Ethical investing for 30 years of financial sustainability

Ethical investing for financial sustainability
2015 Annual Financial and Sustainability Report
30 years of ethical investment

Table of contents
About us 4
Report under the spotlight 7
Statements from the Chairperson and Chief Executive Officer 9
Our strategy 12
Our report 14
> Restatements 15
> Determining materiality 15
> Our stakeholders 15
> Clients 15
> Our supply chain 17
> Social issues 18
> Governance 19
> Compliance 20
> Discrimination 20
> Investing ethically 21
> Positive investment in action 29

3
Financial performance 30
> Fund performance table 32
Continued business efficiency 33
> Client communications 33
> Valuing people 33
> Employee satisfaction 36
> OH&S injuries and incidents 37
> Human rights 37
> Carbon footprint 37
> Paper usage 37
Our clients 38
> Aussie Hands 38
> Kingston Uniting Church 39
GRI G4 Content Index 40
Industry affiliations and key stakeholders 47

4
Aboutus
Our vision
Our vision is to support Australia’s values-based
organisations and personal investors to maintain
financial sustainability − ethically and responsibly.
Our mission
UCA Funds Management’s mission is to provide
professional funds management for personal investors,
charities and faith-based organisations, as well to
support The Uniting Church in Australia (the Church).
Investing in the framework of the Ethical Investment
Policy, we strive to maintain consistently competitive
investment returns and provide investment options
with clear investment objectives. Coupled with a high
standard of general advice, personalised services,
reporting and transparency, we aim to support
investors to make informed decisions towards
maintaining their financial sustainability.
UCA Funds Management upholds the ethos of the
Church through responsible investment practices,
prudent capital management and active community
partnerships.
Who we are
UCA Funds Management is a social enterprise backed
by the considerable assets, resources and ethos of
the Church. We are Australia’s first dedicated ethical
“We are Australia’s first
dedicated ethical funds
manager.”
About us
30 years ethical4
G4-56;G4-DMA: Anti-corruption; G4-3; G4-4; G4-5; G4-6; G4-7;
G4-8; G4-9; G4-17;G4-DMA: Economic Performance

5
Aboutus
1977
The formation of the Church (22 June 1977).
The Development Fund2
predates this union.
1985
UCA Funds Management manages investments and treasury funds for
the Synod.
The creation of the UCA Growth Portfolio and the
UCA Enhanced Cash Portfolio (1 July 1985).
1986
The creation of the
UCA Australian Equities Portfolio
(1 January 1986)
1970
1980
20101990
2000
1997
The creation of
the Funeral Fund
(2 February 1997)
2003
The creation of the Uniting Growth Fund1
(7 July 2003)
2015
UCA Funds Management
celebrated 30 years as an ethical
funds manager.
Our journey
Funds for charitable entities with tax exemption
status
>> UCA Enhanced Cash Portfolio
>> UCA Growth Portfolio
>> UCA Australian Equities Portfolio
Funds for individuals, self-managed
superannuation funds and corporates
>> Uniting Ethical Australian Equities Trust 1
>> Uniting Ethical Enhanced Cash Trust 2
>> Funeral Fund
>> Home Endowment Fund (for Church ministers)
funds manager, beginning in 1985 to manage investments and treasury services for The Uniting Church
in Australia, Synod of Victoria and Tasmania (the Synod). Throughout the last 30 years, we have grown
to become one of the largest dedicated ethical fund managers in Australia. We manage more than $990
million funds for ethically-minded personal investors, charities and faith-based organisations.
UCA Funds Management is a company limited by guarantee and a responsible entity regulated by the
Australian Securities and Investments Commission (ASIC). It is also a registered charity listed by the
Australian Charities and Not-for-profits Commission. We are proud to be the only social enterprise to
maintain the same standards of investor protection provided by commercial retail fund managers.
UCA Funds Management is the Manager for the following funds:
2016
Registration of the Uniting Ethical
Australian Equities Trust1
and Uniting
Ethical Enhanced Cash Trust2
.
1 The Uniting Growth Fund was renamed the Uniting Ethical Australian Equities Trust on 8 February 2016.
2 The Development Fund was renamed the Uniting Ethical Enhanced Cash Trust on 8 February 2016.
G4-3; G4-4; G4-5; G4-6; G4-7; G4-8; G4-9; G4-17

UCA Funds Management 2015 Annual Report6
Aboutus
Investing ethically
360° ethical®
investing represents four principles. These four principles make up who we are. Investing
within the framework of the Ethical Investment Policy, we strive to achieve the best possible results for
investors. Each year we give our operating surplus to the Church in support of community services, advocacy
programs and mission-based activities. We also aim to be a leading example of how an ethical funds
manager should operate.
To maintain consistently competitive
investment returns.
To give our operating surplus to
community services, advocacy and
mission-based activities.
To adhere to a clearly articulated,
integrated ethical investment policy.
To be a leading example of how an ethical
funds manager operates.
G4-56; G4-DMA: Economic Performance

7
Reportunderthespotlight
Report under the spotlight
>> Introduced ‘Online Investor’ – UCA Funds Management’s online account portal.
>> Annual Investor Briefing attendance doubled, with more than 200 attendees.
>> Constructive engagement program continued with the payday lending sector.
>> Northern Trust appointed as external custodian.
>> Two retail funds registered as Managed Investment Schemes.
>> UCA Funds Management became the first and only not-profit,
faith-based entity to become a Responsible Entity.
Achievements
$3.19
million
$990 million
in grants to support
the mission of
The Uniting Church
in Australia.
funds under management
Competitive investment returns
Charity funds
UCA Enhanced Cash Portfolio 3.34%
UCA Growth Portfolio 6.46%
UCA Australian Equities Portfolio 5.16%
Retail funds
Uniting Ethical Australian
Equities Trust1
5.75%
Uniting Ethical Enhanced
Cash Trust2
and Funeral Fund 3.10 %
1 The Uniting Growth Fund was renamed the Uniting Ethical
Australian Equities Trust on 8 February 2016.
2 The Development Fund was renamed the Uniting Ethical
Enhanced Cash Trust on 8 February 2016.
G4-9

8 UCA Funds Management 2015 Annual Report
AboutusAboutus
As at 31 December 2015
UCA Australian Equities Portfolio
(external investors)
UCA Enhanced Cash Portfolio
UCA Growth Portfolio
Development Fund¹ and Funeral Fund
Uniting Growth Fund²
Home Endowment Fund and
Ministers’ loans
3.80%
13.42%
0.79%
28.96%
3.20%
49.83%
Table 1: Funds under management – $990 million
Table 2: Source of investor funds
Retail Investors: Uniting Growth Fund ²
Retail Investors: Development Fund ¹
and Funeral Fund
Synod reserves
Other Uniting Church
Synods and Assembly
Other charities and
faith-based organisations
Schools/Kindergartens
UCA Enhanced Cash Portfolio reserve
Uniting Church congregations
UnitingCare Agencies
Uniting AgeWell
13.45%
1.71%
4.69%
28.15%
2.50%
5.94%
17.11%
7.18%
15.46%
3.81%
G4-8

9
Aboutus
9
“UCA Funds
Management is
the first and only
non-profit, faith-based
entity to operate on the
same licensing and
compliance standards
as any commercial retail
fund manager”
Statements
From Chairperson Richard
Carter and Chief Executive
Officer Michael Walsh.
2015 in review
The 2015 calendar year was again successful for UCA
Funds Management stakeholders as measured by our
key performance indicators. These are:
>> investment performance,
>> income distributions,
>> growth in funds under management,
>> grants to the Synod,
>> client service, and
>> staff satisfaction.
The backdrop for investment performance was the
continued downward trend in official interest rates,
which remain at a 60-year record low. The Reserve
Bank of Australia cash rate fell a further 0.50 per cent
to 2 per cent at year’s end. This is also reflective of
continued low rates of inflation and economic growth.
The Australian sharemarket also experienced another
lacklustre year, recording a rise of 2.80 per cent after a
modest rise of 0.80 per cent in 2014 (as measured by
the S&P/ASX300 Accumulation Index).
Statements
30 years ethical
G4-1; G4-2; G4-13; G4-DMA: Economic performance; G4-DMA:
Employment; G4-DMA: Occupational health and safety; G4-DMA:
Training and education; G4-DMA: Equal remuneration for women
and men; G4-DMA: Anti-corruption; G4-DMA: Non-discrimination;
G4-DMA: Product and service labelling; G4-DMA: Customer privacy

