Skip to main content
Loading…

Seòmar agus comataidhean

Official Report: search what was said in Parliament

The Official Report is a written record of public meetings of the Parliament and committees.  

Criathragan Hide all filters

Dates of parliamentary sessions
  1. Session 1: 12 May 1999 to 31 March 2003
  2. Session 2: 7 May 2003 to 2 April 2007
  3. Session 3: 9 May 2007 to 22 March 2011
  4. Session 4: 11 May 2011 to 23 March 2016
  5. Session 5: 12 May 2016 to 4 May 2021
  6. Current session: 13 May 2021 to 16 December 2025
Select which types of business to include


Select level of detail in results

Displaying 1654 contributions

|

Education, Children and Young People Committee

Education and Skills

Meeting date: 11 June 2025

Ross Greer

That is great. I appreciate that.

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

I would like to stick with the property questions. Professor Mathieson, you have mentioned that there is an assessment of the university’s property portfolio going on. Could you give us a bit of detail on that? Given that there is significant distress among your workforce at the moment about the potential redundancies, it would be useful to know how the assessment of the property portfolio fits in with wider cost-saving measures. Are you expecting a report to go to the university court some time soon with an assessment of the portfolio and what assets might be disposed of? Could you give us a little bit more detail on how that aspect of it is being assessed?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

No, but it can be a piece of the puzzle. There is no single solution. Actually, the single solution to solving your problem in one go would be to make a vast number of your staff redundant, but I suggest that would have significant negative consequences. Given that, and given my suggestion that no stone should be left unturned, are you making an assessment of all your assets, not just your property portfolio?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

Is that an active consideration?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

My next point is not unrelated to the point that you have made about maintenance. The capital depreciation figure in your accounts seems to have gone up significantly in recent years. Obviously, the increase will not be even, year on year, given the nature of capital budgets, full stop, as well as the factors that are involved in depreciation in particular. However, the figure seems to have risen significantly. In three years, it goes from £60 million to £117 million—that is the projection for the year after next—so it is nearly doubling. Do you have any detail on why the depreciation figure appears to be rising consistently and quite rapidly?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

I accept that that reduces the deficit and, at best, buys you time. However, buying time is not in and of itself an effective activity. I am just a little concerned. Although the exercise that your estates director is doing is useful, it does not sound as if there is a particular timescale attached to it. You are moving forward with redundancy processes and staff are facing the prospect of losing their jobs. If I were in your position, I would want a bit of urgency behind the estates review—that work should not just involve property; I will come to other assets in a minute—so that I know what are my options are other than losing staff.

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

What timescale are you attaching to that exercise, and how does it sit alongside the timescale for staff redundancy processes?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

Absolutely. I acknowledge that. I am just looking to make sure that no stone is left unturned.

As well as your property portfolio, the university has other assets that are not property. Are you assessing all of that? I recognise that the scales here are quite different, but yours is one of a number of universities that hold a number of pieces of artwork, for example. It is perfectly legitimate to argue that it is a public good for the university to have that art, rather than for it be sold to a private collector, which would mean that the public loses access to it. However, given the financial situation that the university is in, does your assessment of all your assets go as far as non-property assets, such as artwork?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

I have a final question. I take on board everything that you have already said about your own salary package. You acknowledged to the convener at the start of the evidence session the 5 per cent salary increase that you received at the start of the financial year. I accept your point that your salary alone—even if you were paid nothing—will not close a deficit of tens of millions of pounds. However, do you believe that your 5 per cent salary uplift is worth the damage that it causes to staff morale and confidence? That decision and decisions like it are seen by staff as emblematic of a wider problem of senior management insulating themselves from the challenges that the rest of the institution is facing. Was that 5 per cent increase worth it, given the upset and distress that it has caused to staff who face the prospect of losing their jobs entirely?

Education, Children and Young People Committee [Draft]

Universities (Financial Sustainability)

Meeting date: 4 June 2025

Ross Greer

To you and to the wider senior management team, but to you as the individual at the top of the institution who accepted it. Do you think that it was worth it? Let us leave aside whether you think that it was a benefit to you. Do you think that it is worth it to the institution for decisions like that to be made?