Reports

Report of the Council on changes to Statutes G II and G III concerning College contributions, the Colleges Fund and College accounts

The Council begs leave to report to the University as follows:

1. This Report proposes the transfer of matters of detail concerning the assessment of annual contributions by Colleges from Statutes G II and G III to Special Ordinance. The Council has agreed to propose the changes to Statute G II at the request of the Bursars’ Committee and has taken the opportunity to take similar action in relation to Statute G III. The changes have the support of the Finance Committee of the Council. The Privy Council Office has been consulted about these proposed amendments and has raised no objections.

2. Statutes G II and G III determine the rules for calculating the annual contributions paid by the Colleges into the Colleges Fund. These rules include the form of the College accounts for this purpose and the definition of the assets to be included in those accounts. Contributions are redistributed each year as grants to Colleges that have applied to the Colleges Fund Committee for funding.

3. The main effect of the transfer will be to remove the need to seek the approval of His Majesty in Council for any future changes. As the provisions will be transferred to Special Ordinance, any further amendments to them will be the subject of a Report to the Regent House, on which there will be a Discussion and then approval sought for the Report’s recommendations by Grace.

4. Under section 7 of the Universities of Oxford and Cambridge Act 1923,1 the University is required to obtain consent for changes to the University’s Statutes from Colleges affected by those changes. However, no consent is required for any changes ‘prescribing the scale or basis of assessment of the contributions to be made by the colleges to University purposes’. Given that this Report proposes procedural changes, if this Report’s recommendations are approved, the Council will consult with the Colleges individually to obtain their consent for those changes.

5. The text of the Statutes proposed for transfer to Special Ordinance has not been substantively altered at this point. The Council is aware that some of the provisions proposed for transfer need to be updated. Proposals for substantive changes will be presented for approval separately, once the outcome on this Report’s recommendations is known.

6. Statute A III 7 replicates the requirements set out in section 7 of the 1923 Act. The opportunity is also being taken to add a new paragraph to Statute A III 7 to reflect section 8 of the 1923 Act.

7.The Council recommends

I.That the Statutes of the University be amended as follows, and that these amendments be submitted to His Majesty in Council for approval:

(a)By rescinding Statute G II (including its Schedule) and Statute G III (Statutes and Ordinances, 2024, p. 49) in their entirety and replacing them with the following new Statute G II, and by renumbering Statute G IV as Statute G III:2

(b)By amending Statute A III 7 to read as follows:

II.If Recommendation I is approved, that the changes to Ordinances as set out in Annex A be approved.
 

17 December 2025

Annex A

If the Report’s recommendations are approved, the following changes will be implemented from the date of approval of the changes to the Statutes.

(a)By adding the following new Special Ordinances G (i) and G (ii), retitling the existing Special Ordinance G (i) as Special Ordinance G (iii), and updating any cross-references.

special ordinances under statute g

COLLEGES AND COLLEGIATE FOUNDATIONS

SPECIAL ORDINANCE G (i):
College contributions and the Colleges Fund (Special Ordinance under Statute G II)

1. Every College in the University shall make a yearly contribution, which shall be applied to the purposes hereinafter prescribed.

2. The following items shall constitute the assets of a College:

(a)all property, real and personal of whatsoever nature, held by the College, or held in trust for the College;

(b)all property held by the College or by or with any other trustee or trustees on trusts any of the purposes of which concerns the College;

(c)all property held by a subsidiary of the College;

(d)any business of the College, as defined in Section 4; and

(e)(considered as assets of negative value) all liabilities of the College or of a subsidiary of the College,

but the assets and liabilities relating to any occupational pension scheme registered for income tax purposes shall not be included in the assets of the College.

3. (a) The following assets of a College shall constitute its operational assets:

(b) With the approval of the Finance Committee,

(c) For the purpose of this section,

4. A business of a College shall mean any activity that involves the use of the operational assets of the College conducted or permitted by the College or by a subsidiary of the College with a view to deriving income other than from the College or its members, whether or not that activity falls within the charitable purposes of the College.

5. The assessable assets of a College shall comprise all of its assets except

(a)its operational assets; and

(b)assets held by the College or by or with any other trustee or trustees on trusts approved by the Finance Committee as being exclusively for non-Collegiate purposes.

6. The assessable amount of a College, in respect of any year, shall be the value of its assessable assets on the valuation date. The valuation date shall be the last day of the accounting period for the preceding year. A change in the accounting period for a College shall require the approval of the Finance Committee.

7. In the case of a trust partly for Collegiate and partly for non-Collegiate purposes, the value of the assets of the trust in respect of any year shall be taken to be the value at the valuation date of the whole assets of the trust multiplied by the Collegiate distribution for the accounting period for that year divided by the income for that accounting period. For the purpose of this section, in relation to a trust,

(a)the Collegiate distribution for an accounting period means the amount applied from the trust during that period for Collegiate purposes or transferred from the trust to the College during that period, not including any amount approved as a capital distribution by the Finance Committee for the purpose of this section; and

(b)the income for an accounting period shall not include any additions to the trust during that period, and shall not include any gain of a capital nature during that period except to the extent that the computation of income of the trust is in accordance with a rule approved by the Finance Committee for the purpose of this section.

8. The value of a business of a College in respect of any year shall be derived from a notional operating surplus equal to the turnover of the business during the accounting period for that year multiplied by a defined percentage, which notional operating surplus is then capitalised for a yield of four per cent (or such other figure as may be determined by Ordinance). For the purpose of this section,

(a)turnover shall mean total revenue after deduction of Value Added Tax (or any similar deduction approved by the Finance Committee) and before any other deduction therefrom, but shall not include any revenue derived from the College or its members;

(b)the defined percentage shall be determined according to the nature of the business concerned and shall be such figure as the Finance Committee consider to be an appropriate estimate of the profit normally to be expected from a business of that nature, where profit means the turnover less the costs of the operation of the business, not including any costs relating to the operational assets of the College; and

(c)where a business involves the use of both operational assets and other assets of the College, an apportionment shall be made, by a method approved by the Finance Committee, to determine its value in relation to the use of operational assets only.

9. The Finance Committee shall make, and may vary from time to time, rules for the purposes of this Special Ordinance. Without prejudice to the generality of the foregoing, such rules may include provision for

(a)the valuation of assessable assets that are in use in part only as operational assets;

(b)the valuation of assets that are owned jointly by the College and some other person or persons;

(c)the submission of information and evidence by Colleges in connection with any matters concerning this Special Ordinance;

(d)the disregard of businesses of a specified nature and the reduction (whether for business of a specified nature, or in relation to income, or otherwise) of the profit percentage defined under Section 8;

(e)the set off of assets and liabilities between the College and a subsidiary of the College;

(f)the variation of the valuation date for certain classes of assets; and

(g)the certification of the value of assessable assets.

Such rules shall include provision for the disregard of a business established as a school for the supply of Choristers to the College.

10. The Finance Committee may obtain professional advice in connection with any matter concerning this Special Ordinance. The cost of such advice shall be paid from the Colleges Fund.

11. The Finance Committee may give written notice to a College of its intention to review the contribution payable by the College in respect of any year. Such notice shall specify the year in respect of which it is given, and shall be given not later than the end of the accounting year sixth after the accounting year for the year in respect of which it is given. But later notice may be given where the intention of the Finance Committee is based on facts of which it was previously unaware and could not reasonably have been aware. Any such later notice shall specify the facts on which it is based and shall be given not later than three months after the Finance Committee first became aware of those facts. No notice shall be given later than the end of the accounting year twelfth after the accounting year for the year in respect of which it is given. A notice given under this section may require the submission of such information and evidence as is specified in the notice in connection with any matter concerning this Special Ordinance. A notice shall state a time by which any information and evidence specified in it, and any representations in relation to it, shall be received from the College.

12. After considering the information, evidence, and representations received from the College within the time stated in the notice (or within any extension of time allowed), the Finance Committee shall conduct its review and shall determine the contribution due from the College in respect of the year concerned. Such determination shall be binding and effectual for the purposes of this Special Ordinance, but may be varied by the Finance Committee after further review made on the application of the College. After conducting a review, the Finance Committee may require payment by the College to the Colleges Fund of all or any part of the costs incurred by the University in the review.

13. The Finance Committee may agree with a College the nature, valuation date or value of any of its assets. Such agreement may be unconditional or subject to such conditions as the Finance Committee may determine. Such agreement shall be terminable at will by the Finance Committee, provided that such termination shall not affect the contribution payable by a College in respect of any year the accounting period for which has then passed. An agreement may be made notwithstanding any conflict with rules made by the Finance Committee under this Special Ordinance.

14. In making rules under this Special Ordinance, and in agreeing with a College under Section 13 the nature, valuation date or value of any of its assets, the Finance Committee shall have regard to the desirability of achieving fair, reasonable, and administratively simple outcomes.

15. Any approval by the Finance Committee under this Special Ordinance may be given unconditionally or subject to such conditions as the Finance Committee may determine.

16. The contribution of a College shall be calculated in accordance with the provisions of the Schedule to this Special Ordinance.

17. Every College shall pay to the University on or before 31 December following the end of the accounting period for a year one‑half of the contribution calculated for that year, and the remaining one‑half on or before 30 June next following.

18. The contributions of the Colleges shall be paid into a Colleges Fund. Payments from the Colleges Fund shall be made in accordance with the provisions of this Special Ordinance and, in accordance with Ordinances enacted by the University, for grants to the Colleges. Such grants may include investment for the benefit of a College in an amalgamated fund constituted under Statute A II 6( b) subject to such restrictions as may be prescribed by Ordinance.

19. If in the opinion of the Finance Committee inequity or hardship owing to exceptional circumstances would be inflicted upon a College by the enforcement of the provisions of this Special Ordinance, the University shall have power to remit or defer payment of the whole or part of the contribution of the College in respect of any year.

