Corporate Governance Statement

CORPORATE GOVERNANCE STATEMENT – 2021/22

SUMMARY OF THE LJMU STRUCTURE OF CORPORATE GOVERNANCE

The following statement is provided to enable readers of the Annual Report and Statement of Accounts to obtain a better understanding of the governance and legal structure of the university. The university is committed to adopting good practice in all aspects of corporate governance. It aims to conduct its business in accordance with the principles identified in the Committee on Standards in Public Life (selflessness, integrity, objectivity, accountability, openness, honesty and leadership), the requirements of the HE regulator, the Office for Students (OfS), its Instrument and Articles of Government and the Committee of University Chairs’ (CUC’s) Higher Education Code of Governance. It is the opinion of the Board of Governors that the governance practices of the university are consistent with and satisfy the seven primary elements contained in the Higher Education Code of Governance. Liverpool John Moores University is a Higher Education Corporation as defined under the Education Reform Act 1988 and the Further and Higher Education Act 1992. The university has exempt charitable status as defined in the Charities Act 2011, with the OfS acting as its principal regulator. The charitable purpose of the university, as defined in the Charities Act 2011, is the advancement of education for the public benefit. The members of the university’s Board of Governors are the charity trustees and are responsible for ensuring compliance with charity law. The Instrument of Government state that the Board of Governors shall consist of not less than fifteen and no more than twenty-two appointed members, made up of up to fifteen Independent members, two nominees from the Academic Board, two students and two elected staff members. The Vice-Chancellor and Chief Executive (ex officio) is a member of the Board of Governors. The role of Chair of the Board of Governors is separate from the role of the university’s Vice- Chancellor and Chief Executive. The Vice-Chancellor is the designated Accountable Officer for the purposes of the OfS terms and conditions of funding and is supported by an Executive Leadership Team (ELT). The Chair is supported by the Deputy Chair of the Board. The matters reserved specifically to the Board of Governors for decision are set out in the Articles of Government of the university, the Scheme of Delegation and in guidance from the OfS.

BOARD OF GOVERNORS

The Board of Governors holds to itself the responsibilities for the educational character, the financial solvency of the university and its strategic direction in accordance with its Strategic Plan 2017-2022 to shortly be replaced by a new Strategic Plan 2030. In the period from 1 August 2021 up to the date of this report, membership of the Board of Governors is as follows:

EX-OFFICIO MEMBERS

Professor Mark Power Vice-Chancellor and Chief Executive

EXTERNAL INDEPENDENT MEMBERS

Mike Parker Pro-Chancellor and Chair of the Board Chair of Nominations Committee Chair of Chairs’ Group Chair of Infrastructure Committee

Chris Airey Deputy Chair of Infrastructure Committee Shirley Anderson Deputy Chair of Employment Committee Garry Banks Member of Audit and Risk Committee and

(Governor Climate Change Champion) Infrastructure Committee

Lee Gilmore Deputy Chair of Finance Committee Gareth McIntegart Member of Audit and Risk Committee Charles Oddy Chair of Audit and Risk Committee Jane Tomkinson Chair of Finance Committee

Eliot Ward Deputy Chair of the Board Chair of Remuneration Committee

Wendy Williams Chair of Employment Committee

EXTERNAL CO-OPTED MEMBERS

Graeme Robinson Co-opted member of Audit and Risk Committee

NOMINEE MEMBERS

Emily Roxbee-Cox Student Governor (JMSU President) in attendance until April 2022

Ambar Ennis Student Governor (JMSU Vice President Community and Wellbeing) in attendance until June 2022

Marie Hi Student Governor (JMSU President) in attendance since July 2022 Clodagh McErlean Student Governor (JMSU Vice President, Activities) in attendance since July 2022

STAFF MEMBERS

Professor Dhiya Al-Jumeily Staff Governor (Academic) Yvonne Turnbull Staff Governor (Professional Services)

ACADEMIC BOARD NOMINEES

Professor Catherine Cole

Dr David McIlroy

The Board of Governors meets a minimum of four times a year and maintains a committee structure comprising: I Audit and Risk Committee

