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The University Council

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 senior 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 2014.

To determine and review the remuneration of the Vice-Chancellor’s Executive Team.

To determine and review the remuneration of senior staff of the University above point 51 of the JNCHES Pay spine (i.e. ‘senior staff’).

Terms of Reference

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 members of the University Executive other than the Vice-Chancellor as set out in the Scheme of Delegation, including; performance pay, pension and any other emoluments, for the undernoted roles:   

  1. Deputy Vice-Chancellor
  2. Registrar and Secretary
  3. Pro Vice-Chancellors
  4. Executive Director of Finance
  5. Executive Director of Human Resources and Organisational Development
  6. Chief Operating Officer

and such other roles as may be identified.

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 measures including; REF, TEF, NSS.
  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, 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.

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.

*to be done via a separate meeting of the Committee