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Vice-Chancellor's Salary

The Vice-Chancellor’s remuneration has been reviewed each year to date in relation to University performance.

Professor Edward Peck took up his post as Vice-Chancellor in August 2014. Prior to that he had spent six years as Pro-Vice Chancellor for Social Sciences at the University of Birmingham where he had previously been both a Head of School and Department. He started his academic career at King's College London in 1995, joining after a number of senior roles in the NHS.

The Vice-Chancellor’s remuneration is reviewed annually by the Remuneration Committee, one of the sub-committees of the Board of Governors (See the Terms of Reference of the Committee).

In managing the impact of COVID-19 the University elected not to implement in full its established approach to appraisals. This meant that ratings were not given to colleagues and consequently individual bonuses were not awarded this year. Likewise, the Vice-Chancellor requested not to receive any salary increase or bonus this year and the Remuneration Committee agreed with the Pro-Chancellor and Chair of the Board of Governor’s recommendation in this regard.

The Vice-Chancellor is not a member of the Remuneration Committee. He is invited to attend the Committee’s meeting to advise the Committee on agenda items that do not relate to his own performance, salary or other potential benefits. Both a member of NTU staff elected to the Board of Governors by Academic Board and a recent NTU student selected by the Pro-Chancellor and Chair of Governors in collaboration with Nottingham Trent Students Union’ were present.

Recent recognition for NTU

NTU was awarded a national University of the Year title three years between 2017 and 2020:

  • Times Higher Education University of the Year 2017
  • Times and Sunday Times Modern University of the Year 2018
  • University of the Year 2019 in The Guardian University Awards 2019.

In 2019 NTU climbed to its highest ever ranking - 12th - in the Guardian University Guide, a rise of four places on the previous year, continuing a trajectory that had been sustained for the previous five years; it was 73rd in 2014. This is the highest placing ever achieved by a university with NTU’s origins. In 2020, NTU dropped back to 41st, largely a result of the impact of its sector leading work addressing ‘grade inflation’ and the use of by the compilers of ‘experimental data’ derived from the Graduate Outcome Survey. It has held TEF Gold status since the system was introduced.

Overall, these awards and placing in The Guardian ranking are recognition of NTU’s innovative and systematic approach to enabling students to fulfil their academic potential and in particular the University’s commitment to supporting students from less privileged backgrounds in transforming their life chances. It is among the UK’s top five recruiters of students from disadvantaged backgrounds and the biggest single recruiter of UK undergraduates by a UK university. NTU was the first UK higher education institution to sign the Social Mobility Pledge, demonstrating its commitment to furthering social mobility through education. In recognition of this work NTU was also named University of the Year 2019 at the UK Social Mobility Awards. It has also been selected to co-lead The Centre for Transforming Access and Student Outcomes, a national centre to research and develop best practices for universities on how to improve access and participation. NTU is one of the most sustainable universities the world. During the last five years it has topped the People and Planet University League – which ranks all UK universities on their commitment to and management of sustainability – and in 2020 is ranked third.

NTU also improved its position in QS World University rankings significantly in 2019 with a rise by two full categories from the 800-1000 group to the 701-750 group, albeit it fell back by one category into the 751-800 group in 2020. Whilst many of its scores increased, the continued introduction and ascent of universities within Asia affected NTU as they did many UK universities in this ranking.

External Recognition and Contribution of Professor Peck

NTU’s Vice-Chancellor was a member of the Government’s Independent Panel advising on the Fees and Funding for Post-18 Education that reported in 2019 (the Augar Review). He is a Universities UK nominee to the Board of the Universities and Colleges Employers Association and a Trustee and Deputy Chair of the Universities and Colleges Admissions Service. He is an elected member of the Board of Universities UK from 1 August 2019. On a personal note Professor Peck has also been conferred the award of Fellow of the Academy of Social Sciences for his contribution to the discipline and was appointed as a Deputy Lieutenant of Nottinghamshire in March 2020.