20. If there is any dispute between the Finance Committee and a College concerning any matter in relation to this Special Ordinance, the question shall be decided by the Council. Any College affected by the decision of the Council may, within six months after notice of the decision, appeal to the Chancellor or, if the office of Chancellor is vacant, the High Steward, who may affirm, reverse, or vary the decision.

21. Where a College becomes aware of any error in the calculation of its contribution, it shall notify the Finance Committee, who shall determine what correction (if any) should be made.

22. Where a correction or other adjustment is made to the assessable amount of a College in respect of any past year, the Finance Committee shall notify all of the Colleges of the changes to be made in relation to that year. Each College shall account for such changes in the accounting period in which notification is given.

23. In the interpretation of this Special Ordinance:

(a)holding, as regards property, means having (whether alone or with others) a legal or equitable interest in, possession of, or (where appropriate) occupation of the property, and held shall be interpreted accordingly;

(b)the assets of a College shall have the meaning given by Section 2, and ownership by the College shall be interpreted accordingly;

(c)Collegiate purposes shall include

but shall not include

and non-Collegiate purposes shall be construed accordingly;

(d)a subsidiary of a College shall include any company, trust or other corporate or unincorporated body which is owned or controlled by or on behalf of the College, and for this purpose ownership shall include entitlement, directly or indirectly, to the benefit of at least one‑half of the property of the subsidiary and control shall include entitlement, directly or indirectly, to appoint, control or influence at least one-half of the persons having the general control and management of the administration of the subsidiary, but shall not include any company, trust or other body excluded from this definition with the approval of the Finance Committee;

(e)the accounting period for any year shall be the accounting period the last day of which falls in that year; and

(f)the Finance Committee shall mean the Finance Committee of the Council.

SCHEDULE G (i)

The contributions of a College under Special Ordinance G (i) 16 shall be calculated according to the following rules:

Each year the total of the contributions of the Colleges shall equal the sum of the net payment for the year, as notified by the Finance Committee, from the Colleges Fund of the costs of the University under Special Ordinance G (i) 10 and 11 and £3,000,000 multiplied by the multiplier for that year.

The multiplier shall be equal to the ratio of the value of an index six months immediately preceding the valuation date to its value in July 2005, that index to be determined by the University reflecting general economic circumstances.

In each year the assessable amount of a College shall be divided into bands. The first band shall comprise the assessable amount of the College up to 1.25% of the sum of the assessable amounts of all the Colleges for that year. The second band shall comprise the assessable amount of the College between 1.25% of that sum and the average assessable amount of all the Colleges. The third band shall comprise the assessable amount of the College in excess of that average.

No contribution shall be payable on the first band. The rate of contribution payable on the third band shall be twice that payable on the second band.
 

SPECIAL ORDINANCE G (ii):
Accounts (Special Ordinance under Statute G II)

1. Every College shall close its accounts in each year on a day not earlier than 30 June and not later than 30 September, and shall have them audited by a qualified Auditor not being a member of the Governing Body.

2. There shall be an Inter-Collegiate Committee on College Accounts composed of representatives of the several Colleges, to which each College shall be entitled to appoint one member.

It shall be the duty of the Committee

(a)to meet at least once a year;

(b)to consider the form of the Recommended Cambridge College Accounts, having regard to developments in accounting practice generally; and

(c)to make recommendations to the Finance Committee of the Council as it deems necessary for the amendment of the Recommended Cambridge College Accounts.

3. Except as provided by Section 6, every College shall when preparing its accounts:

(a)have regard to the Recommended Cambridge College Accounts as determined from time to time by the University on the recommendation of the Finance Committee of the Council, made after considering the advice of the Inter-Collegiate Committee on College Accounts; and

(b)give a true and fair view of the state of affairs of the College at the end of the financial year and of the income and expenditure of the College for the financial year.

4. Every College shall ensure:

(a)that the report of its Auditor includes an opinion that the accounts comply with Section 3 of this Special Ordinance and that the payment due under Statute G II has been calculated in accordance with the provisions therein; and

(b)that its accounts are submitted, together with the report of its Auditor, to the Registrary not later than 31 December next after their closing.

If an Auditor is unable to report that the accounts comply with Section 3 of this Special Ordinance and that the payment due under Statute G II has been calculated in accordance with the provisions therein, the Auditor shall state in writing the reasons for that, and the College shall send the statement to the Registrary.

5. Every College shall submit each year to the Registrary a return signed by its Auditor, in such form as shall be prescribed by the Finance Committee after consultation with the Inter-Collegiate Committee on College Accounts, showing the calculation of the payment due in accordance with Special Ordinance G (i). The University shall publish annually the returns of the several Colleges and financial statements for the Colleges Fund.

6. The amendments of Statute G III (now Special Ordinance G (ii)) and the repeal of Schedules D and E made by Grace 1 of 6 August 2003 shall have effect in respect of the accounts of each College for such year as the College shall specify by notice addressed to the Registrary and for each year thereafter; provided that a College which has not given such notice shall prepare its accounts in the form that was required by Statute G III (now Special Ordinance G (ii)) on 1 October 2002, with such modifications relating to University contribution as may be approved by the Finance Committee. Such a College shall additionally submit to the Registrary a return signed by its Auditor, in such form as shall be prescribed by the Finance Committee, showing the calculation of the payment due under Statute G II (now Special Ordinance G (i)).

(b)Ordinance for Financial Matters (Statutes and Ordinances, 2024, p. 1053): In Regulation 1(a), by replacing the reference to Statute G II with a reference to Special Ordinance G (i).

(c)Ordinance for the Colleges Fund (Statutes and Ordinances, 2024, p. 1087): In Regulation 1, by replacing the reference to Statute G II 18 with a reference to Special Ordinance G (i) 18.

(d)In the Ordinance for College Accounts (Statutes and Ordinances, 2024, p. 1090):

(i)in Regulation 1, by replacing the references to Statute G III and Statute G III 6 with references to Special Ordinance G (i) and Special Ordinance G (i) 6.

(ii)by amending Regulation 3 to read as follows:

3. The index referred to in the Schedule to Special Ordinance G (i) in relation to College contributions under Special Ordinance G (i) 16 shall be the Consumer Prices Index plus one per cent.

Report of the Council on the statutory exclusion of the Commissary’s jurisdiction in relation to staff disputes

The Council begs leave to report to the University as follows:

1. The jurisdiction of visitors in higher education institutions has been subject to exclusions since the enactment of the Education Reform Act 1988. This Report proposes changes to Section 10 of Statute A IX, to reflect the current legislation limiting jurisdiction as set out in section 46(1) of the Higher Education Act 2004.1 The current Commissary has confirmed that his office is subject to the exclusions relevant to visitors as set out in the 2004 Act.

2. The Council recommends that the Statutes of the University be amended as follows, and that these amendments be submitted to His Majesty in Council for approval.

By amending Section 10 of Statute A IX (Statutes and Ordinances, 2024, p. 12) to read as follows:

10. Nothing in this chapter enables or requires the Commissary to hear any appeal in (or otherwise to determine) any dispute in relation to which the jurisdiction of the visitor of a university or other higher education institution is excluded by Act of Parliament. The Commissary has no power to disallow or annul any Ordinance made under or having effect for the purposes of the Statutes in relation to any such dispute.

17 December 2025

Annual Report of the Council for the academic year 2024–25

The Council begs leave, in accordance with Statute A IV 1(c), to report to the University as follows:

Introduction

The Council presents this Annual Report on its work for the academic year 2024–25 to the University. The Report has three main sections. The first focuses on the key themes and strategic developments that have engaged the Council during the year, the second includes brief reports of the work of some of the Council’s committees, and the third provides an overview of changes to the University’s Statutes and Ordinances, senior leaders and the Council’s membership.

This Report should be read in parallel with the Annual Report of the General Board to the Council for the academic year 2024–25 (p. 183), which sets out the University’s academic activities and covers student and research-related matters in greater detail.

Part I: Key themes and strategic developments

To provide further opportunity for strategic discussion the Council convened two Strategic Away Days in September and March for members of the Council, the General Board and the wider Senior Leadership Team.1 At the September session, the Council addressed questions of financial sustainability, the University’s position in the evolving political landscape, and its role as a driver of growth and innovation. This included reflections on the implications of changes in government policy, the development of the Cambridge West Innovation District, plans for an Innovation Hub, and the strategic priorities of Schools and Pro-Vice-Chancellors for the new academic year. In March, attention turned to the transformation programmes and their role in modernising the support structures at Cambridge, together with consideration of the long-term vision for the University’s future including the development trajectory towards ‘Cambridge 2050’. The discussion explored the plans for the University estate and the role of the government, alongside ways to ensure continued relevance and responsiveness in an increasingly competitive environment.

The University’s finances

Financial sustainability

Maintaining the University’s long-term financial health remained a central concern for the Council throughout the year. At the Strategic Away Day in September, attendees received an overview of the University’s financial position which showed a significant rise in the deficit over the previous two years, driven by rising core academic and non‑staff costs while revenue had lagged behind inflation. Attendees agreed that addressing this would require improved financial transparency, a focus on efficiency, and sharing best practice across the University.

In October, the Council considered a report tracing the growth in non‑academic staff numbers since 2018, noting particularly pronounced increases over the past two years, while student numbers and research activity had remained broadly stable. The increases were concentrated in specific academic departments and administrative divisions, including the transformation programmes. The Council supported the development of a more robust headcount budgeting process to more closely manage staffing and associated costs and emphasised the importance of better articulation of the savings expected from the transformation programmes. An update in February indicated efforts to stabilise numbers and slow growth in non-academic areas, supported by new governance processes and requirements to hold posts vacant for fixed periods. The Council has continued to monitor these trends closely.

