LJMU Annual Report 2023

ANNUAL REPORT For the year ended 31 July 2023

CONTENTS

Introduction from the Vice-Chancellor and Chief Executive 3 Strategic overview 5 Operating review 10 Financial review 32 Corporate Governance Statement

38

Financial statements 50

AN INTRODUCTION FROM THE VICE-CHANCELLOR This annual report covers a momentous year in the history of Liverpool John Moores University.

In our Bicentenary year, we have been celebrating our proud heritage and the achievements of the people who make this the unique university it is today.

It has also been a year of looking to the future and setting out our vision and ambitions for the next chapter in the LJMU story. We launched the LJMU Strategy 2030 which charts our path for the coming years and how we will deliver our mission of providing opportunities, transforming lives and playing a leading role in the Liverpool City Region and beyond.

Our achievements over the last year show that we are well placed to deliver those ambitions. The high quality of teaching and learning at LJMU was endorsed in our impressive Teaching Excellence Framework outcomes and, taken together with the positive findings of the National Student Survey, it demonstrates our commitment to providing an outstanding student experience.

This report reflects the breadth of the fantastic work we do at LJMU and the real impact it has on people’s

lives. In these pages, you will find examples of how world-leading LJMU research is pushing boundaries and transforming society, how we successfully work with partners and communities at a local and global level and how we are ensuring that our students have every opportunity to develop the skills they need to progress in their chosen careers.

It has been a remarkable year; it has been truly inspiring to reflect on the stories of the people, both past and present, who have been part of our university’s journey over the last 200 years. We can look forward to our next phase with great confidence.

My thanks to our Board of Governors for their support and oversight, to our Executive Leadership Team for the management and direction they provide, and to all members of staff for their commitment to the university and our students.

Professor Mark Power Vice-Chancellor and Chief Executive

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...we transform lives and deliver real, impactful change to the people and world around us.

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STRATEGIC OVERVIEW Liverpool John Moores University is an inclusive civic university transforming lives and futures, placing our students at the heart of everything we do.

This university is anchored within the city of Liverpool, defined by the communities we serve and committed to making an impact through our work and the opportunities we provide for social cohesion and inclusion.

Our authentic and ethical leadership in the city has facilitated a shared history of aspiration and endeavour through the generations. We couldn’t exist anywhere else and, for 200 years, have shaped this place to which we belong.

Our values underpin our commitment to providing opportunities for people of all backgrounds and supporting them to flourish.

We can’t do this alone; together, with our partners, students and alumni, we transform lives and deliver real, impactful change to the people and world around us.

The university delivers learning, research and knowledge exchange through five faculties: Arts, Professional and Social Studies; Business and Law; Engineering and Technology; Health; Science.

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LJMU STRATEGY 2030 As the university celebrates 200 years, it sets out a strategy that honours this heritage, but also follows the example of its founders in pressing forward, in speaking to its own time and context, and in imagining and pursuing new futures for the people and place that it serves.

The environment as it launches is a challenging one, marked by economic uncertainty, social inequality, global instability and a climate emergency. In setting out a vision for an excellent education that unlocks the potential of students and meets the needs of employers; for driving positive change and economic growth through outstanding research and knowledge exchange; and for building skills, society, and community through authentic engagement with the city to which its purpose and prospects are tied, our Strategy 2030 speaks both to the university’s roots and to the road ahead.

Refracting its founding spirit and purpose through a 21st Century lens, it expresses its core identity and its enduring purpose.

Through an excellent programme of study, comprehensive support, and a wide range of student opportunities, we will develop graduates who are confident, critical, digitallyskilled and globally-engaged, sought after by employers and equipped with the knowledge and skills to succeed in achieving their professional goals and personal aspirations.

We will develop a broad, flexible portfolio that welcomes students at all stages of learning and life to engage flexibly with education offered in diverse modes and models. And we will inspire, advise, encourage and challenge our students both through the staff who stand alongside them in every dimension of their journey, and through the alumni and employers who help to raise their aspirations and to bring their learning to life PRIORITIES: I To deliver outstanding teaching and learning.

I T o enhance graduate employment prospects, cultivating graduates who are innovative in approach and confident, collaborative leaders and change-makers.

PRINCIPLES, AIMS AND ENABLERS

I To diversify our portfolio and student community.

Two key PRINCIPLES are woven through the whole strategy and are touchstones for all our decisions:

I T o embed effective, responsive support at every stage of the student journey.

Priority of people. Our strategy is for and through our people, both the staff and students who form our core community and the broader set of stakeholders, networks and communities of which we are privileged to be part. We will put people first in every part of our life as a university and strive to be a community to which they belong, of which they are proud, and in which they are supported and empowered.

I T o provide an excellent student experience beyond the academic programme, with a rich menu of activities to help students build networks, skills and confidence and to broaden their horizons.

Sustainability. We will seek to operate sustainably in every aspect of our activity, from the management of our finances and broader resources to our care for the environment. We have declared a climate emergency and are aligning our activities both with our target of becoming net zero for carbon emissions by 2035, and with the broader call to a way of living and being that advances the advent of a sustainable, prosperous future for people and planet.

Our AIMS are our core strategic goals: 1.

Education and Student Experience: transforming lives and futures through an excellent education that equips our students with the knowledge, skills and mindset valued by employers.

‘Transforming lives and futures’ Students sit at the core of our vision. We have a proud history of attracting talented students from a wide range of backgrounds and are committed to providing an outstanding education that expands their horizons, unlocks their potential, and transforms their future lives.

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2.

Research and Knowledge Exchange: delivering curricula inspired by current thought and high-impact knowledge exchange through our curiosity and creativity.

‘Curiosity, creativity and impact’ Research and knowledge exchange are fundamental to our identity and ambition. The Research Excellence Framework 2021 verified the quality and depth of our activity, placing us in the top 50 in the UK for ‘Research Power’ and identifying world-leading scholarship in every corner of the university.

This outcome signals our success in significantly increasing engagement with research and knowledge exchange, while continuing to deliver exceptional activity in our strongest research areas.

Building from our current platform, we will continue to embed a culture that supports the growth of our research community and promotes our areas of excellence. We will draw upon our high-quality scholarship to deliver inspiring curricula shaped by current thought, engage in transformational knowledge exchange with a wide range of partners and sectors, and support a growing postgraduate research community following diverse programmes of study.

We are

STUDENT FOCUSED

Caring for our students to give them a transformational university experience

PRIORITIES: We care about our

COMMUNITY Making a difference to people’s lives

LJMU TOGETHER

We are

COURAGEOUS Speaking out boldly and acting for change

• To strengthen the regional skills base through flexible, responsive, workforce-facing education.

• To collaborate with business and industry to drive local economic growth.

• To catalyse social inclusion and change in collaboration with a range of agencies and partners.

We are

INCLUSIVE Embracing and respecting diversity

• To grow our community of international students and partners.

ENABLERS Supporting these key aims, our ENABLERS express the culture and environment required to deliver our goals.

PRIORITIES: I T o grow our research community, support research excellence and embed an inclusive research culture.

I T o deliver teaching inspired by our research and knowledge exchange work and the staff and students who undertake it.

I To engage with our partners in impactful, connected knowledge exchange that delivers transformative benefit.

I T o develop a vibrant, diverse and intellectually curious postgraduate research community.

3. Place and Partnership: building skills, the economy, society and community through local and global collaboration.

‘Building skills, economy, community’ The university is deeply embedded in its place. It educates the nurses, police, teachers and pharmacists of tomorrow, works with business and industry to support the local and regional economy, and is written into the fabric of the city and local communities through a wide range of collaborations and connections. We are committed to contributing our knowledge to partnerships and projects that will accelerate economic recovery, positively impact the climate emergency, enhance the prospects of places and communities, and build the skills required for the region and its people to look to the future with confidence.

Given its history as a major port, Liverpool’s sense of place also has a global inflection, and the university has a growing international dimension across its activity base.

We are committed to augmenting our visibility as a student destination and education partner, to supporting the interests of the city and region through our global connections and influence, and to forging research collaborations across the world that help to build economies, reduce poverty and enhance health and education outcomes.

Realisation of our ambitions will require a supportive, empowering environment. Our culture must enable our people to thrive, by promoting our collective purpose, reflecting our values and ensuring that all of our staff and students feel accepted and represented. Our organisational approach will be efficient and effective, releasing innovators and change agents and increasing our headroom for strategic activity.

