The Council

• Friday 18 October 2024 at 13:30 (preceded by Senate Joint Session at 09:30)
• Friday 13 December 2024 at 13:30
• Friday 17 January 2025 at 13:30*
• Friday 11 April 2025 at 13:30 (preceded by Council Development Session at 09:30)
• Friday 4 July 2025 at 13:30*

* Meeting preceded by Meet and Eat at 12:00.

Papers for consideration by the Council must reach the Secretary at least two weeks in advance of the meeting at which they are to be considered.

Member of Finance and Resources Committee, Member of Governance, Nominations and Ethics Committee, Member of Honorary Degrees Committee, Member of Remuneration Committee

Keith was awarded a life peerage in 2006, having served as MP for Manchester Withington from 1987 until 2005. In addition he brings a wealth of experience as a chair and a non-executive director, with positions held across a number of statutory and voluntary sector organisations, including the NHS. Key examples over the last few years include his position as a non-executive director and then Chair of the Christie Hospital NHS Foundation Trust, Chair of two NHS Mast partnerships, a board member of Pennine Care NHS Foundation, a council member of the Medical Protection Society and work as a Trustee on the Prison Reform Trust and the Centre for Mental Health. Keith also authored the Bradley report on people with mental health problems or learning disabilities in the criminal justice system, published in 2009.

Chair of Finance and Resources Committee

Merlyn has extensive experience in the financial services sector, both in senior executive roles and as a non-executive director. Her executive career was with the Bank of England and covered statistical and economic research; markets policy and operations; HR; banking and note issue. In 1999 she was appointed Chief Cashier, becoming the first woman to sign all Bank of England banknotes.

As a non-executive she was an adviser to a property company, on the boards of FTSE 100 global asset manager Schroders plc and the Co-operative Banking group and chaired their Audit and/or Risk Committees.

She was a trustee of a large grant-making charity for many years and is currently a trustee of the Winston Churchill Memorial Trust and a governor of Manchester High School for Girls.

She has a mathematics degree from Manchester University, an MBA from London Business School and an MA from the Central School of Speech and Drama. She is a Fellow of the Chartered Institute of Bankers and a Companion of the Institute of Management.

Member of Finance and Resources Committee

Member of Honorary Degrees Committee

Sue has lived in the North West all her life. A graduate of the University of Manchester, Sue trained and worked clinically as a Child and Adolescent forensic psychiatrist as part of the Mental Health Trust, which had training links with the School of Health and Society at the University of Salford.

Sue’s research background is in innovative clinical interventions and, as a social psychiatrist, developing models to build social scaffolding and psychological resources with and across communities, place-based health and social care. She became involved in medical and social policy development, working with government departments across health, social care education and justice in England, Wales and internationally. As President of Royal College of Psychiatrists and Chair of the Academy of Medical Royal Colleges, Sue helped bring into practice evidence-based policy that has at its heart the values of Social Justice which are also central to her current role as Chair of the Centre for Mental Health.

As a mental health educator Sue has held positions at Health Education England and UEMS (European Union of Medica Specialists), where she had a particular interest in developing new roles that tap into the widest possible potential workforce, especially the voluntary sector and those with lived experience, and in how the use of Artificial Intelligence can be embedded into whole workforce delivery and, through data analytics, support better measurement of health outcomes. As a non-executive director of Manchester University NHS Foundation Trust, Sue continues to seek opportunities to close the dualistic mind-body approach to health and deliver whole patient care across integrated systems where importance of mental health of those with long term conditions is better addressed. Sue is also currently an independent non-executive director for KOOTH, an online Mental Health Platform.

Sue is a mother and grandmother, fortunate to live close to her family who are all involved in the creative industries.

Member of Audit and Risk Committee

Member of Audit and Risk Committee

Member of Governance, Nominations and Ethics Committee and Honorary Awards Committee

Chair of Audit and Risk Committee

Tony has 30 years of international business leadership experience in marketing and pharmaceutical development in the pharmaceutical industry, working for companies such as AstraZeneca and Merck Serono, and as CEO of Vifor Pharma, an international company based in Switzerland. More recently he has been extensively involved with university start-up companies in biotech/healthcare. This has included mentoring and managing internees to deliver key business projects in a real world setting. In addition, Tony has wide non-executive experience in the health and third sectors as a non-executive director and Senior Independent Director of East Cheshire NHS Trust, and as a Trustee of the Roy Castle Lung Foundation.

