糖心原创

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People and Culture Committee

Purpose

The University’s aim is to achieve sustainable academic excellence through the delivery of high-quality, financially sustainable, and market-informed education and research. The University Strategy, together with the Education and Student Experience Strategy and the Research and Knowledge Exchange Strategy, will provide the framework for achieving this aim. 

The purpose of the People and Culture Committee is to create the conditions for people to thrive, providing services that are people-centred, empowering leaders to communicate and lead confidently within an inclusive culture, ensuring everyone understands their responsibilities and how they contribute to the University’s purpose. Our decisions will reflect the 糖心原创’s values—championing inclusivity, ambition, openness, fairness and respect in everything we do. 

The committee will create those conditions by overseeing the accountability of an inclusive People and Culture Strategy which fosters the environment our staff need to deliver the teaching, research and professional services which enable the delivery of the Education and Student Experience, and Research and Knowledge Exchange strategies. 

The Committee will ensure that there is an integrated, proactive approach to equality, diversity and inclusion that meets the University’s public sector equality duties, is informed by sector best practice and supports the embedding of the University’s values to position ourselves as an employer of choice.  

Membership and Term

Executive Committee members are entrusted with providing strategic leadership, informed decision-making, and timely oversight on behalf of UEB. In fulfilling this role, members shall:

• Act in the UoN’s best interests, upholding its mission, values, and strategic objectives.

• Exercise sound judgment in reviewing, advising, and making decisions on urgent or delegated matters.

• Represent the interests of the University as a whole and consider the broader implications of its decisions across all services, functions and areas of the University

• Ensure accountability by monitoring progress, compliance, and performance against agreed goals.

• Foster collaboration by maintaining open communication with UEB, Senior Leaders, and stakeholders.

• Respect governance boundaries, ensuring that operational matters remain the responsibility of management.

• Maintain confidentiality and handle sensitive information with integrity and discretion.

 The following are members:

• Chair – Chief People Officer

• Deputy Director of HR

• Deputy Director of HR Operations

• Chief Digital and Information Officer

• APVC – Research and Knowledge Exchange

• APVC – Education and Student Experience

• Director of Technical Strategy

• Director of Estates and Facilities

• Faculty Pro Vice Chancellor

• Faculty Operations Director

• Deputy Chief Operating Officer

 
Responsibilities

Review and implementation of the University’s People and Culture Strategy and the People and Culture Strategic Delivery Plan on a cyclical basis 

1. To develop and ensure effective University approaches and systems for the following:

   1.1 performance management
   1.2 clarity in accountability,
   1.3 reward and recognition
   1.4 Compliance – in particular to provide oversight of the University’s approach to relevant charter mark activities. 

2.  To inform and define university people-related KPIs and metrics and oversee performance against these 

3. To oversee the development, implementation and review of people policies, procedures and systems, ensuring they are rigorous, transparent and aligned with the University’s strategic priorities 

4. To provide oversight of and ensure clarity in recognition, remuneration and reward frameworks. 

5. To ensure effective mechanisms are in place for engagement with recognised trade unions. 

6. To provide assurance to UEB and make recommendations on the University’s institutional equality objectives, contained within the people and culture strategic delivery plan. 

7. To oversee risks associated with the Committee’s remit, ensuring appropriate identification, monitoring, and assurance that effective mitigation is in place, with significant risks escalated to the UEB as required. 

8. Ensure alignment in policy and practice with UNNC and UNM where appropriate.    

9. The Committee will escalate to the UEB any decisions, financial or otherwise, that fall outside the remit of the People and Culture Committee, or that represent significant new initiatives beyond business as usual. 

10. The Committee is authorised to establish time-limited sub-groups to address specific areas of its remit. 

11. To receive reports and updates from its sub-groups and other relevant University Executive Board committees, and to provide regular reports to UEB twice a year as a minimum.
     

Delegated Authority

1. The Committee is authorised to approve transactions within the financial thresholds set out in the University’s Scheme of Delegation, within the limits specified below. 

• Contract Authorisation (non-research) and Expenditure: £2,000,000 

2. The Committee is authorised to approve policies, processes and initiatives within the scope of the People and Culture Strategic Delivery Plan. 

3. The Committee is authorised to approve financial decisions within the scope of the People and Culture Strategic Delivery Plan 

The committee chair will ensure that UEB and appropriate committees of UEB are informed of key decisions taken and where new policies and processes are introduced that impact the wider university.
 

General

1. The Committee will be chaired by the Chief People Officer. 

2. Committee secretarial support shall be provided by the Chair’s Executive Assistant and governance support from the Governance team. 

3. The Committee shall meet quarterly. Additional meetings may be called at the discretion of the chair. 

4. Members may nominate a deputy to attend in their absence, subject to prior agreement with the Chair. 

5. A quorum will be half the regular membership plus one.
    

Reporting

The following groups report to the Committee: 

1. Intersectionality and Inclusion Steering Group

2. Joint Negotiation Consultative Committees 

The Committee maintains appropriate links with the following groups: 

1. Pensions Board 

The Committee reports to the University Executive Board and will provide interim and annual performance reports, or such other reports where significant decisions or assurances are needed relating to finance, performance, and risk. A formal reporting cycle determined by the Board. 

The effectiveness and the membership of the Committee will be reviewed every two years.

Priorities for 2026:

• Performance Culture

• Insights, data and AI

• Inclusivity

• Learning organisation

• Leadership development

• Organisational change, including Future Nottingham

• Workforce planning
  
  

(Terms of Reference Approved on 19 January 2026)

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