Notices

Calendar

15 January, Tuesday. Full Term begins.

22 January, Tuesday. Discussion at 2 p.m. in the Senate-House (see below).

24 January, Thursday. End of first quarter of Lent Term.

26 January, Saturday. Congregation of the Regent House at 2 p.m.

27 January, Sunday. Preacher before the University at 11.15 a.m., Sister Jane Livesey, N, General Superior of the Congregation of Jesus.

Discussions (Tuesdays at 2 p.m.)	Congregations (Saturdays unless otherwise stated)
22 January	26 January, at 2 p.m.
5 February	23 February, at 2 p.m.
19 February	23 March, at 11 a.m.
5 March	30 March, at 11 a.m.
19 March

Discussion on Tuesday, 22 January 2019

The Vice-Chancellor invites those qualified under the regulations for Discussions (Statutes and Ordinances, p. 105), to attend a Discussion in the Senate-House on Tuesday, 22 January 2019 at 2 p.m., for the discussion of:

1.Annual Report of the Council for the academic year 2017–18, dated 19 November 2018 (Reporter, 6530, 2018–19, p. 181).

2.Annual Report of the General Board to the Council for the academic year 2017–18, dated 31 October 2018 (Reporter, 6530, 2018–19, p. 190).

3.Reports and Financial Statements for the year ended 31 July 2018 (Reporter, 6530, 2018–19, p. 201).

4.Report of the Council, dated 10 December 2018, on the age limit on membership of the Regent House and other related matters (Reporter, 6531, 2018–19, p. 278).

5.Report of the Council, dated 10 December 2018, on members co-opted to the Finance Committee (Reporter, 6531, 2018–19, p. 280).

6.Report of the Council, dated 10 December 2018, on the governance of the remuneration of the Vice-Chancellor and senior post-holders and other pay related matters (p. 297).

Further information on Discussions, including details on format and attendance, is provided at https://www.governance.cam.ac.uk/governance/decision-making/discussions/.

Amending Statutes for St Edmund's College

7 January 2019

The Vice-Chancellor begs leave to refer to his Notice of 12 December 2018 (Reporter, 6531, 2018–19, p. 267), concerning proposed amending Statutes for St Edmund's College. He hereby gives notice that in the opinion of the Council the proposed Statutes make no alteration of any Statute which affects the University, and do not require the consent of the University; that the interests of the University are not prejudiced by them, and that the Council has resolved to take no action upon them, provided that the Council will wish to reconsider the proposed Statutes if they have not been submitted to the Privy Council 7 January 2020.

Notice of a benefaction

7 January 2019

The Vice-Chancellor gives notice that he has accepted with gratitude a bequest of at least £1.45m from Dr William George Percival Lamb as endowment to support the Strangeways Research Laboratory, of which the University is sole trustee under the terms of a scheme sealed by the Charity Commissioners on 30 July 2010 (Reporter, 2009–10, 6191, p. 938 and 6196, p. 1152; and 2011–12, 6251, p. 397). The Council is submitting a Grace (Grace 6, p. 303) to establish regulations to govern the William Lamb Fund.

Appointment of deputies with power to affix the Common Seal

The Vice-Chancellor has designated the following as his deputies under Statute A II 13(c), concerning the power to affix the Common Seal of the University: the Senior Pro-Vice-Chancellor, or when absent the longest serving Pro-Vice-Chancellor present in the Old Schools.

Appointment of Deputy Chair of the University Council

Under the provisions of Statute A IV 5(b) (Statutes and Ordinances, p. 7), the Council at its meeting on 10 December 2018 agreed to appoint Mr Mark Lewisohn, CHR, member of the Council in class (e), to serve as Deputy Chair for two years from 1 January 2019.

Annual Remuneration Report, 2017–18

The Council publishes the following report on remuneration to provide assurance that the Council, acting through its Remuneration Committee, has discharged its responsibilities effectively. The report also provides a further breakdown of remuneration data, which can be read in parallel with the remuneration data provided in the Notes to the Accounts section of the Reports and Financial Statements for the year ended 31 July 2018 (Reporter, 6530, 2018–19, p. 201 at p. 234).

Annual Remuneration Report, 2017–18

This is the first annual remuneration report of the University of Cambridge. It is based on new guidance provided by both the Committee of University Chairs (CUC) and the Office for Students (OfS). The guidance includes a number of changes to previous reporting metrics. The report is in three parts:

A. a description of the University’s Remuneration Committee;

B. the general principles behind the University’s overall approach to remuneration for all staff; and

C. details about the required pay disclosures set out in the University’s Reports and Financial Statements for the year ended 31 July 2018.

A. The Remuneration Committee

The University’s Remuneration Committee operates under delegated authority from the University’s Council and is responsible, inter alia, for setting the Vice-Chancellor’s pay, reviewing their performance, and advising on senior staff 1 remuneration. The Committee meets about ten times a year and is comprised of a majority of individuals who are not employed by the University.2 The role of the Committee continues to evolve in response to the emergence of best-practice guidance from a range of bodies.

