Risk insights
Risk is managed at various levels throughout the University from Court, through to the Audit and Risk Committee, Senior Management Group, College Management Groups, University Services and beyond to Schools, departments and projects. The following will give you a greater insight into some of the strategic and horizon scanning risks that we focus on to mitigate against worse case scenario and seize opportunities.
Finance Sustainability
| Maintaining operating cash generation and control is dependent on the macroeconomic climate and balancing our significant investment programm |
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Services
| We must be agile and resilient to disruptive change. Our processes and systems are at risk of not being effective and efficient |
• Implementation of our Transformation Programme • Significant investment in our technology infrastructure • Significant investment in our network provision • Continue to identify and implement automation opportunities • Define and broaden service excellence standards • Implement an Enterprise Integration Platform • Implement an Enterprise Resource Planning solution |
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Sustainability
| We do not achieve our sustainability strategic goals or meet the expectations of our students, staff and local community to tackle climate change. |
• Prioritisation of investment in the maintenance of our estate to projects that will directly contribute towards carbon neutrality • Focus on new campus buildings to provide future proof sustainable solutions • Complete a macro scale heat and power feasibility study • Define and implement a heat recovery programme within our heritage estate • Review of strategic travel and transport policies • Create a biodiversity plan. |
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Cybersecurity and Technology
| A cyberattack or breach would have a significant impact on operations and reputation. |
•Continue to grow our dedicated in-house expertise providing onsite cyber monitoring and mitigation • Use of 24x7 specialist cyber protection services • Mandatory training for staff and students • Multifactor authentication • Cyber breach simulations and business continuity plans |
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Internationalisation and Political Landscapes
| Our global and national reputation as a leading institution is compromised and/ or impacted by the political and geopolitical landscape. |
• Expand our international reach through partnerships. • Create new scalable and sustainable Transnational Education hubs in key regions of the world. • Regular engagement with local and national governments to lobby for policies that support the institutional mission. • Leverage opportunities to widen our international reach through the celebration of the City of Glasgow’s 850th anniversary in 2025 and the University’s 575th birthday in 2026. |
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Estates
| Balancing the opportunities of a new campus against maintaining a very old estate results in a growing backlog. |
• Continued investment in the campus development with new builds such as Keystone Building and Church Street developments. • Prioritise investment in our asset management and maintenance programme. • Strengthen our timetabling process and systems to ensure maximum space utilisation. • Investment in a dedicated Estates Management System. |
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Research and Innovation
| Changes in the research policy landscape, including changes to funding sources, represents both an opportunity and a threat. |
• Continue to capitalise on opportunities provided by the opening of the Advanced Research Centre. • Launch our Glasgow Changing Futures programme. • Dedicated resources focusing on REF2029 to replicate success of REF2021. • Develop capacity and capability to commercialise our research. • Provide an academic consultancy service to support academics applying for grant funds. • Grow our commercial partnerships. • Increase our spinouts and commercialisation activities. • Launch the Centre for Data and AI. • Partnership in the development of the Glasgow Riverside Innovation District (GRID). |
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Student Learning and the Non-Academic Experience
| A decline in the high quality of our academic and nonacademic student experience. |
• Transformation of our curricula and assessment models. • Create a “Curriculum For Life.” • Build a digital assessment platform. • Develop student-centred active learning and professional skills development. • Redefine our routes to enrolment including building a Customer Relationship Manager (CRM) system. • Transform our student careers and employability opportunities. • Reimagine the student residential experience. • Improve campus facilities for non-academic activities. |
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People and Organisational development
| Sector wide challenges to attracting and retaining high-calibre colleagues and leveraging our embedded values-based culture. |
• Continue to strengthen our in-house executive search service. • Enhance colleague benefits to support physical, mental and financial wellbeing. |
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Last updated December 2024