Member of Finance and Resources Committee

Member of Finance and Resources Committee

Member of Governance, Nominations and Ethics and Committee

Member of Honorary Awards Committee

Member of Finance and Resources Committee

Member of Finance and Resources Committee

Alan had a long career as an academic and manager in UK universities culminating in 16 years as Deputy Vice Chancellor at the University of Central Lancashire. During this period, he had a varied portfolio of responsibilities including being the executive lead on academic, research, commercial and international affairs. He led on academic and strategic planning for the university for 20 years as it grew from a small institution into a large university. He chaired the Lancashire Economic Partnership and also took on a number of other regional roles in Lancashire and the North West as the university became increasingly involved in economic development. This gave him an opportunity to gain a broad range of experience as a Board chair and director.

For 25 years, Alan directed partnership activities at the University of Central Lancashire involving over 20 full education colleges in Lancashire, Cumbria and Greater Manchester as well as the police service and NHS bodies. During this period, he served on the Governing bodies of 6 further education colleges and was a member of the Board of the North West Regional Learning and Skills Council. He therefore has considerable experience of the full curriculum range of colleges (including apprenticeships) and the wider skills agenda. This experience has been of value to the Council of the University of Salford as it has developed GMIoT, its apprenticeship provision and its partnership with GM Police.

From 2011-2018, Alan was a non-executive director on the Board of Blackpool Teaching Hospitals NHS Foundation Trust where he chaired the Quality Committee, was Senior Independent Director and led on Governance issues.

A statistician by training, Alan has degrees in mathematics and in social science. He has been active in consultancy on governance and management, statistical issues, and IT throughout his career.

Chair of Governance, Nominations and Ethics Committee and Remuneration Committee

Chair of Remuneration Committee

Helen is currently HR and Professional Services Director at the esure Group. She has operated at director level in the HR space since 1997, developing her experience in a range of commercial organisations, including Royal and Sun Alliance and the Co-Operative Banking Group. Helen has also served as a non-executive director, holding roles on the Co-Operative Management Service Company and the Yorkshire and Leeds Co-Operative Pension Fund.

Member of Audit and Risk Committee

Member of Audit and Risk Committee and Remuneration Committee

Vice-Chancellor and Ex-Officio Member

Nominated Academic Staff Member

Nominated Non-Academic Staff Member

Appointed Senate Member and Member of Governance, Nominations and Ethics Committee

Appointed Student Member and Member of Governance, Nominations and Ethics Committee

Appointed Student Member and Member of Honoary Awards Committee

Statutes (Article 5)

The Council shall be responsible for the conduct and activities of the university and shall exercise the university's powers.

The functions and duties of the Council shall (without imposing any limitation on its general powers) include:

• overseeing the university’s activities, determining its mission and future direction;
• fostering an environment in which the university’s objects are achieved and providing strategic input on all material policy or other matters affecting the university (including the adoption and publication of a statement of the primary responsibilities of the Council); 
• appointing and regulating committees of the Council; 
• setting up within the university such departments, schools, faculties and other units of organisation and delegating to them such functions, duties and powers as it sees fit; 
• employing staff and other contract-holders and regulating their employment;
• ensuring that there are in place policies and procedures dealing with staff performance, discipline, dismissal and grievances, and with student discipline, complaints and academic appeals; 
• appointing a Chancellor; 
• appointing a Vice-Chancellor as the chief executive officer of the university, and monitoring his or her performance; 
• appointing such office holders to have such powers as the Council may see fit; 
• making Ordinances and Regulations for the exercise of the functions and duties of the Council acting on behalf of the university; 
• providing facilities to carry on any activities which are necessary or desirable to enable the university to fulfil its objects; 
• establishing and monitoring systems of control and accountability including financial and operational controls and risk assessment; and 
• reviewing and monitoring the management of the university and its performance. 

The Council has agreed a Statement of Primary Responsibilities.

Statutes (Article 4)

The Council shall be comprised of a maximum of twenty four Council members.  The ratio of Independent Members to Internal Members on the Council shall be no lower than five Independent Members to three Internal Members. The procedure for the appointment of Independent and Internal Members shall be prescribed in Ordinances.

The Council shall elect a Chair from among the Independent Members.

