Meehan, BA Deakin (from 1 August to 30 August 2009)\nMr Mick Serena, MDesSc Syd (from 31 August 2009)\nDirector, Human Resources\nMr Ron Watts, BCom WAIt, MCom Melb, GradDip(BusMgt) Monash, FAHRI\nDirector, ICt environments\nDr Markus Buchhorn, BSc(Hons) Melb, phD ANU (to 16 May 2009)\nDirector, Marketing office\nMs tracy Chalk, BA UNSW (from 9 January 2009)\nDirector, Research office\nDr Ian McMahon, BSc phD ANU (to 7 June 2009)\nDr Simon Bain, BVSc Syd, MACVSc (from 8 June to 20 December 2009)\nDr John Wellard, BAppSc LaT, GradDipSci phD ANU (from 21 December 2009)\nDirector, Risk Management and Audit office\n Source: `strategies/2009_annrep_part12.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/2009_annrep_part12.pdf)`\n- Source: ANU Strategic Plan 2017–2021: Key Initiative 1.5 (p.16)\nResult: Partially achieved and ongoing\nThe ANU Grand Challenges Scheme was launched in July 2017 with an invitation to all members of the\nUniversity to submit their Grand Challenge ideas in video format.\n Source: `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)`\n- [Page 35]\nPerformance criterion\nIncreased number of engaged alumni year-on-year\nCriterion source\nANU Strategic Plan 2019–2022, Key Performance\nIndicator 11, p.25\nResult against performance criterion\nPartially achieved\nAnalysis of performance\nWith the rise of social media and a global workforce,\nthe way the University engages with its alumni\ncontinues to adapt to meet that challenge.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- Articulated with the strategic\ngoals and objectives of the University as identified in ANU by 2010, risk management at ANU is\nsupported by:\nthe ANU risk management framework aligned with the International Standard 31000:2009\na robust governance structure, including the Audit and Risk Management Committee and the\nRisk Management Advisory Committee\na risk management policy that clearly articulates and assigns key roles and responsibilities\na risk-based Strategic Audit plan (2009–2011)\na Fraud Control plan aligned with the Commonwealth Fraud Control policy and Guidelines and\nbased on a rolling risk review program\na communication strategy underpinned by the ANU risk web portal\nan emergency response and business continuity planning framework\nrisk and business continuity improvement programs\nthe availability of risk management support, advice, assessment tools and training to academic\n Source: `strategies/2009_annrep_part12.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/2009_annrep_part12.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 11]\nWe should work to build our capabilities\nand resilience\nPriority areas for improvement raised in the codesign, so far:\nInvest in people and culture Ensure that systems and More clearly articulate ANU’s\nincluding clear career infrastructure are fit-for- distinctive identity and value\npathways, professional purpose – through user- proposition to build reputation\ndevelopment and wellbeing centred design – to reduce and attract talented staff and\nsupport friction, free up time and students\nimprove morale\nEnable better cross-institution\nProtect, and further invest in, Reform the internal budget\nworking to promote innovation\nresearch infrastructure model to incentivise positive\n– in education and student\nincluding emerging behaviours, enable essential\nexperience, and research –\ncapabilities as a foundation for investment, and fund strategic\nwhile preserving autonomy\n Source: `strategies/ANU_Strategic_Directions-March20261.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-03/ANU_Strategic_Directions-March20261.pdf)`\n- [Page 37]\nAbbreviations\nACCESS-NRI Australian Community Climate and Earth System Simulator- National\nResearch Infrastructure\nACT Australian Capital Territory\nAFII Agrifood Innovation Institute\nAI Artificial Intelligence\nAPS Australian Public Service\nAPSC Australia Pacific Security College\nANU Australian National University\nARMC Audit and Risk Management Committee\nASA ANU Supports Australia’s Students\nASD Australian Signals Directorate\nAUKUS trilateral security partnership between Australia, the United Kingdom, and\nthe United States\nCCG Canberra Clinical Genomics\nCGS Commonwealth Grant Scheme\nCSIRO Commonwealth Scientific and Industrial Research Organisation\nCSP Commonwealth Supported Places\nDCCEEW Department of Climate Change, Energy, the Environment and Water\nDFAT Department of Foreign Affairs and Trade\nDSS Department of Social Services\nERMF Enterprise Risk Management Framework\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n- The University is transforming its professional services through a new operating\nmodel driven by the following Design Principles.