Aboutus
Statements
UCA Funds Management 2015 Annual Report
The other key change was a continued fall in the Australian dollar from USD $0.82 at the start of the year to
USD $0.72 at year’s end; a decline of 12.20 per cent.
In this environment, the enhanced cash funds (UCA Enhanced Cash Portfolio, Development Fund1
and
Funeral Fund) did relatively well, recording income distributions comfortably above the level of cash
management accounts and one-year term deposits (albeit at low levels when compared with previous
years). The UCA Growth Portfolio continued to benefit from its allocation to international shares and strong
returns from listed property trusts – both of which outperformed Australian equities. Income distributions
on all funds were at, or close to, their forecast. The yields on funds that invest in growth assets (such as
shares and listed property trusts) were higher than those from the enhanced cash funds (which invest in
cash, fixed interest and mortgage loans).
Funds under management grew marginally by 2.50 per cent for the year to exceed $990 million, adding to
the 7 per cent growth in 2014. This growth was due mainly to new funds from existing charity and
faith-based clients. This flowed through as an increase in management fees. Combining these fees with a
modest rise in expenses facilitated the maintenance of a high level of grants to the Synod at $3.19 million.
In addition, $2.27 million in capital reserves are now available to support our operating capability and
provide further income to the Synod.
Although we did not conduct our biennial client survey in 2015, we conducted intensive qualitative research
with a selection of our institutional and prospective investors. This research reiterated the high standard
of performance and service reflected in prior client surveys. The research also highlighted some areas of
improvement to service standards. As a result, a new client service package will be introduced in 2016.
We have now completed the transition to become a Responsible Entity, as recognised by ASIC, and have
appointed Northern Trust Company as our external custodian. This means that UCA Funds Management is
the first and only non-profit, faith-based entity to operate on the same licensing and compliance standards
as any commercial retail fund manager.
This year fellow Board member Richard Moore retired from the Board after 10 years’ service. Richard has
served admirably and UCA Funds Management has benefited hugely from his skills in strategy and risk
management. We welcome David Cousins and David Watson to the Board, who both bring a wealth of
compliance and assurance experience in the respective fields of government and chartered accounting.
2016 strategy and goals
During 2015, the Management Team and Board developed a fresh three-year business plan for 2016 –
2018. The plan will build on the strategies developed in the last three years and target specific objectives
in terms of outcomes for clients, financial performance, business positioning, and our contribution to the
development of ethical investing.
We recognise our workplace culture needs to focus on client satisfaction, employee engagement and
maintaining enhanced compliance standards.
Due to the long-tenure of many Board and team members, we face the prospect of continued turnover within
our team. This has underlined the importance of succession planning.
G4-1; G4-2; G4-13; G4-DMA: Economic performance; G4-DMA: Employment; G4-DMA: Occupational health and safety; G4-DMA:
Training and education; G4-DMA: Equal remuneration for women and men; G4-DMA: Anti-corruption; G4-DMA: Non-discrimination;

UCA Funds Management 2015 Annual Report 11UCA Funds Management 2015 Annual Report 11
AboutusStatements
Richard Carter
Chairperson
Michael Walsh
Chief Executive Officer
For the coming year, 11 clear goals will mark our initial progress against our three-year strategic plan. These
are summarised using the acronym GAMER:
>> Get competitive returns,
>> Attract new clients,
>> Make our budget surplus,
>> Ethical investment leadership, and
>> Relate more closely with clients.
We wish to thank staff and fellow Board members for their dedication and commitment to ethical investment
stewardship. We also would like to thank all investors for their loyalty and support throughout the years.
Left to right: Chairperson Richard Carter and Chief Executive Officer Michael Walsh
23 February 2016
G4-1; G4-2; G4-13; G4-DMA: Economic performance; G4-DMA: Employment; G4-DMA: Occupational health and safety; G4-DMA:
Training and education; G4-DMA: Equal remuneration for women and men; G4-DMA: Anti-corruption; G4-DMA: Non-discrimination;

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Past, present and future
Our vision is to support Australia’s value-based
organisations and personal investors in maintaining
financial sustainability – ethically and responsibly.
By applying the principles of 360° ethical®
investing,
we have grown to be recognised as one of Australia’s
largest dedicated ethical fund managers.
We are the first (and only) non-profit, faith-based
organisation to obtain a licence as a responsible
entity with the Australian Securities and Investment
Commission (ASIC), and have two retail funds
registered as managed investment schemes.
As we hold an ever-increasing presence in the ethical
investment community, we have developed a range
of market briefings, webinars and events for 2016 to
further increase awareness of our brand and services.
This, in turn, will enable us to support the mission of
our clients as well as continue to support the mission
of The Uniting Church in Australia, Synod of Victoria
and Tasmania (the Synod).
“As we hold an
ever-increasing
presence in the ethical
investment community,
we have developed
a range of market
briefings, webinars
and events for 2016
to further increase
awareness of our
brand and services.”
Our
strategy
Ourstrategy
30 years ethical12
G4-8

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UCA Funds Management 2015 Annual Report 13
The four pillars marketing strategy
In 2015, we continued to implement our four pillars marketing strategy. This strategy focuses on
strengthening UCA Funds Management’s brand and reach through four areas of marketing:
>> Advertising
>> Sponsorships
>> Networking
>> Visits and presentations
Advertising
We expanded our reach by increasing our advertising efforts and utilising publications with a wide
readership in the faith-based and charity sector. As well as general advertising of products and services,
we developed an integrated advertising campaign to promote UCA Funds Management’s achievement
of 30-years of ethical investment. This tailored campaign included a series of online, email and print
advertisements.
In 2015, we advertised in the following publications:
>> Crosslight
>> Net Work Magazine
>> Pro Bono Australia
>> Third Sector
>> Giving is Living Calendar
Sponsorships and Networking
We attended a number of events in 2015, including:
>> Annual Responsible Investment Association Australasia (RIAA) conference
>> 2015 Australian Conference of Economists (ACE)
>> Australasian Society of Association Executives (AuSAE) conference
>> Performance Measurement Conference
>> Better Boards Conference
>> Melbourne Prayer Breakfast
We hosted a number of events in 2015 for the not-for-profit sector, including a live webinar with Pro Bono
Australia. The webinar discussed how to face the challenges of financial sustainability by understanding:
(1) Financing your mission, what has changed and why; (2) Strategic implications of changing financial
structures; (3) Different investment strategy responses. It attracted 780 participants – the highest number of
registrations for a webinar with Pro Bono Australia.
More than 200 investors and guests attended our 2015 Annual Investor Briefing, more than doubling the
attendance from the prior year.
Visits and presentations
In 2015, we conducted 155 meetings with clients and potential investors. With the appointment of a new
Development Manager, the number of meetings will continue to grow in 2016. As part of our client services
package, we will meet more regularly with our existing clients to ensure we are meeting their investment
needs and providing the best service possible.
During the year, we continued our involvement in Billanook College’s City9 program. The annual program
encourages Billanook College year 9 students to explore the city of Melbourne as well as learn about the
groups within the Synod. The students embarked on “The Great Ethical Race” (inspired by the television
show The Amazing Race) to learn what it means to be an ethical investor.

14
This is UCA Funds Management’s 2015 Annual Report
and our ninth sustainability report. It is intended to
communicate sustainability efforts and provide an
overview of our performance to stakeholders. We have
implemented the Global Reporting Initiative (GRI) G4
in accordance with core requirements. We have not
explicitly applied the precautionary principle.
The annual reporting period covers 1 January to 31
December 2015. The report is limited to the activities of
UCA Funds Management and its controlled entities. The
company only operates in Australia. For quantitative
measures of performance, the report includes data
from previous years for year-on-year comparison and
to help identify trends. The financial data in this report
was prepared in accordance with International and
Australian Accounting Standards based on unaudited
management accounts.
We have also applied the GRI Reporting Framework’s
Guidance, which defines our report content and
associated principles. Additionally, we have integrated
the following six principles of the United Nations
Principles of Responsible Investment into this report:
1. Incorporate ethical, social and governance
(ESG) issues into investment analysis and
decision-making processes.
2. Be active owners and incorporate ESG issues
into our ownership policies and practices.
3. Seek appropriate disclosure on ESG issues by
the entities in which we invest.
“This report gives
stakeholders the
opportunity to
review our economic,
environmental and
social performance.”
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report
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30 years ethical14
G4-14; G4-28; G4-29; G4-30; G4-33

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4. Promote acceptance and implementation of the Principles within the investment industry.
5. Work together to enhance our effectiveness in implementing the Principles.
6. Report on our activities and progress towards implementing the Principles.
To incorporate these principles we communicated with key stakeholders to gain insights into important
issues pertaining to UCA Funds Management.
We review our policies and processes to ensure we contribute positively towards the community and
environment, while generating economic performance for investors. Each year we provide grants to the
Synod to financially support its mission.
Restatements
There were no restatements in 2015.
Determining materiality
In 2015 we did not undertake an extensive materiality review due to limited resources. Our 2014 review
confirmed the economic, environmental and social indicators we deemed important and covers areas of
interest that may substantively influence the assessments and decisions of our stakeholders. These did not
alter in 2015.
We continue to report on all material issues identified as being important to our business and stakeholders.
The Ethical Investment Policy is extensive, and is applied stringently to constituent companies and other
securities that form part of our investment portfolios. What we expect from the companies we invest in is
also what we expect from ourselves. We have engaged with a number of organisations on issues that are
important to us. Further information on this is in the constructive stakeholder engagement section of this
report (page 25).
Our stakeholders
This report gives stakeholders the opportunity to review our economic, environmental and social
performance. Our largest stakeholder is the Synod.
By evaluating the dynamic environment in which UCA Funds Management operates, we ensure stakeholder
concerns are addressed and managed on an on-going basis. Such a broad range of stakeholder
expectations can result in issues becoming quite complex. We endeavour to manage these expectations in a
transparent and fair way.
Our stakeholder engagement process allows us to track and manage current and emerging issues from
internal and external stakeholders. These issues not only include our own direct impacts, but impacts from
companies and industries we associate with. Refer to table 3 Stakeholder engagement on page 16.
In this report, we prioritised the most relevant and significant issues relating to UCA Funds Management and
our stakeholders.
Additionally, during the year we updated some of our product offerings, policies and operational activities.
Clients
As we conduct client feedback surveys every two years, we did not undertake a survey in 2015. Clients will
receive an invitation to complete a survey in late 2016. Clients are welcome to submit feedback to
UCA Funds Management at any time by email or phone (please see page 47 for details).
In 2015 we worked towards becoming the first faith-based organisation to be registered as a Responsible
Entity and convert two of our retail funds into registered Managed investment schemes. In early 2016 we
G4-23; G4-28; G4-29; G4-30; G4-33; G4-18; G4-19; G4-7; G4-8; G4-24; G4-25; G4-26; G4-27;
G4-DMA: Product and service labelling; G4-DMA: Customer privacy; GR-PR8; G4-PR5; G4-22

