Transparency data

SLC Board meeting minutes March 2025

Published 31 October 2025

1. Attendees

1.1 Present

• Peter Lauener (PL) - Chair

• Chris Larmer (CL) - Chief Executive Officer

• Natasha Toothill (NT) - Non-Executive Director

• Gary Page (GP) - Non-Executive Director

• Charlotte Moar (CM)- Non-Executive Director

• Stephen Tetlow (ST) - 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)

• Victoria Bowman (VB) – 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

• 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)

• Angela McCafferty (AMCC) – Head of Change Assurance and LEAN CoE

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

• Margaret McMullen (MMC) – Director of Finance (for item 6.2 only) (by videoconference)

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

• Simone Balshaw (SBA) - DfE (by videoconference for Item 8.1 only)

• Laura Barclay (LB) - DfE (by videoconference for Item 8.1 only)

• Rose Little (RL) - Programme Director (by videoconference for Item 8.1 only)

2. Apologies

• Patrick Curry – DfE

• Jonny O’Callaghan – NI

• Nauman Dar - SLC

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 and especially AMCC who was attending today as deputy for ND.  Apologies from PC, JOC, and ND were noted.

Declarations of interest

No new Declarations of Interest were noted.

5. Chair Update

5.1 Update from the Chair on relevant matters

PL noted that he and CL had a positive meeting with the Welsh Minister, Vikki Howells. 

PL highlighted the recent induction activities for the Non-Executive Directors, on new procurement legislation, Partner Services, the Assurance Map, and Financial Crime.  Additionally, SM had visited Darlington to see the valuable work of the frontline operations teams. 

PL explained that the 2025 Board Effectiveness Review would be carried out by GIAA, as part of the FY25-26 Audit Plan and noted that Bill Mitchell had been confirmed as the Head of Internal Audit for SLC for a further two years.

6. Strategic items

6.1 CEO Report

AT joined the meeting.

CL introduced the CEO Report, highlighting the key areas of customer, shareholder, colleague, and performance, but first addressing the recent media focus on potential fraud within the context of franchised provision and on Advanced Learner Loans.

Recent Media Focus 

Franchised Provision

CL highlighted the media coverage over the weekend, noting that the subject of potential fraud within the context of franchised provision had been covered extensively at ARC, the Executive Risk Forum and at Board, primarily through CEO updates.  In addition, SLC and DfE had supported NAO and GIAA reviews in 2023, and CL had attended a Parliamentary Accounts Committee (PAC) in February 2024 with the OfS Chief Executive and the Permanent Secretary.  CL noted that SLC’s powers were limited to individual fraud and the Economic Crime Unit had demonstrated considerable success in this sphere with an impressive ROI of 29:1. 

CL welcomed the Secretary of State’s (SoS) commitment to give more powers to bodies who could tackle systemic fraud and noted that she had now tasked the Public Sector Fraud Authority (PSFA) with investigating suspected exploitation of the student loan system.  SLC had a good relationship with PSFA, having already met with and briefed them last year and, again, stand ready to support.  SLC’s Risk Director had already joined a meeting with DfE, OfS and PSFA, and CL would keep the Board updated on progress. 

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In response to comments from the Board, CL noted that since this issue had been identified by SLC in 2022, there had been significant amount of activity, including the NAO and GIAA reviews and the PAC and recommendations from these were all complete. 

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In conclusion, PL noted that it had been quite some time since the SLC had first surfaced the issue around potential fraud within the context of franchised provision and there had been significant collaborative activity and focus since.    PL noted that SLC would continue to have a role in data analysis in support of action by other partners and that DfE ARC had taken a great interest in SLC activity.  CM had been a member of DfE ARC and JCA would now take up this role.  

Advanced Learner Loans (ALL)

DW explained that ALL were introduced in 2016, paid direct to providers and were not the same as traditional loan products.  ALL was built on a different platform from other loan products and was ‘one of the five’ platforms Board were now familiar with in terms of the strategy of rationalising from five to one.  As part of the evolution of ALL a change to policy required that for some learners who went on to do certain HE courses, the original ALL would be cancelled.  The issue that had impacted ALL customers was therefore a complex, cross-product, cross-platform loan one.  The level of complexity meant that some loans that should have been written off were not done so in a timely manner.  A number of lessons had been learned with the current model driving greater ownership via SLC’s Service Owners, with more proactive communications and a keep in touch protocol having been put in place for customers in such circumstances.

