Shape our success Appointment of Vice-Chancellor · innovation and “co-creation” with major industrial, private and public sector organisations, at scale and with significant

Shape our successAppointment of Vice-Chancellor“…in each succeeding age the University will spread the light of learning and knowledge and will bind science and industry in the unity that is so essential for the prosperity of the nation and the welfare of our fellow citizens” Sir Jesse Boot, benefactor to the University of Nottingham, 1928.

The University of Nottingham Appointment of Vice-Chancellor 2

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Foreword from the President of Council

About the University of Nottingham

Vice-Chancellor – the role, responsibilities

Person specification

Global strategy 2020

Excellence in education and student life

World-changing research

The University of Nottingham – driving growth

The University in the community

Campuses in three countries

Life in Nottingham

How to apply


Foreword from the President of Council

Sir David Greenaway has led the University through a period of considerable change as Vice-Chancellor and made a remarkable contribution to the University, the wider higher education sector and academic world. His successor will inherit strong foundations and ambition to develop further a leading global University. Our foundations are reflected in our UK campuses, each outstanding in its own right, which provide an exceptional learning and research environment. Campuses in Ningbo China and Semenyih Malaysia were developed to respond to an increasingly global higher education context. We have an engaged and collaborative academic body recognised for excellent research breadth, with a platform to invest in and lead areas of globally recognised research. Nottingham is also home to high-achieving students, engaged in the communities in which we are based, with a rounded learning experience and “Best in Class” employment opportunities.

Our strategy provides a clear direction but is designed to evolve to respond to the significant geopolitical, technological, demographic, social and economic factors radically redefining and reshaping higher education.

Developed through a period of analysis and extensive consultation, ambition is at the core of our strategic plan. We recognise the pace of change and are committed to ensuring Nottingham both embraces and exploits the resultant opportunities to further enhance our reputation.

We are seeking an exceptional individual to lead our Global University through its next stage of development. The role will be challenging but you will be working with talented and highly motivated people. It will require you to understand the depth and complexity of our University, work with Government, Industry and our Alumni community and build collaborative links with leading universities around the world. We are confident we have the infrastructure, people and capacity to embrace change and realise our ambition.

I look forward to receiving your application.

Mr John Mills, President of Council

Nottingham is a comprehensive, research intensive, campus-based University, with a unique global reach. It is a place of transformation achieved through enriching our students, creating new knowledge, and using both to change the world around us. It is an exciting and invigorating place to be and I am privileged to be the President of its Council.


About The University of Nottingham

The University has an outstanding reputation for world-class teaching and research and has won numerous awards, including two Queen’s Awards for Enterprise. It was the first recipient of the Times Higher Education Award for Entrepreneurial University of the Year and was shortlisted twice for ‘University of the Year’ in 2016, by the Times Higher Education and The Sunday Times. Our staff are world-class too. In recent years, Nottingham academics have won two Nobel Prizes – for medicine and for economic sciences.

We have pioneered a new model for international education and with campuses in the UK, China and Malaysia, more than 8,000 staff and a student community of over 44,000 (33,000 in the UK) we have created a unique learning environment and are acknowledged as a leader in the internationalisation of higher education. A reputation for excellence in both teaching and research has made us a top choice for students worldwide.

We have five faculties: Arts, Engineering, Medicine and Health Sciences, Science, and Social Sciences. In the recent Research Excellence Framework, 28 units were judged to have 75 per cent or more outstanding (4* & 3*) impact, and Nottingham was ranked eighth in the UK on a measure of research power. The University’s professional and support departments contribute to the effective running of the University and encourage its growth and success, nationally and internationally.

Details of Faculties and Schools can be found at: www.nottingham.ac.uk/departments/byfaculty.aspx and information on the University’s Professional Services can be found here: www.nottingham.ac.uk/about/structure/professionalservices/professionalservices.aspx

The University of Nottingham is ranked in the top one per cent of universities in the world. And with award-winning campuses in the UK, China and Malaysia, it is ‘the nearest Britain has to a truly global university’ (The Times and Sunday Times Good University Guide).



University of the Year for

Graduate Employment

The Times and Sunday Times Good University

Guide 2017.

£40 million invested in our new

David Ross Sports Village, which opened on University

Park Campus in 2016

Key facts

Get ready for something extraordinaryAward-winning green spaces and innovative architecture – our green UK campuses have won 10 Green Flag Awards

The University of Nottingham is in the

top 1% of universities worldwide – QS World

University Rankings 2016.

Choose from over 300 student-run clubs and

societies

44,500 students from over 150 countries, across all our campuses

We have attracted over

£500 million in research funding in the last

three years (2013-2016)

Our city has won five Purple Flag Awards for safe and exciting nightlife (2000-2015)

Our research addresses global

challenges and more than 97% is

internationally recognisedwith wide-ranging

impacts on society, the economy, health and welfare, culture, public policy and the

environment

– Research Excellence

Framework 2014.

A member of the prestigious Russell Group of leading UK universities and the global Universitas

21 network

89% student satisfaction score in 2016

– our highest ever

Located in the 2nd most affordable student

city in the UK – QS University Rankings Best

Student Cities 2016.

