Nominations, Remuneration and People Committee

*The appointment of External experts will be considered and recommended to Council by NRPC. The appointment will be for a three-year term (unless specified otherwise). External experts are eligible for reappointment; however, terms cannot exceed 12 years in total (whether consecutive or not).

In the absence of the Chair, the Committee will elect a chair from the Category B and C members

The Committee is established to oversee the RMIT University Strategy and People Strategy, oversee or determine as appropriate the remuneration, appointment and performance of key non-executive director and senior executive roles, monitor key people, health, safety and wellbeing risks, the culture of the organisation and matters relating to student engagement, experiences and outcomes.  

Pursuant to Section 18 of the Royal Melbourne Institute of Technology Act 2010, a committee of Council will be known as the Nominations, Remuneration and People Committee (“the Committee”). Council authorises the Committee to:

• approve candidates to be awarded Honorary degrees
• approve the remuneration policy and structure for senior management
• approve the Total Fixed Remuneration, performance assessment and bonus (if any) recommended by the Vice-Chancellor for the direct report senior executives
• approve the Total Fixed Remuneration, performance assessment and bonus for the Vice-Chancellor
• establish internal working groups as required to assist in exercising the responsibilities set out in the Terms of Reference
• obtain outside legal and/or other independent professional advice and to secure the attendance of external parties with relevant experience and expertise if it considers this necessary. 
• obtain all information it requires and request reports from management which it considers necessary for the performance of its duties.

Unless indicated otherwise, ‘University’ refers to the RMIT Group (RMIT University and its Controlled Entities).

1. Provide guidance and feedback into the formation and refresh of the University’s long term strategic ambitions and endorse for Council approval.
2. Endorse for Council approval, and monitor progress against the annual Strategy Execution Plan and priority areas of focus for the University. 
3. Endorse for Council approval, and monitor progress and performance of University Scorecard objectives. 
4. Endorse for Council approval the Annual Report Narrative. 
5. Provide oversight of strategic reform projects, as directed by Council.

1. Monitor progress and execution of the RMIT University People Strategy, particularly with respect to the critical imperatives and organisational outcomes, such as:
   • Developing leadership excellence and capability
   • Attracting and retaining the best staff
   • Supporting professional growth and outstanding careers
   • Defining and lifting performance
   • Staff engagement, culture and values
   • Student experience, engagement and outcomes; and
   • Maintaining safe systems of work and study Review and monitor talent and succession planning for key senior positions within the University, and the plans relating to talent, development and retention.
   
2. Review and monitor talent and succession planning for key senior positions within the University, and the plans relating to talent, development and retention.
3. Monitor and report to Council on the University’s compliance with applicable occupational health and safety legislation, regulations and standards, and the University’s health and safety strategy, policies and procedures as they relate to staff, contractors and students. 
4. Monitor the identification and analysis of risks to the University's People, Health and Safety risk domains and the development of appropriate mitigation strategies to support resilience and operational effectiveness.
5. Review and monitor survey results, sector benchmarks trends and RMIT’s performance and advise Council on areas of focus.

1. Review and monitor the University Collective Agreement negotiations.
2. Monitor and assess the Vice-Chancellor’s performance and key performance indicators (facilitating Council feedback into the assessment) and determine remuneration.
3. Monitor and review the University’s remuneration and incentive policies, practices and performance indicators are aligned to the University’s vision, values and overall business objectives.
4. Approve the remuneration policy and structure for senior management, including benchmarking with sector standards, and monitor the application of such policy by the Vice-Chancellor. 
5. Review and approve the Total Fixed Remuneration, and performance assessment for the Vice-Chancellor’s direct report senior executives.
6. Participate in, and endorse the appointment, re-appointment and termination of positions reporting directly to the Vice-Chancellor.
7. Review and make recommendations to Council about Council member remuneration.

1. Review and recommend for Council approval a Skills Matrix which identifies the collective skills and experience deemed appropriate for the Council and its controlled entities to ensure they are able to meet their statutory and regulatory obligations.
2. Recommend candidates for Council vacancies to Council (for Council appointments) or to the relevant Minister (for government appointments) to ensure the Council has an effective balance of relevant skills, experience and knowledge.
3. Recommend to Council a person to be appointed or re-appointed as Chancellor and Deputy Chancellor.
4. Recommend to Council the appointment or reappointment of the Vice-Chancellor, including remuneration and terms of employment.
5. Consider and approve candidates to be awarded Honorary degrees.

1. Monitor the ongoing effectiveness of the Committee and make recommendations to Council in relation to any areas identified for improvement.

The Committee plays an important and active role in oversight of many elements of educational regulatory compliance, including but not limited to:

Oversight of elements of the Higher Education Standards Framework

• 6.1.1 – membership of the governing bodies
• 6.1.4 – Institutional environment of where equity and wellbeing of staff and students is fostered
• 6.2.1 (b) – oversight and progress against performance targets
• 6.2.1 (g) – policies and practices to support ATSI participation
• 2.3 – Wellbeing and Safety

In addition, the Committee will consider any appropriate matters referred to it by Council or the Vice-Chancellor. 

There shall be an agenda and minutes for all meetings and the Secretary (who shall not be a Committee member) shall record the proceedings of the meeting and distribute Chair approved minutes within 10 days of the meeting.

The Committee may meet in-camera to consider any specific item at the discretion of the Chair.

The Committee shall review its own performance on an annual basis and refer findings and actions arising from the review process to Council.

The Terms of Reference for the Committee shall be reviewed on an annual basis and any amendments recommended to Council for approval.

In discharging their responsibilities, the committee members have a duty to act in the best interests of the University’s as a whole, irrespective of personal, professional, commercial or other interests, loyalties or affiliations.

To Council after each meeting. The Committee will immediately escalate to Council any significant or material matters of concern.

Quorum is a majority of current members. The Chair holds an additional ‘casting’ vote if there is a tie in the vote.

Minimum of four (4) times per year.

None

University Secretariat

Name: Dr Jessica Lee-Ack

Role: Interim Associate Director University Governance

Email: council.secretariat@rmit.edu.au

Phone: 03 9225 2008