The media focus here followed a referral of an individual case to the Public and Health Service Ombudsman (PHSO) who had decided that SLC should increase compensation paid to this individual.  The press release made by the PHSO at the conclusion of this case had highlighted failures by SLC in its processes.  In response to comments from the Board, DW stressed that the technical solution had already been developed and implemented, with all eligible loans now written off and any relevant interest corrected. 

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Customer

Academic Cycle

CL highlighted that there had been a great start to the 2025-26 cycle with the SFE full-time service launch on 10 March and then later the launches of SFNI and SFW.  Application volumes were twice as high as the previous year at this stage due to proactive customer communications which would help to reduce the peak. 

In response to a question from the Board CL confirmed that although capacity was a concern for the leadership team, they continued to maintain a focus on both delivering SLC’s core business and building a better future.

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Channel shift

In response to a question from the Board, CL highlighted the desire to move demand from assisted services (telephony and live chat) to self-service and that a new multi-disciplinary team pilot had been set up to help support this move.  PL and CL agreed that a deep dive of SLC’s channel strategy, including live chat, would be helpful and should be considered for a future Board discussion or at a separate ‘leaning in’ session.

Enable

CL noted that the Strategic Outline Business Case for Enable had been given ‘approval to proceed’ to the next stage (Outline Business Case) by DfE’s InvestCo.  CL thanked ND, PC, AR, and CB for their support.  Work would continue on the Outline Business Case that was now due to be submitted in June and there would be a TOC meeting to review the draft prior to submission.  The team would also engage further with Wales, Northern Ireland, and Scotland on what Enable would mean for them. 

GDPR

CL noted that SLC had continued progress on the necessary bulk customer deletion activity.  The team were engaging constructively with DfE to ensure alignment on deletion activity.

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Ministerial Engagement and Shareholders

CL also highlighted the meeting he and PL had with Welsh Minister Vikki Howells which he hoped would now happen regularly.  This built on their monthly meeting with DfE Minister Baroness Smith.  CL had also met with Northern Irish HE Director Mark Lee on the Northern Irish student finance outlook and attended his regular engagement with VB on Scottish student finance. 

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Alternative Student Finance (ASF)

Responding to a question from the Board, CL explained that in terms of DfE Ministerial priority, there was no change, and that ASF would be progressed as soon as possible after LLE had been delivered.

Colleague

CL highlighted colleague updates including SLC executives and other staff supporting Ramadan by fasting and attending to the Glasgow Central Mosque for Iftar, Scottish Apprenticeships and Women in Technology.  CL explained that the SLC People Star Awards had amassed an impressive 619 nominations, with the awards presentations taking place in April (Directorate) and May (company wide). 

In response to a question from the Board around Learning at Work Week in May, GB highlighted that activity within SLC would be connected to the themes of grow, inspire and explore.  The Culture team were working on the descriptors for the new HEART values, based on feedback from colleagues, prior to their launch.  Although the new values had not been ready in time for the 2025 People Star Awards, the awards categories would align to these and had also been simplified from the previous year. 

Performance

CL noted that Cost to Serve metrics would commence from the Corporate Performance Dashboard (CPD) for FY25-26, with annual Cost Serve for Apply to Pay and Repay reporting in April and then quarterly thereafter.

CL explained that 10 out of the 11 APRA measures for 24-25 were reporting green, which was a great achievement at the year end.  CL thanked the ELT and wider SMT and their teams for the strong delivery of BAU, shareholder and Enable priorities. 

CPD

In response to a question from the Board, CL explained that fraud was a key priority with both fraud and protecting public money part of the FY25-26 priority deliverables and called out in the shareholder set of APRA measures. 

Responding to a question on attrition, GB noted that at 11%, attrition in SLC was at its lowest level for a long time.  Although it was possible that attrition could start to impact EDI and internal career pathways, GB was comfortable with the level.  

In summary PL noted that the Board took assurance that the key issues, although challenging, were being well managed.  The Board had been well briefed; welcomed the planned Cost to Serve reporting; and applauded the racing start to the new cycle.    PL also noted the welcome offer from MB in the Teams chat to engage with SLC colleagues to share channel insights.

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AT left the meeting.

6.2 CFO Report

MMC and SMC joined the meeting.

2024-25

In approaching the year end all spend was being carefully monitored.

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2025-26

AMC noted that the formal budget settlement for FY2025-26 had yet to be confirmed, however the Letter of Comfort, with an indicative budget, had allowed work to continue. 