Internal Members shall include:

• the Vice-Chancellor;
• a minimum of three staff members:
  • one appointed by the Senate;
  • one nominated from among the academic staff; and 
  • one nominated from among all other Staff;

Two student members nominated by the Students’ Union.

This Code of Conduct has been adopted by the University Council.  It applies to all members of the Council.  It also applies to staff of the University holding the following offices or appointments:

• Members of The Executive
• Chief Operating Officer
• Heads of School
• Executive Directors of Professional and Administrative Service
• Other Directors/Heads of Support Services

The University's Council and Senate have approved Standing Orders: Regulations for Committees.

The Standing Orders regulate arrangements for committee meetings and stipulate requirements in respect of such matters as:

• quorum and adjournment
• schedule and notice of meetings
• conduct of business at meetings
• committee papers and minutes
• attendance at committee meetings
• suspension of standing orders

The Standing Orders were approved by Senate and Council to apply, as appropriate, to committees established by and within the University of Salford.

• 20 October 2023
• 8 December 2023
• 12 January 2024
• 26 April 2024
• 5 July 2024

• 21 October 2022
• 2 December 2022
• 13 January 2023
• 28 April 2023
• 26 May 2023 (special meeting)
• 14 July 2023

• 8 October 2021
• 26 November 2021
• 28 January 2022
• 8 April 2022
• 15 July 2022

• 9 October 2020
• 20 November 2020
• 11 December 2020
• 22 January 2021
• 16 April 2021
• 9 July 2021

• Friday 11 October 2019
• Friday 22 November 2019
• Friday 24 January 2020
• Friday 20 March 2020
• Friday 10 July 2020

Role

The Audit and Risk Committee is responsible to Council for adequate and effective risk management, control and governance (including ensuring the probity of the financial statements and the effective management and quality assurance of data submitted to funding bodies) and for the economy, efficiency  and effectiveness of the institution’s activities.

Business

The Audit and Risk Committee meets four times a year with the university’s internal and external auditors in attendance. Senior officers including the Executive Director of Finance attend meetings, but are not members of the Committee. At least once a year, members of the Committee meet the internal  and external auditors for discussion without officers present. The Committee considers detailed reports including recommendations for internal control, and management reports from HEFCE as they affect the University’s business and monitors adherence to regulatory requirements.

On an annual basis, the Audit and Risk Committee submits a report for approval by Council. The report covers risk management, value for money and quality assurance of data. The internal auditors also submit an annual report for consideration and approval by Audit and Risk Committee.

Christopher Gray, Governance Officer, University Secretary’s Office, unisecoffice@salford.ac.uk.

2024/25

• Wednesday 25 September 2024
• Friday 15 November 2024
• Wednesday 29 January 2025
• Wednesday 05 March 2025
• Tuesday 29 April 2025
• Wednesday 4 June 2025

Purpose

To oversee and make recommendation to Council as appropriate on matters concerning risk management, control and governance (including ensuring the probity of the financial statements and the effective management and quality assurance of data submitted to funding bodies) and for the economy, efficiency and effectiveness of the institution’s activities.

Terms of reference

1. To ensure that suitable arrangements are in place for the monitoring of the University’s:
   • risk management, control and governance arrangements
   • ethics and culture from a risk perspective
   • data submissions to funding bodies
   • promotion of value for money as set out in the Office for Students terms and conditions
   • and provide an opinion on the adequacy and effectiveness of these arrangements in an annual report to Council and the Vice-Chancellor.

          and provide an opinion on the adequacy and effectiveness of these arrangements in an annual report to Council and the Vice-Chancellor.