\n• Consistency across functions: This ensures fair and consistent experiences for all staff\nand students.\n• Collaboration and shared governance: Creating centres of excellence that foster\ncollaboration and shared decision-making.\n• University-wide services have a central functional owner: Ensuring accountability for\nservice performance.\n• Data-driven resource allocation: To ensure resources are allocated fairly\nand transparently.\n• Operational efficiency and effectiveness: Ensure services are sustainable.\n• Clear workforce development pathways: That support capability growth and long-term\ncareer progression.\n Source: `corporate-plans/2026.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf)`\n- [Page 110]\nM A N A G E M E N T & A C C O U N T A B I L I T Y\nO U R P E O P L E\nTABLE 4: Staff profile by ANU College/area and gender, 20171\nANU College/Area Academic Professional Total\nFemale Male Female Male X\nCOLLEGE\nCollege of Arts & Social Sciences 135 110 152 46 443\nCollege of Asia & the Pacific 105 142 154 32 433\nCollege of Business & Economics 66 58 100 19 243\nCollege of Engineering & Computer Science 28 40 107 36 211\nCollege of Law 45 40 54 14 153\nCollege of Health & Medicine 112 181 105 65 463\nCollege of Science 152 152 367 217 888\nJoint Colleges of Science 3 67 2 22 94\nNat Ctr for Indigenous Studies 3 5 2 5 15\nTOTAL COLLEGE 649 795 1,043 456 2,943\nNON-COLLEGE\nAcademic Support 1 28 2 48 79\nANU Service Units 8 618 7 449 1 1,083\nTOTAL NON-COLLEGE 9 646 9 497 1,162\nTOTAL 658 1,441 1,052 953 4,105\n1 Data based on headcount\n Source: `annual-reports/2017.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf)`\n- [Page 98]\nSTATEMENT OF COMPREHENSIVE INCOME\nfor the year ended 31 December 2019\nConsolidated University\n2019 2018 2019 2018\nNotes $'000 $'000 $'000 $'000\nNet surplus after income tax for the period 300,312 225,643 302,339 226,961\nItems that will be reclassified to profit or loss\nNet change in fair value of available-for-sale (AFS)\nfinancial assets 2.3A 47,734 (1,056) 47,734 (1,056)\nReclassifications to income - derecognition of AFS\nfinancial assets 2.3A - (528) - (528)\nItems that will not be reclassified to profit or loss\nGain/(loss) on revaluation of non-financial assets net of tax 2.3A 37,303 (5,461) 36,763 (5,892)\nNet actuarial (losses)/gains recognised in respect of\ndefined benefit plans 6.2 (70,522) (36,559) (70,522) (36,559)\nOther movements 17 211 45 (31)\nTotal other comprehensive income 14,532 (43,393) 14,020 (44,066)\nComprehensive result 314,844 182,250 316,359 182,895\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- [pages 98,99]\n5,643 302,339 226,961\nItems that will be reclassified to profit or loss\nNet change in fair value of available-for-sale (AFS)\nfinancial assets 2.3A 47,734 (1,056) 47,734 (1,056)\nReclassifications to income - derecognition of AFS\nfinancial assets 2.3A - (528) - (528)\nItems that will not be reclassified to profit or loss\nGain/(loss) on revaluation of non-financial assets net of tax 2.3A 37,303 (5,461) 36,763 (5,892)\nNet actuarial (losses)/gains recognised in respect of\ndefined benefit plans 6.2 (70,522) (36,559) (70,522) (36,559)\nOther movements 17 211 45 (31)\nTotal other comprehensive income 14,532 (43,393) 14,020 (44,066)\nComprehensive result 314,844 182,250 316,359 182,895\nThe above statement should be read in conjunction with the accompanying notes.\n Source: `annual-reports/2019.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf)`\n- [Page 58]\n6.2 Superannuation Commitments (continued)\nThe following principal actuarial assumptions have been adopted as at reporting date (values are expressed as weighted averages):\nConsolidated University\n2016 2015 2016 2015\n$'000 $'000 $'000 $'000\nReconciliation of the Present Value of the Obligation\nPrevious year closing balance 672,162 736,806 672,162 736,806\nCurrent service cost 436 1,104 436 1,104\nInterest cost 21,615 20,166 21,615 20,166\nActuarial (gains)/losses 5,350 (51,089) 5,350 (51,089)\nBenefit payments (34,777) (34,825) (34,777) (34,825)\nCurrent Year Closing Balance 664,786 672,162 664,786 672,162\nReconciliation of the Fair Value of Plan Assets\nOpening fair value of plan assets 535,399 526,045 535,399 526,045\nExpected return on plan assets 17,101 14,248 17,101 14,248\nContributions 370 472 370 472\nBenefits paid (34,777) (34,825) (34,777) (34,825)\n Source: `strategies/FinancialStatement2016.