At its meeting in February, the Council received a recap of the University’s financial model, noting the ongoing core academic cash deficit. Achieving planned cost savings was considered vital for moving the University towards a balanced position. The Council also recognised that additional savings could be possible through improved resource and space management. It stressed that failure to address the deficit would limit future investment capacity, making revenue generation – particularly through international fee income – a priority for future years.

In June, the Council was briefed on refinements to the University’s long-term cashflow forecasting and the establishment of new frameworks for investment commitment and planning. These financial envelopes were intended to guide the scale and timing of future developments, balancing ambition with financial prudence and resilience. The Council also discussed the impact of rising operational costs, with particular emphasis on the estate and utility expenses as primary contributors to the academic deficit. While staff numbers had increased, their impact on overall costs was moderated by below-inflation pay increases. The Council expressed the need for transparent reporting and the need for more robust communication of the savings to be delivered through ongoing transformation initiatives.

Sustainability

Operational environmental sustainability

The Council maintained a strong focus on operational environmental sustainability during 2024–25. In July 2024, the Council had agreed to a two-stage process to strengthen the University’s performance in this area. In October, an external consultancy was commissioned to undertake a comprehensive assessment of the University’s progress in this area as the first of these two stages.

The Council received and discussed a detailed report from the consultancy in June which contained a broad range of recommendations. Council members, recognising the importance of prioritising and implementing the recommendations efficiently in Stage 2, approved the plans to recruit a dedicated senior leader with expertise in delivering ambitious sustainability objectives in complex settings. The report also contained a number of governance‑related recommendations and Council members recommended that work on these should be developed too.

Academic environmental sustainability

In June, the Council received an update on the development of an academic strategy for environmental sustainability. A review of academic activities and cross-disciplinary initiatives had highlighted the diversity and innovation present in sustainability research and education. The Council supported the next steps, which would include the creation of a single website for sustainability initiatives, the establishment of a steering group to co‑ordinate future activities, and the appointment for a fundraiser to support these efforts. The Council will continue to receive regular updates on progress towards the strategy.

The University’s estate

Reshaping our Estate

In July, the Council considered and approved the Strategic Estate Framework and the associated Capital Plan, key outcomes from the Reshaping our Estate programme. The Framework articulated a vision and design philosophy for delivering a high-quality, more effective estate that enhanced the experience of students and staff while advancing the academic mission. Additional benefits included reduced carbon emissions, increased biodiversity, and a planned 10% reduction in both estate size and running costs. The 20‑year Capital Plan, reviewed annually, was designed to constrain total spend and ensure alignment with both academic and operational priorities. Council discussions highlighted concern about physical connectivity across different zones of the estate and recommended further work on transport and connections. Members also urged consideration of more ambitious reduction targets for the size and running costs of the estate.

North West Cambridge development (NWC)

At its meeting in June, the Council considered a new Outline Planning Application for future phases of the North West Cambridge development, as the original 2013 masterplan approval was partially expiring. The application was designed to enable future delivery of housing, student accommodation, employment space, and recreational amenities. While no further funding or delivery commitments were sought at this stage, approval of the planning application was recognised as a critical step in progressing the development. The Council agreed to support the submission of the planning application, recognising its strategic importance for the University’s growth and community provision, which was approved by the Regent House on 27 June 2025.2

Mill Lane North disposal

In April, the Council considered a proposal for the disposal of the Mill Lane North site, following an offer from a College. The Council noted that the site had been earmarked for disposal in previous master planning and the proposal had been endorsed by the Property Board as representing a positive financial outcome for the University. Members also recognised the potential benefits for decarbonisation, with the new owner expected to be in a position to advance this in a shorter timescale than the University. The Council recommended the proposal to the Regent House, which approved the disposal on 6 June 2025.3

People-related matters

Equality, diversity and inclusion

In February, the Council reviewed the statutory Equality and Diversity Information Report, including an overview of staff and student data, pay reports and gender pay gap results. The report highlighted progress across all diversity characteristics, however there was still a substantial gender pay gap and limited diversity at the senior management level. Members welcomed the progress made but expressed concern about persistent challenges in senior representation. The Council approved the 2023–24 reports for publication4 and agreed to separate pay gap reporting from broader equality and diversity information going forward to enable more targeted action and communication.

The Council also considered a detailed analysis of the base pay gap undertaken by the Human Resources Division, which indicated incremental positive trends over recent years but also showed that disparities remain, particularly at senior academic grades. The Council reiterated the importance of transparent promotion processes and endorsed further in‑depth analyses to be conducted at School and Non-School Institution level. The need for a streamlined and inclusive promotions process was also emphasised, accompanied by a commitment to reduce workload associated with career progression processes.

During the year, the Council provided feedback on the University’s draft application and action plan for the renewal of the University’s Race Equality Charter Bronze Award. In July, the Council approved the final application and action plan 2025–2030 for submission to Advance HE in September.

Student-related matters

Although the General Board oversees academic and educational matters, the Council’s continued interest in student wellbeing was reflected in its discussions throughout the year. A more detailed account of student‑related matters over the 2024–25 academic year is included in the Annual Report of the General Board (at p. 183).

Final recommendations of the Teaching Review

In response to the Council’s request that broader consideration be given to ways of reducing student workload, a Teaching Review Task and Finish Group was established to conduct a review of teaching.5 In April, the Council endorsed the Group’s proposals, emphasising the need for ongoing oversight of the progress of the recommendations, particularly regarding the potential short‑term increase in staff workload involved in their implementation and in ensuring that implementation was considered fully across all Triposes.

Gender awarding gap

In June, the Council received an update on work to address the gender awarding gap in relation to first-class examination results. While there was a lot of activity in this area in the University, it was often carried out in a localised manner without dedicated institution-wide support. The Council welcomed the creation of a SharePoint site as a central resource to bring together studies, reports and best practice to bring together and accelerate existing initiatives and identify further opportunities for tackling the awarding gap.

Working Group on Investments in and Research funded by Companies belonging to the Defence Industry

In October, the Council considered its response to a Grace initiated by members of the Regent House in July 2024 requesting that the University commit to divestment from the arms industry by Michaelmas Term 2025 and that the Council take steps towards that goal, including the publication of a Report setting out the costs and effects.

The Council, willing to investigate the costs and effects of such divestment, authorised the Grace for submission to the Regent House. It also agreed to expand the remit of a working group set up following dialogue between senior officers and students representing those taking part in the King’s Parade encampment, to cover the additional points the Grace raised, alongside the matters raised by the students.

Election of the Chancellor

In February, a year after indicating his intention to resign, The Lord Sainsbury of Turville confirmed that he would step down from the office of Chancellor on 24 June.6 This advance notice allowed the Council the time to consider how to make sure the election of the next Chancellor was a success. Those plans included preparing for the implementation of online voting as an alternative option to in-person voting by members of the Senate and the introduction of a ten-year fixed term for the Chancellor.7 Over the 2024–25 academic year, the Council approved the election arrangements and received regular progress updates. In January, it published a role profile for the Chancellor and in February, alongside confirmation of the vacancy in the office, it set out a full timetable and the arrangements for submitting nominations and registering for online voting.8 On 23 July, the Rt Hon. Lord Smith of Finsbury, PEM, was elected Chancellor with 10,569 votes out of the total 25,054 votes cast after applying STV rules – over four times the total number of votes cast in the previous election.9 The Council is grateful to the ten candidates who showed their commitment to the University by standing for election.

Part II: Reports from committees and working groups

Audit Committee

In 2024–25, the Audit Committee focused on challenges outlined in its previous Annual Report. It received updates on cyber-security risks linked to the University’s fragmented IT infrastructure, including internal audits on Software Asset Management and an advisory review of departmental support needed for compliance with the Systems Management Policy by April 2026. The Committee welcomed the appointment of a Chief Information Officer and Director of University of Information Services to lead efforts in mitigating IT‑related risks and noted the potential financial impact should these risks materialise. The Committee also continued to pay attention to research grant administration, with a focus on compliance with funder terms and conditions and the challenges of managing this in a devolved structure.

Updates were also provided on buildings compliance activities following a change in approach, and on travel and health and safety risks identified in earlier audits. The Committee reviewed the University Risk Register and acknowledged the growing maturity of risk management processes. It conducted deep-dives into risks around investment capacity and change and transformation programmes, taking assurance from improvements to the latter since 2024 and the leadership driving recommendations from the Change at Cambridge report. Continued monitoring of these risks will focus on assurance frameworks in place over the transformation portfolio.

The Committee reviewed the audit of the University’s Financial Statements and recommended the appointment of a new external audit firm for the 2027–28 financial year, following a competitive tender. The current auditors were reappointed until 31 July 2025 and are expected to remain in post until 31 July 2027.10

Finance Committee

During 2024–25, the Committee continued to focus on securing long-term financial sustainability to maintain the University’s profile as a world-leading institution while welcoming a new Chair and four new members. The Committee continued to make significant and valuable contributions to the development of financial strategy in the context of the challenges of recent years with the Committee’s work supported by a significant revision to the ten-year cash-flow model.

On the recommendation of the Property Board and the General Board, the Committee approved the acquisition of the Island site at the Cambridge Biomedical Campus to secure a long-term home for the School of Clinical Medicine.

The Committee continued to exercise oversight over subsidiary companies via reviewing revisions to memoranda of understanding and recommending changes to board memberships to the Council.

The Committee received the annual Financial Statements, the quarterly management accounts, and regular updates from the Treasury and Investments Department in the Finance Division and on pensions from the Pensions Working Group, as well as annual reviews of tax, insurance, and the non-operational estate (via the Property Board).