Shortlisted for two University of the Year

awards in 2016– The Times and Sunday Times

Good University Guide 2017, and Times Higher Education

Awards 2016.

Ranked 4th

for sport in the UK – The Times and Sunday Times

Good University Guide 2017.



The current Global Strategy builds on our strengths. But further enhancement and innovation are vital to ensure our success continues. Increasing competition for students means we have to review and refresh the design, delivery and assessment of programmes on a continuous basis: teaching and learning remains core to the University’s activities.

Similarly in research the need to recruit, retain, develop and resource leading researchers in an array of rapidly evolving disciplines has never been greater.

Nottingham is a highly entrepreneurial institution as our business engagement and knowledge exchange activities attest. Our world-leading research has a profound impact on economies and communities across the globe. Knowledge exchange is firmly established as a key feature of the research lifecycle, and this builds on a strong tradition going back to the roots of the institution. We are consolidating the University’s position as a UK leader in knowledge exchange and setting bold targets for knowledge exchange performance internationally.

There are significant digital developments underway including the Teaching Transformation Programme (TTP) which is concerned with developing our teaching to integrate technology-based learning activities. Moodle, our VLE, has nearly 1.5 million individual learning resources and we offer a number of MOOCS through Futurelearn as well as Nottingham only online provision.

All are powerful drivers for innovation, providing dynamic, engaging and technology-rich learning environments.

Having already exceeded an initial target of £150 million, the University’s biggest-ever fundraising initiative aims to raise £200 million by summer 2017. Led by the Vice-Chancellor, Impact: The Nottingham Campaign has underlined the growing importance of advancement and alumni engagement. Much of the new funding has been invested in key research and student initiatives.

Significant future investments are planned, in teaching and learning and the student experience, in new research beacons and in our digital infrastructure as well as our staff, to ensure we are well placed to deliver on our ambitions and success in the future. The University has extensive plans to build its reputation and enhance its profile through a brand relaunch in spring 2017.

The University of Nottingham is a corporation formed by Royal Charter and holds charitable status. The University is governed by two main bodies, Council and Senate, and day-to-day management of the University is the responsibility of the University Executive Board. Further details on the governance and management of the University can be found on the website: www.nottingham.ac.uk/about/structure/management/managementandgovernance.aspx


The Vice-Chancellor: role and responsibilities

In our rapidly shifting world, with myriad uncertainties and opportunities, our Vice-Chancellor will be required to bring a modern quality of leadership, balancing vision, empowerment and determination with a deep commitment to advancing opportunity, equality, integrity and impact. She or he will be able to lead an excellent and cohesive senior team, who together will shape a dynamic forward agenda for the institution, while embodying the values and culture of the University as a whole.

The Vice-Chancellor is the chief academic and chief executive officer of the University. With a general accountability to the council, the Vice-Chancellor is responsible for the leadership and management of the University. S/he is ultimately accountable for the delivery of excellent student outcomes, exceeding expectations of an outstanding education and fulfilling student life; academic research of global importance, together with the efficient and effective operation of the institution.

Nottingham has benefitted from visionary and excellent leadership, driven by our shared values and collective ambition.


The Vice-Chancellor: role and responsibilities

The Vice-Chancellor of the University of Nottingham will:

• Provide strategic vision and leadership to the University community;

• Provide exceptional academic leadership, ensuring excellence, relevance and impact across all academic areas; notably the delivery of an outstanding education for students and academic research of global importance;

• Further embed the University of Nottingham’s distinctive internationalisation strategy and position, at the same time as envisioning the next era for Nottingham’s distinctive global presence, relationships and identity;

• Expand the University’s external engagement and impact with a wide range of enabling local, national and global partnerships;

• Deepen, diversify and develop Nottingham’s interaction, innovation and “co-creation” with major industrial, private and public sector organisations, at scale and with significant ambition;

• Represent and promote the University nationally and internationally to raise its profile and reputation and position the University at the highest level globally;

• Recognise and lead the change required for continued success in the rapidly evolving higher education sector;

• Promote and pursue the University’s role as a civic institution with a transformative contribution to the wider public good;

• Oversee the effective management of the University’s financial, human and physical resources, strengthening its financial position by drawing upon the existing best practices and operational control disciplines as well as creating new revenue generation opportunities that seek to maximise the commercial potential of the University’s capabilities and services;

• Influence and advocate on behalf of the University and its interests, nationally and internationally through active engagement with the wider sector, funders, policy-makers, government, industry, alumni and supporters;

• Lead and develop philanthropic relationships to the benefit of the University;

• Develop an effective working relationship with the governing body in order to meet the highest standards of corporate governance.



• Significant personal credibility and a record of personal leadership achievement in an academic environment or in a context which will translate successfully into a university setting.

• A track record of substantial personal leadership in the successful creation and implementation of a compelling vision and strategy for a complex global organisation.

• Experience of leading large scale modern student-facing activity, or analogous forms of customer and market engagement – able to balance community building with service delivery, having aspirational aims but which are expressed through exceptionally high quality products and outcomes.

• Strong evidence of success at leading and driving significant and effective organisational change.