I Employment Committee I Finance Committee

I Infrastructure Committee

I Nominations Committee

I Remuneration Committee

All of the above committees are formally constituted with terms of reference and are comprised of Independent members of the Board of Governors save for Infrastructure Committee which also is comprised of staff and student governors. The Vice-Chancellor and Chief Executive is an attendee at meetings of the Employment, Finance and Nominations Committees and by invitation attends meetings of the Audit and Risk and Remuneration Committees and is a member of the Infrastructure Committee. The Chair and Deputy Chair of the Board are not members of the Audit and Risk Committee and there is no overlap in membership of the Audit and Risk and Finance Committees. On the Audit and Risk Committee, there is a Co-opted member with the relevant audit qualifications, experience and expertise. The Board of Governors and its Committees review their terms of reference on an annual basis to ensure that they are embedding risk management effectively into their work and that the terms of reference align with the Higher Education Code of Governance and OfS requirements. The Audit and Risk Committee advises the Board of Governors on the adequacy and effectiveness of the University’s arrangements for risk management control, governance value for money (economy, efficiency and effectiveness). It oversees internal and external audit and agrees the audit approach and schedule with the auditors. The Audit and Risk Committee also receives and reviews the Risk Register. The committee is comprised of four independent members (three Independent Governors and one Co-opted member). Whilst the Vice Chancellor and Chief Executive and other senior managers attend meetings of the Audit and Risk Committee as necessary, they are not members of the Committee. Both the external and independent internal auditors also attend the Committee’s meetings where appropriate. The Committee meets the external and internal auditors at least annually without management, for independent discussions in line with best practice. The Committee can also meet regularly with the Vice-Chancellor and Chief Executive to discuss emerging issues. The Committee’s minutes are presented to the full Board meetings. In the last academic year, the Audit and Risk Committee met five times. The Employment Committee advises the Board of Governors on issues related to staffing and employment. The responsibilities of the Committee also encompass Equality, Diversity and Inclusivity (EDI) monitoring and the oversight and review of Human Resources (HR) policies. The Committee’s minutes are presented to the full Board meetings. In the last academic year, the Employment Committee met three times.

The Finance Committee oversees the financial solvency and sustainability of the university. It also keeps under review all significant income and expenditure and at each meeting it receives reports on the university’s performance in relation to approved budgets, estate related capital investment plans and treasury management, and financial reports from the John Moore’s Students’ Union (JMSU). The Committee’s minutes are presented to the full Board meetings. The Finance Committee met four times in the last academic year. The Nominations Committee considers membership issues and appointments to vacancies on the Board for non-executive members, based on a skills and diversity analysis. The Committee’s minutes are presented to the full Board meetings. In the last academic year, the Nominations Committee met three times.

The Infrastructure Committee supports the development of an infrastructure strategy including but not limited to, the estates strategy and/or the review of the existing estates masterplan along with those elements of the IT/Digital strategy that are related to either the physical or virtual infrastructure or in some cases both. The Committee’s minutes are presented to the full Board meetings. The Infrastructure Committee, in the last academic year, met three times. The Remuneration Committee considers the performance and annual remuneration of the Vice-Chancellor and Chief Executive, the Executive Leadership Team and the annual remuneration of the Directorate and Professoriate. The Committee also has oversight of the university’s policy framework on severance payments for senior staff. The Committee’s minutes are presented to the full Board meetings.

The Chair of the Remuneration Committee, in line with best practice, is the Deputy Chair of the Board. The Committee met on four occasions during the last academic year. In addition the Board also works closely with the University’s Academic Board. The Academic Board meets at least four times a year and has thirty members comprising the Vice-Chancellor and Chief Executive as Chair, the Pro Vice Chancellors, the Registrar and Chief Operating Officer, academic and professional services staff and students. (The Vice Chair is the Pro Vice Chancellor, Health). The Academic Board is established as the principal academic body of the university, overseeing the overall planning, co-ordination, development and supervision of the academic work of the university and providing assurance to the Vice-Chancellor and Chief Executive and the Board of Governors for the quality and standards of its awards. The Academic Board, in the last academic year, met four times. The Academic Board recently underwent an external governance effectiveness review which concluded that there were effective arrangements in place for academic governance. The Board of Governors is committed to continuous monitoring of its performance and has reviewed its terms of reference, programme of business, and the effectiveness of all its committees. In support of such commitment, independent Governance Effectiveness reviews regularly take place – the last one having been undertaken in 2020. New Governors are required to participate in an induction programme. Each year all Governors are given the opportunity to attend training and development activities, which are provided internally and externally commissioned services. Regular bulletins are received regarding the activities across the university and the Higher Education sector along with regular governance briefings on relevant topics. Upon commencing appointment, Governors are required to declare any pecuniary, family or other personal interest, direct or indirect, and this is noted in the publicly available Register of Members’ Interests. Governors are advised and expected to update their declaration as and when their circumstances change. The university also conducts an annual update in accordance with recommendations from the CUC. There is an item on each and every agenda where governors are also given the opportunity to declare any conflict of interest.

