The Monash University Group had 18,018 total staff (9,8460 FTE) and total operating expenses of $2,938.9 million from continuing operations in 2022.

In 2022, the median length of service of Monash staff was five years (up from 4.9 years in 2021).

Monash has an enabling plan to guide priority work in building a contemporary, global workforce with the values and expertise required to achieve the purpose and goals of Impact 2030. A key priority in 2022 was reviewing and improving workforce management practices, especially those concerning sessional staff. The University delivered significant changes over the year, including the tutorial review project and streamlined timesheets initiative, which focused on ensuring accurate payment of sessional staff for scheduled teaching activities.

Monash University’s Indigenous Employment Policy and Procedure were updated in collaboration with the William Cooper Institute to align with the goals of the Impact 2030 strategic plan and our commitment to help foster a society that recognises, respects and includes Indigenous peoples, cultures and knowledge.

The Policy and Procedure provides guidance across the employment life cycle and outlines our approach to the recruitment, retention and advancement of Indigenous Australian staff, as well as fostering a culturally-informed workforce.

Commitment to Indigenous peoples

Monash University supports universal human rights and stands strongly against all forms of modern slavery. The University is committed to actively seek out and address any potential instances of modern slavery within our global operations and supply chain.

In 2022 Monash completed the third year of its five year continuous improvement program to systematically address modern slavery within our operations and supply chain, the full details of which will be published as the University’s 2022 Modern Slavery Act Report. Activities taken to manage the University’s modern slavery risks and obligations during the year included:

  • Industry deep dives into electronics, cleaning, solar panels, catering/food services (retail leasing agreements) and apparel
  • Updating agreement and sourcing templates
  • Assessment of new risks
  • Development of an operational framework to coordinate and guide implementation of modern slavery actions across entities
  • Training and compliance monitoring
  • Broadening the reach of the modern slavery program through the onboarding of several controlled entities

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