1. Terms of reference

Until 10 December 2018, the Committee was operating under terms of reference (ToR) agreed by the Council in March 2018.3 These ToR were interim pending publication of the CUC Higher Education Senior Staff Remuneration Code, the Office for Students Regulatory Framework for Higher Education in England, and revisions to the Financial Reporting Council Corporate Governance Code. In light of the recent publication of these documents, a further iteration of the terms of reference was approved by the Council on 10 December 2018 [see p. 300].

The emphasis of the Committee’s work is to set the policy for senior reward so that it supports the objectives of the institution, facilitates recruitment and retention, ensures fairness, equity, and transparency; and to decide on matters of senior pay, making recommendations to the Council as appropriate. A written report of the Committee’s business is submitted to the following Council meeting (usually a month later).

2. Membership of the Committee

Membership is set out in the ToR. The current members are as follows:

Name	Position	Appointing Body
Ms Sara Weller (Chair)	External, Member of the Council4	The Council
Dr Richard Anthony	Bursar of Jesus College, Member of the Council4	The Council
Professor Fiona Karet	Professor of Nephrology, School of Clinical Medicine, Vice‑Master of Darwin College, Member of the Council	The Council
Professor Michael Proctor	Provost of King’s College, Member of the Council4	The Council
In attendance:
Ms Emma Rampton	Registrary (Secretary)
Professor Eilís Ferran	Pro-Vice-Chancellor for Institutional and International Relations
Ms Emma Stone	Director of Human Resources

3. Meetings

The Committee meets monthly. The dates of meetings held during the 2017–18 academic year are set out below:

25 September 2017	22 January 2018	21 May 2018
16 October 2017	19 February 2018	18 June 2018
20 November 2017	19 March 2018	16 July 2018
11 December 2017	23 April 2018

B. General principles behind the University’s overall approach to remuneration

1. Operating environment and markets

The University’s mission is ‘to contribute to society through the pursuit of education, learning, and research at the highest international levels of excellence’. It is proud to be one of the world’s leading academic centres and is committed to attracting the most talented staff and students from the UK and from overseas to further that mission.

Cambridge strives to fulfil its mission by adhering to its core values of freedom of thought and expression, freedom from discrimination, and a commitment to the confederation of the University with its 31 constituent and independent Colleges. The University ranks in the top five in international league tables for the quality of its research. Cambridge can claim 107 Nobel Prize winners.

Undergraduate and postgraduate education, provided in conjunction with the Colleges, is of the highest quality. Students and staff live and work in collegiate communities that are microcosms of the wider University’s comprehensive range of academic subjects and research centres.

The University Group5 includes Cambridge University Press and Cambridge Assessment. Across the Group, the University has an annual income of almost £2 billion and employs more than 16,000 staff. Research income, won competitively from the UK Research Councils, the European Union (EU), and major charities and industry, exceeds £500 million per annum and continues to grow.

The Academic University6 has more than 12,000 staff, with a further 4,000 employed by its subsidiaries. Of the Academic University staff, approximately half are employed on academic or research contracts. The University’s people strategy is based on four themes:

•to attract and retain the best talent from across the world and give them the best possible start;

•to contribute to the personal and professional development of staff as part of a high performance culture and to enable them to contribute fully to the University and society;

•to reward, recognise, and retain outstanding staff at all levels; and

•to foster a thriving community and culture of inclusivity, diversity, health, and well-being.

The Academic University has 22,000 students studying in more than 150 Departments, Faculties, and institutions. The University is in contact with over 220,000 of its alumni around the world. They are important members of the wider Cambridge family, supporting the University, its values, its success, and its fundraising.

The University Group is financially strong with a AAA (stable) rating from Moody’s, a balance sheet of £5.2 billion, and a well-performing endowment fund of £3.2 billion that has, over the past several years, achieved returns above its benchmark. The University faces significant financial challenges in the context of increased international competition, and more than ever will need to employ its resources strategically and effectively. It also operates in a challenging UK environment, under intense public scrutiny, and in an increasingly globally competitive market.

During a period of political uncertainty over the UK’s relationship with the EU, the University has placed renewed emphasis on strengthening its global position and has established strategic partnerships around the world. These include the Cambridge-Africa Programme, involving universities in Ghana, Uganda, and elsewhere in Africa, a new partnership with universities and the city government of Nanjing in China, and a close association with the Government of India to pursue new research in crop science. European partnerships remain centrally important to Cambridge. Over the past academic year, the University has signed strategic partnerships with the Max-Planck Society, the Ludwig-Maximilians Universität München (LMU Munich), and with Sciences Po in Paris. It will continue to seek out collaborations with organisations that share its aspirations.

Providing teaching and an education of the highest quality remains central to the University’s purposes. The collegiate University remains committed to admitting the best students regardless of their background and, at undergraduate level, it invests considerable resources both in widening access and financial support. Through the Cambridge Commonwealth, European and International Trust and the Gates Cambridge Trust, among others, significant funds are also available for postgraduate students. Attracting the very best research students from around the world to Cambridge remains a core strategic objective.