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Stakeholder group Reason for engagement Engagement in 2015
Investors Primary external stakeholder
>> Direct customer engagement
>> Quarterly newsletters
>> Investment updates
>> Marketing materials
>> Presentations
>> Website publications
>> Annual Report
Staff Primary internal stakeholder
>> Workplace agreement
>> Performance reviews
>> Training and professional education
>> Staff satisfaction survey
Regulators Compliance
>> Annual return
>> Audits
>> Written submissions
Selected equity investments Support company behaviour
>> Active shareholder engagement
>> Participation in industry associations
Excluded equity investments Modify company behaviour
>> Direct engagement
>> Participation in industry associations
Professional industry
associations
Affiliation with peers and
industry
>> Industry group memberships
>> Focus groups
>> Surveys, conferences and presentations
>> Regular liaison on current issues
Socially concerned entities,
volunteers/community groups
Primary objective of ethical
investment strategies
>> Newsletters
>> Website publications
>> Contribution to public debate
>> Community sponsorship
>> Industry forums
Suppliers External stakeholder
>> Direct procurement of services or resources
>> Legal, tax, auditing and reporting advice
Table 3: Stakeholder engagement
achieved this objective and launched our two retail funds on 8 February 2016.
To enable the Development Fund1
to become a registered Managed Investment Scheme (MIS), existing
investors gave consent for the Fund to adopt a Constitution. UCA Funds Management is very appreciative to
investors who supported this change. The Development Fund1
became an MIS in early 2016.
During 2015 we were required to inform existing clients that the capital guarantee provided by The Uniting
Church in Australia Property Trust (Victoria) for the Development Fund1
, Funeral Fund and UCA Enhanced
Cash Portfolio would cease to exist. Despite the removal of the capital guarantee we are happy to report that
we received no complaints in 2015.
Our complaint process is well documented and accessible on our website.
G4-7; G4-8; G4-18; G4-19; G4-24; G4-25; G4-26; G4-27; G4-PR8; G4-DMA: Product and service labelling; G4-DMA: Customer privacy

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Our supply chain
UCA Funds Management is a business unit of the Synod. The Synod provides most of the administrative
services utilised.
Services outsourced are limited to:
>> contractors
>> brokers
>> a unit registry system
>> an investment system
>> specialised training providers
>> audits
>> politically exposed persons checks (PEP checks)
>> custodial services.
The Investment Team reviews the broker panel (a list of brokers used by UCA Funds Management) every six
months. The revision process ensures the services or research provided by brokers is adequate to undertake
research on publicly listed equities.
When acquiring new services, UCA Funds Management undertakes a tender process and screens
organisations to determine their alignment with the Ethical Investment Policy.
Major outsourced functions
>> Audit: Deloitte Touche Tohmatsu
>> Broker Panel:
>> Bell Potter
>> Citigroup
>> Credit Suisse
>> Deutsche Bank
>> Evans and Partners
>> Goldman Sachs
>> Macquarie Private Wealth
>> Morgan Stanley
>> Paterson’s Securities
>> Sanford C Bernstein
>> Taylor Collison
>> UBS Wealth
Management/Crestone
>> Custodial Services: Northern Trust
>> Tax: Pricewaterhouse Coopers
>> Investment System: SS&C Technologies Australia
>> Politcally Exposed Persons (PEP) Checks: Thompson Reuters
>> Specialised Training: Mentor Education and Financial Education Professionals
>> Unit Registry System: OneVue Fund Services
Inputs
UCA Funds Management
Investment Committee
Major outsourced functions
Outputs
UCA Funds Management Limited
Social enterprise of The Uniting Church in Australia, Synod of Victoria and Tasmania
Ethical investment products
(Trusts, Portfolios and Funds)
Governed by an integrated Ethical Investment Policy
Personal, not-for-profit and faith-based investors
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Social Issues
Each year, the Justice and International Mission (JIM) unit* conducts a survey to determine which social
issues are most important to Uniting Church members. The following is a list of the top ten concerns in 2015:
1. Supporting asylum seekers and refugees
2. Covenanting (including issues of Indigenous injustice)
3. Curbing climate change
4. Ending racism
5. Curbing domestic violence
6. Mental health reform
7. Fair trade
8. Support for people with disabilities
9. Reducing overseas poverty
10. Opposing coal seam gas extraction
For the last four years, the treatment of asylum seekers and refugees has been the social justice issue of
most concern. A new addition to the list in 2015 was opposing coal seam gas (CSG) extraction.
In line with these concerns, UCA Funds Management does not invest in companies that conduct
unconventional oil and gas extraction or exportation. UCA Funds Management has also placed Transfield
Services (now Broadspectrum) on the excluded stocks list following allegations of indiscretions in the
management of Nauru and Manus detention centres. We have also moved Santos and Origin Energy to our
excluded stocks list due to their exportation of CSG from Curtis Island in Queensland.
In 2015, the issue of curbing climate change continued to dominate the top three social concerns within The
Uniting Church in Australia. UCA Funds Management is committed to investing a minimum of 10 per cent of
each fund into positive investments in industries such as clean energy and recycling. As such we invest in
electric car and reusable battery producer Tesla Motors, Solar LED producer Phillips Kon and metal recycler
Sims Metal Management.
* The JIM unit is part of The Uniting Church in Australia,
Synod of Victoria and Tasmania Commission for Mission.
Read more about our positive
investments on page 29.
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Governance
Investors trust us to manage funds on their behalf. In return, we aspire to the highest levels of good
governance.
Our Board of Directors sets a high standard with their strategic direction while maintaining accountability
to all stakeholders. The structure, composition and diversity of the Board is essential to its effectiveness.
With the exception of the Chief Executive Officer, all Board members are independent of the activities of UCA
Funds Management. Non-executive Directors may not serve for a period greater than 10 consecutive years.
The Board has the ultimate oversight of our sustainability practices, Ethical Investment Policy and this
report. It comprises of four committees:
>> Audit, Risk and Compliance,
>> Investment,
>> Remuneration and Nomination, and
>> Due Diligence.
The Board and each of the committees have a charter which provides strategic guidance and effective
oversight of management.
The Board and each committee undertakes an annual performance review to allow Directors an opportunity
to reflect on their effectiveness. Directors who are to be re-elected are peer reviewed every three years. All
Directors, with the exception of recent appointments, have been peer reviewed in the last three years.
In December 2015, Richard Moore retired from the Board after 10 years of service. During this time he was a
member of the Audit, Risk and Compliance and Due Diligence Committee.
The Board undertook an extensive search to find a suitable replacement for the retirement of Richard Moore
and the upcoming retirement of Richard Carter and Daryl Hawkey, who are both retiring by mid-2016. The
board is pleased to announce that David Cousins and David Watson filled these vacancies in February 2016.
The Board will actively search for an additional female Director in 2016.
Director name Time in office Position Independent Committee membership
Richard Carter AM 9 years
Chair, Director
non-executive
Yes
>> Investment
>> Remuneration and
Nomination (Chair)
Jane Bell 1 year
Director,
non-executive
Yes
>> Audit, Risk and Compliance
>> Due Diligence
David Cousins AM
Appointed 1
February 2016
Director,
non-executive
Yes
>> Remuneration and
Nomination
John Etherington 8 years
Director,
non-executive
Yes
>> Deputy Chairperson of
the Board (appointed 1
September 2015)
(Chair)
>> Remuneration and
Nomination
Table 4: Board of Directors
G4-34; G4-38; G4-39; G4-DMA: Employment; D4-DMA: Occupational health and safety; G4-DMA: Training and education;
G4-DMA: Equal remuneration for women and men; G4-DMA: Anti-corruption; G4-DMA: Product and service labelling;
G4-DMA: Customer privacy; G4-DMA: Active ownership; G4-DMA: Non-discrimination

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Director name Time in office Position Independent Committee membership
Daryl Hawkey 9 years
Director,
non-executive
Yes
>> Remuneration and
Nomination
Terry McCredden 2 years
Director,
non-executive
Yes >> Investment
Lindsay Mann 1 year
Director,
non-executive
Yes
>> Due Diligence (Chair)
>> Investment
Richard Moore
10 years
Retired 1
December
2015
Director,
non-executive
Yes
>> Due Diligence
Gayle Wilson 3 years
Director,
non-executive
Yes
>> Investment (Chair)
>> Remuneration and
Nomination
Michael Walsh 3 years Director, executive No
>> Remuneration and
Nomination
David Watson
Appointed 1
February 2016
Director,
non-executive
Yes >> Audit, Risk and Compliance
Compliance
At UCA Funds Management, we have a compliance framework program which effectively manages our
legislative financial services compliance obligations. The Risk and Compliance Manager oversees the
program, providing detailed reporting to the Audit, Risk and Compliance Committee in accordance with an
agreed timetable.
We manage our obligations relating to the Corporations Act 2001 and regulations within our Australian
Financial Services Licence, the Anti-Money Laundering and Counter-Terrorism Financing Act 2006, as
well as taxation and privacy requirements. We manage these requirements through training, monitoring,
testing and reporting against our policies, procedures and processes, as well as engaging with auditors and
regulators.
We also adhere to the standards of the Responsible Investment Association of Australasia (RIAA) and the
United Nations Principles of Responsible Investment (UNPRI).
Each year, UCA Funds Management undertakes an independent audit and assurance engagements of
financial statements for each fund and portfolio, including for funds where audits are not mandatory. This
provides transparency and confidence in reporting. The independent findings of the audits are reported
through the Audit, Risk and Compliance Committee to the Board.
There were no incidents of non-compliance with regulations and voluntary codes concerning product and
service information and labelling.
Discrimination
UCA Funds Management works within the ethos and policies of the Church. While upholding the values of
the Church, we provide an environment where all stakeholders are treated with dignity and respect, and
have zero tolerance towards discrimination.
During the year no incidents of discrimination were reported.
The UCA Funds Management Board recognises that gender diversity from the Board down is a priority. A
G4-DMA: Anti-corruption; G4-S03; G4-S04; G4-DMA: Non-discrimination; G4-DMA: Active ownership; G4-HR3; G4-PR3; G4-PR4