The physical and digital estate also have powerful roles to play in building a sense of community and enabling innovation across our activity base. Our Student Life Building places students at the heart of the university and the university at the heart of the city; we will continue to develop spaces and facilities that support interaction with Liverpool and its Knowledge Quarter, and deploy technologies that encourage collaboration, public engagement and creativity in teaching and research.

Our strategy will be underpinned by a sustainable financial plan. We are committed to optimising the strategic and reputational return from our resources in a challenging financial climate, through the generation of income across a balanced portfolio of revenue streams and the careful management of costs.

PRIORITIES: I To build a positive, inclusive, culture and community.

I T o embed an organisational approach marked by agility, efficiency and innovation.

I To build an enabling digital and physical estate, shaped by academic goals.

I To secure financial sustainability.

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28,418

TOTAL REGISTERED STUDENTS

UNDERGRADUATE 22,425 | POSTGRADUATE 5,993

By Faculty:

Arts, Professional and Social Studies

8179

Health 5145 Science 5060 Business and Law 5636 Engineering and Technology

4398

MODE OF STUDY FULL TIME 23,187 PART TIME 5,231

AGE GROUP YOUNG 17,798 MATURE 10,620

UK 25,950

LCR 10,135 / 39%

EU 387

INTERNATIONAL 2081

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2736

TOTAL NUMBER OF STAFF

Type of Employment: Headcount demic

FTE

Academic

1187.03

1273

Administrative

783.06

860

Manual

152.90

213

Research

147.27

167

Technical

211.59

220

2484.85

2736

TOTAL

Number of staff living either in or out of Liverpool City Region

AGE RANGE Headcount FTE

774 728

Non LCR

22% 602

674 715.54

677.67 599.40

384 355.22

LCR

121 55

16-24

78% 2134

88.66

25-3 4

35-44

4 5 -5 4

5 5- 64

65+

48.37 Stats recorded 31st July 2023

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OPERATING OVERVIEW 2022/2023 has been a year of celebrating LJMU’s proud history, delivering an outstanding experience for the students of today and setting out ambitious plans for a bright future.

The year has marked our Bicentenary, with the university hosting events and activities to celebrate the people and achievements that have made LJMU the distinctive institution it is today.

It has also been a year in which we have looked ahead to the next chapters in the university’s story, setting out our plans in the LJMU Strategy 2030. The strategy details our approach for the coming years, based around our vision and values, our principles and our aims, underpinned by our enablers.

CELEBRATING OUR BICENTENARY This has been a momentous year for the university, with a whole range of events marking our Bicentenary.

In July 1823 an institution was founded which became the catalyst for an educational revolution in the city of Liverpool.

The Liverpool Mechanics and Apprentices Library evolved into the Mechanics Institute and, through mergers and collaborative partnerships, eventually led to the establishment of Liverpool John Moores University in 1992.

In 2023, we have been celebrating the people and the achievements that have made the university the unique place it is today.

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OUR PEOPLE Throughout the year, we have been telling the stories of remarkable people who have shaped, and been shaped by, the university.

Our 200 people series has profiled staff, students and alumni who have made significant contributions to the university and the communities we serve.

We have also produced a series of stunning short films showcasing our achievements and impact since 1823.

Meanwhile, the university also announced 10 new honorary fellows, recognised for their inspirational achievements and role model status in the wider community.

They come from a diverse range of backgrounds and industries, including professional sport, the arts and media, the public sector, engineering, tourism and the judiciary.

Nikita Parris, professional footballer, UEFA Euro 2022 winner and LJMU alum Ngunan Adamu, BBC Radio Merseyside journalist, producer, presenter and LJMU alum Bryan Biggs, Director of Cultural Legacies at the Bluecoat and LJMU alum

HONORARY FELLOWS As part of our Bicentenary celebrations, we honoured our first alumni ambassador fellow. The Mayor of the Liverpool City Region, Steve Rotheram, received the accolade at our spring graduation ceremonies.

Alumni ambassador fellows are former students who embody LJMU’s values of being student-focussed, inclusive, engaged with the community and courageous.

Steve Rotheram said: “I’m genuinely honoured to receive this award. I’m fiercely proud of the city and the wider region and that’s why I jumped at the chance to become an ambassador for this fantastic university. This is a great institution; its ethos, its culture and its importance to our area cannot be overstated.”

Andy Cooke, HM Chief Inspector of Constabulary and HM Chief Inspector of Fire and Rescue Services Professor Joe Rafferty CBE, Chief Executive of Mersey Care Trish Bennett, Deputy Chief Executive and Chief Nurse, Mersey Care Louise Shepherd, Chief Executive of Alder Hey Children’s NHSFT Louisa Flitter, Civil Engineering Senior Project Manager, Environment Agency and LJMU alum HH Judge Sarah Wright, Circuit Judge, Sheffield Combined Court and LJMU alum Jamie Christon DL, Chief Executive of Chester Zoo

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BICENTENARY ROSCOE LECTURES Our Bicentenary year brought the welcome return of our popular Roscoe Lecture series. The public lectures had been paused due to the restrictions of the pandemic but restarted to great acclaim in 2023.

The first in-person lecture since 2019 was delivered by Professor Andy Newsam, LJMU’s Director of the National Schools Observatory.

The astrophysicist inspired a packed audience at St George’s Hall with his lecture, ‘A Universe for All’.

The second Roscoe Lecture of the year saw our Chancellor, Nisha Katona MBE, sharing the key ingredients for success with LJMU students and staff: grace, intelligence and graft.

During a fascinating conversation, Nisha reflected on her family life and upbringing, her education at LJMU, embarking on a career in law and setting up Mowgli, her hugely successful chain of restaurants.

Nisha spoke about being a role model to students as LJMU’s first alumni Chancellor and she shared another key piece of advice with a rapt audience: “there is no such thing as failure”.

ARTIST IN RESIDENCE Special moments from our 200th year are being captured by award-winning artist, Julia Midgley. She is LJMU’s artist in residence for our Bicentenary celebrations.

Julia was a reader in documentary drawing within LJMU’s School of Art and Design and a member of staff for 26 years before retiring in 2013.

Julia has previously illustrated Roscoe Lectures and the construction of our John Lennon Art and Design Building.

Her work on our Bicentenary will be publicly displayed for students, staff and our communities to enjoy.

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EDUCATION AND STUDENT EXPERIENCE LJMU aims to transform lives and futures through an excellent education that equips our students with the knowledge, skills and mindset valued by employers.

Our students are at the heart of everything we do at LJMU. We are committed to providing them with an outstanding university experience, expanding their horizons, unlocking their potential and enabling them to succeed.

Confirmation that we are delivering an excellent student experience came from our impressive results in the National Student Survey (NSS) 2023.

The findings published by the Office for Students (OfS) paint an extremely positive picture of the LJMU student experience, while helping us to identify some areas for improvement.

The OfS introduced a new methodology for NSS 2023, with direct questions rated on a four-point scale; the measure of ‘overall satisfaction’ was also removed this year.

In an excellent set of results, the university scored above the OfS benchmark in an exceptional 26 out of 27 questions.

LJMU was awarded a gold rating for student outcomes and silver overall in the national Teaching Excellence Framework (TEF) 2023.

The scheme, run by the Office for Students (OfS), assesses universities and colleges for excellence above a set of minimum standards in teaching, learning and achieving positive outcomes for students.

The TEF outcomes are based on evidence submitted by the university, a submission from students and national data.

They are judged by a national panel of academics and each provider receives an overall rating and two underpinning ratings.

LJMU has been awarded: I Overall rating – SILVER I Student outcomes – GOLD I Student experience – SILVER The results give confidence to students, their families and external agencies in the quality of teaching, learning and overall student experience at LJMU.

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During 2022/23, LJMU also received further endorsement of the education and student experience we deliver from our current and former students.

The university was awarded top 20 positions across seven categories in the StudentCrowd University Awards 2023.

These are the only independent awards based entirely on verified ac.uk student reviews.

LJMU was ranked in the national top 20 for: best UK universities, personal tutor, job prospects, course content, teaching quality, value for money and careers service.

Meanwhile, we were ranked third for course quality in the Uni Compare 2023 Rankings and fourth place overall in the Uni Compare Top 100 Universities rankings.

The rankings are based on more than 65,000 ratings and 13,000 reviews from current and former students, bringing valuable insights into various aspects of university life, such as the quality of courses, accommodation, job prospects and student life.