PUBLIC BENEFIT STATEMENT

The strategic overview on pages (pages 10 – 27) describes how the university has carried out its charitable purposes for the public benefit through its educational research and engagement activities. It also refers to the university’s Access and Participation plan approved by the Office for Students which shows progress to date and future plans for improving equality of opportunity for underrepresented groups to access, succeed in and progress from higher education.

STATEMENT OF INTERNAL CONTROL

The Board of Governors is responsible for ensuring that the university has a sound system of internal control and for reviewing the effectiveness of the university’s system of internal control on an annual basis, whilst safeguarding the public and other funds and assets for which it is responsible. This is in accordance with OfS requirements and consistent with the Higher Education Code of Governance by the Committee of University Chairs (CUC), published in September 2020. Detailed review and monitoring of the system of internal control is carried out on behalf of the Board of Governors by the Audit and Risk Committee, from which it receives periodic reports concerning internal control, and regular reports from members of the Executive Leadership Team on the steps taken to manage risk within their areas of responsibility. Such a system is designed to manage rather than eliminate the risk of failure to achieve business objectives and can only provide reasonable and not absolute assurance against material misstatement or loss. It is based on a framework of regular management information, administrative procedures, and a system of managed delegation and accountability. Key elements of the Universities system of internal control include:

I The university has a Scheme of Delegation which records the reserved powers of the Board of Governors and the delegation of the Board’s powers to its sub-committees, to the Vice Chancellor and beyond. I There is a medium and short-term planning process supplemented by detailed annual income, expenditure, capital and cash flow budgets. The Executive Leadership

Team, the Finance Committee, the Audit and Risk

Committee and the Board of Governors, receive regular financial reports and updates including budgets, monitoring, half year and outturn forecasts in addition to the end of year financial statements. I The university has Financial Regulations, together with supporting financial policies and procedures, a robust Anti-

Money Laundering Policy and Bribery Act Compliance and

Criminal Finances Act Statements.

I The university has an agreed Risk Management Policy and a Risk Appetite Statement. Responsibility for identifying and evaluating the major risks faced by the university and for ensuring that appropriate mitigating measures are in place, sits with the Executive Leadership

Team, which has considered the institutional register three times in the year ended 31st July 2022. The institutional risk register is reviewed by the Audit and Risk Committee throughout the year and the Finance Committee reviews the high-level financial risks annually. The Board of

Governors’ agenda includes a standard item for consideration of relevant or emerging risks and the Board

and ELT remain committed to the review and refinement of risk management procedures. I The university uses externally appointed Internal Auditors to inform the Board of Governor’s review of the effectiveness of the system of internal control. The internal auditors operate to defined professional standards.

The internal audit plan is approved by the Audit and Risk

Committee and takes into consideration emerging sector issues and required assurances, with clear linkage to the university’s risk register. The Audit and Risk Committee receives regular reports from the independent internal auditors, on specific areas of internal control together with agreed management actions for improvement. A tracking record is presented to the Audit Committee at each of its meetings to monitor the implementation of audit recommendations. Assessment grading for audits in 2020/21 were in the main, either substantial or reasonable and all recommendations made by the Internal

Auditors during the year were accepted by management.

The internal auditors advised that they were satisfied that the University was implementing the appropriate policies and meeting the management actions and recommendations from the internal audit fieldwork.

I The review of the effectiveness of the system of internal control is also informed by the work of the

Executive Leadership Team, who have responsibility for the development and maintenance of the internal control framework and by comments made by the external auditors in their management letter and other reports Based on a review of the processes established to ensure effectiveness of internal controls and the range of indicators demonstrating effectiveness, there is an ongoing process for identifying, evaluating and managing the university’s significant risks that has been in place for the year ended 31 July 2022 and up to the date of approval of the financial statements.

