Update on change across the University – August 2026

Support from the Scottish Government has helped us stave off insolvency but this is not a long-term solution when public spending is under extreme pressure. To ensure our survival and to return to a position of sustainability, the University needs to make significant recurring savings. 

Difficult decisions have had to be made that impact on colleagues who bear no blame for the leadership and governance failures that led us to this point. However, the objective of the Strategy to Recovery has always been to place the University on a sustainable financial footing whilst protecting core strengths in education, research and student experience.

The University's collective consultation process concluded following an extensive 66-day period of engagement with campus unions, staff and students. Feedback was actively sought and carefully considered, resulting in significant revisions to proposals across almost every area of the University.

These changes included a reduction in the number of proposed staffing reductions, the creation of additional redeployment opportunities, improvements to voluntary redundancy terms, and the protection of important student support, recruitment and academic activities.

In all, 10 of 14 business cases changed as a result of viable proposals or consultation feedback, with 40 discrete proposal-led or feedback-led changes. Some of the alternative proposals which are now being taken forward are summarised below:

• The original proposals envisaged reducing staffing by around 190 posts. That has been reduced to 154 FTE, split broadly equally across academic and professional services communities.
• In addition, 38 new roles have been created as part of the restructure, and these will present potential opportunities for redeployment for some colleagues at risk of redundancy.
• The Voluntary Redundancy terms were also a product of collective consultation and represent a substantial improvement to the terms initially discussed with the trade unions.
• The changes continue to deliver substantial financial improvement, with envisaged EBITDA outcome forecast to be slightly less than 8% in 27/28 and 28/29, although further work will be required through future budget-setting processes to ensure the University's long-term financial sustainability.
• There will be no reduction in counselling service resources or disability service advisor resources.
• Amended proposals will support co-ordination and transition of Student Funding.
• The Global Room space will be retained to ensure a continued sense of belonging for students.
• The current Mathematics undergraduate programme will be maintained for 2026/27 and 2027/28 while a redeveloped undergraduate offering is designed, tested and prepared for launch in 2028/29, subject to approval.
• Changes have been made to proposals in Global Engagement and Future Students and External Relations, to support key student recruitment and conversion activities.
• The University will continue to fund a basic operational service in the Botanic Garden to the end of July 2027, allowing key stakeholders and the local community to develop alternative proposals for its future.
• The Cooper Gallery will be given time to develop a business case and a new operational and funding model.

The revised plans provide a pathway towards a more sustainable operating model and a stronger platform for future investment and growth. These changes are intended not simply to address immediate financial challenges, but to ensure that the University is well positioned to continue delivering excellence in education, research and innovation in the years ahead.

The University is now entering the next phase of implementation, which will necessitate more colleagues leaving the University over and above those who have left through resignation, retirement, or Voluntary Severance since the crisis began almost two years ago. Support is available for affected colleagues via a variety of resources that have been communicated to them. 

Our immediate priority is to minimise compulsory redundancies wherever possible through voluntary redundancy (VR) and redeployment. The University Court will consider approval of voluntary redundancies at its meeting on 8 September. As such, no final decisions on VR can be made until after that date. While the University’s Redundancy Avoidance policy has guided every step of this process, permission will also be sought for compulsory redundancies to be made if necessary.

Formal consultation has concluded but our commitment to engagement has not. We will continue to work constructively with staff, students, campus unions and external stakeholders as these changes are implemented.

This has been a challenging period for our University community, but the extensive engagement undertaken over recent months has resulted in stronger proposals and a clearer path forward. Our focus is now firmly on implementation, recovery and future growth. We remain confident in the University's future and its ability to deliver for the people of our city, nation and beyond.