• Technological and innovation expertise, evidenced through a significant understanding of the rapid evolution that is occurring worldwide (in areas such as digitization, personalization, borderless provision, system and partnership working), along with the ability to identify which of these themes will disrupt or revolutionise traditional models of higher education and research.

• A track record of developing teams and leadership talent, displaying an empowering approach to delegation, but also clarity in accountability.

• Financial acumen and experience which demonstrates the ability to strategically manage, optimize and be accountable for a £635 million budget.

• Strong and efficient operational management experience of a multi-faceted global organisation with sizeable staff numbers; experience of attracting and motivating global talent and maximizing resources.

• External engagement and partnership, working at a senior level with government, funding bodies, industry and other global and national organisations.

• Nurturing philanthropic relationships with a range of supporters and an evidence base of building major campaigns or programmes for generating financial support.

The successful candidate will have a track record of achievement and delivery in a complex organisation and will be expected to demonstrate the following skills, capabilities and experience:



Personal qualities• A strong commitment to the vision, ambitions, values and

strategic goals of the University of Nottingham.

• A deep commitment and an understanding of the role of global higher education within society.

• A visionary thought leader with high personal intellect, natural authority and strong personal values of integrity, focus and judgement.

• Someone of the highest ethical standards who recognises the considerable ‘optics’ and scrutiny that will be associated with the role.

• Exceptional personal and public communication and relationship building skills.

• The ability to advocate at the highest level regionally, nationally and globally on behalf of the University as well as influencing within the institution.

• A clear, consultative yet decisive style which has the ability to inspire and empower the University and the communities it serves.

• The confidence, ability and courage to lead and drive change.

• Enterprising, energetic and outward-facing in spirit, able to initiate and sustain a wide range of global, long-term partnerships for the University.

• A strong commitment to equality and diversity along with a clear evidence of successfully transforming cultures and delivering change addressing these areas in large complex organisations.

• A global citizen who thrives in working across different cultures and would bring deep understanding of important and significant international regions for the University.


Global strategy

As we look to the future, the University must be fully prepared to take advantage of this new landscape. This will mean embracing technological developments and societal change, responding to the new regulatory landscape following the Higher Education and Research Bill and the Teaching Excellence Framework, substantially growing our online learning offer, making the most of big data and looking to add value for all of our students and other stakeholders across the range of our activities.

The University is in a very strong position globally having grown its student body, invested in priority areas of research and delivered international campus developments over the last two decades.

Nevertheless, even as we consolidate current success, we need to further enhance our position as a world-leading University and direct resources in order to:

• strengthen and enrich our core activities of education and research;

• focus on enhancing quality;

• address the changing expectations of our students;

• target investment in beacon research areas;

• differentiate ourselves from our competitors in the delivery of outstanding student experience and internationalization.

Our Global Strategy is delivering our medium-term ambitions while laying the foundations for success post-2020. We are keeping these ambitions and goals under constant review and ensuring that we remain responsive to future challenges and competition, are dynamic and ambitious in our responses, and seek always to act in the best long-term interests of the University.

The higher education environment is evolving rapidly. Changing student expectations, globalisation of higher education, the Brexit challenge, disruptive new technologies and increased competition for the best talent requires us to regularly review our goals and actions to secure the University’s continued long-term success, but with reference to our values and heritage. Our Global Strategy enables us to do that.

On 2 June 1928, as King George V and Queen Mary were set to open the Trent Building and pronounce University Park as our new home, Sir Jesse Boot wrote:

“At the moment of the opening by His Majesty the King, when the stones of the coming University are still un-weathered by time, it is difficult to appreciate the full significance of this educational development. Thousands of students as yet unborn will pass along the corridors and learn in the lecture rooms, and wrest the secrets from nature in the laboratories. Their work will link still more closely industry with science, add to the honour of our city and help to increase the wellbeing of our nation. In each succeeding age [the University] will spread the light of learning and knowledge and will bind science and industry in the unity that is so essential for the prosperity of the nation and the welfare of our fellow citizens.”

This vision still has currency. It speaks of ambition, engagement, partnership, civic responsibility and longevity and the values on which it is built remain at the heart of the University. However, while these core values remain, almost 90 years of globalisation and technological developments make the world a very different place and our vision for the future of the University needs to reflect this.


Our visionAn inspiring place of learning and scholarship that transforms lives through:

• offering an outstanding, broad-based, international education to talented students;

• developing skilled, reflective global citizens and leaders;

• undertaking fundamental and transformative discovery;

• being engaged internationally to enhance industry, health and wellbeing, policy formation, culture and purposeful citizenship;

• being committed to excellence, enterprise and social responsibility;

• sustaining and improving the places and communities in which we are located.

Core principles and valuesTo deliver our vision we will:

• think globally, deliver locally, and engage personally;

• sustain our commitment to being comprehensive, research-intensive and socially responsible;

• put students at the heart of the University;

• value all staff and support them to excel;

• take an international outlook across all our activities;

• focus on excellence and quality;

• value diversity and promote equality;

• enrich our heritage and build on the legacy of Sir Jesse Boot, to honour our public benefit obligations to current and future generations of students, alumni and staff, and the communities in which we are embedded.