MODERN SLAVERY AND HUMAN TRAFFICKING STATEMENT 2021/22

INTRODUCTION

This statement has been published in accordance with section 54(1) of the Modern Slavery Act 2015. It sets out the steps taken by Liverpool John Moores University during the financial year ending 31 July 2022 to prevent Modern Slavery and Human Trafficking in its business and supply chains. Liverpool John Moores University published its first Modern Slavery transparency statement in January 2017. Since then, we have taken positive steps towards increasing our understanding of the risks we face. We know that slavery, servitude, forced labour and human trafficking is a global issue, existing in every region in the world and in every type of economy. As a university with a global approach and footprint, we are committed to improving our practices to play our part in eradicating slavery and human trafficking and significantly minimising the risk of slavery and human trafficking taking place in our supply chains or in any parts of our business.

OUR ORGANISATION, STRUCTURE AND SUPPLY CHAIN

Liverpool John Moores University is a UK Higher Education Institution, integral to the life of the city of Liverpool, with a global approach and a footprint forging international partnerships to facilitate world-leading research and collaboration to tackle some of the huge global issues facing the modern world. The university has two campus areas, Mount Pleasant and the City campus comprising thirty-one buildings. We are structured around five academic faculties supported by a Professional Services infrastructure.

As of 31st July 2022, the university had three subsidiary companies, all based in the UK:

JMU Services Limited

LJMU Recruitment Agency Limited

The Liverpool Business School Limited The university has a 50% interest in the company Sensor City Liverpool Limited, which is treated as a joint venture, a 25% interest in Sciontec Developments Limited, which is treated as an associate, and which owns 100% of Liverpool Science Park Limited.

In respect of Modern Slavery, we have two main risk areas; I People: our large population of staff and students. We accord the welfare of staff, students, and visitors the highest priority. The vast majority of LJMU students are from the UK but we have a growing international population from a large number of countries, particularly India. I Supply chains: we have a large and complex supply chain to support our academic activities and campus operations.

We purchase a diverse range of goods and services and have more than 7,000 active suppliers listed on our Finance

System. Regardless of what we buy we are committed to acquiring it in a responsible manner. Our approach is to

“change the world one tender at a time, using each exercise as an opportunity to address inequalities” (Dr Olga

Martin Ortega – Greenwich University)

OUR POLICIES AND PROCESSES RELATING TO SLAVERY AND HUMAN TRAFFICKING

Our approach around the issue of modern slavery is consistent with our civic origins and our values. Our internal policies and processes support this. I We have had an Anti-Slavery and Human Trafficking Policy in place since 2017.

I We have an Ethics Policy Framework, designed to organise the university’s ethics related policies into categories and groups to assist staff in giving due consideration to ethical issues arising from the university’s activities. This is an overarching framework providing guidance to support the university’s vision, mission, and values. The Ethical

Investment Policy, Procurement Strategy, and Financial

Due Diligence Process are all set within that Framework. I We have a Safeguarding Policy which is intended to support the safeguarding of any child, young person or vulnerable person who is part of, or comes into contact with, the university community. I We operate a Whistleblowing Policy for our employees, students and others working in our supply chains, to encourage the reporting of any wrongdoing, which extends

to human rights violations like Modern Slavery. All reports are fully investigated, and appropriate remedial actions taken where required. I We regularly review our procurement documentation and processes to ensure they reflect best practice. We have this year incorporated Social Value Criteria into our tendering exercises. All LJMU tender documents encompass Modern Slavery Statements which suppliers are required to sign up to. I We have established a Climate Change Panel, which has produced a Climate Change Action Plan which addresses inequalities in the Supply Chain.

OUR APPROACH TO UNDERSTANDING AND MANAGING RISK OF MODERN SLAVERY

As outlined above the two main risk areas for the university in terms of slavery and trafficking relate to people and supply chains.

In terms of people, we continue to integrate the consideration of modern slavery risks into our wider risk management framework.

I We have formalised our internal governance of this risk at the highest level: Pro-Vice-Chancellors of each academic area and the Executive Leadership Team (ELT) lead of each of the business services divisions is responsible for ensuring that their respective areas comply with due diligence requirements set and overseen by the finance team in relation to the approval and use of suppliers and the approval of collaborative partners. Pro-Vice-

Chancellors and ELT leads are required to certify compliance in their respective areas on an annual basis. I At the point of recruitment, we ensure that appropriate checks on prospective employees are completed in accordance with the law. We have a comprehensive

Recruitment Policy and mandatory training programme for those involved in recruitment to ensure compliance. I The university has a subsidiary company LJMU

Recruitment Agency Limited (LJMURA), a franchise of Unitemps, through which it offers temporary work to

LJMU students and alumni. Providing work experience opportunities and supporting students’ financial sustainability whilst studying. LJMU utilises LJMURA for temporary staffing requirements. In terms of the supplier risks. I We continue to work on understanding our supply chain.