Research and teaching are enhanced by the University’s special collections. The University Library, the Fitzwilliam Museum, Kettle’s Yard, the Botanic Garden, and the other six museums play a significant role in enriching the educational and research experience of the Cambridge community and public understanding of the work of the University.

In October 2015, the University and the Colleges jointly launched a £2 billion fundraising Campaign, of which close to £1.3 billion has already been secured. The University and the Colleges work closely together in this endeavour with a team of professionals working on fundraising and alumni relations in Cambridge.

2. Fundamental principles guiding decisions related to remuneration of all staff

The Academic University’s approach to setting remuneration for all staff, and therefore the principles governing the Remuneration Committee’s decisions, are as follows:

•the need for the University to operate in a competitive local, national, and international market for the most talented staff. Its reward strategy needs to offer sufficiently competitive rates of pay to attract and retain the most talented staff to help the institution maintain its leading position in research and teaching;

•all staff should be rewarded in a way that demonstrates fairness and consistency, paying due attention to addressing equal pay and other areas of potential inequality;

•a commitment to valuing appropriately the contribution from all staff, recognising that different structures of remuneration may be appropriate to different categories of staff;

•a recognition that while pay and benefits are central, non-financial reward mechanisms are also important and should form part of an attractive total remuneration approach;

•the principle that remuneration must be affordable and consistent with the charitable status of the University, noting that it is unlawful for a charity to overpay its staff; and

•a commitment to transparency about senior remuneration. Decisions are made transparently and outcomes are reported to the University Council.

3. Policies and procedures guiding the remuneration of staff

The Academic University has established a number of procedures and policies to guide the remuneration of staff drawing on the principles identified above. These include schemes to reward significant contribution to the Academic University (which for senior academics can also include promotion); systems to recognise difficulties in recruitment and retention; and an ability to reward individuals who take on responsibilities in addition to their normal duties. Details of these systems are included in Appendix 1.

4. Factors in considering remuneration proposals for senior staff

At recruitment, the factors taken into account when developing the total remuneration package include:

•appropriate remuneration needed to attract and appoint senior staff;

•current remuneration;

•benchmarked salary data for similar roles from the Universities and Colleges Employers’ Association (UCEA), the Russell Group Survey, and, where available and relevant, international salary surveys;

•the extent to which the individual has a demonstrable record of achievement (and how this could transfer to the role in question) in areas identified as being of strategic importance to the institution;

•the extent to which the individual has supported staff development and strategic leadership in their area(s); and

•for senior clinical academic roles, the appointment package will be in line with their existing NHS national pay and conditions, including any Clinical Excellence Awards in payment, together with payment for any additional clinical activity.

For cases of retention, the factors set out in the University’s procedures include:

•evidence of exceptional contribution and achievements for which the individual is responsible and which demonstrate the furtherance of the University’s mission;

•implications of the loss of the employee to the University, including organisational performance, reputation, student and teaching impact, and research impact;

•evidence of any offer of alternative employment or approach from another university/organisation; and

•salary data including external and internal comparisons and benchmarks.

The University draws data from many sources to support senior staff remuneration decisions. These include:

•annual participation in the UCEA, Russell Group, and CUC salary surveys and provision of an analysis of these data to the Remuneration Committee to show the University’s position in the market. These data are used in the consideration of the Vice-Chancellor’s remuneration and during discussions about the recruitment or retention of Professorial and other senior staff; and

•internal comparisons of pay for similar senior academic and professional services roles, and an equal pay analysis.

5. Job evaluation, pay awards, and pension schemes

For most roles, the Academic University uses the Higher Education Role Analysis (HERA) job evaluation method. This does not apply to the four Professorial bands (in grade 12, the highest grade), where assessment is based on meeting the band criteria for each of the Professorial levels under the headings of research, teaching, practice, and leadership.

The University is a member of UCEA and participates in the national pay negotiations. The University’s policy is to implement the outcomes of the pay negotiations across all staff, with the exception of clinical academic staff where the University applies the NHS pay uplifts, as translated by the UCEA to clinical academic salaries once agreed nationally.

The University operates or participates in the following pension schemes:

•Universities Superannuation Scheme (USS);

•Cambridge University Assistants’ Contributory Pension Scheme (CPS);

•National Health Service Pension Scheme (NHSPS);

•Cambridge Colleges’ Federated Pension Scheme (CCFPS); and

•MRC Pension Scheme.

6. Performance-related pay

The Academic University does not operate a specific performance-related pay scheme, other than administering awards made under the NHS scheme for some senior clinicians. Grade 12 post-holders can progress through the Professorial Pay Review Scheme (for Professorial roles) or the Contribution Reward Scheme (for academic-related roles).

The staff of the Investment Office (which manages a University endowment of over £3 billion and the endowments of related Colleges and trusts) and the West and North West Cambridge Development Office (which is responsible for the delivery of the mixed-use housing, retail, and research facility at West and North West Cambridge) have bonus arrangements which are assessed by their respective remuneration committees and reported to the University’s Remuneration Committee for review and, as appropriate, approval.

7. Expenses policy

The University’s expenses policy is included in the Financial Procedures Manual. It applies to all staff of the Academic University.