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In summary PL noted that the Board took assurance that SLC finances were understood and well managed.  PL thanked DfE for their support and flexibility while budgets were finalised.

MMC and SMC left the meeting.

3.3     Draft APRA FY2025-26 and Chair’s Letter

CB introduced the Draft APRA FY2025-26 noting that as the SLC budget had not yet been finalised, the draft was incomplete with a number of items still to be confirmed.  The performance measures had been agreed, but targets could not be finalised until the budget was agreed.  Policy elements were further advanced, and priorities were currently being costed by SLC.  The next steps were to get the full APRA with targets agreed, which after clearances from the shareholders had been secured, was expected to be in July. 

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In response to comments from the Board, CB highlighted that he was working closely with SLC to progress Enable and as the outline business case developed, it would set out how it would deliver good value for public money.

3.4     Draft Multi Year Corporate Plan ‘vision statement’ and Advanced draft Annual Business Plan 2025-26

CL introduced the draft multi-year Corporate Plan ‘vision statement’ and advanced draft Annual Business Plan for FY 2025-26, thanking the Board Working Group for their input so far, and HB for her development of the documents and steering of the process.  Without the budget being in place work had been progressed on a ‘best endeavours’ basis, with a focus on crafting a plan that set out how SLC would deliver its core remit whilst also working to build a better future. 

HB explained that with no agreed budget, the process to draft the Annual Business Plan, and this year, a new Corporate Plan, was behind where it would normally be.  HB noted that Board was being asked to approve the advanced draft of the Annual Business Plan and endorse the ‘vision statement’.  HB had agreed with PL that he would lead a small subset of the Board to approve the final version of the Business Plan. 

The Board provided suggestions on the draft documents including ensuring that: SLC objectives were clearer about SLC’s core purpose; there was a stronger reference and alignment to Government’s digital strategy; ‘digital-first’ was not suitable for all customers and that some customers do require and receive additional support.  PL invited GP and TT to join him in the subgroup to review the final documents. 

To summarise, PL noted that the ‘vision statement’ and Business Plan would be reviewed and approved in the short term, with the Corporate Plan coming later in the year.  The Board approved the draft Annual Business Plan and agreed that the final version should be approved by PL, GP, and TT.  The Board endorsed the ‘vision statement’. HB confirmed the intention that the final version of the Business Plan would be ready by late May.

7. Reports from Committees

7.1 ARC Chair Report

CM introduced the ARC Chair Report noting that: the Internal Audit end of year rating was expected to be Moderate; the Internal Audit plan for 2025-26 had been approved; the External Audit plan for the 2024-25 ARA had been discussed; and the meeting had discussed the Assurance Framework and Map.

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CM noted that this had been her final ARC meeting before handing over the Chair to JCA. 

The Board took assurance from the ARC Chair Report.

7.2 RemCo Chair Report

GP introduced the RemCo Chair Report noting that current people related issues were significant.  The Strategic Workforce Plan (SWP) had been discussed at the March meeting and all Non-Executive Directors would be invited to the May Meeting for further SWP discussion. 

GP noted other items that had been covered at the March RemCo, including Employee Engagement survey results; and the EDI and Gender Pay Gap Reports.

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The Board took assurance from the RemCo Chair Report.

8. Directors’ Reports

8.1 LLE HE Reform Biannual Report

RL, SBA, and LB joined the meeting.

DR Introduced the LLE HE Reform Biannual Report noting that the Programme Delivery Board had met the previous day.  The programme had continued to progress with the technical build for the new platform, and it was expected that key milestones would be achieved at the end of March 2025. 

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DR explained that whilst the primary focus of activity to date had been on system changes and system build, in the coming year the focus would broaden to cover business readiness, particularly the organisational design changes.  It would also be important to ensure that LLE was aligned with Enable. 

In response to comments from the Board, DR confirmed that LLE was for English domiciled students only but providers could be across the UK.  LB noted that all LLE providers would need to be OfS registered. 

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RL, SBA, and LB left the meeting.

9. Governance

9.1 Minutes of meeting held on 28 February 2025

The minutes of the 28 February 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 highlighted that the next Board meeting was in person in Glasgow, and he looked forward to seeing as many colleagues as possible there for what would be the final meeting for CM and ST.

10.1 Date of Next Meeting

The next formal meeting was confirmed as being at 10:00 on Tuesday 29 April in the Glasgow boardroom or by Teams.

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