Overall, 98% of students who reviewed LJMU in the 2023 rankings said they would recommend study here.

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STUDENT SUPPORT At every step of their journey with LJMU, our students have access to a wide range of services to support them and their specific circumstances.

This year, the university has further enhanced that package of support to reflect the challenges faced during the cost of living crisis.

LJMU is now providing in excess of £10 million to support students through a range of initiatives, hardship funds and achievement-based funding and scholarships. In 2022/2023, the university launched a Cost of Living Hub, bringing together specific help and advice, details of financial support available and how to apply for it. This year: I More than 3,300 students accessed our Student Support Fund, with payments averaging £700 per application

I Students received 6,900 free hot meals as part of our random act of kindness initiative I More than 1,800 students obtained emergency food vouchers worth £36,820 to use in supermarkets I Almost 4,800 discounted gym memberships for students for the whole year I A 20% discount offer in our Core cafes was redeemed 471,589 times I We arranged 82,676 hours of paid work for students worth £975,528 through Unitemps Scholarships awarded this year include undergraduate scholarships, the Vice-Chancellor’s Postgraduate Research Scholarship, the Sir Bert Massie Scholarship and sports scholarships.

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MENTAL HEALTH CHARTER

STUDENTS AT THE HEART CONFERENCE

As part of our commitment to promoting positive wellbeing, LJMU has this year signed up to the University Mental Health Charter.

More than 500 professional services and academic staff and students attended our second two-day Students at the Heart Conference.

Developed by the Student Minds mental health charity, the charter encourages a whole university-wide approach to mental health and wellbeing.

The cross-university event brings together colleagues from all areas of LJMU for a wide range of stimulating sessions sharing ideas and best practices with a focus on ensuring our students are at the heart of everything we do.

It restates LJMU’s commitment to working with staff and students to provide adequately resourced and effective support services, as well as creating an environment and culture that reduces poor mental health and promotes good mental health for the whole university community.

More than 60 universities across the country have now signed up to the charter, pledging to share key practices to create positive cultural change.

More than 200 students and staff delivered more than 70 sessions, workshops and lightning talks, covering everything from Artificial Intelligence to alumni relations. There were also keynote speeches from Dr Michelle Morgan (University of East London), In Search of the Perfect Student, and alumni Gareth Dixon: An LJMU alumni family from IM Marsh to the Bicentenary.

The conference also featured a Bicentenary celebration room with archival material from LJMU’s rich history. Staff were asked to sign a commemorative board and state how long they’d been working at the university – between them, attendees had clocked up a total of 2,886 years studying and working at LJMU.

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SCHOOL OF EDUCATION BUILDING OFFICIALLY OPENED Education leaders and community partners attended a special ceremony to formally open our School of Education Building.

The £30m development on Maryland Street was officially opened by Vice-Chancellor Professor Mark Power. He was joined by headteachers and wider partnership school colleagues, local government officers, community education leaders, staff, current students and alumni.

Children from St Nicholas Catholic Academy and Pleasant Street Primary School were also there, representing the eight primary schools who helped create thought-provoking artworks from recycled materials for the building’s interior with Luma Creations.

Liverpool School of Art and Design graduates, Ella Matthews and Elisa Sallis, created a beautiful wall rug from the children’s drawings, which now adorns the School of Education’s foyer. The Vice-Chancellor also unveiled a portrait of Fanny Calder, the pioneering educationalist whose college launched the city’s first BA in Education in 1966.

NATIONAL AWARD FOR LJMU LIBRARIES LJMU’s Library Service has received national recognition for the support it offers to students.

The team has earned the Customer Service Excellence award from the Centre for Assessment.

The award recognises the team’s commitment to providing an outstanding service to LJMU students and staff. It comes after the service demonstrated five key achievements: I Making positive changes to the service as a result of analysing the customer experience of our students and staff.

I Ensuring that all students and staff using the service are treated fairly and that this is confirmed by feedback and the measurement of customer experience.

I Empowering and encouraging all staff in the Library Service to actively promote and participate in the customer-focused culture of the team.

I Interacting within wider communities and demonstrating the ways in which we support those communities.

I Promptly sharing customer information with colleagues and partners within LJMU whenever appropriate and demonstrating how this has reduced unnecessary contact for students.

The award recognises the work of our libraries teams in continually looking for new ways to enhance our services to meet the evolving requirements of our students.

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Meanwhile, LJMU was praised for its primary and secondary teacher education, with a positive report from Ofsted.

Inspectors graded the provision as ‘good’, with acknowledgement of our strong partnership with schools, ambitious curriculum and commitment to social justice.

Ofsted found that our collaborative approach and partnership working enabled trainees to be high achieving both in quality and aspiration, with a commitment to providing equality of opportunity through which students are challenged to understand the impact and effects of disadvantage, discrimination and inequalities.

LJMU’s ambitious curriculum was found to stretch learning opportunities, ensuring a connected and coherent learning experience.

The report comes on the back of the university’s reaccreditation as an official DfE-approved Initial Teacher Education (ITE) provider from 2024, continuing to offer highly-regarded undergraduate, postgraduate and schoolbased ITE programmes.

POLICE EDUCATION “A NATIONAL MODEL” The university’s partnership with Merseyside Police has come to be seen as a national model for police force training and standards.

LJMU’s Liverpool Centre for Advanced Policing Studies works with the force on initial police education, leadership training, research and more and, this year, celebrated the graduation of the first cohort of officers from the LJMU degree apprenticeships.

All 24 officers completed the apprenticeship, 10 achieving first class honours and 14 upper second class, with another 600 at various stages of their courses.

The partnership is ensuring policing students are prepared to the highest standards for their careers with the force.

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BICENTENARY GRADUATION CEREMONIES More than 7,000 students graduated from LJMU across a series of memorable ceremonies in the spring and summer.

The graduates crossed the stage at Liverpool Cathedral in the university’s Bicentenary year, with a number of notable firsts.

Healthcare professionals from across Merseyside were the first ever to graduate in the unique new MSc Advanced Clinical Practitioner Apprenticeship programme.

The cohort of 16 nurses, physiotherapists and paramedics were the first to earn the qualification via the degree apprenticeship scheme, which not only pays fees but allows them a day or two a week to research and study.

With the course starting back in 2020, the group were on the frontline of the health service throughout the pandemic and have worked and studied through an incredibly challenging period.

It was a double celebration at our summer ceremonies for Faculty of Health students who graduated in the same month as the 75th anniversary of the National Health Service.

Over the past 75 years there has been vast transformation in the education of NHS nurses, midwives and paramedics, making a difference every day to the lives of people in our region. Our psychology and public health graduates also play a significant role in helping to reduce health inequalities promoting excellence in education and research.

LJMU can trace its own healthcare education roots back some 160 years to the establishment of district nursing in the city.

Today, more than 5,000 students study every year with the School of Nursing and Allied Health and the School of Psychology and with the Public Health Institute, as part of LJMU’s mission to produce the best nurses, midwives, paramedics and public health professionals in the UK, alongside pioneering research.

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GRADUATE OUTCOMES AND EMPLOYABILITY This year’s Graduate Outcomes Survey demonstrates that LJMU is delivering on its commitment to enhance the employment prospects of our students.

The outcomes show the post-study destinations of graduates, based on surveys 15 months after leaving university.

The results released in 2023 show: I LJMU is above the sector average for high-skilled employment rates for leavers at all levels and modes of study. Those rates increased in-year by 7% - a rate of growth over four times that by which the wider higher education sector grew I We are also above the sector average for high-skilled employment rates for fulltime, undergraduate UK students. Our rates have increased in-year by 7.8%, a rate of growth more than three times by which the higher education sector grew

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I High-skilled employment rates for postgraduate students increased in-year by 1.3% - a rate of growth over twice that of the sector, leaving LJMU above the sector average I LJMU scored above the sector average for agreement with all three ‘graduate reflection’ questions: ‘My current activity is meaningful’, ‘My current activity fits with my future plans’ and ‘I am utilising what I learnt during my studies in my current activity’.

The data from the survey is used by the Office for Students for the ‘progression’ measure of the Teaching Excellence Framework.

On-campus recruitment Unitemps is LJMU’s own on-campus recruitment agency, providing opportunities for flexible, paid part-time work that students can undertake within and beyond the university, supporting them to complete their study and enhance their CV. In 2022/23, we had 3,957 new registrations to the service, bringing the overall number of active users to 8,897.