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/FinancialStatement2016.pdf)`\n- Our values are embedded into our institutional culture, defining the quality of our workforce\nand student body, and consistently reflected and shaped through our activities:\n• Academic freedom and integrity\n• Fairness and justice\n• Safety and wellbeing\n• Truth-seeking, transparency and accountability\n• Inclusion, equity and diversity\nOur national mission\nThe following key activities comprise the special mission of the ANU and are articulated in our\nfunding agreement for the National Institutes Grant with the Federal Government:\n• the maintaining and enhancing of distinctive concentrations of excellence in research\nand education, particularly in areas of national importance to Australia;\n• supporting the development of Australia’s national unity and identity, including\nby improving Australia’s understanding of itself and the history and culture\n Source: `corporate-plans/2025.pdf (https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025.pdf` - corporate-plans - https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/ANU%20Corporate%20Plan%20%28May%202025%29%20v9.1.pdf\n- `corporate-plans/2026.pdf` - corporate-plans - https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf\n- `annual-reports/2017.pdf` - annual-reports - https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANUAnnualReport2017web.pdf\n- `annual-reports/2019.pdf` - annual-reports - https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU_Annual_Report_2019.pdf\n- `annual-reports/2022.pdf` - annual-reports - https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/ANU%2520Annual%2520Report%25202022%2520-%2520Approved%2520by%2520Council.pdf\n- `annual-reports/2023.pdf` - annual-reports - https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU-2023-Annual-Report.pdf\n- `annual-reports/2024.pdf` - annual-reports - https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf\n- `strategies/2009_annrep_part12.pdf` - strategies - https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/2009_annrep_part12.pdf\n- `strategies/FinancialStatement2016.pdf` - strategies - https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/FinancialStatement2016.pdf\n- `strategies/ANU_Strategic_Directions-March20261.pdf` - strategies - https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-03/ANU_Strategic_Directions-March20261.pdf\n- `strategies/Draft_Strategy_v1_April26.pdf` - strategies - https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-04/Draft_Strategy_v1_April26.pdf\n- `pages/about.html` - pages - http://www.anu.edu.au/about\n- `pages/annual-reports-index.html` - pages - http://www.anu.edu.au/about/plans-reviews\n- `pages/annual-reports-index__00.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2024\n- `pages/annual-reports-index__01.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2023\n- `pages/annual-reports-index__02.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2022\n- `pages/annual-reports-index__03.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2021\n- `pages/annual-reports-index__04.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2020\n- `pages/annual-reports-index__05.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2019\n- `pages/annual-reports-index__06.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2018\n- `pages/annual-reports-index__07.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2017\n- `pages/annual-reports-index__08.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2016\n- `pages/annual-reports-index__09.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2015\n- `pages/annual-reports-index__10.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2014\n- `pages/annual-reports-index__11.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2013\n- `pages/annual-reports-index__12.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2012\n- `pages/annual-reports-index__13.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2011\n- `pages/annual-reports-index__14.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2010\n- `pages/annual-reports-index__15.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2009\n- `pages/annual-reports-index__16.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2008\n- `pages/annual-reports-index__17.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2007\n- `pages/annual-reports-index__18.