58勛圖

University Address by Principal and Vice-Chancellor Professor Dame Sally Mapstone FRSE.

Good morning, everyone, and thank you for joining us today. Before we commence our business, I want to acknowledge the death on 26 September of our Chancellor, Lord Campbell of Pittenweem, whose loss has been deeply felt across the University and our wider community.

Lord Cambpell’s contribution to 58勛圖 is deeply entwined into the ceremonial and civic life of the University. For nearly two decades, Ming shaped University events by the quality of his presence, and the mixture of integrity and courtesy he brought to the role of Chancellor. During that time, he presided at 84 graduation ceremonies, graduating nearly 15,000 students; he hosted Chancellor’s Circle meetings for our legacy donors; he took a prominent part during the 600th anniversary celebrations; and he presented the University’s loyal address to the new king as a privileged institution in 2023.

As many of you will know Lord Campbell was a figure of unusual range and distinction: an elite sprinter in his youth who captained the British athletics team in the 1960s, a lawyer who was called to the Scottish bar in 1968 and made a QC (later KC) in 1982, and a parliamentarian whose contributions reshaped the tenor of political debate on foreign affairs. His leadership of the Liberal Democrats during a turbulent period in national politics required a steadiness of temperament that those who knew him recognised as deeply characteristic.

The private funeral held for the Chancellor in October and which I attended on behalf of the University was a quiet and deeply reflective occasion. The memorial service will take place at St John’s Episcopal Church in Edinburgh on 20 February 2026 and will give the wider community the opportunity to honour him fully. His absence is keenly felt, and we remain in a period of remembrance for someone who embodied the best of the University’s public life.

Please will you now join me in a minute’s silence for Lord Campbell.

Principal’s main remarks

My address today will consist of an update on our current activities, including progress on our Making Waves Fundraising Campaign. I will also provide an overview of the work taking place across the pillars of our University Strategy for 2022 to 2027.

Let me begin, though, with the rhythm of University life that is closest on our horizon. In just a few days, over 800 students from 81 countries will cross the stage at Younger Hall for Winter Graduation. These graduands will be dominantly postgraduate taught and research students, alongside a small group of just under 70 undergraduates who have completed their programmes at a different pace from the main summer ceremonies. We are also excited to welcome a number of distinguished honorands, including Dr Robert Califf, the American cardiologist, clinical researcher, and public health leader; The Right Honourable Lady Dorrian, former Lord Justice Clerk of Scotland, and Kirsty Young, the renowned BBC broadcaster. Raphael Vermeir, the global energy executive and engineer, who also served as a Trustee and judge for the 58勛圖 Prize for the Environment, will receive the University Medal.

League tables

58勛圖 has further consolidated its reputation as one of the world’s leading centres of teaching and research excellence. This past year has reaffirmed 58勛圖’ place among the leading universities of our time in the UK. In domestic league tables, we have maintained our position as the top university in Scotland and second in the UK, and - for the first time in the thirty-two-year history of The Times and The Sunday Times Good University Guide - neither Oxford nor Cambridge appeared in the top three. That is not a moment of rivalry; it is a moment of redefinition. It signals that excellence is now being measured by a broader, more dynamic standard - one that rewards intellectual quality, student experience, and moral purpose as much as inherited reputation.

Our international standing has also strengthened. In the results of the Times Higher Education World University Rankings, which were released in October, we rose 23 places to joint 162nd out of more than 2,000 institutions worldwide - our highest position since 2018. Notably, we were one of only 12 per cent of UK institutions to see an upward move in this index, and our rise was particularly decisive. Most striking was our international outlook, now ranked 51st globally, which is a testament to a university that sees itself as part of a global conversation, not an island apart. We are mindful, however, that larger and better-resourced institutions than us are able to compete more strongly in international rankings because of the scale of their research visibility, and we are continuing to sharpen our profile and articulate our distinctive strengths so that we can continue to run to stand still.