The Committee received in‑depth presentations covering the work of major parts of the University Group including the Trusts, Cambridge Enterprise, Cambridge University Press & Assessment, and the Endowment Fund, as well as the Finance Transformation Programme.

Planning and Resources Committee (PRC)

The work of the PRC has been informed in large part by the requirement to achieve material and sustainable reductions in the University’s operating expenditure, with an initial target to reduce overall operating expenditure by 5% across the 2024–25 and 2025–26 financial years. Informed by the work of the Change and Programme Management Board, the PRC has approved business cases to complete the Finance Transformation Programme and Transforming Research Support and has authorised expenditure to enable the suspension of the HR Transformation Programme (Processes and Systems). Together with the Estates Committee and the General Board, it has participated in the work to agree a Strategic Estate Capital Plan within the context of the Strategic Estate Framework. Business cases to implement Schools’ academic priorities for postgraduate education continue to be tested via the Surplus Improvement Fund (SIF); several further approvals have been given in 2024–25.

Human Resources Committee (HRC)

Work on the review of the University’s pay offer and grading structure continued and the remit was broadened to encompass all aspects of reward and recognition. The Committee approved a proposal to bring together this review and three other related projects under one over‑arching Employer Value Proposition Programme, ensuring intersections between projects are considered at every stage. It also approved proposals to support institutions in preparing for the future implementation of myHR.

Following the approval of the new Academic Career Pathway (ACP) for Research staff,11 the Committee approved the implementation plan for the new pathway, together with proposals to enable greater alignment between, and improved efficacy of, the different ACP schemes. The promotion and pay progression elements of these schemes were separated, and amendments were made to other schemes to ensure consistency across all staff groups.

Following the successful renewal of the University’s Athena Swan Silver Award, the Committee recommended the application to renew its Race Equality Charter Bronze Award. It also approved revised guidance on menopause support, the introduction of neonatal leave above the statutory rate of pay and updated guidance on alcohol and substance misuse. It also approved recommendations to develop Childcare Services following an external review and commended the third Outstanding Ofsted rating for the West Cambridge Day Nursery.

The introduction of new legislation, such as the Higher Education (Freedom of Speech) Act 1923, required a significant amount of policy revisions to ensure the University remained compliant. Work was also progressed on a new single Disciplinary Policy for unestablished staff.

Remuneration Committee

The Remuneration Committee published the 2023–24 Annual Remuneration Report for the University in February 2025.12 This report included a description of the work of the Committee and the University’s approach to the pay of senior post-holders, including the Vice‑Chancellor, in line with the Committee of University Chairs’ Higher Education Senior Staff Remuneration Code.

In line with its terms of reference, the Committee reviewed and, as appropriate, approved new cases and renewals for market payments to Grade 12 staff, approved cases for payments to external members of certain committees, and reviewed and commented on the University’s Equality and Diversity Information Report 2023–24.4 It also led the annual process for the review of the Vice-Chancellor’s performance against her objectives and delivered a report to the Council in October 2025.

The Committee was kept updated on work being undertaken as part of the University’s ongoing review of pay and benefits.

Committee on Benefactions and External and Legal Affairs (CBELA)

CBELA is primarily concerned with the scrutiny of sources of funding to the University from a reputational perspective. It also oversees the University’s legal affairs.

During 2024–25, CBELA scrutinised a range of engagements between the University and external parties to ensure that they were appropriate in terms of reputational risk. The Committee’s business covered varied risk profiles and regions. CBELA continued to receive guidance from an expert on research security considerations in engaging with the People’s Republic of China, and also from a separate individual with expertise on the Middle East. The Committee further received guidance on research security from the University’s export control team and relevant governmental bodies.

In December, the Committee received a report summarising trends in legal claims against the University. In March, members participated in a workshop organised by Development and Alumni Relations on the principles of fundraising and due diligence, and on the procedure for admission to the Vice-Chancellor’s Circle and the Guild of Benefactors, the recognition groups for benefactors to the University.

Information Services Committee (ISC)

During 2024–25, the Information Services Committee (ISC) continued its strategic oversight of the University’s information services and digital infrastructure.

The Committee supported the development of an interim UIS-focused information and digital services strategy and investment plan, with the long-term goal of creating a University Digital Strategy. Following the arrival of the new CIO/Director of UIS in April 2025, development of this strategy will be a major focus for the Committee throughout 2025–26.

The ISC maintained oversight of the Cyber Security Risk Reduction Plan, with an emphasis on clear and actionable technical metrics. The Committee monitored compliance with the Systems Management Policy and supported the rollout of device monitoring and enhanced anti-malware protection. Following a successful trial the Committee recommended a revised Email Address Allocation and Retention Policy to the General Board and the Council. The policy was approved and came into force on 1 April 2025.

One major component of the Committee’s work was the response to the Clinical School Cyber Security incident, and it established a Recovery Task Force to oversee the recovery process. The lessons learnt review and the recovery experience underlined the need for robust IT infrastructure, the vulnerabilities associated with non‑standard systems and the need for fast, decisive communication.

The Committee reviewed major business cases to support critical systems, website migration and IT service unification, and endorsed improvements to IT portfolio governance and resource management. The ISC also regularly reviewed the University’s technology-related risks recommending adjusted risk scores to reflect operational realities and advocating for increased adoption of common infrastructure solutions.

Environmental Sustainability Strategy Committee (ESSC)

During the first half of 2024–25, the ESSC provided input to the review, commissioned on behalf of the Council, of the University’s approach to operational environmental sustainability. Members provided feedback on the proposed approach to the review, as well as the initial recommendations coming out of the review before these were finalised and presented to the Council.

The Committee approved the allocation of funding from the Carbon Reduction Fund to commission consultancy work, required to inform further development of the heat decarbonisation programme for the operational estate. This work provides more granularity on capital costs and energy usage associated with low carbon heating solutions. The outcomes will help to inform and shape allocations from the Strategic Estate Capital Plan by identifying the most cost-effective solution for heat decarbonisation in buildings and sites that are refurbished as part of the Reshaping our Estate programme.

The ESSC has continued to provide oversight of development of the University’s Carbon Contribution Scheme. In July, the ESSC agreed to establish a new working group to advise on the University’s wider and longer-term approach to offsetting carbon.

The ESSC continues to provide management review of the University’s Environmental Management System (EMS) to ensure the system remains fit for purpose and maintains ISO14001 certification (gained in September 2024); and to provide oversight of Risk 14 (Failure to make demonstrable progress towards becoming an environmentally sustainable University).

International Strategy Committee

The University’s international engagement has continued to expand over the past year, supported by renewed partnerships, new collaborations, and structures that ensure staff, students, and research teams are well placed to work internationally.

The Committee met in Michaelmas Term 2024 to discuss a change to the management structure of the Cambridge Centre for Advanced Research and Education in Singapore (CARES). Following subsequent changes to the Pro-Vice-Chancellor portfolios, the arrangements for chairing the Committee are being revised and will be confirmed when the Committee reconvenes in Michaelmas Term 2025.

The Committee’s regional sub-groups remained active and continued to play an important role. The China Strategy Working Group and the South Asia Strategy Working Group both provided important platforms to guide the University’s engagement, focusing on opportunities and challenges and supporting partnership development in their respective regions. The International Response Taskforce also continued to provide support in humanitarian contexts, offering targeted assistance to students and scholars affected by conflict and crises, while the International Advisory Engagement Working Group expanded its role in facilitating and supporting those engaged in international activities.

Estates Committee

The Estates Committee’s principal focus in 2024–25 was the development, through the Reshaping our Estate Programme, of a Strategic Estate Framework and a 20‑year Strategic Estate Capital Plan for the operational estate. These documents, approved by the General Board in June and the Council in July, articulate a long-term vision for the operational estate and a phased investment strategy. Together they will deliver a higher-quality estate that better serves the University’s academic mission whilst also supporting financial efficiency and sustainability objectives.

In parallel, the Committee recommended the progression of various projects, now forming part of the new Framework and Capital Plan, such as the sale of the Mill Lane North site to King’s College and a long-term programme to develop and evaluate potential options for the future of the University Library building. It also reviewed and supported business cases including the refurbishment of the Early Cancer Institute, the construction of a temporary facility for the Molecular Imaging Chemistry Laboratory, and urgent improvements to the cooling infrastructure of the West Cambridge Data Centre.

The Committee received regular reports from its sub‑committees, including updates on its Technical Sub‑Committee’s monitoring of statutory compliance. It reviewed risks related to the estate and environmental sustainability, and approved operational budgets and guidance to support efficient estate management, as well as endorsing the approach to decarbonisation of the University’s electricity supply.

Health and Safety Executive Committee (HSEC)

In 2024–25, the Health and Safety Executive Committee (HSEC) advanced several initiatives to strengthen the University’s health and safety compliance and culture.

A major focus was the implementation and refinement of Peregrine Foresight, the University’s pre-travel risk assessment system. Following feedback from stakeholders, the Committee approved the formation of a majority academic working group to review risk appetites for travel with a view to ensuring the system is calibrated to meet both legal obligations and user needs. The Committee also oversaw the rollout of the Safety Management Hub and a pilot rollout of a digital platform for Display Screen Equipment assessments prior to the platform’s wider deployment in 2025–26. These tools enhance risk visibility and enable departments to manage safety more efficiently and autonomously.

The Committee received regular updates on the transition of maintenance responsibilities from the external provider Equans to an in-house model. It monitored progress and welcomed improvements in both compliance reporting and addressing legacy issues. The Consultative Committee for Safety (CCFS), the Study Away Risk Assessment Committee (SARAC), and the Advisory Committee for Working with People who have Offended (ACWPO) also provided regular reports to HSEC.

Health and safety governance reform remains a priority for HSEC, with ongoing efforts to improve academic engagement in sub-committees. A planned review of the University’s safety governance structure is due to report in the second half of the next academic year.

