Financial Statements 2018/19


Corporate governance


The University’s framework of governance is established in the Instrument and Articles of Government (see mdx.ac.uk/about-us/policies/charity-information). The University is committed to best practice in all aspects of corporate governance. It aims to conduct its business in accordance with the principles identified by the Committee on Standards in Public Life (Nolan Committee), and in the Higher Education Code of Governance issued by the Committee of University Chairs.


In adopting this Code of Governance the University is satisfied that it complies with all the primary elements that are the hallmarks of effective governing bodies operating in the UK HE sector. The University maintains a register of interest of members of the Board of Governors and senior officers which is available for inspection on request to the Clerk to the Board of Governors.


Charitable status


Middlesex University is a higher education corporation established under the provisions of the Education Reform Act 1988. The University is also an exempt charity under schedule 3 of the Charities Act 2011, with the Office for Students (OfS) acting as its principal regulator. The University was notified on 17 September 2018 that it had been added to the register of English Higher Education Providers (the Register). For the purposes of charity law the Governors are the trustees of the University. The charitable purpose of the University is the advancement of education for the public benefit.


56 Middlesex University The Board of Governors


The Board of Governors oversees the activities of the University and determines its strategic direction. The specific powers of the Board are set out in the Instrument and Articles of Government.


The Board has a duty to enable Middlesex University to develop its Vision and Strategy and achieve success in meeting its objectives for education, research and enterprise. In doing this, it seeks at all times to safeguard the reputation and values of the institution.


The Board has a formal function to hold the Vice-Chancellor to account for the effective management of the University. The Board is a steering body and fundamentally serves to add value to the University’s affairs by offering independent expert input to, and constructive challenge of, the decisions of the Executive.


The Board has formal decision-making responsibility in a number of key areas, including the approval of the


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