C. Senior pay disclosures

1. The Vice-Chancellor

(a) Pay and remuneration

With income of approximately £2 billion, more than 16,000 staff across the Group, and a diverse range of academic and non-academic strands, the University is a complex organisation. It is one of the largest universities in the UK, with impressive academic standing and global presence, regularly appearing in the top five of global university rankings.

Consequently, when considering the remuneration for the Vice-Chancellor, the Remuneration Committee undertakes detailed analysis of comparable salaries in the UK, North America, and Australia. The Remuneration Committee considers the range within which a salary can be offered and proposes a package to the Council once the candidate is identified.

The last recruitment exercise for Vice-Chancellor was undertaken in 2016–17. The current Vice-Chancellor is appointed for a fixed term of seven years.

The Vice-Chancellor’s performance is assessed annually against objectives agreed by the Council. The Vice-Chancellor’s remuneration is reviewed at the end of the second, fourth, and sixth years of the term of office. Based on that assessment, the Council determines any salary increase, having been advised by the Remuneration Committee and taking due regard of salary growth across the wider University.

(i) Details of the remuneration of the current Vice-Chancellor (from 1 October 2017)

The remuneration of the current Vice-Chancellor is detailed in the table below. It relates to the ten-month period from 1 October 2017, when the Vice-Chancellor took up office, to 31 July 2018 and also includes salary for an additional month (September 2017) as Vice-Chancellor-Elect.

Emoluments of the Vice-Chancellor	Year ended 31 July 2018 (£'000)	Year ended 31 July 2017 (£'000)
Salary for the period	335	n/a
Deductions to reflect salary sacrifice arrangements	(8)	n/a
Net salary paid in the year	327	n/a
Taxable benefits in kind	12	n/a
Non-taxable benefits in kind	33	n/a
Total excluding employer pension contributions	372	n/a
Employer pension contributions	19	n/a
Payments made in lieu of pension	37	n/a
Total	428	n/a

The salary for the period is the basic contractual salary before adjusting for salary sacrifice arrangements under which, in common with other employees, the Vice-Chancellor sacrificed an amount of pay relating to enhanced opt-out benefits for Death in Service and Ill Health. The £19k employer pension contribution was paid to the Universities Superannuation Scheme and includes an employee payment of £8k.

Taxable benefits in kind were relocation expenses of £5,922, private healthcare of £1,902, accommodation costs (heating, lighting, and maintenance) of £2,308, and tax consultancy services of £1,486. Non-taxable benefits were the provision of accommodation independently valued at market rental for a similar property and pro-rated to reflect only the personal use of the property, as opposed to business and entertaining use (£16,668); relocation flight travel (£7,320) and personal flight travel (£8,890).

(ii) Details of the remuneration of the previous Vice-Chancellor (up to 30 September 2017)

The remuneration of the previous Vice-Chancellor, who demitted office on 30 September 2017, is detailed in the table below. The information spans two periods: the year from 1 August 2016 to 31 July 2017; and the two months from 1 August 2017 to 30 September 2017.

Emoluments of the previous Vice-Chancellor	Year ended 31 July 2018 (covering two months in office) (£'000)	Year ended 31 July 2017 (full year) (£'000)
Salary for the period	59	343
Deductions to reflect salary sacrifice arrangements	–	–
Net salary paid in the year	59	343
Taxable benefits in kind	4	12
Non-taxable benefits in kind	–	17
Total excluding employer pension contributions	63	372
Employer pension contributions	1	7
Payments made in lieu of pension	–	–
Total	64	379

Taxable benefits in kind for 2017–18 were accommodation costs of £3,000 and utilities (heating, lighting, maintenance) of £583.

Non-taxable benefits in 2016–17 were the personal use element of the provision of accommodation at £16,667.

(b) External appointments – payments from external bodies to the Vice-Chancellor (current and previous)

Income generated from external bodies is set out in the University’s Private Work and Consultancy Policy.

The Vice-Chancellor is a member of the International Academic Advisory Panel (IAAP) established by the Government of Singapore. The meetings occur every 2–3 years and the Vice-Chancellor last attended in June 2018. The fee for the Vice-Chancellor’s advisory work is paid directly to the Vice-Chancellor’s Office; it is not paid personally to the Vice‑Chancellor.

(c) The pay ratio – Head of Institution against median of all staff

The methodology used in this calculation was provided by UCEA in 2018. Under this formula, pay ratios are calculated as the ratio between the Head of Institution’s (HoI’s) total pay and the median all-staff total salary (sources: HESA, UCEA, and Times Higher Education).

During the period from 1 August 2017 to 31 July 2018 the median pay for employees was:

•Median basic salary: £32,417, calculated on a full-time equivalent basis of the salaries paid by the University to its staff; and

•Median total remuneration (including employers’ pension contribution): £38,833.

The median pay calculation includes over 1,100 agency staff employed on temporary contracts through the University’s Temporary Employment Services (TES).

Based on the above figures, the pay multiples for the current Vice‑Chancellor (appointed on 1 October 2017) and the previous Vice-Chancellor are as follows:

(i) Current Vice-Chancellor7

•The current Vice-Chancellor’s basic salary is 11.3 times the median pay of staff.

