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 (Terms of Reference of the Committee).

In considering any increase in his salary, or indeed that of any member of the senior team, this Committee has taken into account:

  • The performance of the University overall and against the 21 Key Performance Indicators (KPIs) agreed by the Board of Governors;
  • the comparability of the current package to peers both within the sector and appropriate benchmarks external to the sector; and
  • pay and bonus principles and practice across the University.

Further information regarding the factors which the Remuneration Committee considered is available within its annual report.

The Vice-Chancellor is not a member of the Remuneration Committee. The Vice-Chancellor is invited to attend the Committee’s meeting to advise the Committee on agenda items that do not relate to his own salary or other potential benefits. Changes to the membership and process of this Committee were in place for the meeting in October 2018. This meant that both the member of NTU staff elected to the Board of Governors by Academic Board and a recent NTU student selected by the Chair of Governors in collaboration with Nottingham Trent Students’ Union were present.

Recent recognition for NTU

NTU was awarded TEF Gold in 2017, the highest award in the Government's Teaching Excellence Framework. This award acknowledged NTU's systematic approach to continuous improvement of the student experience through: strategic investment; innovative learning and teaching; outstanding student engagement; range of high quality work placements; and engagement with employers who contribute to the development of courses. It will next be subject to review in 2020. Find out more about NTU’s TEF submission and outcomes.

Times Higher Education awarded NTU the prestigious University of the Year title in November 2017.

NTU was Modern University of the Year in the Times and Sunday Times Good University Guide 2018. The University has also moved up into the top 40 of the guide's overall league table, with a ranking of 37th. This is its highest ever placing. The section on NTU in the Guide noted that it was experiencing a period of “unprecedented success”.

NTU climbed 19 places to 16th in the latest Guardian University Guide. NTU was 73rd in this league table in 2014.

External Recognition and Contribution of Professor Peck

NTU’s Vice-Chancellor is a member of the Government’s Independent Panel advising on Fees and Funding for Post-18 Education. He is a Universities UK nominee to the Board of the Universities and Colleges Employers Association and a Trustee of the Universities and Colleges Admissions Service. In a recent HE ‘Powerlist’, he appeared 17 out of 50, the highest placed Vice-Chancellor.

University Key Performance Indicators

As in previous years, for 2017/18 the performance pay and salary increase received by the Vice-Chancellor were based on his own and NTU’s performance, the latter being benchmarked in large part against 21 KPIs, but also in the context of the factors noted above. These KPIs are derived from our 2015-20 strategic plan developed with colleagues and students and agreed by the Board of Governors. The five themes at the head of the columns represent the foci around which the strategic plan is set out. Below is the current summary of performance against the KPIs in 2017/18 as of 1 December 2018. This summary will be updated next in December 2019.

Creating Opportunity
Increase number of Home / EU UG students undertaking or undertaken assessed work placement / experience These targets were met or exceeded
Increase number of Home / EU postgraduate students
Growth in distance learning portfolio
Increase in students in graduate employment / further study
Reduce student attainment gap against target This remains a challenge and the target has not yet been achieved. There was an increase in the proportion of Widening Participation (WP) students finishing degrees at NTU last year; nonetheless, the attainment gap with non-WP students improved by 2.7 % to 9.9%, although this remained slightly above the KPI target of 9.5%. The attainment gap with non-international students reduced by 5% to 32.2% and is now exactly the same as the target KPI.
Increase student satisfaction This target was almost achieved with an overall satisfaction score in the National Student Survey (NSS) of 88%. This is 5 points ahead of the sector (83%). 93% of our students saying they would recommend us to a peer or family member.
Improve student non-continuation rate against target This target was not achieved. The non-continuation percentage has seen a year on year increase of 0.7% to 7.1%. This is behind the KPI target of 5.5%.
Valuing Ideas
Enhanced performance in REF2020 Data not yet available
Increased number of doctoral research students registered This target was almost achieved. The target number of Doctoral research student registrations for 2017/18 is below target albeit there has still been a year on year increase.
Increased research grant and contract income This target was met
All academic established core staff possess approved teacher accreditation This target was almost achieved. The vast majority of core staff continue to hold a teaching qualification or accreditation with the slight variance to target being due to staff turnover.
Improved teaching quality NSS score This target was almost achieved. The decline in this metric exactly matches the sector-wide reduction. The TEF data released in October 2018 confirms that NTU remains significantly above sector benchmarks for teaching quality.
Enriching Society
Establish strategic relationships with key partners, including agreed shared goals These targets were met or exceeded.
Enhanced investment in and support for start-ups, spin-offs and SME's
Steady increase in staff and student volunteering
Sustain contribution to environmental sensitivity
Connecting Globally
Increase international student numbers These targets were at or close to target
Deliver institutional international partnerships
Empowering People
Increase Appraisal completion rate This target was exceeded
Increase level of Athena SWAN accreditation NTU’s Athena Swan Accreditation re-submission is now with AdvanceHE. Data are not yet available on staff advocacy.
Increase level of staff advocacy

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.

The Vice-Chancellor's salary is reported in the University's financial statements on an annual basis. The financial statements for the financial year 2017/2018 will be published online early 2019. However in the interests of transparency and openness, the Vice-Chancellor's salary history from 2014/2015 together with his current salary for 2018/19 is shown below:

Previous salaries
 2018/192017/182016/172015/162014/15
Base salary £267,750 £262,500 £250,000 £242,400 £240,000
Bonus / performance pay£26,250 £25,000 £24,240 £16,000 Nil
Benefits in kind Nil Nil Nil Nil Nil
Employer's pension contribution TBC £5,513 £11,875 £40,400 £38,400
Payment in lieu of employer's pension contributionTBC £39,750 £33,125 Nil Nil
TOTALTBC£332,763£319,240£298,800£278,400

Ahead of the Remuneration Committee meeting, the Vice-Chancellor requested to the Chair of the Board of Governors that the Remuneration Committee limit any increase in his base salary to the National Framework Agreement rise of 2%. The Remuneration Committee decided to award a 2% increase.

Personal expenses

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

 TravelSubsistenceAccommodationHospitalityMiscellaneousTOTAL
2017/18772.6326.00---298.63
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
2017/18369.6058.56227.05565.35-1220.56
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
2017/181191.543208.888271.70-4-
2016/17 2187.60 2566.49 8035.81 2 6 946.70
2015/16 1510.78 4026.81 10530.07 3 4 -
2014/15 740.24 3280.83 - - - -

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

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