Internal turnover was £2.4m, with roles including fulltime opportunities in finance, Liverpool Business School, disability support, HR & LJMU Sport, marshals, research support, student ambassadors and peer mentors in the School of Sport and Exercise Science.

Our external turnover was £109,000, with roles including: Everton FC match day support, World Car Free Day marshalling, Mersey Tunnel 10k event and exam invigilation.

We have also commenced a relationship with Liverpool John Lennon Airport and a strategic partnership with Carlisle Security, through which four weeks of accredited WorldHost training was provided to students at no cost to them or Unitemps.

At the Unitemps National Franchise Awards, the LJMU branch was nominated in four categories and won two: External Consultant and Franchise Managers’ Award Discovery internships Discovery internships are fully-funded 105-hour extracurricular projects undertaken in local businesses and organisations, sourced by Student Futures’ Employer Engagement team and advertised and organised through Unitemps.

In 2022/23, our students made 2,254 applications for 157 discovery internships in roles ranging from civil engineer/ surveyor to assistant dog trainer.

Most opportunities were with small and medium sized enterprises and third sector organisations in the Liverpool City Region, each benefitting from our students’ skills and an investment in-kind worth approximately £2,000 each.

LJMU’s School of Law also funded bespoke internships for its students, sourced by Student Futures’ Employer Engagement team.

Support for students and graduates Through our Student Futures team we have a comprehensive programme of support and events for our students and graduates.

Across the year: I Our advisers delivered 2,252 one-to-one advice and guidance meetings I There were 52,548 logins to the Careers Zone 24/7 platform by our students, who completed 167,777 online activities

I With more than 1,000 students in attendance, our Graduate and Placement Recruitment Fair was the most successful event ever staged by Student Futures I We also delivered the Volunteering Fair – in collaboration with JMSU – the Final Year Jobs Fair and our inaugural Green Careers and Insights Fair, which was co-designed with students via a curriculum enhancement internship and commended by JMSU in June’s Student Experience Awards.

I Grad Academy was a fortnight of themed events and workshops for final year students, designed to support their successful transition into post-study employment or self-employment. A second Grad Academy programme was also held for recent graduates I We staged two graduate contact centres were staged this year, wherein student temps called recent graduates to enquire about their progress, remind them of ongoing support available through Student Futures and book them into appointments, events and opportunities.

2,681 recent leavers were contacted in July, with hundreds asking for follow-up contact on a 1:1 careers appointment, details of LJMU Graduate Futures vacancies and expressing interest in upcoming Grad Academy webinars and events

I 3,124 students attended extracurricular webinars, dropins and events organised by Student Futures

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Graduate Futures project

Communities of practice

2022/23 marked the last full academic year of delivery for the £2.4m ESIF-funded LJMU Graduate Futures project.

This was initiated and delivered by Student Futures to scope and fulfil new degree-level roles in Liverpool City Region SMEs.

The university launched an institutional steering group for employability this year.

Over its lifetime, LJMU Graduate Futures has engaged 306 Liverpool City Region-based SMEs and over 2,000 students and graduates. We scoped almost 200 degree-level roles and released these for application and fully-funded or 50% subsidised over 100 graduate placements, sandwich years and internships.

The project – which completes in December 2023 - has been praised by strategic stakeholders such as Liverpool LEP, the Growth Platform and Liverpool and Sefton Chamber of Commerce.

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It brings together academics and faculty-based workbased learning support staff from across LJMU, along with external strategic partners such as Liverpool City Region Combined Authority, chambers of commerce, the Growth Platform and Baltic Creative CIC. The group enables businesses to share their feedback on the graduate talent emerging from LJMU and their needs for the future, helping the university to ensure that we are supporting our students to develop the employability skills and connections they need.

PLACE AND PARTNERSHIP LJMU is committed to building skills, the economy, society and community through local and global collaboration. Throughout 2022/23, we have worked with partner organisations and our communities on a broad range of positive initiatives.

LJMU CLIMATE ACTION LJMU is at the forefront of initiatives to tackle climate change.

The climate crisis is the biggest emergency we face as a planet and LJMU is committed to playing a leading role in finding sustainable solutions.

We believe in leading by example and we work closely with a wide range of partners to make a positive difference at a local, national and global level.

LJMU is committed to becoming net carbon zero by 2035.

That is the key sustainability target set out in the LJMU Climate Action Plan, launched in 2022/23.

The plan is the first part of a four-phase approach and establishes our goals and priorities for the next 10 years and how we will measure our progress and success.

During the year, LJMU has made progress against targets and performance indicators across the five themes of leadership and governance, teaching, research, community engagement and campus management.

We have invested in team resources to support our sustainability agenda, reduced our emissions and engaged with our community and partner organisations to develop green processes.

On campus, the university recycled 62% of its waste, against a target of 60%, and sent zero waste to landfill. We have driven down water consumption and decreased scope 1 and 2 carbon emissions by 6% from last year.

ANNUAL REPORT Liverpool John Moores University | 23

Colleagues from across the university have been working with schools across the Liverpool City Region to engage children and young people with the environment and climate issues.

Working in partnership with Mersey Forest, LJMU has delivered Natural Curriculum sessions from our Outdoor Learning Zone, enabling children, students and partners to undertake a wide range of outdoor activities.

Outdoor education benefits children’s development and wellbeing, helping them learn key curriculum knowledge and skills alongside managing risk and building their resilience.

Meanwhile, our Natural Capital Hub team has been helping primary school children learn more about their environment.

They took part in the Sefton Climate Conference, organised by Liverpool World Centre in partnership with Faiths4Change, to help the year 5 and 6 pupils find out about positive climate action taking place in the local area.

The team introduced the pupils to the idea of nature-based solutions and the importance of using knowledge exchange and collaboration when tackling the climate crisis.

LJMU has worked with businesses and public bodies to develop green processes and services within a wide range of organisations across the city region.

The successful Low Carbon Eco-Innovatory has continued to identify opportunities for low carbon development to bring environmental and economic benefits to organisations and the wider community.

This year also saw the university training officers from the six local authorities of the Liverpool City Region and the combined authority to understand the importance of putting nature at the heart of local decision-making.

The Natural Capital Hub delivered sessions on the benefits of using a natural capital approach to decision-making, giving consideration to the value of local green and blue spaces and generating a flow of finance into projects that protect and restore them. The sessions used local case studies to show the many benefits that can be brought about through a green recovery.

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Embedding a natural capital approach within areas such as planning helps partners to consider the benefits from nature in decision-making. These benefits are key to our wellbeing and economy as well as creating high quality places for communities.

Through our Climate Change Action Plan, we have set ourselves challenging, but crucial, targets to ensure sustainability remains firmly at the core of our operations.

CENTRE FOR EDUCATIONAL LEADERSHIP LJMU launched a new Centre for Educational Leadership, with ambitions to become a beacon for the rest of England.

The centre is part of the university’s School of Education, which is known for excellence in its early childhood and SEN provision, research collaborations, strong educational partnerships across the region and high-quality teacher education. It trains hundreds of newly-qualified teachers every year and develops leaders across the educational phases.

The new centre focuses on leadership development for aspiring and more experienced professionals offering education leadership consultancy, short courses, postgraduate programmes in education and business practice that focuses on people and communities.

It is an excellent example of how the School of Education, in partnership with Liverpool Business School, is working to support the response to educational challenges within the Liverpool City Region.

LEGAL ADVICE CENTRE The university opened a brand new public advice hub to help people in the city with legal and business matters.

The £2.6m Legal Advice Centre on Hardman Street aims to help meet increasing demand from people priced out of hiring lawyers and accountants when faced with a personal or professional crisis.

It offers help on family, civil, employment, wills and housing law as well as some commercial and small claims work, while the Business Clinic offers consultancy project teams to tackle real problems brought to them by businesses, offering research, accounts support, marketing plans and fresh approach solutions.

The services, overseen by the Faculty of Business and Law, are free to access and part-run by students, under supervision by academic staff and supported by more than 40 volunteer solicitors and business advisors.

GLOBAL PARTNERS VISIT LJMU

LJMU has been offering pro bono legal advice since 2013 when legal aid was cut but the new venture represents a huge expansion of capacity, with five full-time solicitors and two administrative staff with other expertise available from the School of Law.