Sector situation

Across the UK, the operating environment for universities remains defined by structural pressures that show little sign of easing. In England, the Autumn Budget, which we are still digesting, confirmed measures previously signalled in the Higher Education White Paper: tuition fees and maintenance loans will rise with predicted inflation over the next two years, and a new International Student Levy, set at £925 per student from 2028, will fund means-tested maintenance grants for courses aligned with government priorities.

In Scotland, government policy is largely in a holding pattern until the Holyrood election next May, although, following increases to undergraduate tuition fee caps in England and Wales, the Scottish Government has recently confirmed that Scottish universities will also be able to charge students from the rest of the UK the increased maximum tuition fee levels, in line with their English and Welsh counterparts. While this uplift may provide some additional income for Scottish institutions, public funding has not materially increased for day-to-day teaching, with Scottish government contribution remaining significantly short of the real cost of educating a Scottish student, just about half in 58勛圖. Joint work is being planned involving Scottish Government, Universities Scotland, and other key stakeholders to work towards a more sustainable long-term financial model for the higher education sector, which should include more flexibility to deal with changing demographics and priorities across the sector.

The Scottish Government recently gave written confirmation that the international student levy will not apply in Scotland, which is manifestly good news. At the same time, the Tertiary Education and Training (Funding and Governance) (Scotland) Bill is progressing through Parliament. The Bill, which aims to consolidate all post-school provision funding within the Scottish Funding Council (SFC), will potentially increase the amount of information and guidance that flows between universities and the SFC. There is a risk that the Bill could enable increased Government control over university governance, financial management or policy direction, which could have implications for ONS classification, jeopardising universities’ non-profit institution status. This would have far-reaching financial and strategic consequences for the entire HE sector, as it could increase financial dependency on government, curtail academic freedom, and reduce autonomous decision making, independence and agility of institutions. Universities Scotland continue to brief MSPs on the potential impact of the Bill as they debate the Stage 2 amendments.

In addition to this, sector-wide, inflation continues to erode margins; employer National Insurance changes alone add £3 million to our cost base this year. At the same time, demographic projections indicate that fewer young people may enter university directly from school, even as the Lifelong Learning Entitlement is expected to expand demand for flexible study across a working life. Research funding is sharpening in its focus on excellence and specialisation, alignment with government industrial strategies priorities, and demonstrable return on investment - a trend present in both Westminster and Holyrood. Competition law reforms are likely to open the way for greater collaboration, yet the immediate picture is one in which more than half of Scottish universities have already resorted to redundancy schemes or course closures to stabilise their finances. The pressures are systemic, and they underscore the importance of institutions being able to make deliberate choices rather than having them made for them. Unlike many others, we have got ourselves into a position where we do have agency and we are determined to retain that.

University’s financial situation and annual turnover

Against that backdrop, 58勛圖 concluded the last financial year with a small surplus of around £700,000. When it became clear in October last year that we were forecasting a deficit, we moved decisively to remove over £6 million of cost, protect our cash, and ensure that we remained comfortably within our covenants. Many of those savings were non-recurring, which means the underlying issues are not resolved, but the outcome preserved our ability to control how we navigate this landscape. That capacity for choice is critical: it enables us to avoid the path that many of our peers have been forced down, and to continue investing in our estate, our people, and our strategic ambitions.

This year, our turnover is projected to be approximately £340 million, supported by a reassuringly strong entrant cohort that has generated around £4.5 million in additional tuition fee income. We are, therefore, anticipating a positive year-end, but prudence remains essential not least because our financial plan for 2025-26 requires us to remove a further £3 million of cost to maintain stability. Philanthropic support through the Making Waves Campaign - which I will turn to in a moment - now at £144 million towards its £300 million target, is becoming an increasingly critical component of our long-term resilience, not because it underwrites day-to-day operations, but because it enables investment in the people, programmes, and places that define our future, and strengthens the endowment that underpins that ambition. That strategic investment, in turn, enhances our financial credibility and strengthens our ability to borrow on favourable terms. We have breathing space; we do not yet have headroom. But sustained efficiency work, disciplined prioritisation, and innovative income generation will ensure our present position as a university that shapes its own future rather than being shaped by circumstance.