We procure goods and services from suppliers across the world and although we consider our day-to-day activities are low risk, we recognise that the global nature of our supply chains may increase the risk of Modern Slavery occurring, particularly in high-risk industries and high-risk countries. As part of our initiative to identify and mitigate risk in respect of our supply chain, we are continuing to implement and improve systems to identify and assess potential risk areas in our supply chains. As stated, we have in excess 7,000 suppliers listed on our Finance

System. The majority of spend is with 500 suppliers, with whom we either contract directly or through a public procurement framework agreement. In both cases suppliers are subject to a full selection process (UK

Government Cabinet Office – SQ used), which evaluates their capacity and capability to supply, and includes assessments of, amongst other things, their supply chain practices and adherence to modern slavery legislation.

As stated above, LJMU make use of a number of external framework contracts; high level contract management is undertaken by each letting authority. This includes monitoring company capability and capacity, as well as general reviews of their wider business practices to provide necessary assurance to contract users. We work closely with The Northwest Universities Consortium (NWUPC) and

The University Catering Organisation (TUCO). I To manage risks through their contract management processes both these consortia have incorporated physical supplier visits for UK based companies within their contract management practices. These include a visual inspection of the premises including looking for any signs of slavery,

This provides assurance that working practices meet our expectations. I During 2021/22 we have continued to subscribe to the supplier sustainability toolkit NETpositive. The toolkit enables suppliers to sign up and develop their own sustainability action plan. The tool addresses Modern

Slavery risks, encouraging suppliers to develop a code of conduct and publish a Modern Slavery Transparency

Statement. The most recent benefit from this tool, is to monitor climate change action amongst our supply chain.

Each supplier is encouraged to share with us details of the impacts arising from their business activities, including slavery and their supply chains. This provides an opportunity for them to tell us how they are addressing these issues.

I Since September 2019, the university has been an affiliate member of Electronics Watch through NWUPC. Electronics

Watch is an independent body which assists public sector organisations to ensure the rights of workers in the electronics industry are protected. I We are committed to ensuring that people are paid appropriately for the work that they carry out. In March 2016, we became the first University in Liverpool, and the largest employer in Liverpool, to be accredited as a Living

Wage employer.

STAFF TRAINING AND PROMOTING AWARENESS OF SLAVERY AND HUMAN TRAFFICKING

We remain committed to raising awareness of modern slavery amongst staff. I To ensure a high level of understanding of the risks of Modern Slavery and Human Trafficking in our supply chains the university requires all staff to undergo an e-learning module on Modern Slavery renewable every three years.

The training aims to raise awareness of Modern Slavery and outlines the university’s obligations in addition to advising staff of the correct channels through which concerns can be raised. The number of new staff who completed this training in 2021/22 is 407. I The university has a second, more comprehensive, e-learning module which includes detailed case studies to inform staff of the different forms Modern Slavery can take.

This has been targeted at Finance, Legal and Governance,

International Relations and Research and Innovation

Services staff.

I At the point of recruitment, we ensure that appropriate checks on prospective employees are completed in accordance with the law. We have a comprehensive

Recruitment Policy and mandatory training programme for those involved in recruitment to ensure compliance. I In 2021/22 we commenced the delivery of Finance Clinics, which were held throughout the year with LJMU Faculties.

Within these clinics, we re-iterate LJMU Financial

Regulations including regulations around the purchase of goods and services. We reinforce the importance of supplier selection and consideration of wider factors (beyond price) when engaging with a company I Our Procurement Team are professionally qualified (MCIPs) or working towards attaining these qualifications.

STEPS TAKEN IN PREVENTING MODERN SLAVERY AND HUMAN TRAFFICKING DURING 2021/22

We have continued to build on the work started in previous years to eliminate the risk of Modern Slavery and Human Trafficking from our business and supply chain. We appreciate that this risk is not static and that this will be a long and continuing journey, as we raise awareness both within the university and with our partners and stakeholders. The progress we have made is summarised below: I The continuation of the use of e-Learning modules to deliver mandatory training to staff on the Modern Slavery and Human Trafficking. I We continued to embed Modern Slavery controls and requirements in our standard contracting and partnership processes. I The initiation of delivery of Finance Clinics across the university as described above. I The review of our procurement “How To” guides for LJMU staff to ensure they have access to appropriate topic specific guidance on procurement. I The implementation of a Helpdesk to allow us to provide a more efficient and effective procurement support.

