Warwick Students' Union Trustees
The Trustee Board is the governing body of the Charity.
The Trustees are responsible for making sure that the Students' Union is run effectively, complies with the law, has a strong strategic plan based on members' needs and is financially secure.
Authority is delegated to the Chief Executive to manage the day to day operations and it is the role of the Chief Executive to enact the strategy determined by the Trustees. The SU is run on a day to day basis by its staff, officers and volunteers directed by its members' needs.
The Trustee Board is made up of:
Student Officer Trustees
Each of the 7 full-time Student Officers are Trustees of Warwick Students' Union.
There are up to 6 Trustees of the SU who are Warwick students (not Student Officers, student staff, Returning Officer or Deputy Returning Officer). These are appointed by the Board and Union Council.
There are up to 5 external non-student members of the Board. These are also appointed by the Board and Union Council.
- Experienced in leading marketing, and brand strategy and execution bringing together international, creative, hardworking teams to create omni-channel marketing and growth strategies.
- Expertise is digital marketing, operational marketing, student storytelling, student engagement, performance marketing, event management, financial planning, and leadership.
- Spent the last 10+ years successfully forging a career as a well-respected senior manager, thought leader, and speaker within the higher education industry.
- Passionate about education and have been fortunate to work with a company that also values technology, automation, and disruptive thinking.
- Keen to bring global student experience to this role, in my current business school we have over 150 nationalities represented across our students, faculty and staff base, with no 1 nationality representing more than 8% of the population. Our community is one that fosters, celebrates, and thrives in diversity–thinking and practices that I believe are missing at many traditional education institutions. A diverse community represents an experience to students that is closely matched to the reality of a global world that is becoming smaller and more interconnected every day.
- As educators, we must educate ourselves, students, and staff to understand and welcome this culture, not just via academics but also extracurricular and social activities.
- Global Director – Brand, Marketing and Events – Hult International Business School
Leading the content, events, marketing operations & brand function across global territories, ensuring the achievement of short and long-term regional financial targets in line with the organisation vision and values.
Angella Hill Wilson
- Wealth of political knowledge and experience.
- Specialist in policy advice to high profile politicians and senior executives.
- Co-founder of company 2-3 degrees providing young people with practical life skills (see below)
- Worked for the London Assembly developing core research and policy briefings, advice and support to Assembly Members in the areas of housing, economy, diversity, policing and crime portfolios.
- Experience as a Campaign Consultant and Party Coordinator in planning, coordinating election campaign schedules successfully.
- Area Manager, Greater London Authority
Professional lead on relationships with investment partners and Boroughs to deliver the Mayor’s Housing programmes in line with the Housing Strategy and London Plan.
- Co-Founder of 2-3 Degrees
Co-founded 2-3 Degrees providing young people with the practical life skills. Designing action and activity based workshops and project managed programmes that are aimed at motivating and inspiring young people to make positive life decisions including providing client services to the following groups i.e. Head Teachers, senior leadership teams in educational institutions, directors of youth organisations.
- Significant commercial experience in finance and audit roles working in a global environment.
- Significant influencing of commercial priorities and in coaching Senior Management in governance and to improve the overall control environment.
- Development of a Risk Registers and Risk identification processes embedded as business as usual activity.
- Lay Trustee at Warwickshire Young Carers so understands the requirements of the role and the contribution supporting young adults will make to them as individuals and to a future fairer wider community.
- Worked for a Lay Trustee Board as part of their role as Head of Audit and Risk at the Co-op.
- Has been an ambassador to Warwick University Enactus group for 4 years.
- Working in an international environment leading medium and large teams including outsource providers in Europe, America and Asia so culturally aware of needs of students from all backgrounds.
- Fully compliant with the Nolan 7 principles as working within a public sector company and through alignment to those principles as part of membership to professional bodies.
- Corporate Audit Manager for Network Rail
Oversight and management of audits which cover multiple processes including; Financial, Operational, Change programmes and Fraud investigations.
The Trustee Board is accountable to Warwick Students' Union members, to the Charity Commission and to the public in general.
According to the Charity Commission: "Trustees have and must accept ultimate responsibility for directing the affairs of the Charity, ensuring it is solvent, well run, delivering the charitable outcomes set out in its governing document".
Duty of prudence
Duty of care
- Ensure that the charity complies with charity law, and with the requirements of the Charity Commission as regulator; in particular, ensure that the charity prepares reports on what it has achieved and Annual Returns and accounts as required by law.
- Ensure that the charity does not breach any of the requirements or rules set out in its governing document and that it remains true to the charitable purpose and objects set out there.
- Comply with the requirements of other legislation and other regulators (if any) which govern the activities of the charity.