The Global Collaborative Partner Forum brought together colleagues from seven different countries for a number of events at the university and in the city: they enjoyed a tour of LJMU facilities in our City Campus and a sightseeing trip around Liverpool.

LJMU EXTENDS GLOBAL TIES TO AUSTRALIA The university has extended its reach in the southern hemisphere after signing a new memorandum of understanding with our first Australian partner, Western Sydney University.

Partner organisations from across the world visited LJMU for our Students at the Heart conference.

The forum shares best practice around the international student experience, with institutions represented from across Europe, Asia and the Middle East.

Those relationships are crucial to the university, enabling us to identify and develop collaborative partnerships across the world, attracting international students to LJMU and providing global opportunities for students from the UK.

The two institutions signed have established a new collaborative relationship that sets into motion the potential for joint research projects, academic programmes and opportunities for both student and staff mobility.

We were delighted to welcome a delegation from Sydney to formalise the partnership, which is based on a shared commitment to delivering an outstanding student experience and working closely with our communities.

ANNUAL REPORT Liverpool John Moores University | 25

26 | Liverpool John Moores University ANNUAL REPORT

LJMU EXTENDS PARTNERSHIP WITH LFC FOUNDATION LJMU and LFC Foundation have broadened our successful partnership to create new research, employment and volunteering opportunities for students.

The two organisations signed a Memorandum of Understanding to build on our achievements over the last five years.

LJMU and LFC Foundation entered into partnership in 2017 to jointly deliver the Open Goals programme to work with families across Merseyside to increase their levels of physical activity using local parks. The project has provided a wide range of volunteering opportunities for LJMU students and staff.

STUDENTS SUPPORTING SAFER STREETS LJMU students are supporting our local communities by training to become night-time guardians for the Liverpool City Region.

Policing students are part of the ‘guardian project’, in which they work alongside street pastors to provide support to those who need it in the night-time economy, such as helping people to get home or providing emotional support.

The project and training is part of Merseyside’s Police and Crime Commissioner’s strategy to reduce violence against women and girls across the region, as well as being part of the national Safer Streets work funded by the Home Office.

Four of the students involved in the project were featured on the BBC Sunday Morning Politics Show.

The partnership has grown to include a variety of other projects, including the joint delivery of community health checks and opportunities for school children to train with LJMU sport scientists.

Through the Memorandum of Understanding, LJMU and LFC Foundation have committed to building on this relationship and aligning future activity with the priorities of LJMU’s Place and Partnership Plan: people and skills, place and community, and knowledge and impact.

SUPPORT FOR THE ARMED FORCES COMMUNITY LJMU was recognised by the Ministry of Defence for the support we provide to the Armed Forces community.

The university received the silver award from the Ministry of Defence Employer Recognition Scheme (ERS) for our commitment through a dedicated Military Veterans and Reservist Policy and a positive recruitment process which recognises that many of the skills that reservists, veterans and their families have are transferable to the workplace.

This commitment to the Armed Forces community forms part of LJMU’s 2030 Strategy, under the Place and Partnerships Plan, underpinning its promise to build skills, the economy, society and community through local and global collaboration.

ANNUAL REPORT Liverpool John Moores University | 27

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LJMU supported Liverpool Cathedral’s School of Music with its School Singing Programme, through which 1,000 schoolchildren from 16 primary schools took part in a singing programme called ‘Fit for a King: The Eurovision Big Sing’. Dr Simone Krüger Bridge, a reader in music and cultural musicologist, delivered a programme of research to understand the value of the School Singing Programme in terms of its social, cultural, educational and wellbeing benefits to the participants.

Meanwhile, in conjunction with the public health department at Liverpool City Council, experts from the Public Health Institute within LJMU’s Faculty of Health are undertaking research to look at the health risk of behaviours associated with nightlife during the Eurovision period.

PRIDE AND EUROVISION

LJMU is also part of a Liverpool City Region steering group considering a series of evaluation studies to determine the social impact of Eurovision 2023 on wellbeing, cultural legacy and the economy.

LJMU is proud to be an anchor institution in our city and has worked closely with our partner organisations on highprofile events and celebrations in Liverpool this year.

More than 130 students, staff and alumni joined the Liverpool City Region Pride March. The LJMU community, including friends, family and pets, were among 20,000 people who marched from St George’s Hall to the waterfront.

We were honoured to play our part in an incredible fortnight-long cultural festival as Liverpool hosted the Eurovision Song Contest.

Thousands of people visited the city, as we held the event on behalf of our friends in Ukraine.

It opened up a host of opportunities for our students and staff to get involved and make the fortnight such a success.

Students from the Liverpool Screen School worked with colleagues from Liverpool City Council to create multimedia content and work as part of the busy press office team, giving them invaluable insight into media liaison and coverage of a mass-scale event.

On campus, LJMU Sport made our gym and fitness studio facilities available to Eurovision contestants and the BBC production team to help them keep on top of their health and fitness during the busy schedule.

ANNUAL REPORT Liverpool John Moores University | 29

POST-16 INFORMATION, ADVICE AND GUIDANCE LJMU provided wide-reaching information and guidance on higher education to schools and colleges in the Liverpool City Region and across the UK and Ireland.

During the year, we reached more than 42,700 prospective students across 687 schools and colleges through presentations, workshops, school careers fairs and bespoke visits to campus. We also hosted events specifically about university finance, managing money as a student and how to apply for bursaries and scholarships.

Working alongside our Outreach team, our five faculties delivered 31 academic-led subject-specific talks in schools and colleges, with a further 28 on campus, covering a broad range of academic topics.

LJMU also delivered a series of activities in Northern Ireland – where we are established as the most popular university destination outside the province – engaging with 174 schools and colleges to reach almost 15,000 prospective students.

OUTREACH AND ENGAGING WITH OUR COMMUNITIES Throughout 2022/23, LJMU has delivered a broad range of outreach activity to support our commitment to community engagement and widening access to university.

Equality of opportunity is a key feature of LJMU’s outreach strategy. Specific target learners include lower quintile groups, low participation neighbourhoods, pupils on free school meals, first generation into HE and mature students (age 21 plus).

The university also seeks to widen participation for disabled students, care experienced young people and specific ethnicity groups under-represented in HE, for example Black and Asian students and those from Gypsy, Traveller, Roma, Showman and Boater (GTRSB) communities. The university also runs activity to encourage women to consider STEM subjects and has delivered aspirational talks and mentoring as part of the Girls Network during 2022/23.

Additionally, the university has made a commitment to providing access support for people with experience in the Armed Forces and those with experience of the criminal justice system.

UNDERGRADUATE HIGHER EDUCATION EXHIBITIONS ACROSS THE UK AND EIRE The outreach team provided advice to young people on their higher education choices and information about studying at LJMU at 44 events across the UK and Eire, with a 70% increase in student leads from the previous year.

PRE-16 WIDENING ACCESS PROGRAMMES We delivered a series of programmes to under-16s to help with their knowledge, confidence and ability to progress to higher education. Highlights in 2022/23 include: I Our Step-Up programme reached 458 pupils from five Liverpool City Region schools, including engagements focussed on career choices I Access All - a multi-intervention programme aimed at motivating boys from the most socio-economically disadvantaged backgrounds – reached 150 students I Twenty-two Year 10 pupils took our five-week Law Factor Programme to gain an insight into the legal profession

30 | Liverpool John Moores University ANNUAL REPORT

I We hosted five campus visits from 500 young people from diverse backgrounds as part of our commitment to the local collaborative outreach consortium I LJMU led on a programme to improve maths GCSE outcomes at five local schools, with 50 pupils benefitting I Sixty young people engaged with Discover Your Potential, a collaborative initiative with Edge Hill University which is part of our support for care experienced young people I We hosted an event for neurodiverse students in collaboration with Edge Hill, supporting 20 learners I Absolute Chemistry is a multi-intervention project designed to inspire interest in STEM subjects. Over six events, 173 Year 10 learners from six schools took part in activities on a curriculum theme, with 225 Year 11 pupils engaging with a revision workshop and key topics in chemistry.

The events aim to build confidence and competence and follow the successful Chemistry for All model, now in its second phase with a further 240 pupils benefiting from this subject focussed outreach.

Other activities for young people during the year included a residential summer university for Year 12 students, revision masterclasses and debating competitions for young people from disadvantaged backgrounds.

In many cases, current LJMU students play a key role in delivering our outreach activity, with more than 100 student advocates delivering more than 3,200 hours of activity in 2022/23.

