Understanding the Fair Work Commission and Its Costs Framework

The Fair Work Commission (FWC), Australia's independent workplace relations tribunal, plays a pivotal role in resolving employment disputes, including unfair dismissal claims under the Fair Work Act 2009 (Cth). Established to promote fair work practices, the FWC handles thousands of applications annually, with unfair dismissal matters comprising a significant portion. In 2024-25, the tribunal processed 44,075 lodgements, a 24% increase over the five-year average, driven largely by 16,500 unfair dismissal applications representing 37% of the total caseload.

Central to the debate is the FWC's costs jurisdiction. Unlike civil courts where the 'loser pays' principle—also known as 'costs follow the event'—typically applies, requiring the unsuccessful party to cover the winner's legal expenses, the FWC operates under a 'no costs' default rule. Sections 611 and 611A of the Fair Work Act limit costs orders to exceptional circumstances, such as unreasonable conduct by a party or their representative that causes unnecessary delay or expense. This approach aims to lower barriers to justice, particularly for unrepresented employees, but critics argue it fosters a litigious environment where weak claims proliferate without financial deterrent.

Higher Education's Unique Employment Challenges in Australia

Australia's higher education sector, encompassing over 40 public universities and numerous private colleges, employs around 250,000 staff, many on casual or fixed-term contracts. Casualisation affects up to 50% of academic roles, exacerbated by funding pressures post-COVID-19 restructures and international student fluctuations. The National Tertiary Education Union (NTEU) highlights chronic underpayment issues, with universities owing over $100 million in backpay as per recent reports, yet employers counter that dismissal disputes often stem from performance or redundancy scenarios.

In this context, unfair dismissal claims against universities have become commonplace. While sector-specific statistics are not granularly reported in FWC annual data, notable cases illustrate the trend. For instance, financial strains from wage compliance failures—like the University of New South Wales' (UNSW) $213,120 penalty for record-keeping breaches in January 2026—divert resources that could defend or prevent litigation.

The Surge in Unfair Dismissal Claims: A System Under Strain

The FWC's 2024-25 reporting period revealed an 'unsustainable' influx, with President Justice Adam Hatcher noting many claims lack merit and serve as leverage for settlements. Factors include economic uncertainty, AI-assisted claim generation, and easier access via online forms. In higher education, restructures at institutions like the University of Melbourne have triggered disputes, such as the February 2026 reinstatement order for Professor Angela Paladino after her dismissal for alleged serious misconduct was deemed unfair.

This volume burdens universities, where legal defence costs can exceed $50,000 per case without recovery prospects. Without a loser pays mechanism, even successful defences drain budgets needed for teaching and research.

Case Studies: When Universities Prevail Without Cost Recovery

Consider the 2016 University of Sydney case, where the institution secured over $100,000 in costs against a researcher whose unfair dismissal claim failed spectacularly. More recently, a major university defeated over 100 victimisation claims in 2026 by arguing the complaint volume justified its response, yet costs remained elusive absent unreasonable conduct findings.

In another instance, Monash University's Reuben Kirkham matter underscored self-represented applicants' pitfalls, losing a potential $18,000 payout due to procedural errors. These victories highlight a pattern: universities often win on merits, but bear full costs, amplifying financial pressure amid sector-wide challenges like the $6.6 million repayment ordered to University of Wollongong staff in 2025.

Arguments in Favor of a Loser Pays Rule in Higher Education

Proponents, including employer groups like the Australian Higher Education Industrial Association (AHEIA), advocate tailoring a loser pays rule for higher education disputes. Key benefits include:

• Deterring frivolous claims: With 41% growth in dismissal applications from 2022-23 to 2024-25, many AI-drafted and meritless, financial risk would filter weak cases early.
• Resource efficiency: Universities, facing $100 million+ in wage liabilities, could redirect defence savings to core missions.
• Equity for employers: Large institutions invest in robust HR processes; repeated claims without cost risk undermine this.
• Precedent alignment: Federal Court routinely applies loser pays, suggesting FWC could adopt for complex higher ed matters.

Such a rule could apply post-conciliation, mirroring exceptional circumstances but broadening to outcomes, potentially halving baseless filings per FWC observations.

Counterperspectives: Risks to Employee Access and Genuine Claims

Unions like the NTEU vehemently oppose, arguing a loser pays shift would chill legitimate claims from vulnerable casual academics earning median $80,000 annually. Low-paid sessional staff, often without union support, might forgo justice fearing $20,000+ exposure. Critics cite FWC's access-to-justice mandate, noting costs awards remain rare even now (under 5% of cases). International examples, like New Zealand's similar tribunal, show balanced no-costs preserving equity.

Stakeholder Views and Proposed Reforms

AHEIA pushes sector-specific amendments to Fair Work Act, perhaps capping applicant exposure at three months' pay. NTEU counters with better dispute resolution pre-FWC. Government reviews, amid 2025 election cycles, eye hybrid models: loser pays for serial litigants only. FWC President Hatcher's calls for triage reforms align, potentially incorporating costs for higher ed's high-stakes disputes. Australian Financial Review on FWC surge underscores urgency.

Financial and Operational Impacts on Universities

Defending a single claim ties up HR, legal, and executive time—equivalent to 100+ teaching hours. Multiplied across institutions like UNSW (10,000 staff), aggregate costs run millions yearly. A loser pays rule could yield 20-30% claim reduction, per analogous tribunal reforms, freeing funds for scholarships or infrastructure.

Photo by kylie De Guia on Unsplash

Future Outlook: Balancing Justice and Efficiency

As 2026 unfolds, expect legislative scrutiny. A targeted loser pays for higher education—perhaps via enterprise agreement opt-ins—could emerge, informed by FWC pilots. Stakeholders urge data-driven pilots tracking claim quality pre/post-implementation. For unis, proactive policies like enhanced mediation could complement reforms, ensuring Australia's world-class sector thrives amid disputes.

Ultimately, evolving FWC rules must safeguard genuine rights while curbing abuse, positioning higher education for sustainable growth.