Ourreport
draft Gender Diversity Policy is currently being developed that upholds the guidelines set by the Australian
Stock Exchange, which includes a target for women to comprise of 30 per cent of a company’s board. It is
the Board’s intention to have at least 30 per cent of women on the UCA Funds Management Board during
2016.
Investing ethically
UCA Funds Management has been a signatory of the UNPRI since 2007. UNPRI is an investor initiative in
partnership with the United Nations Environment Program finance initiative and the UN Global Compact.
Working together, they developed the six Principles for Responsible Investment:
>> Principle 1: We will incorporate ESG (ethical, social and governance) issues into investment analysis and
decision making processes.
>> Principle 2: We will be active owners and incorporate ESG issues into our ownership policies and
practices.
>> Principle 3: We will seek appropriate disclosure on ESG issues by the entities in which we invest.
>> Principle 4: We will promote acceptance and implementation of the Principles within the investment
industry.
>> Principle 5: We will work together to enhance our effectiveness in implementing the Principles.
>> Principle 6: We will each report on our activities and progress towards implementing the Principles.
Principle 1: We will incorporate ESG issues into investment analysis and decision making processes.
Our 360° ethical®
investing approach is grounded in four principles defined by investor expectations,
professional practice, financial institution best practice, and the economic value created to support our
community and broader society. Another way to describe this approach is the practice of responsible
investment stewardship.
The foundation stone of responsible investment stewardship is the Ethical Investment Policy. A meaningful
ethical investment policy needs a solid philosophical foundation and should be communicated in a
manner that can be interpreted practically when constructing an investment portfolio. These attributes
enable investors to evaluate how policies align with their values and mission. It also helps investment
professionals to understand how ethical investment decisions relate with the investment process. UCA
Funds Management operates under an Ethical Investment Policy adopted by The Uniting Church in Australia,
Synod of Victoria and Tasmania (the Synod), which is based upon the ethos of The Uniting Church in
Australia (the Church) and Christian values. UCA Funds Management’s role is to interpret and uphold the
policy and clearly communicate how it is applied in investment processes.
The second principle of our 360° ethical®
investing approach is that a financial institution with a stated
commitment to ethical investing should apply this approach to all investments. UCA Funds Management’s
methodology interprets how the Ethical Investment Policy applies to all classes of assets under
management.
The third principle underpins the comprehensive nature of 360° ethical®
investing and uses a range of
proven ethical investment principles. In UCA Funds Management’s case, this includes:
>> a negative and positive screen,
>> constructive shareholder engagement,
>> monitoring of our portfolio carbon footprint, and
>> proxy voting.
Our use of each of these methods are presented in this report.
G4-DMA: Non-discrimination; G4-HR3; G4-56; G4-DMA: Employment; G4-DMA: Occupational health and safety;
G4-DMA: Training and education; G4-DMA: Equal remuneration for women and men; G4-DMA: Anti-corruption;
G4-DMA: Active ownership; G4-DMA: Non-discrimination; G4-HR3

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Industry discussion: Coal, it’s
an amazing thing ... so are fax
machines
By Portfolio Manager Tim Starke
Sending and receiving complex pages of
material through copper phone lines from one
end to the other − potentially thousands of
kilometres away – is, frankly, quite amazing.
Powering entire countries by burning 250–350
million-year-old giant fossilised forests from
an era before dinosaurs − mind blowing.
While these technologies are still used (for
now), whether or not you should invest in
these industries is a different question. When
technologies transition into structural decline,
such as we are seeing with the coal industry,
there are material risks for shareholders.
The history pages are full of companies that
failed to change with the times. Just ask the
folks at Kodak.
Kodak’s refusal to accept the rise of the
digital camera saw the company drop from a
$30 billion market capitalisation to just $15
million today. Investors who did not see the
writing on the wall lost 99.95 per cent of their
investment.
Recent scientific research has revealed we can
only burn 12 per cent of known coal reserves if
we are to maintain a liveable environment on
earth.
Contrast this with the fact that enough solar
energy falls on the earth’s surface in one
hour to power the entire planet for a year and
you start to get a clearer picture of where our
future might lie.
Solar power production is currently increasing
at a rate of 30 per cent each year. This roughly
translates to solar power production doubling
every 3 years. If solar power currently stands at
1 per cent of total global electricity production
and continues to compound at current growth
rates, we are only 20 years from the potential
of 100 per cent solar generation.
Published in Funds Management News,
October 2015
Fourth and finally, the last point of our 360° ethical®
investing approach addresses how ethics should
extend to the organisation presenting itself as an
ethical investor. Ethics in a financial institution,
such as UCA Funds Management, should be
demonstrated in its governance, remuneration
structure and practices, workplace and customer
culture and how it uses its profits in society.
UCA Funds Management’s vision is to be a leading
example of how an ethical financial institution
operates.
The negative screening process
Quarterly monitoring of the core investment
universe for Australian equities (the S&P/ASX 300
Accumulation Index [the S&P/ASX 300]) continued
throughout the year, with a revised list of companies
excluded from investment published on our website.
The review, together with any new developments
affecting a company, is presented at our weekly
Investment Team meeting. Recommendations
from this meeting are submitted to the Investment
Committee for consideration.
Prior to being placed within our portfolio, we review
investments outside the S&P/ASX 300 (such as
smaller companies, mortgages and international
shares) to ensure they adhere to the Ethical
Investment Policy. This removes the need to screen a
broader investment universe.
The companies in table 5 were excluded from
investment as at 31 December 2015.
The positive screening process
As part of our commitment to ethical investment,
we invest at least 10 per cent of each portfolio in
businesses with a positive social or environmental
purpose. The process is explicitly stated in the
Ethical Investment Policy with a list of business
activities that are seen as ‘positive’. This includes
companies with a major business in clean energy,
recycling, employment, sustainable agriculture,
healthcare and community services.
Positive investments also include commercial
mortgages over properties leased by community and
healthcare providers, as well as community impact
loans that support the mission of UnitingCare
agencies, Uniting Church affiliated schools,
university colleges and Church congregations.
Our quarterly review of the S&P/ASX 300 also
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Company Excluded for
Ainsworth Game Technology Gambling
Aristocrat Leisure Gambling
Austal Armaments
AWE Shale gas
Beach Energy Coal seam gas
BHP Billiton Uranium mining, thermal coal
Cash Converters International Lending practices
CIMIC Group Human rights (corruption)
Coca-Cola Amatil Alcohol
Crown Resorts Gambling
Donaco International Gambling
Drillsearch Energy Coal seam gas
Echo Entertainment Group Gambling
Hotel Property Investments Gambling
Oz Minerals Uranium mining
Orica Environmental damage
Paladin Energy Uranium mining
Rio Tinto Uranium mining, thermal coal
Senex Energy Coal seam gas
Sino Gas and Energy Holdings Shale gas
Skycity Entertainment Group Gambling
South32 Thermal coal
Sundance Energy Australia Shale gas
Syrah Resources Uranium mining
Tabcorp Holdings Gambling
Tatts Group Gambling
Thorn Group Lending practices
Transfield Services Human rights
Treasury Wine Estates Alcohol
Whitehaven Coal Thermal coal
Woolworths Gambling
Table 5: Exclusion list as at 31 December 2015
identifies companies regarded as ethically positive. This enables a comparison between holdings in positive
companies within the Australian equities component of each fund with its benchmark. This illustrates
whether 10 per cent exposure to positive companies compares favourably with the benchmark.
We have outlined the proportion of each relevant fund held in positive companies at 31 December 2015 in
table 6, with a full list of positive investments in table 7.
We have designed the positive screening process to enable an increased exposure to positive companies
over time. All positive companies within the S&P/ASX 300 are reviewed under an investment quality filter.
Those that pass the filter are then included in the model Australian equities portfolio (a list of 50 to 70
stocks we closely monitor).
This approach increases the depth of our research on positive companies, which can then be included in
the investment portfolio if they meet further selection criteria.
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For international equities within the UCA Growth Portfolio, we adopt a selective approach where each
company must add value in a way the Australian equities component cannot do. Part of the positive
screening process targets positive overseas companies whose business model is not well-represented in
Australia.
Fund Positive investments (%)
UCA Enhanced Cash Portfolio 11.85
UCA Growth Portfolio 17.88
UCA Australian Equities Portfolio 19.33
Development Fund1
11.85
Uniting Growth Fund2
18.49
S&P/ASX 300 10.04
Table 6: Positive investments
Company Industry
CSL Health care
Resmed Health care
Seek Employment
Sims Metal Management Recycling
Sonic Healthcare Health care
Invocare Community services
Cardinal Health Health care
Ecolab Health care
Philips NV Clean energy
Tesla Motors Clean energy
Bendigo and Adelaide Bank Community services
Monash IVF Health care
Table 7: Positive investments as at 31 December 2015
Policy development
There were no changes to the Ethical Investment Policy during the year.
Principle 2: We will be active owners and incorporate ESG issues into our ownership policies and practices.
Each company selected for investment is subject to a strict investment and ethical filter. This level of
scrutiny means it is unusual for our Investment Team to oppose a company’s resolutions put to its Annual
General Meeting (AGM). However, if we do become uncomfortable with a company’s business or corporate
governance, we will normally sell the shares.
During 2015, we voted at all AGMs where we held voting interests on behalf of clients. We considered
recommendations from Institutional Shareholder Services Proxy Research services when voting. We also
followed a policy of voting against a remuneration report where an individual’s remuneration exceeds 60
times Australian average weekly earnings. This policy is a simple, and admittedly arbitrary, benchmark on
which we judge the fairness of executive remuneration in societal terms.
G4-56; G4-DMA: Employment; G4-DMA: Occupational health and safety; G4-DMA: Training and education; G4-DMA: Active
ownership; FS10; FS11; G4-DMA: Equal remuneration for women and men; G4-DMA: Anti-corruption; G4-DMA: Non-discrimination