COMMUNITY ENGAGEMENT LJMU in the community is an element of the outreach strategy designed to increase access to higher education for students from diverse backgrounds. Based on the principles of visibility beyond school and college engagement, LJMU is involved in a range of activities which promote inclusivity in accessing higher education.

In 2022/23, we have worked closely with community groups including the Arabic Centre, the Al-Ghazali Centre, a local Mosque, the Girls Network, the Hong Kong resettled community in Warrington and Gypsy, Traveller, Roma, Showman and Boater communities.

NATIONAL SCHOOLS OBSERVATORY The National Schools Observatory is a longstanding outreach initiative aimed at supporting teachers and inspiring pupils to continue their journey in Science, Technology, Engineering and Maths with free online access to the Liverpool Telescope.

This year, almost 500 new teachers and more than 2,700 new students registered to use the platform, with more than 11,500 observations requested. We also held events to inspire female pupils in STEM and helped 60 Year 7 pupils to learn about Artificial Intelligence in wildlife conservation.

A further 300 pupils also received mentoring from 33 LJMU students and alumni through a partnership with The Tutor Trust. A total of 1,100 hours of tuition this year has helped to support young people at key stages in their education.

We also provided support to mature learners aiming to access higher education, working with local colleges and community groups. One hundred and sixty students engaged with our drop-in days, online chats and student finance clinics.

ANNUAL REPORT Liverpool John Moores University | 31

OUR PEOPLE As part of our Bicentenary celebrations, we’re curating the inspiring stories of the people who have shaped and been shaped by LJMU over our 200-year history.

ANDY NEWSAM

SAM DAVIES

A Professor of Astronomy Education and Engagement, Andy is a champion of explaining complex science under his directorship of the National Schools’ Observatory, ensuring access to the universe for all.

Sam is a former JMSU President and studied for both her undergrad and a CIPD with LJMU. Sam works with broadband provider TalkTalk supporting inclusivity and future talent. She was recognised in King Charles III’s first honours list, becoming one of the youngest recipients of an MBE, for services to young people and inclusion in digital industries.

SIR JOHN MOORES

RACHEL STALKER

RAZVAN NEAGOE

Sir John Moores was a successful businessman who founded Liverpool’s Littlewoods retail and football pools company. Our university was named in his honour, when Liverpool Polytechnic achieved university status, as a remarkable individual who embodied the ethos of the city through his entrepreneurial approach to life and philanthropy.

Solicitor Rachel founded LJMU’s free Legal Advice Centre in 2014. Every year the centre helps hundreds of people through its free legal advice and public legal information activities, while developing our students’ skills.

Razvan embraced university life during his policing studies degree, having moved to the UK from Romania. He was a student advocate, supporting others to get into higher education, and will now go on to serve with Merseyside Police.

ANGELA SAMATA

ELYSIA GREENWAY

Angela was awarded an LJMU Honorary Fellowship in 2018 for her work as a mental health campaigner, speaking out and challenging the stigma of suicide. In the face of personal tragedy when her husband Mark took his own life, Angela has become a regular and impassioned campaigner advocating for people to talk more about mental health.

Elysia is a PhD researcher with LJMU’s internationally renowned Face Lab, a research group focusing on facial depiction and representation, at the interface of art and science. She came to live in Liverpool specifically to be able to work with the amazing Face Lab team.

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ALEXANDRA BAHOR Alexandra has been a friend of LJMU since 2015 when she moved to the UK, and alongside her own studies, she has played a key role in forging a relationship between the university and the growing Roma community in the city. Raising the aspirations of Roma women, and men, through her own grit and determination to challenge injustices.

DHIYA AL-JUMEILY

RAINBOW MBUANGI

IRENE MABEL MARSH

Dhiya is a professor of Artificial Intelligence (AI) and has been teaching at LJMU for more than 26 years. He was awarded an OBE in 2020 for his service to scientific research, which includes tackling environmental challenges and ground-breaking contributions in the field of medicine.

Visually impaired footballer Rainbow plays in the England Blind Football squad and works with our experts, and students, at the School of Sport and Exercise Sciences to ensure that he remains on top of his game.

Irene is one of our pioneers, she started a revolution in physical education with a groundbreaking curriculum that still lives on at LJMU today. As the founder and principal of the I.M. Marsh College of Physical Education, Sport and Dance, she was a committed educationalist who was determined to drive forwards physical education for women and girls.

IBE HAYTER

BAS PILAR

TONY LLOYD

Ibe founded Cycle for Life, a Toxteth based organisation that strives to ensure the community has a voice in the active travel revolution in Liverpool.

Ibe and his team are getting support from LJMU’s Business School to now scale up their community-focused

Bas moved from Spain to study in Liverpool after friendship with the online gaming community brought him to the city. Since then, he has become an award-winning engineering student and is making a difference to the energy sector by creating ways to heat homes and buildings more efficiently.

Tony is the CEO of the ADHD Foundation. He has been the driving force in promoting neurodiversity in the UK and has gained a master’s in both psychotherapy and inclusive education, as well as his PhD, at LJMU. He has worked tirelessly to change the way we view and support neurodiversity.

You can read these stories in full, and discover the many other narratives of people connected to LJMU, by visiting ljmu.ac.uk/about-us/ bicentenary/our-people

STEVEN CORLETT

JUNE FURLONG

Steven is a Client Systems Engineer with LJMU’s Information Technology Services. He started his career in Professional Services as an apprentice before eventually gaining a degree - the first person in his immediate family to do so.

June was a life model for nearly 50 years with our art school, one of the first to offer female students the opportunity to draw life models, and June became an iconic figure in the Liverpool art scene. Nearly every art student that passed through Liverpool between the 1960s and the early 1990s will have drawn or painted her at some point.

Or you can scan the QR code below to discover the stories

ANNUAL REPORT Liverpool John Moores University | 33

FINANCIAL PERFORMANCE Key Financial Highlights

£ 3 52 . 8

2022/ 2023 £91.6m

£41.3m

£ 21.8m £ 261.3m

2021/ 2022

£169.8m £58.6m

£ 21.0m

+ SURPLUS FOR THE YEAR

COMPREHENSIVE INCOME FOR THE YEAR

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CASHFLOW FROM OPERATING ACTIVITIES

NET ASSETS

SURPLUS FOR THE YEAR Surplus for the year on a statutory basis was £21.8m (2021/22 £21.0m)

OPERATING SURPLUS In considering the financial performance, management uses the measure of operating surplus. The items excluded from the statutory surplus to arrive at operating surplus are pension provision movements, the share of operating surplus/(deficit) in associates and joint ventures and the profit/(loss) on disposal of fixed assets.

Pension provision movements relate to the Merseyside Pension Fund (MPF), Universities Superannuation Scheme (USS), and the enhanced pension scheme (for a specific group of employees who took early retirement in the 1990’s).

These are excluded because while significant they cannot be controlled by management in the short term. Pension provision costs were £4.2m (2021/22 £9.6m).

In 2022/23 The University made an operating surplus of £26.0m (2021/22 £30.7m).

TOTAL COMPREHENSIVE INCOME AND EXPENDITURE

Funding body grants income increased by £4.4m (21%) to £25.4m, a combination of increased UKRI funding following a positive REF result and increased Office for Students funding.

Research grants and contracts income increased by £1.0m (8%) to £13.5m and other income increased by £1.6m (26% to £7.5m, both mainly due to phasing of activity.

Investment income benefited significantly from recent interest rate rises, up £4.0m to £4.7m.

EXPENDITURE Expenditure on a statutory basis was £255.5m (2021/22 £236.8m).

Pension provision costs were £4.2m (2021/22 £9.6m) and are excluded by management from operating expenditure when considering financial performance.

Operating expenditure increased by £23.7m (10%) to £250.8m.

EXPENDITURE ANALYSIS £m 4.4

14.5

The total Comprehensive Income was £91.6m (2021/22 £169.8m ). This includes a favourable actuarial movement on the MPF pension of £69.8m (2021/22 £148.8m) due to recent rises in interest rates.

Total tuition fees and educational contracts increased by £8.4m to £226.2m (4%). Just over half of this growth was from increased international students, a positive result from strategic focus in this area.

INCOME Total income increased by £19.4m (8%) to £277.3m.

4.7

7.5 5 13.