Our focus for actionAchieving the vision requires us to reflect on areas of current strength and challenge and identify opportunities for further development. Our focus through to 2020 and beyond will include:

• a focus on quality in all we do;

• meeting the changing expectations of our students;

• changing the way we work with our students;

• enhancing research quality and impact;

• growing external partnerships to support teaching and learning, research, student employability;

• embedding internationalisation;

• ensuring financial sustainability.

Global strategy


VisionThe University’s Global Strategy sets out the vision of ‘offering an outstanding broad-based international education to talented students’ with one of the core strategies being ‘Excellence in Education and Student Life’. A key element of this is to ‘put students at the heart of our university and make them active partners in their own education’. A Nottingham education and experience is shaped by:

• a wide range of courses with superb potential for combining different subjects to foster interdisciplinary learning and understanding;

• a unique international dimension, with a large international student and staff community;

• our outstanding parkland campuses in the UK, Malaysia and China.

Student recruitmentThe size and quality of the University’s research activity provides a teaching and learning environment for students that draws on the latest discoveries and scholarship across our full range of subjects, while providing access to state-of-the-art facilities to ensure teaching is research-led and research-engaged. Our research philosophy underpins our interactions with students, producing graduates who are capable of independent thinking and have a critical approach to their work and the world around them.

In an increasingly competitive environment it is vital to further build and enhance the University’s reputation and profile to support the achievement of student recruitment targets (both quality of intake and quantity). The University remains a highly popular institution but the challenging external environment and changing student behaviours requires all universities to focus on student recruitment to protect their market position. The University has ambitious plans to grow international student numbers and strengthen the quality of the overall intake – particularly from the UK.

Transforming teaching and learningThe University’s Teaching Transformation Programme (TTP) places an emphasis on developing our teaching to integrate technology-based learning activities that allow for more effective interaction with students in contact time. Such activities also make inter-campus teaching more connected. TTP provides a direct means for students to give feedback on and improve provision via the Students as Change Agents (SACA) initiative. This engages students in the design and delivery of school-based projects that are evidence-informed and planned for lasting impact.

Moodle, our VLE, currently has over 8,200 modules and nearly 1.5 million individual learning resources, making it the second largest Moodle community in the world. We offer a number of MOOCS through Futurelearn and, in addition, Nottingham Open Online Courses (NOOCs) act as a catalyst for teaching innovation in Schools in the areas of online and blended learning, feedback, assessment and academic development. NOOCs contribute directly to TTP and are powerful drivers for innovation, providing learning environments that are dynamic, engaging, internationally-oriented and technology-rich.

All campuses offer state-of-the-art library facilities, language courses and the best in IT, as well as support services through newly revamped Student Service Centres, the International Office, and the Student Advice Centre in the Students’ Union. Students at Nottingham also benefit from the international character of the University and the opportunities for undertaking part of their studies abroad, and so broadening their knowledge and experience.

Project Transform has seen a multi-million pound investment across the UK, China and Malaysia campuses, marking the beginning of a new journey towards continuous improvement and student excellence and transforming the way that the University delivers certain student services. The introduction of the new software and student service centres will be a marked improvement on the facilities available at the University today. However, we will continue to ensure that we build upon the new model and continue to improve services and systems in line with the needs of our students.




CareersNottingham graduates from all of our campuses emerge as global citizens, highly sought-after due to their blend of knowledge and skills, and a strong sense of entrepreneurship, community and social responsibility.

As part of our Global Strategy we further improve our students’ experience, with an emphasis on partnership working and personalising learning, to make sure we attract talented students and that our graduates continue to be highly employable. The University of Nottingham has been the first or second most targeted university by Britain’s leading graduate employers in four of the last five years, according to High Fliers report The Graduate Market, and a world top 40 choice for employers in the QS World University Rankings. The University of Nottingham was recently named the best university in the UK for graduate employment, in the 2017 Times/Sunday Times Good University Guide.

A particular objective of the Careers & Employability Service is to ensure students acquire knowledge, skills and attributes that are valued by employers and that enhance their personal and professional lives. Key to this is the Nottingham Advantage Award (NAA), which offers undergraduates a range of vocationally-related modules separate to their degree programme to encourage them to make the most of their time at University and gain recognition for the personal and professional learning derived from co-curricular and extra-curricular activities.

Almost 10,500 students have engaged with the NAA since it started in 2008-9 and around 75 per cent complete the Award. We now have more than 400 modules, including a number of Students’ Union led activities; the NAA team works closely with the SU Employability Development Manager to support these modules. As part of the University’s commitment to developing its students as socially responsible citizens, we offer significant opportunities to contribute to widening participation activities, many of them with local schools and colleges.

Employers play an important role in the NAA. Organisations such as Boots, Experian and Save the Children lead their own modules, whilst others, like Teach First and the English Federation of Disability Sport have helped with mock interviews. More than 90 per cent of last year’s Award graduates thought that it had helped them to prepare for employment with awardees highlighting improved communication, teamwork, commercial awareness and interpersonal skills.

Quality assuredThe quality of education offered at Nottingham was also reflected in an extremely positive QAA Higher Education Review report published in April 2016 in which the QAA review team identified a range of features of good practice at the University across the student experience, teaching and learning, employability and student engagement. For more details visit www.nottingham.ac.uk/about/facts/teachingquality.aspx

Key facts

Over

360 undergraduate

courses covering arts, business,

engineering, law, medicine, science and social science.