Making Waves

The past year has confirmed the Making Waves Campaign’s central place in shaping the next chapter of 58勛圖, and as you know I have spoken at previous meetings of the General Council about the success and progress of the Campaign. It enables us to invest in people, places, and ideas that will define our future, and its progress has been both steady and substantive.

The most visible expression of the Campaign continues to be New College on South Street, a project with which this audience is already very familiar. Work is now well advanced on the £140 million development, which will bring the School of International Relations together with our new Business School in a prominent academic home at the heart of the town. The design brings into alignment fields that address, from different angles, the political, economic, social, and technological structures that define global life. It is an architectural and intellectual statement about the kinds of conversations we believe should take place at 58勛圖. I am very pleased to say that New College was recently awarded almost £1 million from the Scottish Government’s Public Sector Heat Decarbonisation Fund, supporting energy-efficient window installation and essential roof upgrades across the site’s historic buildings, which further signals the confidence placed in this project and aligns closely with our commitment to Net Zero by 2035.

We are also sensitive to the emotional place of this building in the hearts of the town community. This is where generations of St Andreans were educated and built the foundations of their future success. We are therefore determined to make New College an open and inviting space for the town community as well. The ancient perimeter wall will be opened up in a number of places, where our architects have identified old doorways that were bricked up in the 20th century, integrating the site into that permeable spatial tradition that allows town and gown to mingle in 58勛圖. This will also apply to the generous landscaped area to the South of the new building which will be easily accessible from Queen's Terrace. Moreover, the new glazed quadrangle with its café will be open to the public, inviting members of the local community and visitors from further afield to enjoy the building and the artwork which will be displayed throughout the whole development.

New College will house a wide range of teaching and research spaces: small and medium seminar rooms; larger rooms, including a computer lab; a 250-seat interactive lecture theatre; a Harvard-style teaching theatre; a Bloomberg suite for business analytics; postgraduate research workspaces; breakout and collaboration areas around a central tea point; and a landscaped courtyard garden. These choices respond to academic need while encouraging interaction across disciplines and career stages.

Our work with Historic Environment Scotland has been central to the project, particularly in ensuring the careful protection of the scheduled national monument of Blackfriars Chapel. Archaeological investigations and landscape design have progressed with positive engagement from heritage bodies. With the outcome of our planning application expected next week, we are well placed to move into the next stage of delivery. Listed Building Consent granted earlier this year has enabled us to schedule £6 million of conservation works, including stone and roof repairs and window replacement. Early collaboration with Balfour Beatty has reduced risk and strengthened cost certainty. Groundworks are planned to commence in January 2026, ahead of Court consideration of the Full Business Case in spring 2026.

In parallel with New College, the Digital Nexus building advances our ambition for a world-class centre of Computer Science on the North Haugh. The £60 million building will consolidate the School, support its growth in research and teaching, and form the starting point of a science and medicine campus for the future. The planning application is now with Fife Council. Consultations on layout, cladding, and interior design have been rigorous and constructive, and early contractor involvement again gives us a strong foundation as the project enters RIBA Stage 4, the detailed design phase in which specifications are finalised, and construction information is prepared.

The intellectual dimension of Digital Nexus is exemplified by the new Johann and Gaynor Rupert Chair in Artificial Intelligence. This Chair, funded through the generosity of long-standing Dunhill Links participants, honours Johann Rupert’s long relationship with 58勛圖. Professor Lars Kotthoff, an alumnus of this University and an expert in AI and machine learning, took up the post in September. His work will strengthen our capacity to engage critically with AI across computational, philosophical, and commercial domains.