Press and Assessment Board (PAB)

The Press and Assessment Board (PAB) met regularly in 2024–25 to oversee Cambridge University Press & Assessment’s strategy and the management of its finance, property and broader affairs around the globe. The PAB discussed all areas of the business during the year, and topics receiving particular engagement included IELTS (International English Language Testing System) and other English proficiency tests, artificial intelligence, environment, exam process transformation, digital high‑stakes assessment, cybersecurity, and education reform.

The Board also focused throughout the year on the management of risks, including geopolitical and other challenges impacting customers’ ability to access Cambridge products and services, and on change programmes across shared services areas to maximise efficiency and effectiveness. The organisation’s annual accounts and financial plans were approved, as were regulatory Statements of Compliance for Cambridge’s assessment provision. The annual PAB and Executive Board conference provided an opportunity for in‑depth consideration of the global market outlook and the organisation’s longer term strategic ambitions.

Committee on Prevent and Freedom of Speech

During 2024–25, the Council received regular reports from the Committee concerning the implementation of both the Prevent duty and freedom of speech obligations at the University. These included the Committee’s annual review of its Prevent Risk Register and Action Plan; the Council also approved the University’s 2023–24 Prevent accountability and data return to the Office for Students (OfS).

The Council received reports on the University’s preparations for the new statutory duties set out in the Higher Education (Freedom of Speech) Act 2023 following the government’s announcement of their commencement with effect from 1 August 2025. This included the approval of consequential changes to policies and procedures falling within the Act’s purview to address the expectations of the OfS with regard to the implementation of the new statutory duties in specific areas. Some other aspects of the legislation remain under review by the government; the Committee is monitoring external developments as well as internal progress and will report to the Council as necessary during 2025–26.

Part III: Ballots and changes to statutes, membership and personnel

Ballots and Topics of concern

In Lent Term 2025, members of the Regent House requested a ballot on and proposed an amendment to a Grace recommending the arrangements for the implementation of an Academic Career Pathway for research staff. The amendment sought to revise the frequency of a new contribution reward scheme, retaining its termly schedule instead of adopting an annual cycle aligned with similar schemes for other staff groups. The Council agreed to add the amendment to the ballot paper. It noted that, even if it were approved, the General Board would not be bound to accept the change it proposed. This is because the General Board is responsible for the academic and educational policy of the University and for processes for the management of employment by the University. In the ballot, the Grace was approved in its original form (904 in favour out of 1,643 votes cast).13

Two Topics of concern were discussed during the year, the first on the future of the Employer Justified Retirement Age (EJRA) in October 202414 and the second on support for the veterinary course in March 2025.15

In July 2025, the Council received two Graces initiated by members of the Regent House, one proposing directions for the University administration and the Council in relation to injunctions and the other proposing that the list of members of the Guild of Benefactors be made public. The Council agreed to authorise submission of the Graces, after observing that both were advisory and not binding. In relation to the proposed Grace on injunctions, the Council noted its exclusive authority to conduct legal proceedings on behalf of the University. Whether to publish the membership of the Guild of Benefactors was also a matter for decision by the Council, as the University’s trustee body. Following submission of the Graces, members of the Regent House requested ballots on them both. The votes will take place in the Michaelmas Term 2025. 16

Changes to the University’s Statutes

The Statutes and Ordinances provide the constitutional framework that allows the University to govern its affairs. The Statutes contain the fundamental constitutional and governance provisions of the University and are subject to approval by His Majesty in Council.

The following changes to Statute were approved during the academic year:

•November 2024: Changes to Statutes A I, B I and D II updating provisions concerning membership of the University.17

•May 2025: Amendments to Statute A I introducing a fixed ten-year term for the Chancellor and High Steward, following a ballot in October 2024.18

Changes in the University’s senior leadership

In November, Professor Bhaskar Vira, Pro-Vice-Chancellor (Education and Environmental Sustainability) and Professor Kamal Munir, Pro-Vice-Chancellor (University Community and Engagement) were jointly awarded the title of Senior Pro-Vice-Chancellor by the Vice-Chancellor, with effect from 1 January 2025.

In April, on the recommendation of the Nominating Committee for the Office of Pro-Vice-Chancellor, the Council approved the reappointment of Professor Bhaskar Vira to the office of Pro-Vice-Chancellor (Education and Environmental Sustainability) for a second term of three years from 1 October 2025.

The General Board approved the appointment of Professor Jon Simons as Head of the School of the Biological Sciences from 1 February 2025 until 31 January 2029. Professor Simons was Acting Head of the School of the Biological Sciences from 1 October 2024 until 31 January 2025. It further approved the appointment of Professor Manali Desai as the Head of the School of the Humanities and Social Sciences from 1 October 2025 until 30 September 2029, to replace Professor Tim Harper.

David Hill was appointed as Chief Information Officer and Director of University Information Services (UIS) from April 2025.

Anthony Odgers and Daniel Benham will continue in their existing roles as Chief Financial Officer (CFO) and Interim Director of Finance and therefore the merger of the offices of CFO and Director of Finance has been postponed until further notice.

Council membership

Council members (other than ex officio and student members) serve for four years from 1 January. Student members of the Council serve for one year from 1 July. Council membership for the 2024–25 academic year was as follows:

17 December 2025

Annual Report of the General Board for the academic year 2024–25

In accordance with Statute A V 1(a), the General Board makes the following Report to the Council on the discharge of its duties during the 2024–25 academic year:

Introduction

This Annual Report describes the major pieces of business that engaged the General Board during the year, focusing on the following areas:

1.Key themes and strategic developments

1.1Academic strategy and planning

1.2Education and other student-related matters

1.3Research matters

1.4Human resources matters

1.5Other matters

2.Reports from committees

3.Other items of business

1. Key themes and strategic developments

1.1 Academic strategy and planning

As noted in previous Reports, following the 2022–23 planning process the General Board agreed four priority areas for focus, namely: securing additional funding for postgraduate scholarships; growing and diversifying research income; curriculum review and reform to address staff and student workload issues; and prioritisation of capital investment in buildings, including a longer-term plan based on academic priorities.

The General Board received a report on the outcome of a review of scholarships and funding arrangements in Michaelmas Term. The report stressed the importance of improving links between the University fees and funding teams and the Cambridge Trust and other partners. The report also emphasised the need to prioritise Ph.D. scholarships as a central plank of the University’s future fundraising efforts. The first round of the Trinity–Cambridge Research Studentships was launched providing thirty-four studentships funded jointly by Trinity College and University institutions. It is anticipated that the scheme will attract significant additional match funding on top of that already committed.

As noted below, the Research Policy Committee has commissioned a review of research income and cost recovery. A particular concern was the relatively low level of industry funding for research compared to some key peers. A review of the Strategic Partnerships Office was carried out in 2024–25, in part to consider how best to support industry partnerships in future.

The Review of Teaching’s final recommendations to reduce student workload were approved in Lent Term. The impact of their implementation will be monitored over the next few years. The report included a recommendation regarding academic staff workload which may be addressed in part through a more consistent approach to academic staff stint models. The General Board’s Education Committee will lead on the development of institutional teaching stint principles and the need to review and rationalise course content, the HR Committee will lead on work to support Heads of Institution in addressing workload concerns, and both committees will lead on aspects of work to address ‘on demand’ cultures.

A key achievement during Easter Term was the approval of the Strategic Estate Framework and Strategic Estate Capital Plan for the operational estate, as noted under Estates matters later in the Report. This capital planning framework will incorporate the priorities identified through School Visions and provide a mechanism to prioritise and schedule capital developments across University sites. Development of the operational estate will continue to be informed by academic priorities overseen by the General Board.

In order to provide improved support for academic planning and data and analysis it was agreed that the non‑financial teams previously part of the Academic and Financial Planning and Analysis (AFPA) section in the Finance Division should move to the Academic Division forming a new Academic Planning and Strategy Office (APSO).

1.2 Education and other student-related matters

Review of Teaching

Education remained central to the Board’s agenda. In April, the Board approved the final recommendations of the Teaching Review, which followed comprehensive consultation and proposed a range of enhancements to undergraduate education.1 The recommendations included: systemic recommendations to enable change through infrastructure, culture and policy; enhancement recommendations to ensure continued educational excellence; and communication recommendations to provide clear and coherent information for students and staff.

The Review also recommended that further action should be taken to address staff workload concerns and articulate the value of teaching. The Human Resources Committee (HRC) and the General Board’s Education Committee (GBEC) proposed four collaborative strands of work to be taken forward in 2025–26. The Board approved these proposals in June.

Education Vision

The Board approved an Education Vision statement to supplement the University’s Mission and Core Values in July. The Statement provides a framework against which the collegiate University can develop, map, and report strategic educational developments in relation to all educational offerings.2

Undergraduate admissions governance

In April, following a Strategic Review of Admissions and Outreach and consultation across the collegiate University, the Board and the Council published a Report3 proposing a new joint governance committee with responsibility for oversight and decision-making on undergraduate admissions matters. The new arrangements will rationalise the governance of undergraduate admissions and ensure appropriate College and University representation in the decision-making process.

Review of the approach to provision for disabled students

In January, the Board received the recommendations of a comprehensive external review of how the University and Colleges support disabled students. The recommendations centred around improving coordination, removing barriers, and ensuring equitable access, with a move to standardised adjustments for students with non-complex conditions to enable a greater focus upon students requiring a bespoke approach. The Board welcomed the results and endorsed the direction of travel.

Doctoral student funding and review of scholarship funding arrangements

In November, the Board received reports on doctoral student funding at the University and on scholarships funding arrangements, with options for enhancing the administration of scholarships. The Board discussed the importance of addressing the gap in the volume and value of scholarships and the decline in doctoral funding, along with the need to improve the effectiveness of operational funding arrangements. The Board will receive further updates and a strategic plan to improve doctoral student funding in 2025–26.

