Transparency data

SLC Board meeting minutes June 2025

Updated 14 November 2025

1. Attendees

1.1 Present

• Sir Peter Lauener (PL) - Chair

• Chris Larmer (CL) - Chief Executive Officer

• Natasha Toothill (NT) - Non-Executive Director

• Gary Page (GP) - Non-Executive Director

• Margaret Ollerenshaw (MO) - Non-Executive Director

• Stephen Marston (SM) - Non-Executive Director

• Janette Campbell (JCA) - Non-Executive Director

• Mandy Beech (MB) - Non-Executive Director

• David Wallace (DW) - Deputy Chief Executive Officer

• Audrey McColl (AMC) - CFO

• Gary Womersley (GW) - Company Secretary

1.2 Also in attendance

• Anne Rimmer (AR) - DfE (by videoconference)

• Courtney Brightwell (CB) – DfE (by videoconference)

• Lorna Caldwell (LC) – Scottish Government (by videoconference)

• Chris Williams (CW) - Welsh Government (by videoconference)

• Alan Scott (AS) – Department for the Economy NI (by videoconference)

• Jason Dunham (JD) – CIO

• Jackie Currie (JC) – Executive Director, Business Operations

• Nauman Dar (ND) – Executive Director, Change, Data and Repayments

• Derek Ross (DR) - Executive Director, HE and FE Reform

• Gillian Brydie (GB) - Executive Director, People

• Helen Bogan (HB) – Head of Governance and Planning

• Stuart Brydson (SB) - Board Secretary (Secretariat)

• Adam Treslove (AT) - Head of Corporate Affairs (for Item 6.1 only) (by videoconference)

• Nicholas McDermott (NMC) – Chief of Staff (for item 5.1 only)

• Margaret McMullen (MMC) – Director of Finance (for item 5.2 only) (by videoconference)

• Stephen Baker (SBA) – Director of Policy Design and Change (for item 8.1 and 8.2 only) (by videoconference)

• Scott McEwan (SMC) – Financial Performance and Analysis Manager (by videoconference) (for item 6.2 only)

• Rena McIntosh – (RMC) – Manager Independent Assessor Liaison Officer (for items 8.1 and 8.2 only)

• Victoria Smith (VS) – Independent Assessor (by videoconference

2. Apologies

Victoria Bowman (SAAS)

Jonny O’Callaghan (NI)

3. FOI Notice

Where asterisks (*) appear, these sections have been excluded from the minutes before placing on the website as the subject under discussion falls within one or more of the exemptions contained in Part II of the Freedom of Information Act 2000 and can be reasonably withheld.        

4. Chairman’s Opening Remarks / Directors’ Matters / Declarations of Interest

PL welcomed everyone to the meeting.  Apologies from VB and JOC were noted

SM noted that he had recently stepped down from the Board of the Care Quality Commission.  

5. Chair Update

5.1 Update from the Chair on relevant matters

PL noted that before the meeting there had been a ‘lean in’ on Complaints and Appeals which provided good background for the substantive item and had impressed Non-Executive Directors.

PL explained that he and CL had met with Professor Anne-Marie Kilday, Chair of the Stakeholder Forum, on 30 May and had discussed ways of strengthening links between SLC and the Forum.  PL, together with CL, had also met Minister of State for Skills, Jacqui Smith on 3 June to discuss the ongoing issue of abuse of the student finance system. 

PL highlighted that the 2025 Board Effectiveness Review, being led by Bill Mitchell, the Head of Internal Audit, was nearing completion.  The results would be discussed at the annual Chair’s Meeting with Committee Chairs before being reported to the Board. 

PL noted that as his second term of office was due to end in March 2026, the DfE-led process to appoint a successor had commenced, with the post due to be advertised in early autumn. 

PL noted that TT had delivered a NED TED talk on her career journey to Darlington colleagues.  The talk had been well received, and PL invited all Non-Executive Directors to consider if they would wish to do something similar. 