1. To make recommendation to Council on the appointment of the external auditors, the audit fee, the provision of any non-audit services by the external auditors and any questions of resignation or dismissal of the external auditors.
2. To review with the external auditors, before the audit begins, the nature and scope of the audit.
3. To consider with the external auditors any issues arising from the interim and final audits, including a review of the management letter incorporating management responses, and any other matters the external auditors may wish to discuss (in the absence of management where necessary).
4. To consider and make recommendation to Council on the Committee’s approach to internal audit (i.e. in-house or outsourced) the appointment and terms of engagement of the internal audit service (and the head of internal audit, if applicable), the audit fee, the provision of any non-audit services by the internal auditors and any questions of resignation or dismissal of the internal auditors.
5. To review the internal auditors’ audit risk assessment and strategy; to consider major findings of internal audit investigations and management's response; and to oversee co-ordination between the internal and external auditors. The committee will ensure that the resources made available for internal audit are sufficient to meet the institution’s needs (or make a recommendation to the Council as appropriate).
6. To review the internal auditors' annual report.
7. To monitor the implementation of agreed audit-based recommendations, from whatever source.
8. To ensure that all significant breaches of control, including but not limited to financial losses, have been properly investigated and that the internal and external auditors, and where appropriate the OfS accounting officer, have been informed.
9. To oversee the institution’s policy on fraud and irregularity, including being notified of any action taken under that policy.
10. To receive any relevant reports from the National Audit Office, Office for Students and other organisations.
11. To report annually on the performance and effectiveness of external and internal auditors, including any matters affecting their objectivity, and to recommend to Council concerning their reappointment, where appropriate.
12. To ensure, in the event of the merger or dissolution of the institution, that the necessary actions are completed, including arranging for a final set of financial statements to be completed and signed.
13. To monitor the schedule and outcome of academic reviews and audits conducted under the auspices of the Senate, with a view to avoiding duplication of effort in determining the schedule of business audits.
14. To ensure that suitable arrangements are in place for the management of health, safety and wellbeing, including consideration of relevant reports prepared by management and recommendation of adoption of such reports by Council.
15. To consider and make recommendation to Council on the approval of the annual TRAC and TRACT returns.

• Appointed: up to seven
• Independent member of Council (other than the Chair of Council): four
• Co-opted members: up to three
• Total maximum: seven

Officers in attendance include

• Deputy Chief Executive and Chief Finance Officer
• Chief Academic Services Officer and University Secretary
• Chief Strategy and Data Officer

To consider matters concerning the effective and efficient use of physical and human resources, financial performance and sustainability and to provide assurance and make recommendations as appropriate to Council.

Lesley Horne, Governance Officer, University Secretary's Office, unisecoffice@salford.ac.uk

2024/25

• Friday 27 September 2024
• Tuesday 10 December 2024
• Thursday 13 March 2025
• Thursday 12 June 2025

Purpose

To oversee and make recommendation to Council as appropriate on matters concerning the effective and efficient use of physical and human resources, financial performance and sustainability and on the University’s international activities.

Terms of reference

1.To consider and review university financial performance, including:

• quarterly management accounts;
• financial key performance indicators;
• financial impact of student recruitment and registration;
• bank covenants.

2.To ensure compliance with all financial requirements and obligations.

3.To approve, where relevant, policy changes that do not impact strategy or financial viability (for example, Staff Expenses Policy).

4.To consider and make recommendation to Council regarding:

• the Annual Finance Statement and related documents;
• three-year budgets for the University including capital budget and associated cash flow;
• the adoption of Financial Regulations;
• the adoption of relevant policies not covered in Term 3 above, including Treasury Management and Investment;
• borrowing policy, including approval of new borrowings;
• capital expenditure plans in excess of £5 million:
• fees chargeable by the University.

5.Estates and Facilities and Digital IT, International:

• To consider and advise Council on the material aspects of the relevant strategic plans;
• To monitor performance against the relevant KPIs;
• To make recommendation to Council on all proposals for any related capital expenditure in excess of £5 million

6. Human Resources:

• To review the implementation of the People Strategy and make recommendations to Council;
• To oversee matters relating to recruitment, retention, reward and recognition; with the exception of matters under the remit of the Remuneration Committee;
• To monitor performance against the relevant KPIs.

Ex-officio

• Chair of Council
• Vice-Chancellor

Appointed

• Five independent members of Council

Co-options

• Up to two co-opted members

Total of nine.

Officers in attendance include

• Deputy Chief Executive and Chief Finance Officer
• Chief Academic Services Officer and University Secretary
• Chief Strategy and Data Officer
• Chief People Officer

Role

The Governance, Nominations and Ethics Committee advises council on its membership and representation on other internal and external bodies and the operation and effectiveness of corporate governance arrangements.

Business

The Governance, Nominations and Ethics Committee advises Council on its membership and representation on other internal and external bodies and the operation and effectiveness of corporate governance arrangements. It is also responsible on behalf of Council for the university’s ethics framework.

Christopher Gray, Governance Officer, University Secretary’s Office, unisecoffice@salford.ac.uk.

2024/25

• Thursday 19 September 2024
• Thursday 28 November 2024
• Friday 7 March 2025
• Thursday 15 May 2025

Purpose

To oversee and make recommendation to Council as appropriate on matters concerning membership and representation on other internal and external bodies and the operation and effectiveness of corporate governance arrangements, including those regarding Council itself.