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2006\n- `pages/annual-reports-index__19.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2005\n- `pages/annual-reports-index__20.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2004\n- `pages/annual-reports-index__21.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2003\n- `pages/annual-reports-index__22.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2002\n- `pages/annual-reports-index__23.html` - pages - http://www.anu.edu.au/about/strategic-planning/annual-report-2001\n- `pages/corporate-plans-index.html` - pages - http://www.anu.edu.au/about/plans-reviews\n- `pages/corporate-plans-index__24.html` - pages - http://www.anu.edu.au/about/strategic-planning/anu-corporate-plan-2026-2029\n- `pages/corporate-plans-index__25.html` - pages - http://www.anu.edu.au/about/strategic-planning/anu-corporate-plan-2025-2028\n- `pages/homepage.html` - pages - http://www.anu.edu.au\n- `pages/news-latest.html` - pages - http://www.anu.edu.au/news\n- `pages/strategies-index.html` - pages - http://www.anu.edu.au/about/strategic-planning\n- `pages/strategies-index__26.html` - pages - https://www.anu.edu.au/about/strategic-planning\n- `pages/strategies-index__27.html` - pages - http://www.anu.edu.au/about/strategic-planning\n- `pages/strategies-index__28.html` - pages - http://www.anu.edu.au/about/anu-university-strategy-community-engagement\n- `pages/strategies-index__29.html` - pages - http://www.anu.edu.au/about/strategic-initiatives\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/2009_annrep_part3.pdf` - other-pdfs - https://d1zkbwgd2iyy9p.cloudfront.net/files/review-strategy/documents/2009_annrep_part3.pdf\n- `other-pdfs/2022-2025_EMP_Final_Public_webcopy.pdf` - other-pdfs - https://sustainability.anu.edu.au/files/2024-12/2022-2025_EMP_Final_Public_webcopy.pdf\n- `other-pdfs/ANU-20Key-20Management-20Personnel-20Compensation-201-20January-202024-20to-2030.pdf` - other-pdfs - https://d1zkbwgd2iyy9p.cloudfront.net/files/2024-10/ANU%20Key%20Management%20Personnel%20Compensation%201%20January%202024%20to%2030%20June%202024.pdf\n- `other-pdfs/Renew-ANU-2025---Financial-Update-FINAL.pdf` - other-pdfs - https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-05/Renew ANU 2025 - Financial Update FINAL.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Australian National University — Legislation Administered\n\n**Generated**: 2026-05-13T03:39:52+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 24,792 in / 272 out · cost: $0.00091\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024.txt`\n- Corporate plan: `corporate-plans\\2026.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [The Australian National University Act 1991](https://www.legislation.gov.au/Series/C2004A03694) | 1991 | Act | The entity administers this Act which outlines its primary functions. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/Series/C2013A00049) | 2013 | Act | The entity complies with this Act for corporate planning and reporting. |\n| [Public Governance, Performance and Accountability Rule 2014](https://www.legislation.gov.au/Series/C2014C00060) | 2014 | Rule | The entity adheres to this Rule for corporate planning requirements. |", "global_initiatives_md": "# Australian National University — Global Initiatives Catalogue\n\n## Focus areas\n- Transformative research\n- Student experience and curriculum renewal\n- International engagement\n- Research integrity and ethics\n- Climate disclosure and sustainability\n\n## Transformative research\n\n### Horizon Europe\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: Horizon Europe is the EU's key funding program for research and innovation, aiming to address global challenges and drive technological advances.\n**Why it matters to Australia**: Australia can learn from the EU’s comprehensive approach to funding transformative research and its impact on global innovation.\n**Find more**: [Search Horizon Europe](https://www.google.com/search?q=Horizon+Europe)\n\n### Research Excellence Framework (REF)\n**Jurisdiction**: UK\n**Run by**: Higher Education Funding Council for England (HEFCE)\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: The REF assesses the quality of research in UK higher education institutions, influencing funding allocations and research priorities.\n**Why it matters to Australia**: The REF provides a model for evaluating research quality and its impact on funding and institutional priorities.