6. Strategic items

6.1 CEO Report

AT and NMC joined the meeting.

CL and the Board congratulated PL on his knighthood for services to education which was announced in the King’s birthday honours list.  CL also added his thanks to TT for speaking with colleagues about her career.

CL introduced the CEO Report, highlighting the key areas covering risk opinion, customer, shareholder, colleague, and performance. 

Risk Opinion

Enable

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SLC would continue to progress the Enable business case via DfE InvestCo, and CL referenced that discussion at a Transformation Oversight Committee (TOC) meeting on Monday to accelerate de-risking SLC’s technology landscape. 

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In response to comments from the Board, AR noted that very difficult choices had been made as part of the Spending Review.  It was therefore for DfE to consider Enable within its business planning exercise. CB explained that there was a formal timeline for business planning for 2026-27 within DfE which was not yet complete, but CB would share this with SLC when it was available.

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Customer Risk

CL reported that DSA performance was improving, with both suppliers delivering against their contracted KPI’s. 

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Responding to a question from the Board, CL explained that the team were committed to reducing the end-to-end timescale for DSA and that the C-SAT target was stretching.

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Customer

Apply for Student Finance

JCU explained that the academic cycle was in a good place, including the early arrival of applications thanks to collaborative work between Customer Experience (CX) and Customer Operations colleagues.  It was noted that there may be a resulting rise in reassurance phone calls given the early application profile but that the CX team were working on proactive communications.

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JCU highlighted that all AY 2025/26 services for all shareholders were now live following the final deployment of the SFE Advanced Learner Loans service on 8 June.  Work was already underway to prepare for the AY 2026/27 cycle, with rollover projects commencing between now and August. 

Manage My Balance

JCU noted that Repayments had started the new financial year in a strong position, with just over 91% of customers in the correct payment channel, exceeding the in-year target by 0.5%.  Direct Collections year-to-date yield was 1.8% ahead of the tracked target.

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JCU reported that the new Live Chat feature within the ‘manage my balance’ service had been launched on 18 June and included functionality in Welsh.  There had been early usage by customers from Australia, and the team would continue to monitor system stability and feedback.  In response to a question from the Board, JCU explained that the aspiration was to move to Live Chat handling 30% of Repayments contact, which was the same target as Apply for Student Finance, which was now being met.   

Shareholder

CL noted that he had hosted the DfE Director General for Skills Group, Julia Kinniburgh, at the Clyde Place offices earlier in June.  This had been a great opportunity to showcase SLC’s Glasgow office, the progress being made on LLE, and reiterate the importance of Enable. 

CL noted the meeting, already referenced by PL, with Minister of State for Skills, Jacqui Smith, where he had given an overview of the different roles that SLC, DfE, OFS, Universities and PSFA played in protecting public money. 

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LLE

Responding to a question from the Board, DR explained that the 2026/27 service launch would use the same core entitlement rules that would be applied to LLE.  There were two detailed programme plans being progressed that included staff training and business readiness preparation. 

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Performance

CL explained that an updated Corporate Performance Dashboard had been published this month and that SLC would look to iterate throughout the year to provide the Board with the best possible oversight of SLC performance.  SLC had made a positive start to 2025-26 with all reportable metrics green, and CL thanked the ELT and their teams for delivering this performance in a period of significant change and challenge. 

Colleague

SMT Leadership Development Programme

In response to a comment from the Board, GB explained that the Programme was an investment in the growth and development of SLC’s senior leaders.  The Programme was intended to address a gap in senior leadership development, starting with a 360 degree-assessment survey, followed by a two day in person session and then ongoing peer to peer coaching. 

In summary PL noted that the Board took assurance that the key issues, although challenging, were being well managed. 

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AT and NMC left the meeting.

6.2 CFO Report

MMC and SMC joined the meeting.