To develop and oversee policies, procedures, codes of practice and guidelines in relation to ethical issues.

Terms of reference

1. To make recommendation to Council on the operation and effective discharge of the university scheme for corporate governance and the appropriate delegation of Council’s authority.
2. To make recommendation to Council on proposed changes to the university’s Charter, Statutes and Ordinances.
3. To make recommendation to Council on developments and good practice in governance and the conduct of Council business, taking cognisance of national guidelines.
4. To make recommendation to Council in respect of the process for the appointment of a Vice-Chancellor or Acting Vice-Chancellor in accordance with Statute 3.
5. To make recommendation to Council in respect of the appointment of:
   • a Chancellor.
   • Independent Members of Council in accordance with Statute 4.
   • Internal Members of Council other than those appointed by methods prescribed in Statute 4.3.
6. To approve mechanisms to enable effective assessment of the contribution of Council members (at least annually) and to report to Council on the output from such mechanisms, including development needs.  
7. To review and monitor the membership needs of the Council and its standing committees (including the need for appropriate succession planning) and to solicit, receive and review names of potential members.
8. To monitor and review the equity, diversity and inclusivity of Council’s membership, promoting a Council that is representative of the student body whilst encompassing a suitably diverse range of expertise.
9. To make recommendation to Council on the appointment of Council representatives on other bodies.
10. To make recommendation to Council on the establishment, terms of reference, composition, membership and disestablishment of its standing committees and their standing sub-committees.
11. To consider where appropriate the removal of Council members for good reason, to enable the Chair of Council to submit motions to Council as specified in the Ordinances.
12. To monitor and report to Council on the effective operation of the Council’s standing committees and their sub-committees and time or task-limited working groups.
13. To oversee and ensure the effective operation of the university’s whistleblowing procedure.
14. To oversee and ensure the effective operation of the university’s activities relating to adherence to the Prevent Duty and safeguarding.
15. To recommend to Council on mechanisms to ensure engagement and communication with internal and external stakeholders.
16. To keep under review the University’s ethics framework.
17. To monitor the university’s ethical and other behaviours and culture to ensure they comply with the Code of Conduct for Members of Council and Senior Officers.
18. To ensure that institutional policies, procedures, codes of practice and guidelines take appropriate account of ethical issues and area consistent with the university’s ethics framework.
19. To ensure that Council is apprised of the effective operation of the above arrangements in support of Council’s overall responsibility for ethics governance.
20. To approve the university’s annual Modern Slavery Act statement.

Two Ex-officio

• Chair of Council
• Vice-Chancellor
• Four appointed Independent Council members
• One appointed Internal Council member
• One appointed student member
• Up to two co-opted members

Officers in attendance include: Chief Academic Services Officer and University Secretary

Role

The chief purpose of remuneration committee is to determine the remuneration of senior staff of the university.

Business

Remuneration committee deals with senior staff salary and other remuneration matters on behalf of Council.

Lesley Horne, Governance Officer, University Secretary's Office, unisecoffice@salford.ac.uk.

2024/25

• Thursday 10 October 2024*
• Thursday 28 November 2024
• Thursday 27 February 2025
• Thursday 12 June 2025

* A separately convened meeting to consider the Vice-Chancellor's performance and reward is held immediately before, at which the Vice-Chancellor is not present.

Purpose

To ensure that the university has clear policies and procedures in place, approved by the governing body, to ensure that the University can demonstrate the highest levels of integrity, probity and transparency in the reward and recognition of staff.

To determine and review the remuneration of the Vice-Chancellor in accordance with the Vice-Chancellor Reward and Recognition Framework that is predicated upon The Higher Education Code of Governance 2020 and the Committee of University Chairs’ Remuneration Code.

To determine and review the remuneration of the University Leadership Team.

To establish the principles that underpin the determination of remuneration of all staff.

1. Policy and strategy

1. To ensure that the university has a clear policy on senior staff remuneration, which aligns to the university and associated strategies.
2. To ensure that the policy and strategies are underpinned by a firm commitment to equality, inclusion and diversity and that the effectiveness of this is kept under regular review in accordance with section 5 below.
3. To oversee the university’s framework in relation to termination in accordance with section 4 below.
4. To oversee the university’s framework for reward and recognition for all staff for the purposes of demonstrating the highest levels of integrity, probity and transparency.
5. To delegate decisions regarding reward for exceptional contribution to the Vice-Chancellor and the Executive for all staff, except those for whom Remuneration Committee retains direct responsibility as detailed in section 2 below.