•The current Vice-Chancellor’s basic salary is 6.0 times the median basic salary of academic staff of £60,410 (including clinical staff).

•The current Vice-Chancellor’s total remuneration is 12.4 times the median total remuneration of staff.

•The current Vice-Chancellor’s total remuneration is 6.7 times the £72,005 median total remuneration of academic staff (including clinical staff).

(ii) Previous Vice-Chancellor7

•The previous Vice-Chancellor’s basic salary was 11.0 times the median pay of staff.

•The previous Vice-Chancellor’s basic salary is 5.8 times the median basic salary of academic staff of £60,410 (including clinical staff).

•The previous Vice-Chancellor’s total remuneration was 9.9 times the median total remuneration of staff.

•The previous Vice-Chancellor’s total remuneration is 5.3 times the £72,005 median total remuneration of academic staff (including clinical staff).

2. Salaries over £100,000

(a) Overview of the University Group8

The table below shows changes in basic salaries over £100,000 between 2017–18 and 2016–17 in the University Group.The figures for 2016–17 have been adjusted to be consistent with new metrics provided by the OfS in June 2018.

	TOTAL GROUP
	Clinical Academic		Non-clinical Academic and other		Total number
	2018	2017	2018	2017	2018	2017
£100,001 – £150,000	47	46	229	207	276	253
£150,001 – £200,000	0	0	26	22	26	22
£200,001 – £250,000	0	0	7	4	7	4
over £250,000	0	0	5	6	5	6
	47	46	267	239	314	285

Note: figures based on new OfS guidance for basic salary (with comparative restated).

(b) Detailed breakdown within the Group

(i) Academic University9

Overview

Band		2018	No change	Moved up from a lower band	Moved down from a higher band	New employees	2017
A	£100,000 – £150,000	196	156	29	4	7	187
B	£150,001 – £200,000	11	3	8	0	0	9
C	£200,001 – £250,000	2	1	0	1	0	1
D	£250,001+	3	1	1	0	1	3
	TOTAL	212	161	38	5	8	200

Note: figures based on new OfS guidance for basic salary (with comparative restated).

Movement between bands, both up and down, is common. Promotions and Professorial Pay Reviews are the main reason for upward movements. Total remuneration falls when, for example, ending a Head of Department role, or ending payments for additional duties.

By band, the main reasons for change are:

•Band A: Professorial Pay Reviews, promotions;

•Band B: changes resulting from a mix of the effect of the annual pay award, Head of Department and teaching payments, promotions, and movements in Investment Office staff to a lower banding;

•Band C: the changes are due to the downward movement involving one individual to reflect the re-balancing of basic salary and bonus payments; and

•Band D: this reflects two recent appointments.

Breakdown by staff group

The chart below shows the breakdown of the Academic University between clinical academic and non-clinical academic salaries.

	Academic University
	Clinical		Non-clinical		Total number
	2018	2017	2018	2017	2018	2017
£100,001 – £150,000	47	46	149	141	196	187
£150,001 – £200,000	0	0	11	9	11	9
£200,001 – £250,000	0	0	2	1	2	1
over £250,000	0	0	3	3	3	3
	47	46	165	154	212	200

Note: Figures based on new OfS guidance for basic salary (with comparative restated)

(ii) Cambridge University Press and Cambridge Assessment

The following chart gives details for Cambridge University Press and Cambridge Assessment:

	Cambridge University Press		Cambridge Assessment
	2018	2017	2018	2017
£100,001 – £150,000	43	43	31	20
£150,001 – £200,000	7	7	5	5
£200,001 – £250,000	1	1	4	2
over £250,000	2	2	0	1
	53	53	40	28

Note: Figures based on new OfS guidance for basic salary (with comparative restated)

For Cambridge University Press, there was no change in the number of staff in the higher pay bands.

For Cambridge Assessment, there was an increase of twelve staff in the higher bands. This resulted from pay increases for a number of staff previously just below the threshold, the full-year effects of new joiners and international expansion (taking account of the currency effect of weaker sterling).

Trusts and subsidiaries

The following chart gives details for trusts and subsidiaries:

	Trusts		Subsidiaries
	2018	2017	2018	2017
£100,001 – £150,000	2	2	4	1
£150,001 – £200,000	0	0	3	1
£200,001 – £250,000	0	0	0	0
over £250,000	0	0	0	0
	2	2	7	2

Note: Figures based on new OfS guidance for basic salary (with comparative restated)

Trusts include:
the Cambridge Malaysian Education and Development Trust, 1 FTE (no change); and
Cambridge Commonwealth European and International Trust, 1 FTE (no change).

Subsidiaries include:
Cambridge Enterprise, 1 FTE (no change);
Judge Business School Executive Education Limited (JBSEEL), 2 FTE (up from 0 in 2017);
Institute for Manufacturing Education and Consultancy Services (IfM ECS), 2 FTE (up from 1 in 2017);
the Cambridge Centre for Advanced Research and Education in Singapore (CARES), 1 FTE; and
the PHG Foundation, 1 FTE.