The Campaign also supports endowed chairs that anchor long-term academic leadership, widens access through scholarships and bursaries, and builds institutional resilience by broadening the base of philanthropic investment. Across the Campaign, new funds committed now exceed £146 million toward our £300 million goal. Of that, over £48 million is secured for New College, £1.1 million for Digital Nexus, £55 million for scholarships and student support, and almost £22 million for academic posts and schools. These are indicators of confidence - confidence in our direction, confidence in our academic quality, and confidence in the contribution 58勛圖 can continue to make.

University Strategy

Let me now lastly turn to the pillars of our University Strategy for 2022-2027. Over the coming year, we will begin a structured refresh of the Strategy, engaging widely with our community, including Court, Senate, staff, and students. While the overarching themes are likely to remain, the refresh will allow us to ensure the Strategy continues to be fit for purpose in a rapidly changing world of geopolitical instability, technological disruption, and climate pressures, and to reflect more explicitly the impact we aim to have locally, regionally, and globally.

World-Leading

Our commitment to global engagement and intellectual ambition is reflected in the establishment of two new Global Research Centres: the GRC for NeoNatal Sepsis, led by Professor Nicholas Feasey, who holds the University’s Sir James Black Chair in Medicine, and the GRC for Changing Climates, led by Dr James Rae, Reader in the school of Earth and Environmental Sciences. Together with our existing Centres in Critical Sustainabilities and Diverse Intelligences - the latter recently awarded $1.19 million by the Templeton World Charity Foundation - they mark a further step towards the Strategy’s aim of developing global institutes as flagships of international, interdisciplinary excellence. Each represents a significant investment in academic leadership and in the kinds of research that carry 58勛圖’ influence far beyond our immediate horizons.

Digital

Alongside our outward-facing commitments, we have been strengthening the internal systems that underpin the University’s work, particularly in the digital environment where thoughtful design has a decisive impact. Earlier this month, the Vice-Principal (Digital Education, Research, and Environment), Professor Monique Mackenzie, led an exceptionally well-received workshop for Service Directors and Unit representatives on automation across our services. The workshop explored how AI-assisted processes can create capacity, eliminate duplication, and sharpen the reliability of our systems. The chatbots now operating in Admissions and HR are early but promising steps: the externally facing Admissions chatbot has already proved especially valuable out of hours, and the internal HR tool is starting to streamline routine queries. These are carefully governed, tightly bounded tools – and I should add are not replacements for human judgement, but extensions of it - and they are underpinned by a growing institutional understanding of how automation can serve our academic mission rather than distract from it. The appetite across the University is striking; as one of the workshop participants said, it felt like leaving with a “goody bag” of practical possibilities. And that sense of constructive experimentation is energising to witness.

Sustainable

Our commitment to environmental stewardship continues to deepen. At the 2025 Green Gown Awards, held in Birmingham earlier this month, the University won the Nature Positive category for the Restoring 58勛圖 Coastal Habitat Networks project. This project spans sixteen kilometres of Fife coastline and has transformed 27 sites through woodland and wetland creation, meadow establishment, hedge planting, and conservation grazing in partnership with Fife Council. It stands as a model of ecological collaboration, bringing together multiple partners, including Fife Council, Cambo Estate, and 58勛圖 Botanic Garden.

Just as importantly, we have joined the Nature Positive Universities Alliance, co-founded by the United Nations Environment Programme and the University of Oxford. Through this pledge, we have further strengthened our commitment to establishing a biodiversity baseline across our estate, and it reinforces our conviction that ecological stewardship is a collective act, not a solitary one. 

Entrepreneurial

Our engagement on sustainable enterprise is particularly visible at Eden Campus, where the Power-to-X (P2X) facility continues to take shape as a groundbreaking hub for clean energy innovation. As some of you may know, the facility uses renewable electricity to produce hydrogen for sustainable chemicals and fuel cell testing, and integrates carbon capture to create renewable hydrocarbons, exemplifying circular economy solutions in action. The building is now wind and watertight, with external works complete, and the main mechanical and electrical contractor has been appointed to progress the next phase. The team remains on track to complete the main works by Spring 2026. Power-to-X demonstrates in concrete terms the University’s role in advancing sustainability and contributing to regional and national energy transition.