2. Executive pay determination

2.1. To determine and review, on behalf of Council, the salary and payments associated with the holding of the office of the Vice-Chancellor including; performance pay, pension and any other emoluments.*

2.2 To determine and review, on behalf of Council, the salary and payments associated with all other members of the University Executive.

2.3 To determine whether the nationally agreed annual pay settlement will apply to members of the University Executive.

2.4 To determine and review on behalf of Council any salary and associated payments made to the Chair of Council.

3. Monitoring and benchmarking

3.1 To consider the following factors in determining all matters detailed in sections 1 and 2 above:

1. The overall performance of the University of Salford as measured by the institutional KPI’s and taking into consideration organisational benchmarking against recognised corporate, financial and academic measures.
2. Individual performance measured against predetermined objectives.
3. Benchmarking against appropriate and comparable institutions and determinants including; the pre 92 group of universities, institutional income and regional variation.
4. The business context in which the university is operating and any associated trends.
5. The recommendations made in the annual Gender Pay Gap Report and the Equal Pay Audit.
6. Benchmarking against the UCEA annual Senior Staff Remuneration Survey. The Chair of University Council annual Vice-Chancellor’s Salary Survey and other relevant data sources.

4. Termination

4.1 To oversee and ensure the appropriate operation of the University Guidance on Settlement agreements, including settlement payments and the augmentation of pension benefits.

4.2 To oversee the implementation of the aforementioned guidance and review all settlement agreements on an annual basis.

5. Governance

5.1 To report on its activities to University Council on at least an annual basis, to ensure that it is providing the necessary level of assurance that all processes and associated decisions have been rigorous, equitable and fair and as transparent as reasonably practicable.

5.2 To review its own performance and effectiveness on a regular basis.

6. Risk management

6.1 To review on a regular basis the risks associated with those matters considered to be the responsibility of the Committee.

6.2 To consider the public interest and the safeguarding of the use of public funds alongside the sustainability and interests of the university when reviewing all forms of payment, reward and recognition and severance within its remit.

Two Ex-officio

• Chair of Council
• Deputy Chair of Council
• At least three Appointed Council members
• Up to two co-opted members

Officer in attendance include

• The Vice-Chancellor
• Chief Academic Services Officer and University Secretary
• Chief People Officer
• Head of Reward
• Any member of the Committee, or university staff member, whose pay or associated payments, or terms and conditions are to be discussed is excluded from those discussions and this will be clearly indicated on the respective agenda prior to the meeting taking place.

Annual Remuneration Report 2023-24

Introduction

The reward and recognition framework for the Vice-Chancellor is underpinned by the core values contained within The Higher Education Code of Governance 2018.

These include:

• Full and transparent accounting for public funding
• The publication of accurate and transparent information that is publicly accessible

In applying the framework, Remuneration Committee will act in accordance with the seven Nolan Principles for Public Life.

1. Selflessness
2. Integrity
3. Objectivity
4. Accountability
5. Openness
6. Honesty
7. Leadership

Remuneration, compensation and benefits

In determining base salary, the depth, breadth and complexity of the role must be taken into consideration.

Also, in accordance with section 3.15 of the aforementioned Governance code, comparative information must be considered when determining salaries, benefits and terms and conditions. This must include information relating to the relevant contribution and income groups, in order to inform the appropriate determination of the quantum of base salary.

Since September 2018, the university has adopted pay benchmarking for senior colleagues aligned to the data provided by Korn Ferry as a primary source. This application is undertaken following senior-level job evaluation exercises to determine the job size and ensures pay is commensurate with the level of responsibility and the broader external market. The university subscribes to the UCEA Senior staff pay survey and this data must be used as a secondary source for increased assurance regarding the validity of decision relating to pay. It represents the most comprehensive and reliable source of data within the sector, enabling cross intuitional comparisons to be made. The survey uses data from the October payroll and the survey is undertaken in November. The survey also includes the quantum of merit pay, if awarded. The university also participates in the Chair of University Council Survey of Vice-Chancellors Pay and this data must also be used. This survey uses data from the 1 January each year and the survey is undertaken in December. The survey is published in the spring of the subsequent year.