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Nature of resolution opposed Company
Shareholder proposal – policy regarding overextended
Directors
Johnson and Johnson
Shareholder proposal – alignment between corporate values
and political contributions
Johnson and Johnson
Ratify the past issuance of shares to National Indemnity
Company
Insurance Australia Group
Ratify the issuance of options to National Indemnity Company Insurance Australia Group
Election of Director JB Hi-Fi
Adoption of remuneration report Carsales.com
Increase in maximum aggregate remuneration of
Non-executive Directors
Sims Metal Management
Table 9: Companies opposed
We adopted a new proxy voting policy during the year relating to the representation of women on company
Boards. This new proxy voting policy will communicate to investee companies during 2016, which may
ultimately affect our voting on Board nominations.
In February 2015, the Australian Council of Superannuation Investors (ACSI) launched an initiative to have
women comprise 30 per cent of all boards in ASX 200 listed companies in the next three years. Throughout
2016 and 2017 we will monitor the proportion of women on the Board of companies in which UCA Funds
Management invests. If it becomes clear that (by the normal process of rotation) an investee company board
is unlikely to reach the 30 per cent initiative, we will vote the shares of the funds we manage against male
appointments − unless the company has announced it has a plan to meet this target.
In 2015, 23 AGM resolutions were opposed. The voting record for the year is presented in the following
tables.
2015 AGMs No. %
Voted 36 100
Not voted 0 0
Resolutions For Against Abstained
Total 226 203 23 0
% – 90 10 0
Table 8: AGM voting
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Nature of resolution opposed Company
Adoption of remuneration report Sims Metal Management
Approve the issuance of performance rights and options to
CEO and MD
Sims Metal Management
Adoption of remuneration report Fortescue Metals Group
Adoption of remuneration report FlexiGroup
Spill resolution FlexiGroup
Amend the long-term incentive plan FlexiGroup
Issue of performance rights to Chief Executive Director Goodman Group
Issue of performance rights to MD Goodman Group
Issue of performance rights to Executive Director Goodman Group
Issue of performance rights to Deputy Chief Executive Director Goodman Group
Grant performance right to CEO and MD Seek
Adoption of remuneration report Westpac Banking Corporation
Adoption of remuneration report National Australia Bank
Adoption of remuneration report Australia and New Zealand Banking Group
Shareholder proposal – approve amendments to the
Constitution
Australia and New Zealand Banking Group
Shareholder proposal – report on Climate Change Australia and New Zealand Banking Group
Our Constructive Stakeholder Engagement Policy considers whether engagement is likely to encourage
excluded companies to improve their practices and subsequently become eligible for investment.
In 2015, we continued our constructive engagement program with payday lending companies and other
stakeholders. We developed an engagement agenda by gathering the knowledge of a broad range of
stakeholders through a collaborative process. Coordinated by UCA Funds Management, the group includes
financial counsellors, community activists, institutional shareholders and ethical investment research
specialists, as well as the Justice and International Mission unit (the social justice arm of the Synod).
Our meetings identified practices and issued that, if addressed, would likely lead to more responsible
business practices. As a result, we engaged with the companies involved and other stakeholders with
specific actions in mind.
The work of this collaborative group has created a greater awareness within the investment and business
community of ethical issues. There has also been some positive response by the companies involved to our
compliance concerns.
Principle 3: We will seek appropriate disclosure on ESG (environmental, social and governance) issues by
the entities in which we invest.
Portfolio carbon footprint
The UCA Australian Equity Portfolio has a low carbon footprint relative to the overall stock market. One
reason for this is our negative screening process excludes emissions-intensive companies, such as
diversified mining companies and other companies that may cause unacceptable environmental damage.
Positive screening also contributes to our low carbon footprint, as we consider carbon-intensive companies
are not positive for the environment.
The extent of the portfolio’s low carbon footprint is also measurable by assessing investments against the
stock exchange’s industry groups, which divides listed companies into 22 industry categories under the
G4-25; G4-26; G4-27; G4-DMA: Active ownership; Fs10; Fs11; G4-56; G4-DMA Employment; G4-DMA:
Occupational health and safety; G4-DMA: Training and education; G4-DMA: Equal remuneration for
women and men; G4-DMA: Anti-corruption; G4-DMA: Non-discrimination

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Global Industry Classification Standard. The five most carbon-intensive industries are capital goods, energy,
materials, transportation and utilities.
A comparison of the UCA Australian Equity Portfolio (UCA AEP) exposure to those sectors, compared with the
total exposure represented by the S&P/ASX 300 benchmark, is as follows:
Industry group UCA AEP (%) S&P/ASX 300 (%)
Capital goods 0.00 0.43
Energy 4.40 3.98
Materials 6.95 12.22
Transportation 2.14 4.95
Utilities 0.00 2.35
Total 13.49 23.93
Table 10: Total exposure to carbon-intensive sectors
Principle 4: We will promote acceptance and implementation of the Principles within the investment
industry; and
Principle 5: We will work together to enhance our effectiveness in implementing the Principles.
Engagement with the responsible investment sector
Throughout 2015, UCA Funds Management extended its engagement with other ethical investors through
attendance and presentations at sector forums, as well as through sponsorships and training.
We again sponsored the annual Responsible Investment Association of Australasia Conference. We
presented on the specific investment issues facing charity and faith-based organisations at the iPARM
Australia Forum Investment Performance Measurement, Attribution and Risk Conference, including their
preference for ethical investing.
Chief Executive Officer Michael Walsh also presented at the United Nations Principles of Responsible
Investment (UNPRI) panel discussion, exploring the “S” in ESG with specific focus on social risks in
consumer finance. Portfolio Manager Tim Starke was also appointed to the UNPRI Australian Advisory
Committee in 2015. In this role, Tim will aid the PRI implement its strategic plan and help guide the work
they do.
Principle 6: We will each report on our activities and progress towards implementing the Principles.
Plans for 2016
Our plans for ethical investing in 2016 include:
>> The completion of constructive engagement with the payday lending sector, supporting the review of
legislation and business practices in this sector to reduce the harm it can cause to Australians on lower
incomes.
>> Identification of a new social issue on which to conduct a collaborative constructive engagement
program.
>> Communication and engagement with investee companies on our proxy voting policies for executive
remuneration and board gender diversity.
>> Increased communication with our clients and stakeholders about our ethical investment practices.
>> Continued involvement in Australia’s responsible investment sector through attendance at formal and
informal gatherings and sponsorship of industry events. Our focus is to encourage involvement and
represent the interests of charity and faith-based investors.
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Company
Australian shares
Abacus Property Group Lend Lease Group
Amcor Monash IVF
AMP National Australia Bank
Asciano Oil Search
Australia and New Zealand Banking Group QBE Insurance Group
Aveo Group Realestate.com.au
BWP Trusts Resmed
Carsales.com Scentre Group
Charter Hall Group Seek
Commonwealth Bank of Australia Sims Metal Management
CSL Sonic Healthcare
Federation Centres Southern Cross Media Group
Flexigroup Stockland
Flight Centre Travel Group Suncorp Group
Fortescue Metals Group Telstra Corp
Goodman Group The Reject Shop
GPT Group Wesfarmers
Iluka Resources Westfield Corp
Invocare Westpac Banking Corp
JB Hi-Fi Woodside Petroleum
International shares
Apple Inc Legal and General Group PLC
Berkshire Hathaway Mastercard
Cardinal Health Philips NV
CME Group Tesla Motors
Danaher Corp Unilever PLC
Ecolab Union Pacific Corp
Home Depot United Parcel Services
ITV PLC Visa
Johnson and Johnson
Cash and fixed interest securities
Australia and New Zealand Banking Group Insurance Australia Group
AXA SA Mortgages and mortgage backed securities
Bank West Australia National Australia Bank
Bendigo and Adelaide Bank Seven Group Holdings
Chinese Construction Bank Suncorp Group
Commonwealth Bank of Australia Swiss Re AG
Community impact loans Westpac Banking Corporation
HSBC
Table 11: List of all investments as at 31 December 2015
In implementing this plan, we aim to encourage investment markets to recognise ESG factors as integral to
the investment process. We hope to be recognised as a leader in ethical investing, where the 360° ethical®
investing approach is seen as best practice within Australia’s ethical investment sector.
G4-56; G4-DMA: Employment; G4-DMA: Occupational health and safety; G4-DMA: Training and education