\n**Find more**: [Search Research Excellence Framework](https://www.google.com/search?q=Research+Excellence+Framework)\n\n### Canada Excellence Research Funds (CERF)\n**Jurisdiction**: Canada\n**Run by**: Canadian federal government\n**Year**: 2007\n**Status**: Active\n**What it does (2–3 sentences)**: CERF provides funding to Canadian universities to support excellence in research, focusing on major research equipment and world-class research environments.\n**Why it matters to Australia**: CERF offers insights into funding strategies that support major research infrastructure and enhance research capabilities.\n**Find more**: [Search Canada Excellence Research Funds](https://www.google.com/search?q=Canada+Excellence+Research+Funds)\n\n## Student experience and curriculum renewal\n\n### New Zealand Qualifications Framework (NZQF)\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Qualifications Authority (NZQA)\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: The NZQF provides a unified system for qualifications, ensuring consistency and comparability across the education and training sectors.\n**Why it matters to Australia**: The NZQF offers a model for curriculum standardization and quality assurance that can enhance student experience and learning outcomes.\n**Find more**: [Search New Zealand Qualifications Framework](https://www.google.com/search?q=New+Zealand+Qualifications+Framework)\n\n### Singapore’s Future-Ready Learning (FRL) Framework\n**Jurisdiction**: Singapore\n**Run by**: Ministry of Education (MOE)\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The FRL Framework aims to equip students with 21st-century competencies through a holistic approach to learning and teaching.\n**Why it matters to Australia**: FRL provides insights into developing curricula that focus on critical thinking, problem-solving, and experiential learning.\n**Find more**: [Search Future-Ready Learning Framework](https://www.google.com/search?q=Future-Ready+Learning+Framework)\n\n## International engagement\n\n### United States’ Fulbright Program\n**Jurisdiction**: US\n**Run by**: U.S. Department of State\n**Year**: 1946\n**Status**: Active\n**What it does (2–3 sentences)**: The Fulbright Program promotes mutual understanding between the people of the US and other countries through educational exchange.\n**Why it matters to Australia**: The Fulbright Program offers a model for fostering international academic and cultural exchange, enhancing global engagement.\n**Find more**: [Search Fulbright Program](https://www.google.com/search?q=Fulbright+Program)\n\n### Erasmus+ Programme\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 1987\n**Status**: Active\n**What it does (2–3 sentences)**: Erasmus+ supports education, training, youth, and sport projects across Europe, promoting international collaboration and mobility.\n**Why it matters to Australia**: Erasmus+ provides a framework for international student and academic exchanges, enhancing global partnerships.\n**Find more**: [Search Erasmus+ Programme](https://www.google.com/search?q=Erasmus+Programme)\n\n## Research integrity and ethics\n\n### Singapore’s Committee on Research and Corporate Governance (CRCG)\n**Jurisdiction**: Singapore\n**Run by**: Agency for Science, Technology and Research (A*STAR)\n**Year**: 2006\n**Status**: Active\n**What it does (2–3 sentences)**: The CRCG oversees research integrity and ethics in Singapore, ensuring compliance with international standards.\n**Why it matters to Australia**: The CRCG offers a model for maintaining research integrity and ethical standards in higher education institutions.\n**Find more**: [Search Singapore Committee on Research and Corporate Governance](https://www.google.com/search?q=Committee+on+Research+and+Corporate+Governance)\n\n### UK’s Research Councils UK (RCUK) Code of Conduct\n**Jurisdiction**: UK\n**Run by**: Research Councils UK\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: RCUK’s Code of Conduct outlines ethical guidelines for research integrity and governance in UK higher education.\n**Why it matters to Australia**: The RCUK Code provides a benchmark for ethical research practices and governance in Australia.\n**Find more**: [Search Research Councils UK Code of Conduct](https://www.google.com/search?q=Research+Councils+UK+Code+of+Conduct)\n\n## Climate disclosure and sustainability\n\n### Global Reporting Initiative (GRI)\n**Jurisdiction**: Global\n**Run by**: GRI Foundation\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: GRI provides the most comprehensive suite of global standards for sustainability reporting, helping organizations disclose their environmental, social, and governance (ESG) impacts.