More than 320 taught

masters courses


World-changing research History and visionThe University of Nottingham has a long history of delivering world-changing and world-leading fundamental and translational research, taking findings and discoveries from the desk or laboratory and creating practical uses and products that improve people’s lives. The Nobel Prize-winning work of Sir Peter Mansfield on imaging, developing and using MRI is an excellent example of both. We have also enjoyed record levels of continued success in gaining grant funding, alongside a superb track record in doctoral training.

Our vision is to deliver research excellence across academic disciplines, at all of the University’s campuses. We will build on our successes and further raise the quality of research across all of our research priorities, supporting research leaders, building international and industrial collaborations and delivering high-impact research along with an increased focus on commercialising our research and intellectual property and working with industry partners to gain access to increasingly competitive funding.

We will achieve this by:

• recruiting and developing outstanding researchers at all career stages;

• increasing the number and proportion of high-quality outputs published by University of Nottingham researchers;

• adopting a ‘systems approach’ to managing research;

• demonstrating the contribution made by our research to social improvement and economic growth, and the benefits to individuals, organisations and nations.

ImpactThe University of Nottingham’s world-leading research has a profound impact on economies and communities across the globe – the University’s mission states “Our purpose is to improve life for individuals and societies worldwide”. We contribute to wealth creation, cultural enrichment, better public policy and improvements in professional practice. In the recent Research Excellence Framework, 28 units were judged to have 75 per cent or more outstanding (4* & 3*) impact, and Nottingham was ranked eighth in the UK on a measure of ‘research power’ which takes into account both the quality of research and the number of research-active staff who were included in the REF return.

This was a powerful confirmation both of Nottingham as a global research-intensive university, and of the quality, breadth and impact of our research. It was not just affirmation of quality, but quality at scale. It was a reflection of sustained and continuing investment in our research base, and most of all a reflection of the talent, dedication and sheer hard work of Nottingham staff.

• Nottingham submitted 32 returns in 29 units of assessment, underlining its status as a comprehensive university. In 16 of those units, the University features in the UK top ten by research power.

• More than 97 per cent of research at the University is recognised internationally, with wide-ranging impacts on society, the economy, health and welfare, culture, public policy and the environment.

• More than 80 per cent of Nottingham research is ranked in the highest categories ‘world-leading’ or ‘internationally excellent’.



From impact to knowledge exchangeWith the increasing emphasis on delivering impact, knowledge exchange has never been more important to the University’s future sustainability. We are aiming to consolidate the University’s position as a UK leader in knowledge exchange, with an aim to double income from industry over the next five years, and setting bold new targets for knowledge exchange performance internationally.

Knowledge exchange is firmly established as a key feature of the research lifecycle, and this builds on a strong tradition going back to the roots of the institution. This includes early work with Boots on drug discovery at the start of last century; ground-breaking applications of Magnetic Resonance Imaging in healthcare; technological discoveries that have been applied in the manufacturing and aerospace sectors; and research which has influenced government policy-making.

Research, Enterprise and Graduate Services provides vital support for research staff. It leads the University’s drive to achieve research excellence with impact, including doctoral training activities through the Graduate School, and also supports knowledge exchange, business partnerships and the commercialisation of intellectual property across the University. The University has 19 Doctoral Training Programmes, delivering high-level academic and skills training for our postgraduate students. These are the University’s flagships of doctoral training, innovative research and engagement with business and industry.

Research themes, priorities and beaconsAs part of the University’s Global Strategy, five Global Research Themes form the basis for promoting the University’s excellence in research:

• Cultures and communications

• Digital futures

• Health and wellbeing

• Sustainable societies

• Transformative technologies

In addition, the University’s dynamic portfolio of Research Priority Areas, associated with one or more of the Global Research Themes, have the capacity to win new funding for research programmes, facilities and equipment, generate high-quality research outputs and deliver significant impact with global reach. Building on these priority areas the University is developing new research beacons to mark out the path for future critical research investment opportunities. Following an internal call a wide range of initiatives was assessed by a panel comprising senior representatives from industry and academia and five proposals were recommended for progression. These are now being developed into comprehensive cases for multi-million pound investment.

The University continues to build research capacity and capability at both campuses in Asia, and our academics work across three different but complementary national contexts. Examples include the Crops for the Future initiative in Malaysia, which facilitates the adoption of under-utilised crops, and in the establishment in China of the International Academy for Marine Economy and Technology.



Collaborations and partnershipsThe University of Nottingham was founded on the philanthropy of Sir Jesse Boot and his inspiring vision that science and industry should combine for social and economic benefit. Now, the University’s research spans many industry sectors across the globe, including medicine, computing, manufacturing, energy and sustainable housing. Building successful collaborations with national and international universities, industrial partners, public sector bodies and third-sector organisations is a vital element of achieving our vision.

We are known for being entrepreneurial and innovative, and for working in partnership with a range of businesses to do research and commercialise discoveries.