226

.4

.2

n Staff costs

.4

n Other operating expenses

15 4

INCOME ANALYSIS £m

25

82

n Depreciation

.2

n Interest and Lease Payments

n Tuition Fees and education contracts n Funding council grants n Research grants and contracts n Other Income n Investment Income n Restricted Donations release (0.0)

The majority of expenditure relates to staff costs.

Staff costs on a statutory basis were £154.2m (2021/22 £147.0m) and include pension provision costs of £4.2m (2021/22 £9.6m). On a statutory basis staff costs are 56% of income (2021/22 57%). Excluding pension provision costs, staff costs were £150m (2021/22 £137.4m) and are 54% of income (2021/22 53%)

ANNUAL REPORT Liverpool John Moores University | 35

IT expenditure rose due to increased equipment purchases and spend on business efficiency projects.

CASHFLOW

Depreciation increased £0.3m to £14.5m.

Cashflow from operating activities was £41.3m (2021/22 £58.6m) which is 14.2% of income.

Interest and other finance costs were £4.4m (2021/22 £5.6m), the decrease was driven by lower pension interest costs.

CAPITAL EXPENDITURE

OTHER ITEMS The share of operating deficit in the joint venture (Sensor City Liverpool Limited) was £0.02m (2021/22 £0.03m surplus). The share of surplus in the associate (Sciontec Developments Limited) was £0.02m (2021/22 £0.03m deficit).

The gain on disposal of fixed assets was £0.01m (2021/22 £0.08m loss).

BALANCE SHEET At 31st July 2023 our net assets had increased by £91.5m to £352.8m Net current assets have grown by £26.6m to £124.4m with cash and short-term net investments of £166.3m including £25.9m loan drawdown.

We anticipate that we will utilise cash holdings for future estates projects as we continue to focus on the student experience.

Total secured loans at 31st July 2023 were £25.9m (£35m at 31st July 2022). £25.2m are due after more than one year and £0.7m within one year. Loan 1 was for £10m (18-year term from 2015), at 6.36% interest rate and loan 2 was for £20m (25 year term from 2013) at 6.07% interest rate).

We have pensions provisions of £7.2m (£71.1m at 31st July 2022) which include an obligation to fund a deficit on USS pension of £2.7m (£2.7m at 31 July 2022) and enhanced pension provision £4.5m (£9.4m at 31 July 2022).

The enhanced pension provision is in respect of pension enhancements payable to staff who took early retirement in the 1990’s. Affordability of pensions is a key financial risk which we continue to monitor closely.

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Capital expenditure was £16.1m (2021/22 £9.3m). We continue to invest in our existing infrastructure but had no expenditure on new buildings in 2022/23.

CONCLUSION AND FUTURE PROSPECTS The prospects of the University are considered over a 5-year period and regularly reviewed by the Board of Governors.

The financial plan includes annual Income and Expenditure statements, capital expenditure, cashflow and balance sheet statements and an assessment of loan covenant compliance. Part of the financial planning process includes scenario planning which stress test key assumptions in respect of student recruitment, pay awards and pensions.

Overall recruitment in the August 2023/24 cycle was marginally below expectations with PGT international being the main contributor to the shortfall.

The external environment continues to be challenging with high inflation in both staff costs and other expenditure driving up costs while tuition fees remain flat. Pensions continue to be a risk in a volatile market and whilst there has been some short-term relief on MPF and USS as a result of interest rates there is significant risk on the TPS as a result of the scape discount rate. It is also paramount that we keep pace with the ever-changing needs of students.

Despite these pressures the University’s underlying financial position is sound.

Based on this work the University is confident that it has sufficient funds to continue to meet all liabilities as they fall due and the accounts continue to be prepared on a going concern basis.

BANKERS

Barclays Bank plc

INTERNAL AUDIT

Uniac

EXTERNAL AUDITOR

KPMG LLP

Any issues, problems, questions about your assignments anything at all - answers and support are always offered. LJMU was the first institution that showed a real passion for me being a student here.

Reece BSc (Hons) Sport Coaching

ANNUAL REPORT Liverpool John Moores University | 37

CORPORATE GOVERNANCE STATEMENT – 2022/23 SUMMARY OF THE LJMU STRUCTURE OF CORPORATE GOVERNANCE

EX-OFFICIO MEMBERS

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.

EXTERNAL INDEPENDENT MEMBERS

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 states that the Board of Governors shall consist of not less than fifteen and not 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 ViceChancellor 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 2030.

In the period from 1 August 2021 up to the date of this report, membership of the Board of Governors is as follows: 38 | Liverpool John Moores University ANNUAL REPORT

Professor Mark Power

Mike Parker

Chris Airey Shirley Anderson Garry Banks

Paula Basnett Debbie Francis Lee Gilmore Liam Kelly Gareth McIntegart Charles Oddy Jane Tomkinson Damian Waters Eliot Ward

Wendy Williams

Vice-Chancellor and Chief Executive

Pro-Chancellor and Chair of the Board Chair of Nominations Committee Chair of Chairs’ Group Chair of Infrastructure Committee (until Committee disbanded in July 2023) Deputy Chair of Infrastructure Committee (until Committee disbanded in July 2023) Deputy Chair of Employment Committee Member of Audit and Risk Committee (in attendance until March 2023) Member of Audit and Risk Committee (in attendance until October 2023) Member of Finance Committee Deputy Chair of Finance Committee Member of Employment Committee Member of Audit and Risk Committee Chair of Audit and Risk Committee Chair of Finance Committee Member of Finance Committee Deputy Chair of the Board Chair of Remuneration Committee Member of Infrastructure Committee (until Committee disbanded in July 2023) Member of Finance Committee Chair of Employment Committee

EXTERNAL CO-OPTED MEMBERS Graeme Robinson

Co-opted member of Audit and Risk Committee

NOMINEE MEMBERS Marie Hie Clodagh McErlean Jasmine Howard Shaquita Corry

Student Governor (JMSU President) in attendance until June 2023 Student Governor (JMSU Vice President, Activities) in attendance until July 2023 Student Governor (JMSU President) in attendance since July 2023 Student Governor (JMSU Vice President Education) in attendance since July 2023

STAFF MEMBERS Professor Dhiya Al-Jumeily Staff Governor (Academic) in attendance until April 2023 Yvonne Turnbull Staff Governor (Professional Services) in attendance until November 2022 Professor Caroline Wilkinson Staff Governor (Academic) in attendance since May 2023 Emily Walker Staff Governor (Professional Services) in attendance since March 2023 ACADEMIC BOARD NOMINEES Professor Catherine Cole Dr David McIlroy Dr Elaine Hemers Yog Upadhyay

In attendance until November 2022 In attendance until November 2022 In attendance since May 2023 In attendance since May 2023

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 Nominations Committee I Remuneration Committee At the end of the academic year 2022/23 a decision was taken to disband the Infrastructure Committee which had been created to support the development of an infrastructure strategy. Now that this has been achieved significant estates or IT/digital projects will be overseen by the Finance Committee.

All of the above committees are formally constituted with terms of reference and are comprised of Independent members of the Board of Governors . Staff and student governors will also shortly become members of the Finance and Employment Committees.

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. 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 and 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 Both the external and independent internal auditors attend the Committee’s meetings. The Committee meets the external and internal auditors at least annually without management, for independent discussions in line with best practice. The Committee also regularly meets 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 four 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 three 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 two occasions during the last academic year.

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In addition the Board also works closely with the University’s Academic Board. The Academic Board 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. During the year the Academic Board underwent a governance effectiveness review undertaken by an external organisation which concluded that there are effective arrangements in place for academic governance at the university. The Academic Board, in the last academic year, met four times.

The Board of Governors is committed to continuous monitoring of its performance and regularly reviews 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.

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.

PUBLIC BENEFIT STATEMENT

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.

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

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.

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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 2023. The institutional risk register is reviewed by the Audit and Risk Committee throughout the year and the Finance Committee regularly reviews the high-level financial risk.

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.

MODERN SLAVERY AND HUMAN TRAFFICKING STATEMENT 2022/23 See website for details: https://www.ljmu.ac.uk/ legal/modern-slavery-act-transparency-statement

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 and Risk Committee at each of its meetings to monitor the implementation of audit recommendations.

Assessment grading for audits 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 2023 and up to the date of approval of the financial statements.

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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;.

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

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.