Positive investment in action
While some fund managers bury their heads in balance sheets, we like to keep one eye on the books
and one eye firmly on the horizon – searching for innovation and disruptive market themes to future
proof your investment.
One of our favourite markets of focus is energy efficiency and renewable technologies. Examples of
this include the solar LED technology of Philips Kon and electric car company Tesla Motors (Tesla).
We will continue to actively seek out companies that have the potential to make long-lasting positive
changes to the environment, and planet, that will be felt for generations to come.
Stock focus: Tesla
Published in Funds Management News, January 2015
In 2015, Tesla designed and released the first electric car that can truly compete with the internal
combustion engine. The motor in Tesla’s Model S has enough power to launch the five-seater sedan
from 0 – 100 km/h in 3.4 seconds, making it comparable to many of today’s super cars.
Powered by lithium-ion batteries, Tesla cars can (theoretically) travel 502 km per charge − more than
enough for any day-to-day travel. Drivers simply plug in the car when they return home to recharge the
battery.
This technology really becomes disruptive once lithium-ion battery prices shrink and become
attractive for consumers to install at home. By teaming these batteries with solar panels, consumers
could store the charge from the sun during the day and use it to recharge their Tesla overnight. This
would produce a carbon neutral car with extremely low running costs.
Tesla is in the process of building a $5 billion dollar lithium-ion ‘giga-battery’ facility in the Nevada
Desert to make this carbon neutral dream a reality. It would seem a revolution is on the doorsteps of
fossil fuel companies.
Ourreport
The Tesla Model S electric car can
reach 100 km/h in a mere 3-4 seconds –
powered completely by a lithium-ion
battery. Image courtesy of Tesla Motors.
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30
Financial performance
Based on management accounts data prior to auditing
UCA Funds Management receives management and
administration fees from its funds under management.
From this, it meets operating costs, provides grants and
retains some working capital. Operating performance
in 2015 resulted in a surplus of fees, less costs, of
$3.67 million. This surplus also funded grants of $3.19
million.
The capital reserve increased to $2.27 million. The
capital reserve represents accumulated current year
and prior year savings. The funds are invested by UCA
Funds Management for the purpose of regulatory and
compliance requirements. The remainder of the surplus
was granted to The Mission Support Fund of The Uniting
Church in Australia, Synod of Victoria and Tasmania
(the Synod).
Activities supported by this fund include:
>> Advocacy programs, developed or supported by the
Synod’s Justice and International Mission Unit, to
improve social justice through corporate behaviour
and public policy.
>> Inter-cultural participation in The Uniting Church in
Australia (the Church).
>> Community outreach services conducted by Church
congregations.
“Operating
performance in 2015
resulted in a surplus
of fees, less costs, of
$3.67 million. This
surplus also funded
grants of $3.19
million.”
Our
performance
30 years ethical
Ourperformance
30
G4-Ec1

Ourperformance
>> Infrastructure services, such as property management and insurance, across the Synod agency and
congregation network.
>> Culturally sensitive responsible travel services with Uniting Journeys (a shared initiative of travel
provider Jetaway Travel and the Synod’s Commisson for Mission unit).
>> Prison chaplaincy.
>> Synod and Presbytery administration services.
>> Interfaith projects.
>> Disability inclusion.
>> Reconciliation and covenanting with Indigenous people.
Table 13: Statement of financial position as at 31 December 2015
2015 2014 2013 2012
$000’s $000’s $000’s $000’s
Total current assets 973,389 963,444 849,790 769,148
Liabilities attributable to investors (971,124) (961,657) (848,765) (768,799)
Capital reserve account (2,265) (1,787) (1,025) (349)
Total liabilities and equity (973,389) (963,444) (849,790) (769,148)
This amount differs from the market value of total funds under management on page 7. This amount is based on the reporting entities that are
administered and controlled by UCA Funds Management Limited (Other administered funds are not included).
Table 12: History of key financial indicators
0
1.0
2.0
3.0
4.0
5.0
200
400
600
800
1,000
Funds under managementOperating Costs
201520142013201220112010200920082007200620052004200320022001200019991998199719961995
Operating Surplus
G4-Ec1

Ourperformance
Table 15: Summary of investment performance to 31 December 2015
This table shows the performance of each fund compared with both the strategic benchmark index and
Morningstar category average of peer funds.
1 year
%
3 years
p.a. %
5 years
p.a. %
10 years
p.a. %
20 years
p.a. %
Inception
p.a. %
Inception
date
Uniting Growth Fund 1
5.75 8.81 5.00 5.56 – 7.90 7 Jul 2003
Uniting Growth Fund Composite Index 3.19 9.07 6.40 5.03 – – –
S&P/ASX 300 Accumulation Index 2.80 9.01 6.67 5.52 – – –
UCA Growth Portfolio 6.46 11.89 7.14 6.17 9.45 10.23 1 Jul 1985
UCA Growth Portfolio Composite Index 4.46 10.42 7.98 5.09 – – –
Morningstar Investment Trusts
Multi-sector Aggressive Category
5.83 12.37 8.68 4.38 – – –
UCA Australian Equities Portfolio 5.16 9.58 5.84 6.05 8.86 10.69 1 Jan 1986
S&P/ASX 300 Accumulation Index 2.80 9.01 6.67 5.52 8.97 – –
Morningstar Australian Equity Large
Blend Category
3.19 9.07 6.40 5.03 – – –
UCA Enhanced Cash Portfolio 3.34 3.97 4.73 5.43 5.61 7.73 1 Jul 1985
UCA Cash Portfolio Composite Index 2.35 2.91 3.92 4.92 5.43 – –
Morningstar Aust Short Term Fixed
Interest Category
2.17 2.92 3.73 4.37 – – –
Development Fund 2
3.10 3.58 4.31 4.79 4.81 6.25 #
Funeral Fund 3.10 3.58 4.31 4.79 4.81 6.25 2 Feb 1997
Morningstar Investment Trusts
Australian Cash Category
2.03 2.38 3.05 4.00 – – –
Table 14: Financial performance
2015 2014 2013 2012
$000’s $000’s $000’s $000’s
Direct economic value generated
Investment income 56,014 77,232 58,457 65,161
Other income (1,969) (7,857) 2,238 (3,698)
Total direct economic value generated 54,045 69,375 60,695 61,463
Economic value distributed
Employee wages and benefits (2,930) (2,787) (2,546) (2,202)
Operating costs (2,020) (1,454) (1,521) (2,182)
Payments to providers of capital (45,428) (61,142) (53,099) (54,985)
Payments to government – – – –
Community investments* (3,189) (3,230) (2,853) (1,892)
Allocation to capital reserve account (478) (762) (676) (202)
Total economic value distributed (54,045) (69,375) (60,695) (61,463)
Total economic value for the year – – – –
* This represents grants paid to The Uniting Church in Australia, Synod of Victoria and Tasmania.
# The inception of the Development Fund predates the Union of the Congregational, Methodist and Presbyterian Churches in 1977 to form The Uniting
Church in Australia.
G4-Ec1; G4-9; G4-DMA:
Economic performance

33
Client communications
Strong electronic communications are key to improving
the efficiency of our business and interaction with
clients.
In 2015, we released ‘Online Investor’ – an online
portal that provides clients with 24-hour access to their
UCA Funds Management accounts. Clients can now:
View the value of investments
See current unit prices (for unitised funds)
Review transaction histories
Manage account details, including address and
email
Export and print transaction statements
The number of clients choosing to receive
correspondence via email in 2015 remained
comparable with that of the previous year. With the
release of Online Investor, we expect this rate to rise in
2016.
Valuing People
UCA Funds Management views its people as its most
valuable resource, and believes that a cohesive
work environment is central to maintaining a strong,
experienced and professional team.
“UCA Funds
Management views
its people as its most
valuable resource, and
believes that a cohesive
work environment is
central to maintaining
a strong, experienced
and professional
team.”
Continued
business
efficiency
30 years ethical
Ourefficiency

Ourefficiency
As we have moved to obtain an Australian Financial Services License as a Responsible Entity, there will be
strong opportunities for staff training in relation to license changes and the registration of two retail funds
as Managed Investment Schemes (MIS’s).
Changes to Enterprise Agreement
During the year, The Uniting Church in Australia, Synod of Victoria and Tasmania (the Synod), negotiated a
revised Enterprise Agreement. It included the following benefits:
Female employees continuing to receive superannuation while on maternity leave.
Personal leave increased by two days, totalling 12 personal leave days per year.
A pay increase of 3 per cent per annum over 3 years.
Victims of domestic violence receiving an additional 2 weeks personal leave.
Special circumstances access to the General Secretary ex-gratia leave pool.
All staff will now be able to purchase up to 2 weeks additional annual leave.
Restrictions removed from superannuation fund choice.
Benefits provided to full time employees are the same as those provided to temporary or part-time
employees.
Turnover
In 2015, staff turnover was 22 per cent. We had four departures, with the retirement of Chief Investment
Strategist Ian Baster and the resignation of three staff members. Two positions were made redundant
following the take on of an external custodian and the consolidation of the marketing manager role.
One staff member spent the majority of the year on maternity leave.
Philip Ravindraraj joined the team through the later part of the year as Fund Accountant to further
strengthen the fund accounting and investment administration functions.
Training and professional development
Professional knowledge and expertise continue to play a vital role in ensuring we can grow in the funds
management industry. In 2015, as part of our program to establish registered MIS’s, a number of staff
successfully completed their ASIC RG 146 qualifications. Staff who completed this qualification can now
provide financial product advice to personal (retail) investors about funds registered as MIS’s.
In addition, staff have completed ongoing internal and external training for their own professional
development as part of their annual performance review. Annual performance appraisals were completed,
with no exceptions.
We continue to financially support staff in maintaining professional membership with their relevant industry
bodies.
In 2015, training increased by 6 per cent. This increase is largely a result of staff obtaining ASIC RG 146
qualifications. During the year, managers averaged 45 hours of training and non-managers averaged 26
hours; women averaged 35 hours and men averaged 27 hours.
G4-LA3; G4-10; G4-DMA: Economic performance; G4-DMA: Valuing people; G4-LA1; G4-LA2; G4-LA3; G4-DMA:
Occupational health and safety; G4-DMA: Training and education; G4-LA9; G4-LA10; G4-LA11; G4-DMA: Equal
remuneration for women and men; G4-DMA: Anti-corruption; G4-DMA: Non-discrimination; G4-DMA: Product and
service labelling; G4-DMA: Customer privacy; G4-DMA: Active ownership; G4-DMA: Employment