(c) Compensation for Loss of Office

Across the University Group, a total of 67 payments were made in the year to staff for loss of office (settlement agreements). This is a reduction in number from 120 in the previous financial year. The breakdown is as follows:

Compensation for loss of office	2018 Amount		2017 Amount
	Number	£'000	Number	£'000
Academic University	28	807	31	842
Cambridge Assessment	18	537	64	997
Cambridge University Press	21	775	25	973
	67	2,119	120	2,812

(d) Like-for-like comparison between 2017–18 and 2016–17 (based on the old definitions)

To show clearly the changes year-on-year on the basis of the HEFCE/SORP definitions as used in previous years, the 2017–18 data have been reproduced using the same method as in 2016–17. The comparison is set out in Appendix 2 for the total Group.

Guidance from the OfS published in June 2018 requires providers to include a number of disclosures including the ‘number of staff with a basic salary of over £100,000 per annum, broken down into bands of £5,000’. Further, the OfS guidance suggests banding disclosures for the year ended 31 July 2018 should comply with the following definition:

Providers should calculate the basic salary prior to any adjustment for salary sacrifice. For these reporting purposes, basic salary should exclude bonus payments, market supplements, allowances, and clinical excellence awards and other such payments.’

This definition is a significant change to that used in previous years when remuneration was defined as total emoluments received in the year (including taxable benefits in kind, but excluding employer pension costs except to the extent that these result from the sacrifice of an element of pay).

In summary, the definition of pay has been changed to a more restrictive definition (i.e. basic pay rather than total remuneration) and the banding increments have been reduced from £10,000 to £5,000.

Some of the key pay elements included/excluded in the pay definitions are:

Pay element	Year end: 2017–18 (OfS definition)	Year end: 2016–17 (HEFCE/SORP definition)
Basic salary	✓	✓
Market pay supplements / retention payments / enhancements	Not included	✓
Bonus	Not included	✓
Local and National Clinical Excellence Award payments	Not included	✓
Pension cash supplements	Not included	n/a – policy not in place in 2016–17
Additional programmed activity payments (Clinical academic staff only)	Not included	✓
Wellcome Trust Merit Awards / Wolfson Awards and equivalent	Not included	✓

Both the 2017–18 definitions and the 2016–17 definitions have defined the pay bandings to be before (i.e gross of) salary sacrifice arrangements, and excluding employer pension contributions.

The result of the new definitions was a reduction in the number of staff in the higher pay bandings as certain additional payments such as Clinical Excellence Awards, bonus payments, and market payments, some of which are significant, are excluded.

APPENDIX 1

Reward and progression schemes

The University operates a number of contribution, reward, and progression schemes. These include:

•Professorial Pay Review, https://www.hr.admin.cam.ac.uk/professorial-pay-review-2016

•Senior Academic Promotions Scheme, https://www.hr.admin.cam.ac.uk/policies-procedures/senior-academic-promotions-2019

•Senior Researcher Promotions Scheme, https://www.hr.admin.cam.ac.uk/policies-procedures/senior-researcher-promotions-procedure-and-guidance-2019

•Contribution Increment Scheme for researchers

•Contribution Increment Scheme for grade 12 academic-related staff

•Contribution Reward Scheme for academic-related and assistant staff grades 1–11, https://www.hr.admin.cam.ac.uk/pay-benefits/pay-and-reward/reward-policies/reward-schemes/contribution-reward-scheme

•Additional Responsibility Payments, https://www.hr.admin.cam.ac.uk/pay-benefits/pay-and-reward/reward-policies/additional-responsibility-payments

•Market Pay Policy, https://www.hr.admin.cam.ac.uk/pay-benefits/reward-schemes

•Advanced Contribution Supplements

•Recruitment Incentive Schemes

The University’s promotion processes apply to academic and research staff. For all other categories of staff, promotion occurs through the advertising of vacancies, and an application and selection process including interviews.

For staff in grades 11, 12, and those above the scale, there is no automatic incremental progression, only the annual nationally negotiated uplift in the salary scale points. For staff in grades up to grade 10, annual automatic incremental progression applies.

Professorial Pay Review

The current Professorial Pay Review (PPR) process involves Professors applying, should they wish to, every two years. The process involves the applicant supplying evidence of achievement against the band descriptors, of which there are four bands. The determination of awards is made by the Vice-Chancellor’s Advisory Committee on Professorial Pay. This Committee receives recommendations for awards in bands 1 and 2 from a School-level committee and determines progression to bands 3 and 4.

Senior Academic Promotions Scheme

The Senior Academic Promotions Scheme allows eligible academic staff to apply for promotion to the offices of University Senior Lecturer, Reader, and Professor.

Contributory Increment Scheme for Researchers

This termly scheme allows Heads of Institution to reward research staff on the basis of outstandingly good work by the member of staff in comparison with others of the same grade and for which some additional recompense is appropriate; or, where a recruitment incentive payment cannot be awarded, on the basis of the need to retain the specialist skills possessed by a particular member of staff who would otherwise be likely to seek a more highly paid appointment elsewhere.