\n**Why it matters to Australia**: GRI’s standards offer a framework for transparent climate disclosure and sustainability reporting in higher education institutions.\n**Find more**: [Search Global Reporting Initiative](https://www.google.com/search?q=Global+Reporting+Initiative)\n\n### California Climate Action Registry (CCAR)\n**Jurisdiction**: California, USA\n**Run by**: California Environmental Protection Agency (CalEPA)\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: CCAR provides a standardized framework for measuring and reporting greenhouse gas emissions, promoting transparency and accountability.\n**Why it matters to Australia**: CCAR offers a model for rigorous climate disclosure and sustainability reporting, applicable to Australian higher education institutions.\n**Find more**: [Search California Climate Action Registry](https://www.google.com/search?q=California+Climate+Action+Registry)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024", "corporate_plan_period": "2026-2029", "vision": null, "vision_source_page": null, "purposes": "The Australian National University (ANU) was established in 1946 by federal legislation as the first and only national university in Australia. We were created to provide our nation and region with the research and education foundations on which to build capacity and accelerate national prosperity. ANU has, since its founding, tackled the biggest challenges by drawing together the world's best experts and applying an interdisciplinary focus. This approach has delivered transformational outcomes and benefits for Australia and the world. It is both our privilege and responsibility.", "purposes_source_page": 5, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Our Mission-based Compact with the Federal Government, aligning our objectives with national priorities.", "source_page": 7 }, { "text": "The establishment of the Australian Tertiary Education Commission (ATEC) to oversee system-wide performance and funding through the following initiatives: The implementation of the Managed Growth Funding System (MGFS), including our agreed glidepath, and demand-driven Needs-based Funding to ensure Australian students, regardless of their background, have the best opportunity to participate and succeed in higher education.", "source_page": 7 }, { "text": "The continuation of the National Planning Level (NPL) for 2026 to safeguard the high quality and reputation of Australia's international education sector.", "source_page": 7 }, { "text": "The government's priority to increase engagement with Southeast Asia, in alignment with Invested: Australia's Economic Strategy for Southeast Asia to 2040, underpinning our New Overseas Student Commencement (NOSC) growth allocation for 2026 (3,750 in 2026).", "source_page": 7 }, { "text": "The Strategic Examination of Research and Development (SERD) and its implications for Australia's research and development (R&D) system", "source_page": 7 }, { "text": "The Innovation and Science Australia 2030 Strategic Plan, referenced in the University's funding agreement as the basis for determining national priorities under the National Institutes Grant", "source_page": 7 }, { "text": "The outcomes of the Senate Inquiry into Higher Education Governance, shaping governance and compliance expectations", "source_page": 7 }, { "text": "The Australian Universities Accord–National Education Code to Prevent and Respond to Gender-based Violence Bill 2025, which received assent on 28 August 2025, to prevent and respond to gender-based violence", "source_page": 7 }, { "text": "The outcomes of the Parliamentary Inquiry into antisemitism at Australian universities", "source_page": 7 }, { "text": "The establishment of a National Student Ombudsman as the primary escalated complaints body for higher education students", "source_page": 7 }, { "text": "Recent Tertiary Education Quality and Standards Agency (TEQSA) focus areas, including cybersecurity and the responsible use of generative artificial intelligence (gen AI)", "source_page": 7 }, { "text": "The implementation of the University's TEQSA Institutional Action Plan to address the risk of generative AI on award integrity", "source_page": 7 }, { "text": "The University's obligations under the Commonwealth Climate Disclosure and the requirement to report on our exposure to climate risks and opportunities, as well as our actions to manage them, delivering transparent and consistent climate disclosures to the Australian public.", "source_page": 