Our people and sustainable operations objectives

Learn how we will achieve our 3 objectives for Our people and sustainable operations: enabling our mission.

Our objective is to ensure our skilled, creative and committed people are supported to drive UQ’s success and shape its future.

At UQ, our success depends on the talent, creativity and dedication of our people. We support staff by developing their skills and talents, encouraging personal and professional growth and creating opportunities for leadership and impact within and beyond the University. We aim to cultivate an environment that promotes equity, diversity and inclusion, where everyone is valued, respected and able to thrive.

As digital and technological change becomes more central to our work, we will equip staff with the skills, confidence and ethical frameworks needed to navigate both opportunities and risks. By strengthening capabilities such as critical thinking, creativity, empathy, intuition and ethical judgment, we will support staff to use AI strategically. This approach will be guided by responsible-use frameworks, strong governance and equitable access to tools and resources.

We are committed to developing career pathways and strengthening leadership skills for both academic and professional staff. Building on the initiatives such as our Leadership Framework, the Study for Staff program and the creation of Teaching Associate roles, we aim to build the capabilities required for UQ’s future workforce.

We are also committed to ensuring that UQ reflects societal diversity and values the varied experiences, perspectives and knowledge of our people. We will apply an intersectional perspective to our equity, diversity and inclusion efforts to ensure no one is left behind, while fostering safe and supportive environments for all staff. Our priorities include increasing the representation of women and Aboriginal and Torres Strait Islander peoples – particularly in senior leadership roles, implementing anti-racism initiatives, eliminating UQ’s gender pay gap, addressing psychological safety and removing barriers for people with disability and the neurodivergent community.

Our objective is to maximise resources in support of UQ’s mission, enabling the University to move forward with confidence.

We start the 2026–2029 planning period from a position of financial strength, secured through prudent management. Under the previous plan, we diversified our revenue base, improved operational efficiency, launched value-generating initiatives and directed capital investment to areas of greatest benefit. These achievements have positioned UQ to plan confidently for the future and invest in projects that support our mission.

Building on this foundation, we will continue to manage our resources responsibly and strategically to ensure UQ’s long-term growth and sustainability. Managing the balance between international and domestic enrolments will remain a priority to enhance resilience, support long-term planning and maintain a diverse student body.

A key focus will be implementing a new budget allocation model that encourages informed decision-making and transparency. Introducing a standardised academic workload tool will help clarify expectations. Professional services will also evolve to provide more integrated and responsive support for academic activities.

Through sound governance, effective resource management and a culture of accountability, UQ will be well positioned to adapt to change and invest confidently in its mission.

Our objective is to provide the spaces, systems and infrastructure needed by our communities across our physical and digital campuses.

Our physical and digital campuses are evolving to meet the changing needs of our communities, enabling students and staff to learn, discover and collaborate effectively. Two new rolling 5-year master plans – one focused on technology development and the other on future investment in physical spaces – will guide decisions to ensure our environments remain adaptable, accessible, inclusive and sustainable.

We will continue to use AI responsibly to improve UQ’s operations – strengthening efficiency, supporting better decision-making, freeing staff time for higher value work and improving accuracy, consistency and service across the University.

The Gatton campus will remain a key focus. We will build on its strengths as a centre for regional engagement and applied research, working with industry partners to drive innovation, expand educational opportunities and create a vibrant campus experience that benefits students, staff and the wider community.

Beyond our campuses, we will strengthen partnerships with government, industry and the not-for-profit sector through active leadership in emerging innovation precincts. These precincts bring together researchers, industry and government to accelerate discovery, commercialisation and economic diversification. UQ’s ongoing contribution to the Queensland Government’s Boggo Road Innovation Precinct reflects our commitment to supporting growth and delivering public-good outcomes. By aligning our spaces, systems and technologies with our ambitions, UQ will continue to enable its community to succeed, innovate and contribute meaningfully to Queensland and beyond.