University Key Performance Indicators

Creating Opportunity

KPI number Description of KPI Status of KPI
1 Home / EU undergraduate students undertaking or undertaken assessed work placement / experience. Green
2 Increase Home / EU postgraduate students (headcount). Green
2a Increase Home / EU postgraduate students (income). Green
3 Growth in distance learning portfolio. Red
4
Increase students in graduate employment / further study.
Data not available
5 Reducing the student attainment gap against target (Home). Data not available
5a Reducing the student attainment gap against target (international). Green
6
Increase student satisfaction.
Amber
7 Improving the non-continuation rate. Red

Valuing ideas

KPI number Description of KPI Status of KPI
8 Enhanced performance in REF2020. Data not available
9 Increased number of doctoral research students registered. Red
10 Increased research grant income and contract income. Red
11 All academic established core staff possess approved teacher accreditation. Amber
12
Improved teaching quality National Student Survey (NSS) score.
Amber

Enriching Society

KPI number Description of KPI Status of KPI
13 Establish strategic relationships with key partners including agreed shared goals. Green
14 Enhanced investment and support for start-ups, spin-offs, and SMEs. Green
15 Steady increase in staff and student volunteering (staff). Red
15a Steady increase in staff and student volunteering (student). Red
16
Sustain contribution to environmental sensitivity.
Green

Connecting Globally

KPI number Description of KPI Status of KPI
17 Increase international students (headcount). Green
17a Increase international students (income). Green
18 Deliver institutional international partnerships. Green

Empowering People

KPI number Description of KPI Status of KPI
19 Increase appraisal completion rate. Amber
20 Increase the level of Athena SWAN accreditation. Green
21 Increase level of staff advocacy. Green

It is relevant to note that performance on KPIs 10, 15, 15a and 19 were impacted by the changes in university practice necessitated by COVID-19.

Salary, Benefits and Expenses

The Vice-Chancellor does not have a "grace and favour" home. He is not provided with a car and NTU does not employ a chauffeur on his behalf. He is not provided with any allowance to compensate for the absence of these benefits.

The Vice-Chancellor's salary is reported in the University's financial statements on an annual basis. The financial statements for the financial year 2018/2019 will be published online early 2021. However in the interests of transparency and openness, the Vice-Chancellor's salary history from 2014/2015 together with his current salary for 2020/21 is shown below:

Previous salaries

2020/21*2019/202018/192017/182016/172015/162014/15
Base salary £272,570 £272,570 £267,750 £262,500 £250,000 £242,400 £240,000
Bonus / performance pay Nil £20,442 £26,250 £25,000 £24,240 £16,000 Nil
Benefits in kind £1,496£976 Nil Nil Nil Nil Nil
Employer's pension contribution £5,451£5,497 £5,623 £5,513 £11,875 £40,400 £38,400
Payment in lieu of employer's pension contribution £43,611£43,611 £42,840 £39,750 £33,125 Nil Nil
TOTAL£323,128£342,735£342,463£332,763£319,240£298,800£278,400

*projected values for 2020/21

Personal expenses

The expenses for the Vice-Chancellor (from 1 August 2014) are shown below:

TravelSubsistenceAccommodationHospitalityMiscellaneousTOTAL
2019/20£314.90----£314.90
2018/19 £537.45 - - - - £537.45
2017/18 £772.63 £26.00 - - - £798.63
2016/17 £321.50 - - - - £321.50
2015/16 £383.65 £67.00 - - - £450.65
2014/15 £657.50 £3.70 - £217.22 - £878.42

Corporate credit card spend relating to the Vice-Chancellor

TravelSubsistenceAccommodationHospitalityMiscellaneousTOTAL
2019/20£163.29£118.58---£281.87
2018/19 £395.73 £84.83 - £314.57 - £795.13
2017/18 £369.60 £58.56 £227.05 £565.35 - £1220.56
2016/17 £370.56 £310.27 - £771.30 - £1452.13
2015/16 £327.30 £33.48 £222.99 £331.60 £72.50 £987.87
2014/15 £693.74 £65.00 - £724.74 £108.71 £1592.19

Travel and similar expenditure incurred by the University on behalf of the Vice-Chancellor in the performance of his duties

Hotel accommodation Train fares Air fares Economy flights Business Class flights Taxi costs
2019/20£986.60£1,822.30£8,586.4124-
2018/19 £1,259.58 £3,456.50 £5,837.11 - 2 £208.60
2017/18 £1,191.54 £3,208.88 £8,271.70 - 4 -
2016/17 £2,187.60 £2,566.49 £8,035.81 2 6 £946.70
2015/16 £1,510.78 £4,026.81 £10,530.07 3 4 -
2014/15 £740.24 £3,280.83 - - - -

In all cases these expenses exclude expenditure that has been reimbursed from a third party.

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