Black, Asian and Minoritised Ethnic Student Mental Health Advisory Group report

In July, the Board received an update on progress made against the recommendations of the Black, Asian and Minoritised Ethnic Student Mental Health Advisory Group report, which aim to improve the experience of minoritised students. The Board noted the work undertaken, planned activities, and barriers or risks requiring further consideration, and that the recommendations had been taken into account in the development of the University’s Race Equality Charter application and action plan. The Board will receive a further progress update in 2025–26.

Veterinary Sciences Tripos

The Board considered the initial findings of the Veterinary School Review Group in October, which had been commissioned to establish a sustainable way forward for the School. In November, the Royal College of Veterinary Surgeons (RCVS) changed the registration status of the Department of Veterinary Medicine from ‘full’ to ‘conditional’, and the Board received regular updates on work being undertaken in relation to each of these matters during 2025–26. Measures were put in place to support the Department and the Veterinary School under the oversight of the School of the Biological Sciences, and in March the Board approved the continuation of recruitment to the Veterinary Sciences Tripos in 2026. The Board will receive further updates during 2025–26.

Gender awarding gap

In January, the Board received an update on work to address the gender awarding gap that exists in the proportion of male and female Tripos students receiving a first-class award. A dedicated SharePoint site had been created containing information and resources to enable information-sharing across the University and to provide support for projects and initiatives to tackle the awarding gap.

Office for Students (OfS) condition of registration E6 relating to harassment and sexual misconduct

Work on the collegiate University’s approach to the new OfS condition of registration relating to harassment and sexual misconduct was taken forward under a Steering Group chaired by the Pro-Vice-Chancellor for Education and Sustainability, with College and student representation. Information on related staff training and HR policy changes can be found in the Human Resources matters section.

Reform of examination allowances

In May and June, the Board and the Council approved the publication of a Report4 proposing revisions to examination allowances, which followed an external review of examination access and mitigation processes and collegiate University-wide consultations. The revisions relate to the criteria for examination allowances and the examination allowances available, and the introduction of a maximum period of registration beyond the expected course end date.

Phase 2 post-marking and assessment boycott exam regulations review recommendations

Also in May and June, the Board and the Council approved the publication of a Report5 proposing changes to Ordinances recommended by the Task and Finish Group for Phase 2 of the review of the post-marking and assessment boycott exam regulations. The recommendations removed operational details from Ordinances and devolved to Faculty Boards and equivalent bodies the responsibility for appointing Examiners and Assessors.

Student Protection Plan

The Board approved revisions to the Student Protection Plan in February, in response to a request from the OfS that the Plan should include information on how the University would mitigate the closure of a College, a Faculty or Department, or a course, or loss of accreditation.

1.3 Research matters

In December, the General Board endorsed the Annual Research Integrity Report for 2023–24, which provided evidence of the key measures the University has taken to sustain and enhance the integrity of research and ensure compliance with the Concordat to Support Research Integrity,6 along with a table of assurance of compliance with the Concordat. Production of this annual report is a requirement of the Concordat.

The Board also received the University Research Ethics Committee Annual Report, outlining the Committee’s work in co‑ordinating the development and dissemination of the University’s research ethics policies and consideration of ethical aspects of research applications referred to it. The Board will receive proposals for revisions to the University Research Ethics Policy in 2025–26.

The Board noted in the August circular that the Research Policy Committee had commissioned a Research Income and Cost Recovery Review. The Review will examine how research funding is generated and distributed across the institution, assess the effectiveness and sustainability of current cost recovery models, and make recommendations to inform future strategy and financial planning in support of institutional priorities. The outcomes of the Review will be reported to the Board during 2025–26.

1.4 Human resources matters

Researcher reward and progression arrangements

The Board approved several initiatives aimed at improving staff experience, career progression, and institutional equity during 2024–25. In November, the Board approved the publication of a Report7 proposing a new Academic Career Pathways (Research) scheme supported by a new annual Contribution Reward Scheme. The scheme provides a coherent single progression and career development scheme, and introduces new grades and titles, for research staff.

Contribution Reward Scheme for Academic and Research Staff

In July, the Board approved the extension of the Contribution Reward Scheme for Research Staff to include academic staff on the Research and Teaching and the Teaching and Scholarship pathways, thereby creating the Contribution Reward Scheme for Academic and Research Staff. The new scheme enables academics in Grades 9, 10, and 11 to progress to previously restricted contribution points in their grade, and mirrors the contribution reward schemes for other staff groups.

Changes to the Contribution Reward Scheme for Academic-related Staff at Grade 12

Also in July, the Board and the Council approved changes to the guidance for the Contribution Reward Scheme for Academic-related staff at Grade 12 (CRS 12), 8 to ensure consistency with other University pay progression schemes.

Equality, diversity and inclusion

In January, the General Board received the University’s annual Equality and Diversity Information and Gender Pay Gap Analysis Report. The Board noted that for academic staff in particular the gender pay gap continued to be a concern, and further analyses would be carried out to identify the causes, along with actions to address the gap. The Board also noted the recent move of teaching-focused staff to Academic (Teaching and Scholarship) contracts had been a contributing factor to the academic staff gender pay gap, but that the new promotions process for academics on Teaching and Scholarship contracts was helping to reduce the gender pay gap for this group. The Board recommended the report to the Council for publication.

In July, the General Board and the Council approved the institutional Race Equality Charter application and action plan for 2025–2030, which had been developed following wide consultation. The University’s Bronze institutional award is due for renewal in September 2025.

Staff training and policy changes in accordance with legislative and regulatory changes to address harassment and sexual misconduct

In July, the Board and the Council approved proposals for policy amendments and mandatory staff training9 in order to ensure compliance with the Worker Protection (Amendment of Equality Act 2010) Act 2023 relating to the prevention of sexual harassment of workers in the course of employment, the new Office for Students condition of registration (E6) designed to tackle harassment and sexual misconduct, and a regulatory case report published by the OfS.10 A risk-based approach had been taken to identify appropriate levels of training for different staff groups.

Enhanced neonatal care pay

The Neonatal Care (Leave and Pay) Act 2023 introduced a new statutory right for parents to receive up to 12 weeks of leave on statutory pay if their baby requires neonatal care from 6 April 2025. The Board and the Council approved the enhancement of neonatal care pay to full pay in March.

1.5 Other matters

Estates-related matters

In 2025–26, the Board considered various proposals to enable better informed strategic decision-making. In June, the Board endorsed the new Strategic Estate Framework, which sets out the University’s long-term vision and design philosophy for the operational estate. The Framework is a result of the Reshaping our Estate programme, and is supported by a 20‑year Strategic Estate Capital Plan which the Board also approved in June.11 The Capital Plan sets out the projected funding for projects to deliver the long‑term vision and an expectation of maximum expenditure. It provides a reference point against which all future major operational estate projects and funding decisions can be considered and will be reviewed annually. The Council also approved the Strategic Estate Framework and the Capital Plan in June.

In July, the Board endorsed the Vision for the Cambridge West Innovation District. The aim of the Vision is to deliver a unique academic and commercial offering through the development of space and facilities at West Cambridge that will foster collaborative research, science, and innovation, within the University and with global companies. Planning and associated activities will progress during 2025–26.

University Business Data Strategy

The Board and the Council approved the new Business Data Strategy in July. Development of the Strategy had been initiated by the Change and Programme Management Board to improve the use of data held by professional services staff, and assist decision-making, operational efficiency, allocation of resources, and compliance matters.

Governance-related matters

The Board also considered a number of governance-related matters. In November, the Board and the Council approved the publication of a Report12 proposing the establishment of a University Theatre Committee and bringing the ADC Theatre under the General Board’s oversight. In December, the Board approved the publication of a Report13 proposing the establishment of the Department of Public Policy within the Faculty of Human, Social and Political Science, entitled the Bennett School of Public Policy. In May, the Board approved a proposal to hold a Strategic Review of Cambridge Digital Humanities, to help to inform decisions about its future development.

In addition, to streamline decision-making, the Board delegated to the Schools the authority to approve the following appointments: Heads of Department and Deputy Heads of Departments, Directors and Visiting Professors (where the appointment is the responsibility of the General Board), and memberships of Boards of Electors for elections to Professorships. The General Board remains responsible for decisions made on its behalf, and delegations will be reviewed annually.

2. Reports from committees

Committees reporting to the General Board

Change and Programme Management Board (CPMB)

In the period September 2024 to July 2025, the CPMB continued to oversee the development and management of the University’s change programmes.

In order to secure capital funding for the successful progression of the HR Transformation Programme, Finance Transformation Programme, and Transforming Research Support (TRS) programme, the CPMB considered and recommended several business cases to the Planning and Resources Committee for approval.

In October, the CPMB received Mayer Consulting Limited’s comprehensive assessment of the CPMB’s portfolio of transformation programmes (the Change Review), with recommendations to maximise successful delivery of the programmes. Recommendations were made in relation to delivery management, benefits management, change management, assurance, and developing a culture of trust and collaboration. The CPMB endorsed the recommendations and is progressing the suggested improvements, including changes to its terms of reference and the introduction of a new Senior Responsible Owner role across all programmes to provide overall leadership and accountability for each programme’s success.

The CPMB noted assurance activities undertaken within the portfolio, including a TRS review and lessons learned, Finance Systems Replacement (FSR) benefits realisation, plus a significant piece of work to ensure the institution was ready for the ensuing FSR prior to entering into a contract with the implementation partner, KPMG.

The CPMB commissioned the creation of a University Business Data Strategy to provide a strategic foundation for managing administrative data across the University.