The University works together with a very wide range of local, regional, national and international partners on joint research and knowledge exchange activities. These include collaboration with the NHS through the Institute of Mental Health and Biomedical Research Units at the local level, partnering with other Midlands universities through the Midlands Physics Alliance and Midlands Energy Consortium, and the development of major partnerships at national-level in Brazil (in Drug Discovery) and leading institutions in China such as with the China Agricultural University. Between 2010 and 2014, the University co-authored papers with more than 2,700 organisations in more than 100 countries, notably in the United States, UK, China, across Europe and Australia.

The Universities of Nottingham and Birmingham have a long history of collaboration. Over many years they have developed a special partnership, enabling a distinctive approach to research, international activity and teaching and learning to enhance the success of both institutions. This framework of co-operation saw the launch in 2016 of COMPARE – a unique £10 million project that brings together researchers from both institutions to develop novel methods for visualising single membrane proteins and to use these to identify new approaches for prevention and treatment of cancer and cardiovascular disease.

The University is a member of the global Universitas 21 network, the Association of Commonwealth Universities and the UK’s Russell Group of research-intensive universities.

Find out more about our world changing research here www.nottingham.ac.uk/research/research.aspx

Key statistics

Current portfolio of research awards: over £550 million

funding over 2,300 projects.

801 new awards to the value of £181 million won in 2014/15,

a £10 million year-on-year increase.

In 2014/15 The University of Nottingham ranked 10th

in funding secured from Research Councils, £65 million.

The University of Nottingham has over 200 industrial sponsors of research and over 28 spin-out

companies.

Major research awards include:• £9 million for MRI research under the

Government’s ‘Enhancing the UK’s Clinical Research Capabilities and Technologies’

initiative.

• £14 million from the BBSRC/EPSRC for the Synthetic Biology Research Centre

• £60 million for the government funded, Midlands-based Energy Research Accelerator

in which Nottingham is a partner.

• £5 million from the D2N2 Local Enterprise Partnership to fund the creation of a new

centre for manufacturing at the University of Nottingham Innovation Park.

• £2.85 million for projects funded under the auspices of the government/industry funded

Advanced Propulsion Centre


The University’s business engagement team is the primary gateway for businesses seeking to improve their competitive advantage, and leads on the delivery of knowledge exchange and impact.

Staff focus on key account management with our industrial partners, SMEs specific initiatives, interactions with local and central government, commercialisation of IP, business development in Asia and management of the University’s Innovation Park.

The University of Nottingham – driving growth The University of Nottingham drives economic growth regionally and nationally, as well as providing a bridge between Nottingham and the world. We produce extraordinary talent – and make discoveries that define today and transform tomorrow.

£1.1 billion total economic impact

generated by the University across the UK

every year.

6th largest employer in

Nottinghamshire.

68 per cent of employees live in the wider Nottingham area,

embedded in their local communities.

£106.3 million a year boost provided to the UK

economy through international students

studying at the University.17,740 jobs

supported in the UK by the University.

A recent study demonstrated the University’s far-reaching economic impact:



The Midlands EngineA major fund designed to drive cutting-edge research, innovation and skills, the Midlands Engine for Growth was launched in 2015 with significant backing from the Chancellor of the Exchequer. Through the Midlands Engine, the Government aims to raise the long-term growth rate of the region, create hundreds of thousands of new jobs and add £34 billion to its economy by 2030. The University is a key player in these developments.

Midlands Innovation, a partnership comprising The University of Nottingham and five other leading universities across the region, will also help drive this vision. Working collaboratively with regional, national and international partners, it is playing a pioneering role in growing the Midlands further as a high-skilled, hi-tech, globally-focused economy and improving the quality of life for communities throughout the region.

Midlands Innovation aims to drive cutting-edge research, innovation and skills development that will grow the high-tech, high-skilled economy of the Midlands and the UK. Work is in progress to build global hubs of research and innovation excellence, from engineering and transportation to medical science and the humanities.

Energy Research AcceleratorThe Energy Research Accelerator (ERA) was the first project to be delivered by Midlands Innovation. ERA will tackle some of the biggest energy challenges facing the UK and investigate how to make the best use of the resources available, by being more efficient and innovative whilst producing affordable, safe energy.

This £60 million investment is helping to establish the region’s hi-tech, high-skilled economy. The University of Nottingham and partner universities, Aston University, the University of Birmingham, Leicester University, Loughborough University and the University of Warwick, are working alongside the British Geological Survey, local industry and others to ensure ERA becomes a global centre of excellence for energy research and innovation.



Public affairsThe University of Nottingham was founded on a vision that education can transform people’s lives, has great social and economic value and should be accessible to everyone who can benefit from it. Our Public Affairs unit in External Relations drives the transformative potential of our world-class research by offering public affairs and public policy outreach expertise to colleagues across the University. The Unit also works with external representatives from local, national and international government, political parties, major businesses and many other types of organisations to increase public understanding of the aims and activities of the University. As part of its programme of activities the University was mobilised to deliver a series of events in Westminster – Nottingham in Parliament Day – in October 2016:

Jo Johnson, Science and Universities Minister, said on the BBC’s Daily Politics Show: “The university is at the cutting edge of so much that is brilliant about our higher education system and I’m delighted that Nottingham in Parliament Day is demonstrating that to a wider audience.”