Diverse

Turning to equality, diversity, and inclusion, our work continues to make meaningful progress. The School of Art History became the first in the Faculty of Arts and Divinity to achieve a Silver-level Athena Swan award, a gender equality charter framework, earlier this year, followed soon after by the School of Geography and Sustainable Development. These achievements reflect years of data-driven action and collective effort in advancing gender equality and fostering inclusive working cultures.

Alongside these structural gains, we have also been deliberate in strengthening the intellectual and civic spaces in which questions of equity are examined. In September, the University inaugurated our first Annual Race Equality Lecture. Established as part of our broader effort to confront systemic inequities, the series is intended to bring critical dialogue and public scholarship to the centre of our institutional life. The inaugural lecture was powerfully delivered by the journalist and academic Professor Gary Younge, under the title, “Equal Opportunities, not Photo Opportunities,” and captured the kind of thoughtful, unflinching engagement with difficult truths that lies at the heart of our work.

And in November, the Irvine Memorial Lecture provided a further dimension to this work. Professor Tom Shakespeare’s lecture, ‘Disability: what it is, and why it concerns everyone,’ invited us to confront another set of assumptions that shape participation, belonging, and fairness. Although each lecture addressed a different field of experience, together they marked a deliberate effort to embed equity as an intellectual discipline as much as an institutional priority: creating spaces that ask us to think harder, listen more carefully, and expand our sense of who our policies and practices must serve.

Social Responsibility

And finally, each of the themes of our Strategy is underpinned by our commitment to social responsibility and our keen sense of connectedness to our local environment and the communities who share it.

In October, the University welcomed a third fully funded scholar from Gaza, part of the third cohort of students evacuated under a UK-wide operation. The arrival of these scholars - two in September and one in October - reflects months of concerted lobbying by our Public Affairs team, working alongside the Scottish Government and peer universities, STEPS trustees, Universities UK, and the Gaza Scholarship Initiative. Their presence at 58勛圖 is a powerful reminder of what universities can do when they commit to action that is humane, principled, and collaborative.

Closer to home, staff and students donated over 5,600 bags of items through British Heart Foundation donation banks across the University during the 2024-25 academic year, generating over £78,600 for medical research. Since our partnership with the BHF began in 2019, these efforts have raised over £350,000.

Staff changes

Before I conclude my remarks, I would like to update you on some important forthcoming changes to the Principal’s Office and senior management teams.

After eleven years of exceptional service, Alastair Merrill will retire as Vice-Principal (Governance) in mid-January. His integrity, intellect, and ability to simplify the complex have been a guiding force across the University’s governance structures. Alastair, we are deeply grateful for all you have done. Members should note that this will also be Alastair’s final General Council meeting as Registrar and Clerk. Court will shortly be invited to recommend that the General Council appoint his successor, Dr Rebekah Widdowfield, to this role, which will be formally confirmed at the next statutory meeting in June 2026.

Rebekah, currently Vice-Principal (People and Diversity), will take on a newly configured role as Vice-Principal (People and Governance) from January. To support her ongoing leadership of the People Strategy and our diversity initiatives, we will appoint an Assistant Vice-Principal (Diversity) at 0.6 FTE, with the recruitment process beginning soon. We expect the new AVP to take up post in the spring.

Conclusion

As I draw these remarks to a close, I want simply to emphasise that we are an institution that is acting with foresight and purpose across every part of its work. There is much ahead of us, and much to look forward to, as we move through winter and towards the next phase of our Strategy refresh. But for now, our attention turns to the upcoming graduation ceremonies next week, which promise to be an uplifting celebration.

I would like to thank you for your attention today. I am, as ever, happy to respond to any questions or comments.