Finally, given the University’s need to reduce costs by 5%, the CPMB recognised the need for a more holistic review of the financial position across the portfolio and now reports at every meeting as to the latest position.

General Board’s Education Committee (GBEC)

GBEC continued to be the primary authority with operational responsibility for education, teaching, quality assurance and standards, and other student-related matters. In addition to the matters referred to the General Board, GBEC undertook the activities summarised in the following section.

Course provision

The following new courses and significant course amendments were approved by the Academic Standards and Enhancement Committee (ASEC) and the Postgraduate Committee (PC), both sub-committees of GBEC.

•Linguistics and Modern Languages Tripos (Faculty of Modern and Medieval Languages and Linguistics)

•M.Phil. in Digital Policy (Bennett Institute for Public Policy)

•M.Phil. in Translational Medical Research (Clinical School)

•M.Phil. in NeuroAI and Intelligent Systems (Clinical School)

•M.Phil. in Global History of Art and Architecture (History of Art)

•M.Phil. in Brain Health and Disease: Clinical Neuroscience (Clinical School)

•M.Phil. in Electrical and Electronic Engineering (Engineering)

•M.Res. in Sensor Technologies and Applications (Engineering)

•Advanced Diploma in Classics (Classics)

•Diploma in Coaching (Level 5 Apprenticeship) (Professional and Continuing Education)

•Ph.D. in Literature, Culture and Thought

•Ph.D. in Sustainable Energy Materials Innovation

•Ph.D. in Data Intensive Science

Significant amendments

◦The Manufacturing Engineering Tripos (Engineering) amended admissions regulations relating to Part IIb to ensure good candidates from other Triposes had equal access.

◦Permission was given by ASEC and the PC to allow students on the revised M.Phil. in Therapeutic Sciences to take two-term placements.

◦A new pathway through the M.Phil. in Asian and Middle Eastern Studies called East Asian Popular Culture Across Time was approved.

◦Approval for the Land Economy Tripos to be renamed the Environment, Law, and Economics Tripos with effect from 2027.

Assessment Formats Ordinance

The following courses opted to move under the Ordinance for Assessment Formats,14 which takes effect from Michaelmas Term 2025:

15 Triposes

17 Master’s courses, including the LL.M. and M.C.L.

31 M.Phil. courses by Advanced Study

  1 Advanced Diploma

Education Vision and strategic priorities

The Committee approved the Vision and its recommendation to the General Board. The Vision aims to expand on the word 'education' in the University’s mission statement and, whilst not able to capture all strands or categories of the University’s teaching and learning, aims to cover the key concepts.

The Pro-Vice-Chancellor for Education and Sustainability identified two key strategic priorities for GBEC:

•Teaching, learning, and assessment: focusing on removing blockers and ensuring compliance with regulatory commitments.

•Postgraduate and doctoral education: supporting expansion and scholarship funding, aligned with the upcoming University fundraising campaign and Research Excellence Framework (REF) preparations.

Review of doctoral education

The Committee noted updates on the progress of the review, commissioned by the Postgraduate Committee, to confirm the value and purpose of doctoral education at Cambridge and to consider the extent to which current arrangements are appropriate considering changes in the doctoral education landscape.

Professional, Statutory and Regulatory Bodies (PSRBs)

The Committee supported the Department of Veterinary Medicine’s efforts to regain full accreditation from the Royal College of Veterinary Surgeons, including the formation of an Education Accreditation Project Group and engagement of external advisors.

Additionally, a new protocol was approved to guide Faculties and Departments in managing accreditation processes, particularly those undertaking a review/visit for the first time.

Mental health and inclusion

The Committee reviewed reports on serious incidents, student deaths, and the mental health of minoritised students. Recommendations from the Black, Asian and Minoritised Ethnic Student Mental Health Advisory Group were referred to relevant committees for action. The Committee endorsed the draft application and associated action plan for renewal of the Race Equality Charter, noting their alignment with the Access and Participation Plan.

Other work

During 2024–25, the Committee approved the following initiatives:

•Development of a working group to improve co‑ordination, communication, and data dissemination of student surveys.

•New policies in the following areas: family leave for students; fee liability following mid-year course changes; extensions to dissertations and coursework; fitness to practise procedure for the Faculty of Education; and screen recordings during examinations.

•A shift from hourly rates to standardised piece rates for examiner payments. The rates will continue to align with Ordinances but simplify operational procedures and fee transparency for examiners.

•A statement on examiner use of AI tools including Microsoft Copilot.

•A mutual expectations document to support part-time postgraduate students.

•The Careers Service Strategy, which was welcomed as informative and forward-looking.

The Committee also noted with special appreciation the retirement of Ms Alice Benton, Head of Education Services, who acted as GBEC Secretary for 18 years.

Collections Committee

During 2024–25, the Committee received updates and provided input on the following matters: progress on the development of a University Collections Strategic Road Map; consideration of the Collections in planning for the future estate and discussions with the Reshaping our Estate project team; the development of philanthropic income across the Collections from the University’s Development and Alumni Relations team; Collections’ documentation, security matters, and risk management and discussions with Risk and Assurance colleagues; the maintenance of collections spaces and risk management, and discussions with the Estates Division; the work of the National Portfolio Organisation programme funded by Arts Council England; the work of the Connections–Collections–Communities Strategic Research Initiative,15 and the 2025 Higher Education Innovation Funding (HEIF) application process. The Pro-Vice-Chancellor for Research attended an additional meeting in July to discuss HEIF activity and funding.

Research Policy Committee (RPC)

During 2024–25, the RPC continued the implementation of the recommendations of the 2024 review of the Strategic Research Initiatives (SRIs) and Interdisciplinary Research Centres (IRCs), resulting, in January 2025, with the agreement of new pathways for development of the IRCs and proposals for a competition to establish new SRIs.

The RPC also continued its focus on environmental sustainability. In October, the RPC received and endorsed the report of the Climate and Environmental Sustainability Research Working Group and the University became a signatory of the Concordat for the Environmental Sustainability of Research and Innovation Practice. In order to facilitate effective delivery of the requirements of the Concordat, funder requirements, and University priorities for sustainable research, the RPC approved revisions to the terms of reference of the Sustainable Research Working Group and agreed to receive and monitor an action plan during 2025–26.

In November 2024, the RPC received the first Research Office Operational Plan, which includes seven cross‑cutting strategic change priorities. The RPC will receive annual updates on delivery across the plan’s priority areas, enabling the RPC to monitor the evolution of the Research Office’s strategy.

The RPC has also maintained its focus on research culture matters. In January, the RPC received a report on the University’s Research Culture programme and endorsed a scoping exercise aimed at understanding where support exists in the University and where additional efforts will be required. The RPC also received the first report of the Improving Inclusivity in Grant Funding Project in March. The report focused on mapping gender disparities in grant-seeking behaviour by academics and researchers in Cambridge, based on data from the last nine years. This mapping exercise is part of a longer-term project that will also report to the Human Resources Committee, given its relevance to equality, diversity and inclusion matters.

In March, the RPC initiated a review of research income and cost recovery for which terms of reference were agreed in May. The project will be delivered by a Fellow appointed from the Fellowship Programme for Emerging Academic Leaders alongside a Working Group reporting to the RPC. In May, the RPC approved changes to the University’s Export Control Procedure and began to monitor the University’s implementation of compliance measures for the Foreign Influence Registration Scheme. The RPC also endorsed a new communications push by the Research Office on these and other research security legislation. The RPC has also received regular updates on internal and external developments regarding REF 2029.

During 2025, the RPC has also taken a strong interest in research innovation and impact activities, overseeing a revised process for HEIF funding applications, monitoring performance in the Knowledge Exchange Framework and providing academic views into a range of developments designed to support the University’s research innovation ecosystem. In order to provide a more structured approach to providing input into research innovation activities, the RPC established an Interim Innovation Sub-Committee in June.

University Research Ethics Committee (UREC)

The University Research Ethics Committee is responsible for the Policy on the Ethics of Research Involving Human Participants and Personal Data and oversees institutional processes for the ethical review of such research.

In 2024–25, UREC completed a detailed review of the University Research Ethics Policy. The revised policy is now under consideration for operational approval, with the governance approval process expected to be completed in Michaelmas Term. With the Policy’s guiding principles now agreed, the UREC will proceed with the development of an online induction module for new and existing Departmental and School research ethics committee (REC) members, expected to launch in 2025–26.

The UREC continued to advise RECs to ensure they meet University standards, including reviewing revised documentation for a School-level REC and updating its guidance on ethical review procedures to provide greater clarity on minimal ethical risk.

Responding to the sustained increase in the number of ethics applications reviewed by RECs in the 2023–24 academic year, the UREC endorsed the University procurement of an ethical review module to better support REC administration. The module has been purchased and will be made available for optional use by RECs.

As part of broader updates to ethical review guidance, the UREC endorsed new guidance for researchers working with sensitive personal data. It also endorsed the University’s proposed response to the Wellcome audit of its research ethics framework and advised on the ethical review requirements for research funded by U.S. Health and Human Services.

Committees reporting jointly to the Council and the General Board

Fitzwilliam Museum Syndicate

The Syndicate played a key role in shaping the Museum’s evolving strategic plan, advancing the Museum’s institutional transformation, and supporting its activities in accordance with the University’s mission and key priorities (including Reshaping our Estate and Enhanced Financial Transparency). The Syndicate approved the Museum’s refreshed Vision and Mission, which are now being embedded into organisational planning.

The Syndicate continues to monitor closely the implementation of the Museum’s improved income generation model, including the introduction of charging for temporary exhibitions, as well as an updated membership scheme, and targeted fundraising campaigns with a view to arriving at financial sustainability.