Impact: The Nottingham CampaignImpact: The Nottingham Campaign is the University’s biggest ever fundraising initiative, and aims to raise £200 million in philanthropic support by summer 2017. This is funding a range of transformational projects: from student-focused programmes like scholarships and Nottingham Potential (a major widening participation initiative) to innovative research and brave thinking to tackle global and local issues. The campaign also aims to engage 1,000 volunteers by creating a wide range of opportunities for alumni, staff and friends to give their time and help us achieve our vision for the future.


The University – part of the community

A public resourceAcademic and administrative departments across the University carry out a wide range of work with schools, colleges, community organisations and the public.

We are committed to playing our part and encouraging visitors to our campuses through community engagement. Our gardens, sports facilities, cafés and museum, together with the galleries and performance spaces at Nottingham Lakeside Arts, are all open to the public.

The University plays a significant role in the artistic and cultural life of the City of Nottingham in collaboration with a wide range of local partners. Our role in the recent award of UNESCO City of Literature status for Nottingham is just one example of this kind of partnership.

School engagementNottingham University Samworth Academy (NUSA) was one of the first academies in the UK to have direct sponsorship and academic links with a University and is also backed by businessman and philanthropist Sir David Samworth. Since it opened in September 2009, it has gained national and international recognition for its partnership with the University and its innovative teaching and learning methods. NUSA has subsequently been joined by Firbeck Academy and both are in a formal partnership with the Torch Academy Gateway Trust.

In addition, the University partners with Nottingham University Academy of Science and Technology (NUAST), a specialist academy in Science, Engineering, IT and Computing located very close to the University campus. NUAST offers Post-16 students a complex and diverse range of curriculum options in these specialist areas. Throughout their studies students have the opportunity to work with well-known employers and the University.

The University is committed to active engagement with its local communities, schools and colleges and the public. This exchange of skills and knowledge, and the sharing of facilities and physical resources, benefits the community and University alike.


The University – part of the community

Nottingham Potential: Widening participation, enrichment and supportNottingham Potential plays an important role in supporting attainment, complementing the work of teachers and schools in specific areas of learning. We consult with other local universities and third-sector organisations to ensure our services are complementary and collectively contribute to our shared aim of helping young people across the region reach their potential.

Nottingham Potential aims to:

• engage young people in education and develop a curiosity for learning;

• raise young people’s awareness of higher education;

• provide information, mentoring and practical ‘taster’ experiences to help learners make informed decisions about their educational progression.

Nottingham Potential is successful in these aims and, given the scale of uptake of our services, the programme makes a major contribution locally including through our three Nottingham Potential Centres, based in the community, which provide vital after-school Academic Support sessions (for years 2-13) and Focus Programme theme-based study days for partner schools.

Nottingham Potential has expanded its outreach output from 22,000 places on activities filled in 2010-11 to 84,000 in 2015-16. They work actively with over 160 schools, from primary schools through to FE colleges. The University is proud of the scale and breadth of our engagement and of the contribution to aspirations, educational engagement and progression it represents.


University Park Campus, Jubilee Campus, Sutton Bonington Campus and King’s Meadow Campus are all in the UK; the University also has campuses in Ningbo, China, and in Semenyih in Malaysia. The Vice-Chancellor has an active involvement in leadership, management and governance across all three countries.

UK campusesWith established woodland, landscaped gardens and period buildings set around a large boating lake, Nottingham’s flagship 300-acre University Park Campus is one of the largest in the UK. It is widely regarded as one of the country’s most attractive campuses, with a record 14 Green Flag Awards – the benchmark national standard for parks and green spaces in England and Wales. Nottingham became the first university in the country to achieve Green Flag Awards for two sites when Jubilee Campus won an award in 2013.

University Park Campus is the focus of life for many of our students. As well as excellent teaching facilities, the campus has halls of residence, a conference and exhibition centre and 200 bedroom hotel, shops, banks, bars, galleries, a theatre and restaurants. A new state of the art sports centre, the David Ross Sports Village, opened in autumn 2015.

Built on the site of the former Raleigh factory, the 65-acre Jubilee Campus is an exemplar of brownfield regeneration and has impeccable green credentials.

Opened by the Queen in 1999, it is adjacent to University Park Campus. Its series of lakes are home to a variety of wildlife, and provide storm water attenuation and cooling for the buildings. State-of-the-art facilities include Nottingham University Business School, the Schools of Education, Computer Science and Contemporary Chinese Studies as well as the University of Nottingham Innovation Park (UNIP).

UNIP includes the Nottingham Geospatial Building, the Energy Technologies Building, the Institute of Mental Health and Aerospace Technology Centre. Recent additions include the Ingenuity Building and The GlaxoSmithKline Carbon Neutral Laboratory for Sustainable Chemistry, both of which opened in summer 2016. A new Advanced Manufacturing Building is under construction.

The 110-acre Sutton Bonington Campus is 10 miles south of University Park Campus in countryside on the border of Nottinghamshire and Leicestershire. Its rural location makes an ideal home for the School of Biosciences and the School of Veterinary Medicine and Science, which opened in 2006.