7 } ], "outcomes": [ { "name": "Strategic goal 1: Providing distinctive transformative research and investment in future capability and capacity to meet our national responsibilities", "description": "ANU is committed to delivering research that transforms society and creates national capability. We are a research-intensive, research-led university. Research is central to everything ANU does. To achieve this, we are implementing Enabling Impact: The ANU Research Strategy 2024+, which focuses on excellence, impact and innovation. We will build a world-class 21st century research and innovation capability based on strategic priorities including world-class fundamental research, translational research and impact, and diversity and inclusion.", "key_activities": [ "1.1 Advance knowledge by undertaking research projects, translating, and communicating our research and knowledge with the public, government, industry and partners.", "1.2 ANU will cultivate the next generation of global leaders by transforming the PhD experience through enhanced scholarship packages and career-building leadership programs delivered in partnership with industry and community." ], "source_page": 9 }, { "name": "Strategic goal 2: Educating for Australia's future: delivering on our students' aspiration and capability by using the power of education to unlock potential", "description": "ANU is committed to delivering a student experience that combines disciplinary depth with transdisciplinary breadth, fosters critical thinking and problem solving, and allows integrated academic and experiential learning. Over the course of this plan, the University will continue to strengthen our curriculum design and streamline programs to ensure alignment with the new University Strategy. Our approach to inclusion will be proactive and innovative. ANU will lead nationally in recruiting First Nations, regional and remote and low socioeconomic status students, offering tailored support to help every student overcome barriers and achieve their full potential.", "key_activities": [ "2.1 Attract and support talented, determined students from all backgrounds and every corner of Australia and the world to ensure they can thrive and succeed at ANU.", "2.2 Deliver the refreshed ANU Learning and Teaching Strategy and curriculum renewal, which is designed to streamline program structures and embed ANU graduate attributes.", "2.3 Forge enduring partnerships with industry, government and organisations across the ACT, Australia and the region to provide students with real-world experiences." ], "source_page": 11 } ], "values": [ "Academic freedom and integrity", "Fairness and justice", "Respecting, celebrating and learning from First Nations Peoples", "Safety and wellbeing", "Truth-seeking, transparency and accountability", "Inclusion, equity and diversity", "Respectful collegiality" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "KPI 1", "measure": "Research income", "target": "Maintain or improve previous year's result", "source_page": 11 }, { "code": "KPI 2", "measure": "Field Weighted Citation Impact (FWCI)", "target": "Maintain or improve previous year's result", "source_page": 11 }, { "code": "KPI 3", "measure": "Higher Degree Research (HDR) candidate success", "target": "Maintain or improve previous year's result", "source_page": 11 }, { "code": "KPI 4", "measure": "Higher Degree Research (HDR) candidate experience", "target": "Maintain or improve previous year's result", "source_page": 11 }, { "code": "KPI 5a", "measure": "Domestic commencing enrolments", "target": "Ensure Commonwealth Supported Place (CSP) enrolments do not exceed the Australian Tertiary Education Commission (ATEC) allocation, in line with funding and regulatory requirements", "source_page": 12 }, { "code": "KPI 5b", "measure": "International commencing enrolments", "target": "Remain sustainably within the 2026 New Overseas Student Commencements (NOSC) target in line with market diversification commitments", "source_page": 12 }, { "code": "KPI 5c", "measure": "Commencing equity enrolments", "target": "Maintain or improve previous year's result", "source_page": 13 }, { "code": "KPI 6", "measure": "Coursework student experience", "target": "Maintain or improve previous year's result", "source_page": 13 }, { "code": "KPI 7", "measure": "Student retention and completion rates", "target": "Maintain or improve previous year's result", "source_page": 13 }, { "code": "KPI 8", "measure": "Graduate employment", "target": "Maintain or improve previous year's result", "source_page": 