Ourefficiency
Table 16: Staff training
2015 2014 2013 2012
Training type Male Female Male Female Male Female Male Female
External training 174 197 199 79 362 240 149 113
Internal training 152 81 201 91 39 19 20 17
Total training hours 326 278 400 170 401 259 169 130
Table 17: Total workforce
2015 2014 2013 2012
Male
%
Female
%
Male
%
Female
%
Male
%
Female
%
Male
%
Female
%
Total staff
Management 3 75 1 25 4 67 2 33 5 62 3 38 5 62 3 38
Non-management 7 50 7 50 9 53 8 47 7 47 8 53 6 40 9 60
Total 18 23 23 23
Total staff:
Full time
Management 3 75 1 25 4 67 2 33 4 57 3 43 2 67 1 33
Non-management 7 54 6 46 8 57 6 43 6 55 5 45 6 55 5 45
Total 17 20 18 14
Total staff:
Part time
Management 0 0 0 0 0 0 0 0 1 100 0 0 3 60 2 40
Non-management 0 0 1 100 1 33 2 67 1 25 3 75 0 0 4 100
Total 1 3 5 9
Total
collective
Agreement
Management 3 75 1 25 4 67 2 33 4 57 3 43 2 40 3 60
Non-management 7 50 7 50 9 53 8 47 7 47 8 53 6 43 8 57
Total 18 23 22 19
Total
collective
Agreement:
Full time
Management 3 75 1 25 4 67 2 33 4 57 3 43 2 67 1 33
Non-management 7 54 6 46 8 57 6 43 6 55 5 45 6 50 6 50
Total 17 20 18 15
Total
collective
Agreement:
Part time
Management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 100
Non-management 0 0 1 100 1 33 2 67 1 25 3 75 0 0 2 100
Total 1 3 4 4
Consultant
Management 0 0 0 0 0 0 0 0 1 100 0 0 3 100 0 0
Non-management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 100
Total 0 0 1 4
G4-DMA: Employment; G4-DMA: Training and Education; G4-10; G4-11

Ourefficiency
Employee satisfaction
The staff survey is used to gauge management performance. It provides staff an opportunity to communicate
or raise their concerns anonymously. Additionally, the Board of Directors receive reports for all survey
results to ensure they are aware of staff sentiment and the management team’s approach to maintaining
staff satisfaction.
An annual staff satisfaction survey was completed in 2015; 100 per cent of staff participated. This year’s
survey revealed a decline in most areas, but overall satisfaction remained high at 77 per cent.
Staff and manager training and development will be enhanced during the coming year to ensure managers
and staff are equipped to manage the challenges ahead and meet regulatory standards.
Table 19: Staff survey results
2015 2014 2013 2012
Verysatisfied
Somewhatsatisfied
Somewhatdissatisfied
Verydissatisfied
Verysatisfied
Somewhatsatisfied
Verydissatisfied
Verysatisfied
Somewhatsatisfied
Verydissatisfied
Verysatisfied
Somewhatsatisfied
Verydissatisfied
% % % % % % % % % % % % % % % %
Job satisfaction 31 56 13 – 33 57 10 – 52 33 14 – 58 42 – –
Adequate work facilities 31 56 13 – 45 41 14 – 67 29 5 – 79 21 – –
Opportunity for development 44 37 13 6 32 45 23 – 48 48 5 – 65 38 15 –
Training 38 37 25 – 23 45 32 – 48 43 10 – 61 33 6 –
Benefits 19 44 31 6 24 47 29 – 38 43 19 – 53 42 5 –
Involved in decision making 19 49 19 13 16 58 26 – 33 48 19 – 26 58 16 –
2015 2014 2013 2012
Salary range Male Female Male Female Male Female Male Female
$0 - $50,000 – – – – – – – –
$50,001 - $100,000 5 6 6 6 6 8 8 6
$100,001 - $150,000 2 2 4 4 3 2 2 1
$150,001 plus 3 - 3 - 3 1 4 2
Table 18: Salary information by gender
G4-DMA: Employment; G4-DMA: Equal remuneration for women and men

Ourefficiency
OHS injuries and incidents
In 2015, there were no workplace injuries.
During the year the Synod office conducted an annual fire evacuation drill and provided training to all fire
wardens and first aid officers. Staff were also provided with an optional free in-house influenza vaccination.
To promote healthy living, UCA Funds Management provides staff with a seasonal fruit box twice a week. A
rooftop veggie box is also available in the Synod building to encourage time outdoors and a healthy diet.
All staff accrue 12 personal leave days annually under improvements to the Lay Staff Agreement (previously
10 personal leave days). The average personal leave taken was 11 days per employee in 2015, while in 2014
it was five days. In 2013 it was four days and seven days per employee in 2012. The increase in 2015 was to
provide staff with extensive leave to care for terminally ill relatives.
Human rights
UCA Funds Management provides a workplace that endorses a work-life balance, ensuring reasonable
working hours are maintained and conditions are above normal workplace standards. Please refer to the
section ‘Valuing people’ (on page 34) to obtain details on how UCA Funds Management operates.
The Ethical Investment Policy ensures investments do not infringe human rights. All companies are reviewed
and assessed to ensure that they do not operate in countries that condone this behaviour. This is monitored
on a continuous basis. If any concerns arise, UCA Funds Management actively enters into stakeholder
engagement seeking a response from the company in question.
Carbon footprint
UCA Funds Management’s carbon footprint continues to be quite small and immaterial due to the size and
nature of our business. During 2015, we purchased carbon offsets from biodiverse carbon offset company
Greenfleet. As well as offsetting greenhouse gas, this action helps to improve water quality, reduce soil
degradation and provide essential habitat for native wildlife.
Paper usage
We continue to monitor office printing, with all printers using duplex or recycled paper (where possible). All
staff are requested to review their printing usage on a regular basis. Colour printing is only to be used for
advertising or marketing publications.
The UCA Funds Management team in 2015.
Absent: Edna Tai and Yumin Liu.
G4-DMA: Occupational health and safety; G4-LA6; G4-DMA: Non-discrimination; G4-HR3

Aboutus
Statements
38
Ourclients
Aussie Hands
Imagine having a baby born with his three middle fingers missing on his right hand. No one in the hospital
can tell you what caused it or even really what his condition is called. You feel isolated and wonder how
you’re going to handle this. You search for a support group for families and children with hand differences
only to find they are located either in the UK or US. What would you do?
This was the reality Elizabeth Serpell faced when her second son was born. As a result, Elizabeth founded
The Aussie Hands Foundation in October 2000, with a mission to create a network of support for people and
families just like her son. Fifteen years later, the foundation continues to provide support and resources to
people with hand differences throughout Australia.
When asked what the foundation’s greatest achievement has been, Elizabeth’s answer illustrated the
people-focused nature of the foundation.
“The greatest achievement has been the gradual increase in membership across Australia,” Elizabeth said.
“Every year more and more families are able to connect through regular events, share their inspirational
stories and support each other with decisions regarding surgery, preparing for kindergarten and school and,
later on, with issues they could face in their teenage years such as social peer pressure.”
In 2015, Aussie Hands received funding from the Australian Communities Foundation to support a joint data
project with leading hand surgeons at the Royal Children’s Hospital in Melbourne. The aim of the project is
to establish a national registry of congenital hand anomalies. Currently, this information is not documented,
making it difficult to know the prevalence or reasons as to why differences occur. The register will provide a
basis for future research, including exploring outcomes and benefits achieved as a result of treatment.
To learn more about Aussie Hands or read Elizabeth’s story, visit www.aussiehands.org
Why is ethical investing important to you?
“If funds can provide answers to the causes of hand differences, then [investing in] research can
eventually prevent births resulting in congenital hand anomalies.”
– Elizabeth Serpell, Founder of The Aussie Hands Foundation
Aussie Hands’ 15 year anniversary celebration in October 2015.