The School of Biosciences is internationally renowned for research across its five divisions: Animal Sciences, Food Sciences, Plant and Crop Sciences, Nutritional Sciences, Agricultural and Environmental Sciences.

Campuses in three countries We are proud of our award-winning campuses both in Nottingham and Asia. We continue to invest in our infrastructure in the UK, China and Malaysia, demonstrated by our annual capital projects. State-of-the-art laboratories and teaching and research facilities nestle within the beautifully landscaped gardens, providing staff and students with a wonderful environment in which to work, study and live.


Campuses in three countries

The University of Nottingham Ningbo China (UNNC) The University’s strong links with China resulted in an invitation to become the first foreign university to establish an independent campus, under legislation passed in China in 2003. UNNC is located in Ningbo, a historic city on China’s eastern coast close to Shanghai, and has been developed in partnership with the dynamic and innovative Wanli Education Group.

The campus at Ningbo provides accommodation, sports facilities and a shopping street and is close to the Central Business District. The campus has more than 7,000 students, undergraduate and postgraduate, with around 650 international students from over 60 countries.

Key research areas include the marine economy and technology, sustainable energy technology, global finance, Sino-Foreign universities, international finance, fluids and thermal engineering and creative and digital cultures.

UNNC management comprises Professor Yang Fujia, former Chancellor of The University of Nottingham and President of UNNC, and the Vice-Chancellor. Professor Chris Rudd, Provost and Pro-Vice-Chancellor oversees growth and development.

The University of Nottingham Malaysia Campus (UNMC)The University of Nottingham Malaysia Campus opened in September 2000. It was the first branch campus of a British University established outside the UK – earning the distinction of the Queen’s Award for Enterprise 2001 and the Queen’s Award for Industry (International Trade) 2006.

The purpose-built campus opened in 2005 and provides on-campus accommodation, good sports facilities, and a multi-level library, as well as state-of-the-art teaching and learning facilities. The campus has over 4,500 undergraduate and postgraduate students from over 65 different countries.

Research areas include the major Crops for the Future programme, Asia Pacific Studies, Sustainability, Islamic Finance and Communications and Cultures.

UNMC is led by Chairman YM Tengku Tan Sri Dato’ Seri Ahmad Rithauddeen Bin Tengku Ismail, and the Vice-Chancellor. Professor Graham Kendall, Provost and CEO, has overall responsibility for all academic and operational aspects of the Malaysia Campus.

More details on all of our campuses can be found here www.nottingham.ac.uk/about/campuses/campuses.aspx


Life in Nottingham

In the heart of England, Nottingham is a vibrant and versatile city, rich with heritage and culture, embracing creativity and originality. Nottingham has a long history shrouded in drama, mystery and myth. The city has a legendary heritage, from the world-famous outlaw Robin Hood to literary giants Lord Byron and DH Lawrence. In 2015, Nottingham was awarded UNESCO City of Literature status.

Home to around 750,000 people and the East Midlands’ premier commercial, retail, financial and business centre, Nottingham plays a distinctive role in the UK’s national and regional economic growth. The city is rapidly developing and benefiting from major infrastructure and regeneration projects, in which the University is playing a vital part. It is also part of the UK’s Core Cities Group, those cities that have been identified by the Government as powerhouses of the economy.

There is plenty to see and do in Nottingham, including shopping in one of the UK’s best cities for retail, soaking up some of the best arts and culture around, making the most of the outstanding sporting facilities – for players and spectators – and enjoying easy access to beautiful open spaces.

There is a wide range of competitively priced property available in the City and in surrounding towns and villages as well as a good choice of schools and excellent recreational facilities. Aside from the University’s award-winning campuses, Nottingham boasts an array of open green spaces and further afield there are country parks such as Clumber Park, the Lincolnshire Wolds and the Peak District National Park is on Nottingham’s doorstep.

Centrally located, Nottingham is in easy reach of most of the country by road, rail and air. Nottingham’s compact city centre, pedestrianised streets and excellent bus, tram and cycle network make it easy to get around.

‘It’s really no wonder that Nottingham is widely regarded as one of Britain’s most vibrant and cosmopolitan cities. The compact city centre, just a short bus or bike ride from the University, combines heritage and history with contemporary culture...’ Guardian.co.uk


How to apply Perrett Laver, the appointed advisers of The University of Nottingham, are conducting an executive search exercise alongside the public advertisement for this role. Perrett Laver will support the Selection Committee in the discharge of its duties. Applications should consist of a full curriculum vitae detailing career and achievements, as well as a covering letter addressing the role description and person specification.

Applications should be uploaded via the website at: www.perrettlaver.com/candidates quoting reference 2803.

The closing date for applications is midday (GMT) on 12 noon (GMT) on Monday 27th February 2017. Applicants are asked to provide daytime and evening contact details. Perrett Laver will conduct preliminary interviews with longlisted candidates in March. Formal interviews will take place in May 2017.

8-10 Great George Street London SW1P 3AET: +44 (0)20 7340 6200 F: +44 (0)20 7340 6201

Disclaimer

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information in this brochure was accurate when published. Please note,

however, that the nature of the content means that it is subject to change

from time to time, and you should therefore consider the information to

be guiding rather than definitive.

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