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INDEPENDENT AUDITOR’S REPORT TO THE BOARD OF GOVERNORS OF LIVERPOOL JOHN MOORES UNIVERSITY REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS Opinion We have audited the financial statements of Liverpool John Moores University (“the University”) for the year ended 31 July 2023 which comprise the Consolidated and University Statement of Comprehensive Income, the Consolidated and University Statement of Changes in Reserves, the Consolidated and University Statement of Financial Position, the Consolidated Statement of Cash Flows and related notes, including the accounting policies in the Statement of Accounting Policies.

In our opinion the financial statements: I give a true and fair view of the state of the Group’s and of the University’s affairs as at 31 July 2023, and of the Group’s and of the University’s income and expenditure, gains and losses and changes in reserves, and of the Group’s cash flows, for the year then ended; and I have been properly prepared in accordance with UK accounting standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland.

Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”) and applicable law.

Our responsibilities are described below. We have fulfilled our ethical responsibilities under, and are independent of the Group in accordance with, UK ethical requirements including the FRC Ethical Standard. We believe that the audit evidence we have obtained is a sufficient and appropriate basis for our opinion.

Going concern The Board of Governors has prepared the financial statements on the going concern basis as it does not intend to liquidate the Group or the University or to cease their operations, and as it has concluded that the Group and the University’s financial position means that this is realistic. It has also concluded that there are no material uncertainties that could have cast significant doubt over their ability to continue as a going concern for at least a year from the date of approval of the financial statements (“the going concern period”).

In our evaluation of the Board of Governors’ conclusions, we considered the inherent risks to the Group’s business model and analysed how those risks might affect the Group and University’s financial resources or ability to continue operations over the going concern period.

Our conclusions based on this work: I we consider that the Board of Governors’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate; I we have not identified, and concur with the Board of Governors’ assessment that there is not, a material uncertainty related to events or conditions that,

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individually or collectively, may cast significant doubt on the Group or the University’s ability to continue as a going concern for the going concern period.

However, as we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgements that were reasonable at the time they were made, the above conclusions are not a guarantee that the Group or the University will continue in operation.

Fraud and breaches of laws and regulations – ability to detect

Identifying and responding to risks of material misstatement due to fraud To identify risks of material misstatement due to fraud (“fraud risks”) we assessed events or conditions that could indicate an incentive or pressure to commit fraud or provide an opportunity to commit fraud. Our risk assessment procedures included: I Enquiring of directors, the Audit and Risk Committee and internal audit as to the Group’s high-level policies and procedures to prevent and detect fraud, including the internal audit function, and the Group and University’s channel for “whistleblowing”, as well as whether they have knowledge of any actual, suspected or alleged fraud.

I Reading Board, Audit and Risk Committee and Finance Committee minutes.

I Using analytical procedures to identify any unusual or unexpected relationships.

We communicated identified fraud risks throughout the audit team and remained alert to any indications of fraud throughout the audit.

As required by auditing standards, we perform procedures to address the risk of management override of controls and the risk of fraudulent revenue recognition, in particular: I the risk that Group and University’s management may be in a position to make inappropriate accounting entries; and I the risk that Tuition Fees and Research Grant Income are recorded in the wrong period.

We did not identify any additional fraud risks.

We performed procedures including: I Identifying journal entries to test based on risk criteria and comparing the identified entries to supporting documentation. These included those posted by infrequent users, those posted to seldom used accounts and those posted to unusual accounts.

I Assessing whether revenue transactions either side of the year end were recognised in the correct period.

Identifying and responding to risks of material misstatement related to compliance with laws and regulations We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience and through discussion with the directors and other management (as required by auditing standards)

and discussed with the directors and other management the policies and procedures regarding compliance with laws and regulations.

We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit.

The potential effect of these laws and regulations on the financial statements varies considerably.

Firstly, the Group and University are subject to laws and regulations that directly affect the financial statements including financial reporting legislation (including related higher education legislation), taxation legislation and pensions legislation and we assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.

Secondly, the Group and University are subject to many other laws and regulations where the consequences of non-compliance could have a material effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigation or the need to include significant provisions. We identified the following areas as those most likely to have such an effect: health and safety, anti-bribery and employment law, recognising the nature of the Group and University’s activities. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the directors and other management and inspection of regulatory and legal correspondence, if any. Therefore if a breach of operational regulations is not disclosed to us or evident from relevant correspondence, an audit will not detect that breach.

We have reported separately on the University’s use of funds in the section of our audit report dealing with other legal and regulatory requirements.

Context of the ability of the audit to detect fraud or breaches of law or regulation Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it.

of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether, based on our financial statements audit work, the information therein is materially misstated or inconsistent with the financial statements or our audit knowledge. Based solely on that work, we have not identified material misstatements in the other information.

Board of Governors responsibilities As explained more fully in its statement set out on page [X], the Board of Governors is responsible for: the preparation of the financial statements and for being satisfied that they give a true and fair view; 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; assessing the Group and parent University’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern; and using the going concern basis of accounting unless it either intends to liquidate the Group or the parent University or to cease operations, or has no realistic alternative but to do so.

Auditor’s responsibilities Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue our opinion in an auditor’s report. Reasonable assurance is a high level of assurance, but does not guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

A fuller description of our responsibilities is provided on the FRC’s website at www.frc.org.uk/ auditorsresponsibilities.

In addition, as with any audit, there remained a higher risk of non-detection of fraud, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. Our audit procedures are designed to detect material misstatement. We are not responsible for preventing non-compliance or fraud and cannot be expected to detect non-compliance with all laws and regulations.

Other information The Board of Governors is responsible for the other information, which comprises the Strategic Overview, the Operating Review, the Financial Review and the Corporate Governance Statement. Our opinion on the financial statements does not cover the other information and, accordingly, we do not express an audit opinion or any form

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REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

THE PURPOSE OF OUR AUDIT WORK AND TO WHOM WE OWE OUR RESPONSIBILITIES

We are required to report on the following matters by the Accounts Direction dated 25 October 2019 issued by the Office for Students (“the Accounts Direction”).

This report is made solely to the Board of Governors in accordance with paragraph 13(2) of the University’s Articles of Government and section 124B of the Education Reform Act 1988. Our audit work has been undertaken so that we might state to the Board of Governors those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the University and the Board of Governors for our audit work, for this report, or for the opinions we have formed.

In our opinion, in all material respects: 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 Articles of Government I funds provided by the Office for Students, UK Research and Innovation (including Research England), the Education and Skills Funding Agency and the Department for Education have been applied in accordance with the relevant terms and conditions; and I the financial statements meet the requirements of the Accounts Direction.

Matters on which we are required to report by exception We are required by the Accounts Direction to report to you where the University has an access and participation plan that has been approved by the Office for Students’ director of fair access and participation and the results of our audit work indicate that the Group’s and the University’s expenditure on access and participation activities for the financial year disclosed in note 11 has been materially misstated.

We are also required by the Accounts Direction to report to you where the results of our audit work indicate that the Group’s and the University’s grant and fee income, as disclosed in note 4 to the financial statements has been materially misstated.

We have nothing to report in these respects.

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Debra Chamberlain for and on behalf of KPMG LLP, Statutory Auditor Chartered Accountants 1 St Peter’s Square Manchester M2 3AE

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EXECUTIVE LEADERSHIP TEAM

VICE-CHANCELLOR AND CHIEF EXECUTIVE Professor Mark Power

REGISTRAR AND CHIEF OPERATING OFFICER Professor Clare Milsom

PRO-VICE-CHANCELLOR STUDENT EXPERIENCE Professor Phil Vickerman

PRO-VICE CHANCELLOR RESEARCH AND KNOWLEDGE EXCHANGE Professor Keith George

PRO-VICE-CHANCELLOR FACULTY OF ENGINEERING AND TECHNOLOGY Professor Nduka (Ndy) Ekere

PRO-VICE-CHANCELLOR FACULTY OF BUSINESS AND LAW Dr Timothy Nichol

PRO-VICE-CHANCELLOR FACULTY OF SCIENCE Professor Laura Bishop

PRO-VICE-CHANCELLOR FACULTY OF HEALTH Professor Raphaela Kane

PRO-VICE-CHANCELLOR FACULTY OF ARTS PROFESSIONAL AND SOCIAL STUDIES Professor Joe Yates

UNIVERSITY SECRETARY AND GENERAL COUNSEL Maria Burquest

EXECUTIVE DIRECTOR HUMAN RESOURCES Tina Purkis

FINANCE DIRECTOR Hannah Argo

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November 2023