Contribution Increment Scheme for Grade 12 Academic-Related Staff

The University operates a biennial contribution reward scheme for academic-related grade 12 post-holders. To be eligible for consideration, individuals must have been in post and performing their duties at their current grade for at least two years prior to the effective date of the award. Increments are awarded for sustained and ongoing contribution and there must be some indication that the cost is justified by the benefit brought to the University over the longer term.

Cases are considered by the Registrary, relevant Pro-Vice-Chancellor, or Chair of School (as appropriate) who will put forward recommendations to the Vice-Chancellor’s Advisory Committee on Supplementary Payments for Non-Academic Officers in the Professorial Grade 12.

Contribution Reward Scheme for Academic-Related and Assistant Staff in Grades 1–11

The University operates an annual contribution reward scheme for academic-related and assistant staff in grades 1 to 11. The scheme has two components:

1.Contribution Increments (for sustained/ongoing contribution)

The award of additional increments (in the normal pay range or in the contribution range for the grade) to recognise an individual’s outstanding contribution over and above the normal expectation for the role, over a period of at least a year and in the context of expected continuation at that level.

2.Single Contribution Payments (for one-off/time limited contribution)

The award of one off payments of 3% (individual awards) or 2% (team awards) of salary to recognise an individual’s outstanding contribution, over and above the normal expectation for the role, in the context of a one-off task or project that is finite in nature.

Additional Responsibility Payments

Additional Responsibility Payments can be made to employees who are taking on additional responsibilities over and above those set out in their job description and at a higher level, with the agreement of their institution. Examples include, if the employee is taking on additional higher graded duties for a percentage of time rather than for their full hours; or for temporary acting-up duties. Additional Responsibility Payments can be paid to academic, academic-related, and assistant staff irrespective of grade or type.

Market Pay

In terms of market pay considerations, the grade of an office or post is first determined prior to advertisement using the HERA scheme. Where evidence indicates that similar posts outside the University command a higher salary than that determined by role analysis, it may be appropriate to request a Market Pay award in order to secure the recruitment or retention of an individual. Market Pay can be awarded to holders of assistant and academic-related posts where a particular specialist skill exists, but the majority of payments are made to recruit or retain academic staff where there are particular pay pressures in the discipline.

Advanced Contribution Supplement

In view of the difficulties experienced in defining the ‘market’ in relation to academic posts, where justified, an Advanced Contribution Supplement (ACS) may be awarded as the primary means of supplementing the salary of an academic member of staff for retention or recruitment purposes. An ACS is awarded in the expectation that an individual will reach a certain level of achievement (normally no more than five years ahead). The value of the ACS is reduced as the individual receives increases in basic pay through senior academic promotion or pay progression under the professorial pay review.

Contribution reward and progression schemes apply to all employees on the single salary scale.

Recruitment Incentive Schemes

Recruitment incentive payments are one-off, taxable, ex gratia payments that do not form part of the employee’s salary. Payments can only be made to individuals taking up their first appointment at the University. The award of a payment is conditional upon the employee completing at least three years of service; repayments are required if the employee leaves before that time is up. All requests for recruitment incentive payments must be considered by the Head of the relevant School, and by the Registrary in the case of Council institutions.

There are a number of other recruitment incentives available to staff, including:

•the rental deposit loan scheme, which provides an interest free loan of up to £3,000. This can be used for some of the costs associated with private rental accommodation, such as initial deposit, first month’s rent and other fees;

•the shared equity scheme is available to new permanent members of staff (grade 7 and above) and holders of certain Fellowships, to help with the purchase of living accommodation if they have to relocate to take up their appointment. Under the scheme, the University may make a contribution towards the capital cost of purchasing a property close to, or within Cambridge, and would hold a share of the equity in proportion to its capital contribution; and

•the visa loan scheme. The University recognises that UK immigration fees present a considerable burden for non‑EEA staff, particularly members of the postdoctoral community who may struggle to meet these costs for themselves and their families. The scheme offers an interest-free loan for prospective staff and their dependants, up to a certain value, which staff members can use towards meeting the costs of these visas.