The Vice-Chancellor is entitled to join one of the universities pension schemes.

The Vice-Chancellor is not automatically entitled to receive the New JNCHES Annual pay uplift and due consideration, alongside the remuneration for all staff above point 51 on the national pay spine, will be given by Remuneration Committee, regarding its applicability for all senior leaders including the Vice-Chancellor, based on individual performance and organisational performance.

The Vice-Chancellor’s pay will be reviewed in accordance with section 5.3 of the contract of employment. This clause indicates that Remuneration Committee may review the Vice-Chancellors salary alongside the annual performance review and that any review of the salary will also take into account the performance of the university and the university’s financial position.

The university has a framework to enable all colleagues to undertake consultancy and provide professional services to Industry. The university’s Consultancy Policy governs the types of activity and provides guidance on the processes for all university colleagues who may undertake consultancy activity, including the Vice-Chancellor.

Payments Associated with Holding Office

All reasonable travel costs associated with holding office will be paid by the university. Where appropriate, travel costs will be paid for an accompanying family member e.g. partner or spouse. This will be in instances where the family member will be providing predetermined and agreed support to the Vice-Chancellor in the promotion of the work of the university and any such costs will be agreed in advance with Remuneration Committee.

All reasonable costs associated with subsidence, occurred as a direct result of university business will be paid in accordance with the relevant financial regulations.

The office of Vice-Chancellor is not subject to residency within any wholly or partially owned University of Salford accommodation.

Honorary Awards Committee has delegated authority from Council and Senate to consider and approve nominations for the honorary awards.

Lesley Horne, Governance Officer, University Secretary’s Office, unisecoffice@salford.ac.uk.

2024/25

• Thursday 12 December 2024
• Thursday 15 May 2025

Purpose

Honorary Awards Committee is a joint committee of Council and Senate. The Committee receives delegated authority on behalf of those two bodies to consider candidates for the award of honorary degrees, honorary fellowships and University medals ensuring that all such awards are conferred on individuals whose achievements and activities are resonant with the core values of the university, and that candidates considered, and awards conferred, reflect the range of academic endeavour in which the university is engaged.

Reports to

Senate and Council

Terms of reference

1. To consider and approve candidates nominated for honorary degrees and other awards on behalf of Senate and Council.
2. To consider and make recommendations as appropriate to Governance, Nominations and Ethics Committee (and thereafter to Senate and Council) concerning the range of honorary awards and titles (and relevant qualifying criteria).
3. To ensure that successfully nominated candidates meet the criteria as set out in the relevant regulations and Code of Practice for Honorary Awards.
4. To consider and approve any other matters relating to the conferment of honorary awards as may be appropriate including the rescinding of awards previously bestowed by the university.

Ex-officio members

• Vice-Chancellor (Chair)
• Deputy Vice-Chancellor
• Chair of Council
• Deputy Chair of Council
• Three Appointed Independent Council Members
• One Appointed Student Member of Council
• Two Appointed Senate Members (One ex-officio member of Senate / one appointed/elected member of Senate)

Officers in attendance 

• Chief Academic Services Officer and University Secretary

Council appoints Lead Members as it deems appropriate.

In addition to the Committee structure outlined above, Council has authorised the appointment of Lead Members to provide it with a governance mechanism of dual assurance addressed to key business areas. Lead Members cover the key areas of responsibility for Council : Finance, Estates, Human Resources, International and Information Technology.  

On behalf of the Council, Lead Members work with relevant senior managers (e.g. Executive Directors, Executive Deans). Their role is not to manage the business area but to provide assurance to Council that recommendations and decisions arising from the business area are sound and evidence based, have followed appropriate processes, and are aligned to corporate strategy. To guide their dual assurance role, Lead Members are encouraged to address and challenge on such issues as:

• To what extent are the objectives in the corporate strategy and operational plans relating to the business area being delivered?
• Are risks sufficiently identified and mitigated?
• Is communication between the Lead Member and the Director sufficient?

Other Council members have the opportunity to raise questions about and probe issues raised in reports of Lead Members either with the Lead Members themselves or with the relevant Executive Director. 

Lead Members

• Estates – Stephen Gleave
• Finance – Ian Moston
• Human Resources – Helen Taylor
• International - vacant
• IT - Philip Green
• Equity, Diversity and Inclusivity (EDI) - Elsa Zekeng