Annual Report and Accounts 2024-25

AMC introduced the CFO Report noting the final process that was required so that the accounts could be laid before the Parliamentary summer recess.  The version of the Annual Report and Accounts that had been reviewed and approved by ARC would be submitted for Secretary of State approval.  AMC was keen to meet this timeline so that the teams could then pivot to other priorities. 

AMC explained that there were two DfE audits running concurrently, in addition to SLC’s audit, which had required input from across the organisation.  These were an audit of the non-sold loan book, and the annual control audit of the sold loan book, neither of which had raised any significant issues.  Both audits were on schedule.

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2025-26

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AMC explained that, at the 23 June TOC meeting, there had been a discussion on the concept and technical approach to accelerating the Enable Programme.  It had been recognised that it would have a positive impact on the SLC risk profile, derisk LLE implementation, and bring forward cash releasing savings. 

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It was suggested that the Non-Executive Directors may benefit from a deep dive into the green book business case which would include SLC and DfE colleagues.

ACTION: Deep dive on the green book business case process to be arranged, and to include SLC and DfE colleagues.

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In summary PL noted that the Board took assurance that SLC finances were understood and well managed.  PL also noted the earlier ARC meeting which considered the ARA and the exceptional work of the CFO team to get to this stage. 

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MMC and SCM left the meeting.

7. Reports from Committees

7.1 RemCo Update

GP introduced the RemCo Update noting that MB, JC and SM had joined the discussion on Strategic Workforce Planning (SWP).  GP explained that the work had a 3 to 5-year horizon and was considering skills needed now and in the future.  A skills assessment had been completed by 77% of colleagues and Workday was being used to support SWP progress, which GP noted as positive.  GP assured the Board that the SWP felt very robust, included benchmarking and was key to SLC’s future success.

RemCo had also supported the SLC pay remit proposal, and had approved the ARA Remuneration Report and the RemCo Annual Report.

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PL commended RemCo’s oversight of important people issues.

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7.2 ARC Update including Risk Appetite Policy and Risk Appetite Statement

AB joined the meeting.

JCA introduced the ARC Update noting that the Committee had met earlier that morning to review the ARA, with the Committee approving the ARA in principle subject to some further points being confirmed by NAO. 

JCA also provided an update on the May ARC meeting.  The Committee had considered the Head of Internal Audit Annual Report, which had an overall Moderate rating; the People Risk Annual Report from GB; and updates from AB on Economic Crime, the annual Risk Appetite Policy, and Risk Appetite Statement which had both been approved and recommended to the Board for approval.

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AB presented the Risk Appetite Policy and Risk Appetite Statement noting that there had been minimal changes since the previous year and that SLC remained cautions overall.  PL suggested that risk horizon scanning would benefit from further discussion at the autumn strategy session, and that this might feed into further considerations on risk appetite.

The Board approved the Risk and Compliance Policy and the Risk Appetite Statement.

AB left the meeting.

7.3 TOC Update

TT introduced the TOC update thanking the non-TOC members who had joined the 23 June meeting.  Attendees had heard from DR on the latest progress with LLE, including about how LLE would be integrated into the academic cycle.

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ND and his team had also walked through a refresher on Enable and.   The Committee discussed: the busy ‘flight path’ and what within BAU would need to stop; the total risk profile, noting that it was hard to tell if risk was increasing and, specifically if risk to LLE was increasing; customer impact; and, the importance of data migration being managed very closely.

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TT highlighted that the planned July TOC meeting would likely move out to September to align with the DfE InvestCo schedule. 

Responding to a question from the Board on articulating benefits, ND highlighted that LLE delivered policy, the accelerator ultimately reduces costs and derisks the technology, and other aspects of Enable transformed the customer experience. 

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8. Directors’ Reports

8.1 Complaints and Appeals

SBA, AT, RMC, and VS joined the meeting.

PL welcomed SBA, AT, RMC and VS noting the flow of the subsequent items on the agenda.

