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‘Complete breakdown in cash management’ at Dundee, accounts show

Long-awaited accounts reveal leaders departed crisis-hit institution with large payouts despite presiding over period where costs grew by almost half

Published on
July 1, 2026
Last updated
July 1, 2026
Source: Getty/Joe Proctor

A “complete breakdown in cash management” and a “lack of expenditure control” at the top of the University of Dundee contributed to its perilous financial state, according to long-awaited accounts.

As the 145-year-old university prepares to slash nearly 200 more jobs, it has finally released its figures for the financial year 2023-24, a period that saw it come close to bankruptcy, before it was bailed out by the Scottish government.

Posted 1 July, the accounts offer further insight into the institution’s deteriorating financial stability in recent years.

In 2023, a year ahead of Dundee recording a £35 million deficit, some 99 members of staff were making more than £100,000 a year. By July 2024, that number was 111.

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Combined with the decline in international student numbers after Brexit and “other external factors”, the university saw staff costs “spiral” and operating costs grow by 43 per cent.

“There was a complete breakdown in cash management and expenditure control at the senior level of the organisation,” it states. 

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“The situation was exacerbated by a lack of independent challenge around strategic financial decisions. Furthermore, members of the university executive group were focused on their own portfolios, with limited cross-functional financial accountability.”

The final lump sum awarded to ex-principal and vice-chancellor Iain Gillespie has also been revealed.

Gillespie, who resigned in December 2024 shortly after the extent of the financial crisis facing the university became clear, was earning £298,000 a year by the time of his departure.

Because of his contractual entitlement to six months’ notice, he left with a £152,421 payout.

The accounts describe a “failure of action” by the university’s executive and court in 2024, “following a breakdown of governance and leadership in 2023”.

Gillespie was not the only senior figure to leave, with chair of court Amanda Millar resigning in February last year.

Interim principal and vice-chancellor Shane O’Neill took over between December 2024 and June 2025, stepping down following the publication of the Gillies report.

The professor was also paid £11,335 as payment in lieu of notice, and £30,218 for untaken annual leave he had accrued.

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The accounts confirm the findings of the Gillies report, commissioned by the Scottish Funding Council, which in June last year found failings in financial monitoring, leadership and governance at the university.

In comments to the Scottish Parliament last year, O’Neill admitted: “There were gaps in the competence that you would expect in the leadership, yes.”

³ himself on whether he was “incompetent or corrupt” in his leadership of Dundee, Gillespie said he “was certainly not corrupt”, so would “have to choose incompetent”.

Beyond disruption to leadership and rounds of redundancies, the accounts detail other impacts the financial catastrophe has had on the university’s work.

The crisis had a “major impact on [Dundee’s] capacity to deliver the Net Zero strategy, with reductions in both human and financial resource detracting attention from this critical area,” the documents reveal.

Overall, the Gillies report “highlighted clear failings in financial monitoring, management and governance at the university, which had not been identified because both the executive and court were operating suboptimally,” the accounts note.

Since its publication, Dundee has reported monthly to the Scottish Funding Council on its progress.

Last month, current interim principal and vice-chancellor Nigel Seaton told staff “we still have some way to go to become financially sustainable”.

The university is trying to make savings of £20 million, with 190 jobs set to go at an institution that has lost more than 600 roles since August 2024.

The accounts for 2024-25 are still to be published. 

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georgia.luckhurst@timeshighereducation.com

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Health and Safety Executive For the Attention of the Vice-Chancellor Vice-Chancellors Office De Montford University The Gateway Leicester LE1 9BH Reference: CAT-0343502 Michelle Morrison Inspection Division Unit 1 Group 6 Kingsley Dunham Centre Nicker Hill Keyworth Nottingham NG12 5GG michelle.morrison@hse.gov.uk http://www.hse.gov.uk/ Principal Inspector: Samantha Farrar samantha.farrar@hse.gov.uk 18 June 2026 Dear Professor Normington, RE: Concerns about the Management of Work-Related Stress Further to Andrew Denison’s (HSE Head of Operations) letters to you of 5 September 2024 and 23 December 2024 and your responses, I am writing to you as HSE has received further concerns about the University’s management of work-related stress. These concerns have been raised with us by the University and College Union (UCU). UCU claim that the University has not carried out a suitable and sufficient organisational stress risk assessment. The reasons given that your draft risk assessment is not suitable and sufficient include that it; - Omits key stress hazards identified by UCU safety representatives. - Fails to identify root causes of work-related stressors or address these at source. - Relies primarily on secondary and tertiary controls, rather than preventative, collective, primary controls. - Lists existing measures that have been shown to be ineffective and includes measures that are not yet implemented or remain under review. - Contains no immediate, interim, or time-bound actions to reduce ongoing harm. They further allege that although the University appeared engaged in discussions with UCU safety representatives and UCU National Health and Safety Official, it has recently withdrawn commitments to implement the controls being discussed and developed collaboratively over several months. I now need to consider whether an intervention is required. As part of those considerations could you provide me with the following information: - A copy of your organisational risk assessment of work-related stress. Can you also provide details of the data sources you used to identify who might be harmed and how in the risk assessment. Please explain any additional controls that have been implemented since 2024. - Please explain how the effectiveness of controls identified and implemented has been assessed. - Explain how you have triangulated your data sources (including: sickness absence, the relevant parts from the Corporate Health Indicators and the ‘heatmap’) to gather a full picture and from that develop an action plan. - Can you provide a copy of the action plan and detail your progress against it. - Can you confirm how you have monitored compliance with the Guidance on Academic Workloads following the training sessions and manager briefings detailed in your letter of 4th October 2024. - Can you confirm if the new academic workload system which was being scoped to assist with capturing, managing and reporting on workload allocations in real time was implemented; and if this was not implemented, what other actions were taken. - Can you confirm what action has been taken in relation to workload models to avoid workload modelling at or above 100% and how this includes capacity for breaks and non-captured duties. - Can you provide details of the top ten causes of absences at the last 12 months by three categories: number of absences; number of working days lost; and cost of those absences. This is so we have clarity about your absence data and where stress related absences fit into that data picture. - Can you provide me with details of staff turnover for the last 12 months for all staff and by department. Please would you provide me with a written reply on these allegations, including any additional information or actions you consider are relevant to how you are managing and addressing the risks from work-related stress that I should include in my considerations by Friday 27th July 2026. Section 28(8) of the Health and Safety at Work etc Act 1974 requires me to inform your employees about matters affecting their health and safety. As such, I have sent a copy of this letter to UCU as a representative of your employees. Yours faithfully Michelle Morrison HM Inspector of Health and Safety

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