Aboutus
StatementsOurclients
Kingston Uniting Church
Elise Romaszko is no different to any other 20-something who has recently flown the nest and moved into
their own home, away from the watchful eyes of their parents.
She admits there are days when the challenge of adjusting to taking care of herself – and the myriad of
tasks which come with that independence – can seem a little overwhelming.
“It is a bit up and down but I love having my own space. I like the quietness but sometimes I stay up too late
watching movies,” she laughed.
The 28-year-old, who has Down Syndrome, is one of 12 young people with disabilities who have moved
into Rowallan Park – a community developed by the Kingston Uniting Church 15 km south of the Tasmanian
capital of Hobart.
Built 12 months ago through grants from the Federal Government, Rowallan Park is a small community
comprised of four one-bedroom, two two-bedroom and one four-bedroom residences.
Disability support service provider Possability and UnitingCare Tasmania assist the Church with day-to-day
support services, with active support from both the state and federal government allowing the Church to
ensure these services are continued.
The Church’s vision for the community is to not just provide a roof over the heads of the residents but, more
importantly, to work in partnership with them and their families by offering tangible support and a day-to-
day connection.
It is a model aimed at encouraging the residents to see themselves as equal – and most importantly –
partners in building their own society on site.
When you speak to resident’s parents about the community they talk of their children expressing a growing
sense of personal optimism in the future, which did not seem as clear before the development.
“It is beautiful,” parent John Coyle said.
“There is a real warmth you feel here. As a family we
have been embraced fully. I feel so welcome and so
does my daughter, Bridget. She has a real sense of
being at home.”
Why is ethical investing important to you?
“Having an investment philosophy with an ethical,
gospel driven approach is important to the church
as it aligns with our values.”
– Minister Colin Gurteen, Kingston Uniting Church
Pictured outside the ‘big house’ at Kingston are (from left): Church Council secretary Chris
Parker, member Anne Warren, parents John Coyle, Caroline and Brian Morton and Church
Council chair Claire Wherrett.
Find out more at
www.kingstonuca.org.au

GRIG4ContentIndex
Strategy and analysis Page References and notes
G4-1 9, 10, 11 Statements from Chairperson and Chief Executive Officer
Organisational profile
G4-3 4, 5 Who we are
15, 16 Our stakeholders
12 Our strategy
8 Tables 1 and 2
G4-9 7 Report under the spotlight
4, 5 Who we are
32 Table 14: Financial Performance
– Financial Statements – visit our website
G4-10 34 Valuing people
35 Total workforce
G4-11 35 Table 17: Total workforce
G4-12 17 Our supply chain
G4-14 14 Our report
G4-15 47 Industry affiliations
G4-16 47 Industry affiliations
Identified material aspects and boundaries
G4-18 15 Determining materiality
G4-20 40 – 47 GRI Content Index
G4-21 40 – 47 GRI Content Index
G4-22 15 Restatements
GRI G4 Content Index
General Standard Disclosures
G4-20; G4-21; G4-32

GRIG4ContentIndex
Stakeholder engagement Page References and notes
G4-24 15, 16 Our stakeholders
26 Constructive stakeholder engagement
15, 16 Clients
18 Social issues
Report profile
G4-28 14, 15 Our report
G4-31 47 Feedback
G4-32 40 This table
Governance
G4-34 19 Governance
G4-38 19 Governance
G4-39 19 Governance
Ethics and integrity
G4-56 6 360° ethical®
investing
4 Mission/Vision
21 – 29 Investing ethically
G4-20; G4-21

GRIG4ContentIndex
Disclosures on management approach
and indicators
Page Omissions References and notes I or E
Boundary*
Category: Economic
Sub-category: Economic performance
G4-
DMA
Disclosure on management approach:
Economic
9, 10,
11
Statements from
Chairperson and Chief
Executive Officer
4 Our mission
6 360° ethical®
investing
34 Training and professional
development
32 For performance go to Table
14: Financial Performance
G4-EC1 Direct economic value generated and
distributed
30 –
32
Financial performance I and E
G4-EC2 Financial implications and other risks
and opportunities for the organisation’s
activities due to climate change
– Not applicable –
no material impact
G4-EC3 Coverage of the organisation’s defined
benefit plan obligations
The organisation
does not provide
staff with a defined
benefit plan
G4-EC4 Financial assistance received from
government
No financial
assistance is
received from the
government
Category: Social
Sub-category: Labour practices and decent work
Material aspect: Employment
G4-
DMA
Employment
9, 10,
11
Statements from
Executive Officer
21-29 Ethical Investment Policy
19 Governance
34 Valuing people
development
35 Table 16: Staff Training
36 Table 18: Salary information
by gender
G4-LA1 Number and rate of new employee hires
and employee turnover by age group,
gender and region
34 Turnover I
Specific Standard Disclosures
G4-20; G4-21 * Internal (I) or External (E)

GRIG4ContentIndex
and indicators
Boundary*
G4-LA2 Benefits provided to full-time employees
that are not provided to temporary or
part-time employees
34 Changes to Enterprise
Agreement
G4-LA3 Return to work and retention rates after
parental leave, by gender
34 Turnover
Material aspect: Occupational health and safety
G4-
DMA
Occupational health and safety
9, 10,
11
Statements from
Executive Officer
21 –
29
Ethical Investment Policy
19 Governance
34 Valuing people
37 For performance go to: OHS
injuries and incidents
G4-LA5 Percentage of total workforce
represented in formal joint management
- worker health and safety committees
that help monitor and advise
occupational health and safety
programs
UCA Funds
Management does
not have, nor is
obligated, to have a
worker health and
safety committee
G4-LA6 Type of injury, rates of injury,
occupational diseases, lost days,
absenteeism and number of work
related fatalities
37 OHS
G4-LA7 Workers with high incident or high risk of
diseases related to their occupation
UCA Funds
Management does
not work in an
environment that
poses threat of
injury or disease
G4-LA8 Health and safety topics covered in
formal agreements with trade unions
UCA Funds
Management
employees do
not have any
representation by
trade unions in
relation to health
and safety topics
Material aspect: Training and education
G4-
DMA
Disclosure on management Approach:
Training and Education
9, 10,
11
Statements from
Executive Officer
19 Governance
34 Valuing people

GRIG4ContentIndex
and indicators
Boundary*
development
35 Table 16: Staff training
G4-LA9 Average hours of training per year per
employee by gender and employee
category
development
I
G4-
LA10
Programs for skills management and
lifelong learning that support the
continued employability of employees
and assist them in managing career
endings
development
I
G4-
LA11
Percentage of employee receiving
regular performance and career
development reviews by gender and
employee category
development
Material aspect: Equal remuneration for women and men
G4-
DMA
Equal remuneration for women and men
9, 10,
11
Statements from
Executive Officer
19 Governance
34 Valuing People
36 Table 18 – Salary information
by gender
G4-
LA13
Ratio of basic salary and remuneration
of women to men by employee category
36 Salary information by gender
Category: Social
Sub-category: Human rights
Material aspect: Non-discrimination
G4-
DMA
Non-discrimination
9, 10,
11
Statements from
Executive Officer
19 Governance
development
20,
21
For performance go to:
Discrimination
20 Compliance
20 Compliance, Monitoring and
Breaches
37 Human rights (including risk
assessment approach)
G4-HR3 Total number of incidents of
discrimination and corrective actions
taken
20,
21
Discrimination
37 Human rights

GRIG4ContentIndex
and indicators
Boundary*
Sub-category: Society
Material aspect: Anti-corruption
G4-
DMA
Anti-corruption
9, 10,
11
Statements from
Executive Officer
19 Governance
development
4 Vision
20 For performance and
specific monitoring go to:
Compliance
G4-SO3 Total number and percentage of
operations assessed for risks related
to corruption and the significant risks
identified
20 Compliance
G4-SO4 Communication and training on anti-
corruption policies and procedures
20 Compliance
G4-SO5 Confirmed incidents of corruption and
actions taken
No corruption
incidents occurred in
this reporting period
Category: Social
Sub-category: Product responsibility
Material aspect: Product and service labelling
G4-
DMA
Product and service labelling
9, 10,
11
Statements from
Executive Officer
19 Governance
development
15-16 Our stakeholders
G4-PR3 Type of product and service information
required by the organisation’s
procedures for product and service
information and labelling, and
percentage of significant product and
service categories subject to such
information requirements
20 Compliance
G4-PR4 Number of incidents of
non-compliance with regulations and
voluntary codes concerning product and
service information and labelling, by
outcome
20 Compliance
G4-PR5 Results of surveys measuring customer
satisfaction
15 Clients

GRIG4ContentIndex
and indicators
Boundary*
Material aspect: Customer privacy
G4-
DMA
Customer privacy
9, 10,
11
Statements from
Executive Officer
19 Governance
development
15-16 Our stakeholders
G4-PR8 Number of substantiated complaints
regarding breaches of customer privacy
and losses of customer data
15, 16 Clients I
Material aspect: Active ownership
DMA Disclosure on management approach:
Active Ownership
21-29 Investing ethically
19 Governance
20 Compliance
development
20 For performance go to:
Compliance monitoring and
breaches
26 Constructive stakeholder
engagement
24-26 Proxy voting
FS10 Percentage and number of companies
held in UCA Funds’ portfolio with which
we have interacted on environment or
social issues
24-26 Industry engagement E
FS11 Percentage of assets subject to positive
and negative environmental or social
screening
24-26 Industry engagement

Affiliations
Industry affiliations and key stakeholders
Member since 2007Member since 2004
UCA Funds Management is certified by
the Responsible Investment Association
Australasia (RIAA) for Ethical Investment.
Association Australasia
Responsible Investment
Central to our philosophy is a commitment to open dialogue with stakeholders, which is why your feedback
is important. Please contact us by:
Telephone 1800 996 888 Email info@ucafunds.com.au
Your feedback is important
Australian Securities and Investments
Commission (AFSL: 294 147)
Financial Ombudsman Service member
Deloitte Touche Tohmatsu (auditor)
PricewaterhouseCoopers Australia (PwC)
(taxation advisor)
Our largest stakeholder.
Member since 2009
G4-14; G4-16; G4-20; G4-21; G4-31
We have no governance positions or committee engagement within our industry affiliations.

UCA Funds Management Limited
Level 5, 130 Little Collins Street Melbourne Victoria 3000
Telephone: 1800 996 888 | Fax: (03) 9650 7074 | info@ucafunds.com.au | www.ucafunds.com.au
UCA Funds Management is the registered business name of UCA Funds Management Limited
ABN 46 102 469 821, AFSL 294147, and is a social enterprise of The Uniting Church in Australia,
Synod of Victoria and Tasmania.

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