DW introduced Complaints and Appeals noting that due to the change to his portfolio, he would in future no longer oversee this area.  He noted that he was pleased with the progress that had been made in the last year.

SBA explained that the work of the Complaints and Appeals teams focussed on addressing service issues and reaching the right decisions on eligibility aligned to student finance regulations.  There had been a year-on-year increase in Apply for Student Finance complaints after a significant decrease in the previous two years, Manage my Balance complaints were down, and there had been a reduction in the number of appeals. 

SBA noted that due to increased productivity, the teams were back within SLA and had overperformed against the forecast.  This was due to more flexible staffing, with multi-skilled colleagues, better use of triage, and better automation.  There was still more to do to reduce the time taken to escalate to Independent Assessors (IAs).  There was now more resource in the IA Liaison Office, but these colleagues had come from the Complaints and Appeals Teams, due to their specialist expertise.    SBA noted how proud he was of the team and hoped that their enthusiasm for the work they do to support SLC customers came across in the lean in. 

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PL noted that the team’s enthusiasm was very apparent, and that their professionalism, and deep understanding of student finance regulations was clear.  PL asked that the Board’s appreciation for the team’s work was fed back.  GP also noted the team’s willingness to embrace change was evident despite some colleagues having lengthy tenure. 

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AR noted the fantastic work of the teams.

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SBA also noted, in response to comments from the Board, that although the use of AI had been discussed, it had not progressed active planning.  SBA noted that it was a critical consideration given the complexity of the regulations, with DW adding that SLC uses Generative and Conversational AI to support CX and if the regulations could be codified, the same approach could be used in complaints and appeals.  SBA noted the development of a webform to push the triage stage into pre-submission, with PL noting this was a sensible development and in keeping with what wider government was doing. 

PL concluded the item by highlighted his deep appreciation of the work of the Complaints and Appeals team.

8.2 Independent Assessors Annual Report

VS noted that the IAs welcome their invitation to attend the SLC Board to present their report.  She then explained that the recommendations in the report related to delays in escalating cases to the IAs.  More recently, customers had been given more realistic timeframes which seemed to better manage expectations.  VS highlighted that the two new members of the IA Liaison Team had been impactful in the time they had been in place, and only yesterday she had worked on a case that had been allocated swiftly.  

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VS reflected that in the past, IAs were able to identify common themes in complains, such as customers not getting called back.  Now, the only themes that were discernible related to common areas of misunderstanding of particularly complex regulations, such as rules on previous study.   It was important to recognise good practice and in VS’s opinion SLC offered a gold standard. 

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AT noted that in terms of the recommendations, he and the team were focused on reducing the time to escalate in conjunction with the Complaints and Appeals teams. Referencing the webform SBA had noted earlier, AT noted that VS’s input was being sought, as it was helpful to bring the IA perspective into that process too.  AT recognised that whilst SLC were doing everything to reduce case time, the IA’s were doing likewise, which he very much welcomed. 

PL thanked VS for her thoughtful report and for attending Board.  He noted that the IA Report is published and that this would happen shortly.  He also noted that the former SLC CEO, Paul Sussex had recently been appointed as the new Parliamentary and Health Service Ombudsman.

The Board noted the Independent Assessors Annual Report.

SBA, AT, RMC, and VS left the meeting. 

9. Governance

9.1 Minutes of meeting

The minute of the 29 April meeting was approved as an accurate record.

9.2 Matters arising from previous meetings

The matters arising document was approved as accurate.

10. Any other business

PL noted that whilst the Board had been informed about the portfolio change of DW, it was important to note that he would remain as a Statutory Director of SLC, and the Deputy Chief Executive, and that he had committed to ensuring his schedule was flexible to enable him to attend Board and other important SLC meetings. 

10.1 Date of Next Meeting

The next meeting was confirmed as being at 14:00 on Monday 7 July 2025 by Teams for the Board to review the ARA, with the next full Board by Teams on 31 July.

There being no other business the meeting ended at 13:15.