I We reviewed our Anti-Slavery and Human Trafficking Policy and other related policies, Including our Ethical Investment

Policy. I We initiated the development of Business Intelligence reports to facilitate the reporting on and management of our supplier base.

UNDERSTANDING OUR SUPPLIER BASE

During 2021/22 we purchased or accrued approximately £92m of goods, services and works through various supply chain arrangements. We have engaged with 2,900 suppliers from 65 countries and territories.

OUR PLANS FOR THE FUTURE

We commit to continue to better understand our supply We commit to continue to better understand our supply chains in their entirety and work towards greater transparency and responsibility towards people working within them. We will continue to implement and develop the following action plan to address the risks Modern Slavery and Human Trafficking represent in our business and supply chains: I We will continue to carry out supplier and partner risk assessments and embed our MSA due diligence into the supplier and partner set up process. I We will review and monitor supplier action plans through regular contract management and support initiatives to reduce the risk of Modern Slavery and Human Trafficking occurring. I We will continue to embed our Anti-Slavery and Human

Trafficking Policy. I We will continue to provide training for all key staff on MSA compliance I We will continue to review and update all relevant policies and controls to embed MSA awareness.

I The LJMU Supplier code of conduct is currently included in all our Tender documentation. All suppliers must subscribe to this. The Code of Conduct will be placed on the LJMU external website and referenced in the new supplier form. I Finance Clinics will continue and content further developed.

We will continue the development of Business Intelligence reports to facilitate the reporting on and management of our supplier base.

STATEMENT OF THE BOARD OF GOVERNORS RESPONSIBILITIES IN RESPECT OF THE FINANCIAL STATEMENTS

The Board of Governors is responsible for preparing the financial statements in accordance with the requirements of the Office for Students’ Terms and Conditions of Funding for Higher Education Institutions and Research England’s Terms and Conditions of Research England Grant and applicable law and regulations. It is required to prepare the group and parent University financial statements in accordance with UK accounting standards and applicable law (UK Generally Accepted Accounting Practice), including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. The Terms and Conditions of Funding further require the financial statements to be prepared in accordance with the requirements of the Accounts Direction dated 25 October 2019 issued by the Office for Students (‘the Accounts Direction’) and the 2019 Statement of Recommended Practice – Accounting for Further and Higher Education. The Board of Governors is required to prepare financial statements which give a true and fair view of the state of affairs of the group and of the parent University and of their income and expenditure, gains and losses and changes in reserves, and of the Group’s cash flows for that period. In preparing each of the group and parent University financial statements, the Board of Governors is required to: I Select suitable accounting policies and then apply them consistently. I Make judgements and estimates that are reasonable and prudent. I State whether applicable UK accounting standards and the 2019 Statement of Recommended Practice– Accounting for Further and Higher Education have been followed, subject to any material departures disclosed and explained in the financial statements;. I Assess the group and parent university’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and

I Use the going concern basis of accounting unless it either intends to liquidate the group or the parent University or to cease operations, or have no realistic alternative but to do so.

The Board of Governors is responsible for keeping adequate accounting records that are sufficient to show and explain the parent University’s transactions and disclose with reasonable accuracy at any time the financial position of the parent University. It is responsible for such internal control as it determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error, and has general responsibility for taking such steps as are reasonably open to it to safeguard the assets of the group and to prevent and detect fraud and other irregularities. The Board of Governors is also responsible for ensuring that: I Funds from whatever source administered by the Group or the university for specific purposes have been properly applied to those purposes and managed in accordance with relevant legislation. I Income has been applied in accordance with the

University’s Statutes funds provided by the Office for

Students, UK Research and Innovation (including Research

England) and the Education and Skills Funding Agency and the Department for Education have been applied in accordance with the terms and conditions attached to them.

I Ensuring that there are appropriate financial and management controls in place to safeguard public funds and funds from other sources.

I Securing the economical, efficient and effective management of the university’s resources and expenditure. The Board of Governors is responsible for the maintenance and integrity of the corporate and financial information included on the University’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Mike Parker, CBE

Pro-Chancellor and Chair of the Board