APPENDIX 2

Changes to reporting of salaries over £100,000

	Based on new OfS definitions							Based on old definition
	TOTAL GROUP							TOTAL GROUP
	Clinical		Non-clinical		Total number			Clinical		Non-clinical		Total number
	2018	2017	2018	2017	2018	2017		2018	2017	2018	2017	2018	2017
£100,000	30	32	107	92	137	124		15	17	107	92	122	109
£110,000	13	9	50	49	63	58		23	23	74	79	97	102
£120,000	2	2	31	32	33	34		13	8	43	39	56	47
£130,000	1	1	25	18	26	19		11	12	42	34	53	46
£140,000	1	2	16	16	17	18		7	8	21	19	28	27
£150,000	0	0	10	6	10	6		13	13	15	25	28	38
£160,000	0	0	6	5	6	5		11	11	16	13	27	24
£170,000	0	0	5	5	5	5		9	7	11	9	20	16
£180,000	0	0	2	2	2	2		3	4	6	2	9	6
£190,000	0	0	3	4	3	4		2	4	7	4	9	8
£200,000	0	0	2	1	2	1		5	5	6	7	11	12
£210,000	0	0	1	0	1	0		3	2	10	10	13	12
£220,000	0	0	1	0	1	0		2	0	4	3	6	3
£230,000	0	0	1	3	1	3		1	1	2	1	3	2
£240,000	0	0	2	0	2	0		0	0	3	7	3	7
£250,000	0	0	1	2	1	2		0	0	3	3	3	3
£260,000	0	0	0	0	0	0		1	0	1	1	2	1
£270,000	0	0	0	0	0	0		0	0	0	0	0	0
£280,000	0	0	0	0	0	0		1	0	0	1	1	1
£290,000	0	0	0	0	0	0		0	1	2	0	2	1
£300,000	0	0	0	0	0	0		0	0	1	1	1	1
£310,000	0	0	0	0	0	0		0	0	0	0	0	0
£320,000	0	0	1	0	1	0		0	0	3	0	3	0
£330,000	0	0	2	0	2	0		0	0	0	1	0	1
£340,000	0	0	0	2	0	2		0	0	0	0	0	0
£350,000	0	0	0	0	0	0		0	0	1	2	1	2
£360,000	0	0	1	1	1	1		0	0	1	0	1	0
£370,000	0	0	0	0	0	0		0	0	0	0	0	0
£380,000	0	0	0	0	0	0		0	0	0	0	0	0
£390,000	0	0	0	0	0	0		0	0	1	0	1	0
£400,000	0	0	0	1	0	1		0	0	0	1	0	1
£410,000	0	0	0	0	0	0		0	0	0	0	0	0
£420,000	0	0	0	0	0	0		0	0	0	1	0	1
£430,000	0	0	0	0	0	0		0	0	0	0	0	0
£440,000	0	0	0	0	0	0		0	0	1	0	1	0
£450,000	0	0	0	0	0	0		0	0	1	0	1	0
£460,000	0	0	0	0	0	0		0	0	0	0	0	0
£470,000	0	0	0	0	0	0		0	0	0	1	0	1
£480,000	0	0	0	0	0	0		0	0	0	0	0	0
£490,000	0	0	0	0	0	0		0	0	1	0	1	0
£500,000	0	0	0	0	0	0		0	0	0	0	0	0
£510,000	0	0	0	0	0	0		0	0	0	0	0	0
£520,000	0	0	0	0	0	0		0	0	0	0	0	0
£530,000	0	0	0	0	0	0		0	0	0	0	0	0
£540,000	0	0	0	0	0	0		0	0	0	0	0	0
£550,000	0	0	0	0	0	0		0	0	0	0	0	0
£560,000	0	0	0	0	0	0		0	0	0	0	0	0
£570,000	0	0	0	0	0	0		0	0	0	0	0	0
£580,000	0	0	0	0	0	0		0	0	0	0	0	0
£590,000	0	0	0	0	0	0		0	0	0	0	0	0
£600,000	0	0	0	0	0	0		0	0	0	0	0	0
£610,000	0	0	0	0	0	0		0	0	0	0	0	0
£620,000	0	0	0	0	0	0		0	0	0	0	0	0
£630,000	0	0	0	0	0	0		0	0	0	0	0	0
£640,000	0	0	0	0	0	0		0	0	0	1	0	1
£650,000	0	0	0	0	0	0		0	0	0	0	0	0
£660,000	0	0	0	0	0	0		0	0	0	0	0	0
£670,000	0	0	0	0	0	0		0	0	0	0	0	0
£680,000	0	0	0	0	0	0		0	0	0	0	0	0
£690,000	0	0	0	0	0	0		0	0	0	0	0	0
£700,000	0	0	0	0	0	0	0	0	0	0	0	0
£710,000	0	0	0	0	0	0	0	0	0	0	0	0
£720,000	0	0	0	0	0	0	0	0	0	0	0	0
£730,000	0	0	0	0	0	0	0	0	0	0	0	0
£740,000	0	0	0	0	0	0	0	0	0	0	0	0
£750,000	0	0	0	0	0	0	0	0	0	0	0	0
£760,000	0	0	0	0	0	0	0	0	1	0	1	0
£770,000	0	0	0	0	0	0	0	0	0	0	0	0
£780,000	0	0	0	0	0	0	0	0	0	0	0	0
TOTAL	47	46	267	239	314	285	120	116	384	357	504	473

Discussion of a topic of concern to the University: The future of the Investment Office

7 January 2019

The Registrary gives notice that she has received a request for the discussion of the following topic of concern to the University: The future of the Investment Office.

The request is supported by the following ten members of the Regent House:

S. J. Beard	M. Hrebeniak	T. J. Miley
P. Dominiak	M. R. Laven	M. G. Moreno Figueroa
J. A. Guarneri	C. L. Lemanski
A. M. Guite	E. E. Mawdsley

The Council has agreed that this topic will be included among the matters for consideration at the Discussion to be held in the Senate-House at 2 p.m. on Tuesday, 5 February 2019.