The Syndicate provided critical input into the delivery phase of the relocation of the Hamilton Kerr Institute’s (HKI) conservation and research services to the University Printing House site on Shaftesbury Road. The expanded HKI conservation services support income generation and a more integrated working across the HKI and the Museum’s conservation, learning, and scientific teams.

The Syndicate continued to support the Fitzwilliam’s leadership as a research-led Museum, with a strong focus on interdisciplinary and participatory research. The Syndicate supported the Museum’s continued leading role in the Collections–Connections–Communities Strategic Research Initiative and Cambridge Visual Culture (with partners in each initiative). The Syndicate also oversaw governance arrangements for a new programme of collaborative doctoral training and research fellowships. A new impact framework for research, co‑developed with University partners, was endorsed by the Syndicate.

The Syndicate approved several major acquisitions that demonstrate the Museum’s commitment to telling larger, more inclusive and more complex histories, and its new engagement with the contemporary world. Those include paintings by Shaquelle Whyte, Lubaina Himid and Jennifer Packer.

Kettle’s Yard Committee

During 2024, the Committee implemented a governance review to ensure that Statutes and Ordinances relating to the Committee were up-to-date and supported the good governance of Kettle’s Yard by a diverse committee. Five new members with diverse skills were subsequently recruited to the Committee. In February, the Committee held a strategic planning day on financial planning.

In November, the Committee considered the future exhibition programme to 2028, and approved the revised Reserves and Legacy Policies. In January, the Committee received and discussed a presentation of the Community and Learning programme. In April, the Committee approved the revised Acquisitions and Disposals and Loans Policies. In June, Committee members discussed the Security Review and recommended actions, and agreed that these would return to the Committee with updates during 2025–26.

At every meeting, the Committee continues to monitor the following:

•Progress in relation to achieving the ‘Activity’ and ‘Investment Principles’ plans, which are central to Kettle’s Yard’s funding agreement with Arts Council England and include Evaluation Reports for key activities such as exhibitions.

•The Risk Register.

•The Management Accounts (including in the June meeting the forecast for 2025–26).

•Progress against the Strategic Ambitions.

•Reports on the charged ticketing for the house.

•Progress of the Endowment Campaign.

The following sub-committees report to every meeting: the Finance and Risk, Friends of Kettle’s Yard, Music and Development Committees.

Library Syndicate

The Syndicate was pleased to welcome Professor John Aston, acting as the Vice-Chancellor’s Deputy, as its new Chair.

In the course of the academic year, there continued to be a focus on strategic financial planning for Cambridge University Libraries (CUL). The Syndicate received and discussed a vision and a strategic delivery plan for reimagining and reshaping Library Services across collegiate Cambridge. These high-level discussions were underpinned by business items including the CUL Strategic Risk Register and long-term financial forecasting and reporting. On other financial matters, the Syndicate was updated, in the context of ‘collections as services’ and a content review, on the approach to journals negotiations with regard to the ‘big 5’ deals coming up for renewal.

The Syndicate discussed estates strategy at each of its meetings. The Planning and Resources Committee, at its meeting on 23 October 2024, approved a business case and warrant to commission a Site Spatial Framework for the University Library. Following a competitive selection process, in which some members of the Syndicate were involved, Herzog & de Meuron were appointed to undertake the work. There was a special meeting of the Syndicate on 16 June 2025 at which Herzog & de Meuron gave an update report on their work to date. On other capital matters, the Seeley Library successfully moved into the University Library over the Christmas vacation to allow work to be undertaken on the Stirling Building.

The Syndicate received update reports on significant initiatives, including the Research Institute; the Digital Preservation Programme; and the African Collections Futures report. It commended CUL on progress in these important areas of activity.

The Syndicate gave initial consideration to a review of its own provisions as set out in Statutes and Ordinances. This will be continued in the coming academic year.

Sports Committee

The Sports Committee continued to oversee the work of the University Sports Service in delivering the objectives of the Strategy for Sport and Physical Activity (2023–27).

The Committee received updates on the ongoing success of the Active Students programme, with 700 hours of free, fun, social, inclusive and welcoming sport sessions delivered by the Sports Service, and a total of 1,248 participants and 6,870 attendances. The Committee noted the very positive feedback in relation to physical and mental wellbeing, social connections, and the broader student experience.

The Committee also received updates on the new Active Staff programme which commenced in January and has provided 326 free fitness classes during the calendar year with 3,764 bookings and positive feedback from participants. The Sports Service introduced a programme of ‘Learn to’ short courses, which included running, padel and tennis. The Committee noted that these courses provided a further 298 opportunities to get physically active and were fully booked.

The Sports Committee received discussion papers from the Sports Club Registration Sub-committee, on student workload/barriers to participating in sport, coach and volunteer arrangements in University Sports Clubs, and the practical implications of the UK Supreme Court judgment in For Women Scotland v The Scottish Ministers16 for Cambridge Sport. Further reports and draft guidance documents will now be developed and discussed in Michaelmas Term 2025.

In January, the Sports Service commissioned SUMS Consulting to develop a strategic investment case for sport and physical activity facilities in line with the Strategy. In June, the Sports Committee received a presentation and draft report from SUMS. The final report will be considered in September 2025 and, if approved, will shape the Sports Service facility development strategy for the future.

Over the last 18 months, the Committee has received updates on the development of Grange Road and the support provided by the Sports Service as it transitions from its traditional grass pitch to a state-of-the-art artificial turf pitch, expected to open in mid-October. This will be transformative for rugby and football, various University and local clubs, and the ‘Active’ programmes for staff and students.

Padel tennis launched successfully in September. There have been 5,085 court bookings, 2,728 attendances at group coaching sessions and 1,508 at Padel Open Nights. There are currently 127 active padel members on monthly or annual memberships, with significantly higher than typical uncovered court usage rates. The Committee noted that the Service is looking to expand provision by building three more courts in the next academic year.

Other joint committees

The Committee on Prevent and Freedom of Speech, the Environmental Sustainability Strategy Committee, the Estates Committee, the Health and Safety Executive Committee, the HRC, the Information Services Committee, the International Strategy Committee and the PRC are also joint Committees of the Council and the General Board, and report to both bodies. More information regarding their work can be found in the Council’s Annual Report above (at p. 178).

3. Other items of business

Establishment of senior positions

The Board proposed the establishment (or re‑establishment) of the following senior positions, in some cases supported by generous benefactions or other external funds:

•Professorship of Public Policy

•Professorship of Data-intensive Mathematical Physics

•Kidani Professorship of Integrated Cancer Medicine

•Childers Professorship of Irish History

•Professorship of Economic History

•Dawson Professorship of Young People’s Mental Health

Head of School appointments are listed in the Council’s Annual Report (at p. 181).

Incident Management and Business Continuity Plans (IMBCPs)

The Board received an annual report on the status of Incident Management Plans (IMBCPs) in General Board institutions. Almost all institutions have an IMBCP in place, with the remaining plans progressing well. The Business Continuity team will support the completion of all plans by the end of Michaelmas Term 2025 and will ensure all plans are formally signed off annually by the Head of institution. The team will also support institutions in complying with the requirement under the Incident Management and Business Continuity Policy to exercise plans against different scenarios on an annual basis. Typical scenarios include occupations and protests, building incidents such as floods, fire and power outages, and loss of IT. The Business Continuity team will facilitate one exercise per institution every three years and an exercise pack with guidance and templates is available to support institutions in running their own desktop exercises in between. More than half of institutions have already exercised their plans in the last twelve months, either through planned exercises or as a response to real incidents experienced over the last year.

Risk registers for Schools and Non-School Institutions

During Michaelmas Term 2024, the General Board considered the risk registers of the School of Clinical Medicine, the School of Humanities and Social Sciences, the School of the Physical Sciences and the School of Technology, together with the risk registers of the Non‑School Institutions (NSIs) under the Board’s supervision (all of which had been postponed from the July 2024 meeting). The Board then considered the risk registers of all Schools during Lent Term 2025 and of the NSIs, including the ADC Theatre, during Easter Term 2025. Key and common risks identified by the Schools and NSIs remained consistent with 2023–24, falling broadly under the categories: staff recruitment and retention; financial sustainability; estates; IT risks; and research, particularly in relation to research and doctoral funding models. NSIs also identified risks relating to collections documentation and security as being of particular concern. The Board noted the mitigating actions being taken to address the risks.

Annual Reports

During 2024–25, the Board received and noted annual reports from the following committees/institutions:

•Cambridge University Botanic Garden

•Cambridge University Development and Alumni Relations (CUDAR)

•Cambridge University Libraries

•Cambridge University Press & Assessment

•Centre for Research in the Arts, Social Sciences and Humanities (CRASSH)

•Change and Programme Management Board

•Committee for the Management of the Natural Sciences Tripos

•Estates Committee

•Fitzwilliam Museum and Hamilton Kerr Institute

•Health and Safety Executive Committee

•Information Services Committee

•Institute of Continuing Education

•Kettle’s Yard

•McDonald Institute for Archaeological Research

•Office of Student Conduct, Complaints and Appeals

•Scott Polar Research Institute

•University Research Ethics Committee

•University Sports Service

Minutes of reporting committees

The Board can report that, during the year, it received and noted the minutes of the following committees:

•Change and Programme Management Board

•Collections Committee

•Committee on Prevent and Freedom of Speech

•Environmental Sustainability Strategy Committee

•Estates Committee

•Fitzwilliam Museum Syndicate

•General Board’s Education Committee

•Health and Safety Executive Committee

•Human Resources Committee

•Information Services Committee

•International Strategy Committee

•Library Syndicate

•Planning and Resources Committee

•Research Policy Committee

•Reshaping our Estate Programme Board

•University Biomedical Services Governance and Strategy Committee

•University Sports Committee

17 December 2025