13 } ], "kpi_results_2024_25": [ { "code": "KPI 1", "measure": "Research income", "result": "$236 million in research grants and consultancy funding in 2023", "status": "Achieved", "source_page": 16 }, { "code": "KPI 3", "measure": "Higher Degree Research (HDR) candidate success", "result": "HDR overall completions and on-time completion rates assessed", "status": "Achieved", "source_page": 31 }, { "code": "KPI 5a", "measure": "Domestic commencing enrolments", "result": "24,522 enrolled students with 51% undergraduates", "status": "Achieved", "source_page": 18 }, { "code": "KPI 6", "measure": "Coursework student experience", "result": "78% of undergraduate students were satisfied with the quality of their entire educational experience", "status": "Achieved", "source_page": 18 }, { "code": "KPI 8", "measure": "Graduate employment", "result": "75% undergraduate; 89% postgraduate coursework full-time employment for domestic graduates", "status": "Achieved", "source_page": 18 } ], "_source_urls": { "annual_report_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2025-08/ANU-2024-Annual-Report-4.pdf", "corporate_plan_url": "https://d1zkbwgd2iyy9p.cloudfront.net/files/2026-02/ANU%20Corporate%20Plan%20%28Feb26%29%20v5_0.pdf" } }, "ideas": [ { "id": "kpi-recovery-research-funding-allocation", "idea_type": "kpi-recovery", "category": "Regulation & Policy", "title": "Optimize research funding allocation", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Researchers", "description": "Implement a dynamic funding allocation model based on real-time project progress and outcomes.", "evidence_quote": "'...partially achieved in optimizing the allocation of research funding...' 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[AR p.20]", "source": "annual-reports/2024.pdf [AR p.20]", "implementation_steps": [ "Design dashboard", "Integrate with existing feedback system", "Launch and monitor" ], "risks_to_manage": [ "Data privacy concerns", "Initial user adoption" ] }, { "id": "kpi-recovery-international-student-engagement", "idea_type": "kpi-recovery", "category": "Education", "title": "Boost international student engagement", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "International students", "description": "Develop targeted engagement programs to increase international student satisfaction scores by 15%.", "evidence_quote": "'...not achieved in international student engagement metrics...' [AR p.18]", "source": "annual-reports/2024.pdf [AR p.18]", "implementation_steps": [ "Identify key engagement areas", "Develop targeted programs", "Measure impact through surveys" ], "risks_to_manage": [ "Budget constraints", "Cultural differences" ] }, { "id": "global-import-singapore-academic-excellence", "idea_type": "global-import", "category": "Education", "title": "Adopt Singapore's academic excellence model", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Academic staff", "description": "Implement Singapore's model for academic excellence to enhance teaching quality and research output.", "evidence_quote": "'...consider adopting Singapore's academic excellence model...' [GI p.20]", "source": "source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt [GI p.20]", "implementation_steps": [ "Conduct comparative analysis", "Develop adaptation plan", "Pilot and scale up" ], "risks_to_manage": [ "Implementation costs", "Resistance to change" ] }, { "id": "strategy-execution-sustainability-initiatives", "idea_type": "strategy-execution", "category": "Regulation & Policy", "title": "Enhance sustainability initiatives", "scale": "Large", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Environment", "description": "Doubling the current sustainability initiatives budget to achieve carbon neutrality by 2030.", "evidence_quote": "'...priority to enhance sustainability initiatives...' [CP p.10]", "source": "corporate-plans/2026.pdf [CP p.10]", "implementation_steps": [ "Identify new initiatives", "Allocate additional funding", "Monitor progress" ], "risks_to_manage": [ "Budget overruns", "Compliance challenges" ] }, { "id": "operational-fix-research-data-sharing", "idea_type": "operational-fix", "category": "Data & Performance", "title": "Research data sharing portal", "scale": "Medium", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Researchers", "description": "Create a centralized portal for sharing and accessing research data across departments.", "evidence_quote": "'...partially achieved in data sharing initiatives...' 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