- Act with integrity, and avoid any personal conflicts of interest or misuse of charity funds or assets.
- Ensure that the charity is and will remain solvent.
- Use charitable funds and assets reasonably, and only in furtherance of the charity’s objects.
- Avoid undertaking activities that might place the charity’s endowment, funds, assets or reputation at undue risk.
- Take special care when investing the funds of the charity, or borrowing funds for the charity to use.
- Use reasonable care and skill in their work as trustees, using their personal skills and experience as needed to ensure that the charity is well-run and efficient.
- Consider getting external professional advice on all matters where there may be a material risk to the charity, or where the trustees may be in breach of their duties.
The Board of Trustees has ultimate responsibility for the financial matters and financial procedures of Warwick Students’ Union. It must accept ultimate responsibility for giving firm strategic direction to the Union, and ensuring that it is solvent, well-governed, and delivering the objectives for which it has been set up. Please see here for our Code of Conduct.
The trustees will also annually review how the Union’s aims are to be achieved, which are found in the Governing Document – the Memorandum and Articles of Association. These include:
- Promoting the interests of our members as effectively as possible at institutional, local and national levels.
- Ensuring effective communication between our members, the University of Warwick and other bodies.
- Providing for the educational, cultural, recreational, sporting, social and welfare needs of our members to the best of our ability.
- Operating an effective Equal Opportunities policy while guaranteeing freedom of expression and minimising any adverse environmental impact, thus providing a safe and enjoyable environment for all.
The Board of Trustees has a responsibility not to implement any democratically-developed policy which has damaging financial implications or breaches the law, if it is passed without a realistic financial plan.
- To work collectively and with the Chief Executive and other senior staff to ensure that WSU has a clear vision which recognises its values and meets the needs of its members.
- To monitor and evaluate the performance of WSU against targets, and to ensure that it remains focused on achieving its vision.
- To ensure that WSU complies with all legal and regulatory requirements, including its governing document, charity law, company law and any other relevant legislation or regulations.
- To agree any delegated authority and ensure that such delegated authority is clearly expressed.
- To safeguard the assets of WSU, taking due care over their security and proper usage, ensuring that they are used exclusively in the pursuit of the agreed objectives.
- To ensure that the governance of WSU is of the highest standard and that it follows guidance from any relevant bodies.
- To recommend the auditors and name the bankers of WSU.
- To safeguard the good name and values of the organisation.
- To annually approve and amend the finance regulations, annual budgets and strategic plans of WSU.
- To appoint and appraise the Chief Executive and to appoint the Board of Directors of any direct subsidiary companies of WSU.
- To contribute actively to the Board of Trustees, using any specific skills, knowledge or experience to help the Board of Trustees reach sound decisions by scrutinising board papers, focusing on key issues and providing guidance.
- Take or seek opportunities to enhance their effectiveness as a Trustee through participation in training and development programmes, and by increasing their own knowledge of WSU.
When do the Committees meet?
These dates may be subject to change in exceptional circumstances. The roles of each of these committees and who sits on them are set out in the Terms of Reference: People & Remuneration Sub Committee, Governance & Appointments Sub Committee and Audit & Risk Sub Committee.
People & Remuneration Committee
Governance & Appointments
- 28th September 2016
- 29th November 2016
- 24th January 2017
- 21st March 2017
- 25th April 2017
- 6th June 2017
- 25th September 2017
- 28th November 2017
- 23rd January 2018
- 19th March 2018
- 24th April 2018
- 5th June 2018
- 20th September 2018
- 26th November 2018
- 28th January 2019
- 11th March 2019
- 29th April 2019
- 4th June 2019
- 25th November 2019
- 11th February 2020
- 2nd June 2020
- 15th October 2020
- 24th November 2020
- 11th February 2021
- 2nd June 2021
- 1st November 2021
- 3rd February 2022
- 5th May 2022
- 26th July 2022
- 25th October 2016
- 6th February 2017
- 4th May 2017
- 21st June 2017
- 17th October 2017
- 7th November 2017
- 5th February 2018
- 3rd May 2018
- 18th October 2018
- 29th November 2018
- 8th May 2019
- 22nd October 2019
- 28th November 2019
- 25th February 2020
- 6th May 2020
- 23rd November 2020
- 25th February 2021
- 11th May 2021
- 28th October 2021
- 18th January 2022
- 10th March 2022
- 7th June 2022
- 20th September 2016
- 6th December 2016
- 28th February 2017
- 14th June 2017
- 24th October 2017
- 17th January 2018
- 7th March 2018
- 13th June 2018
- 13th November 2018
- 5th February 2019
- 11th June 2019
- 19th November 2019
- 10th March 2020
- 11th June 2020
- 20th October 2020
- 17th November 2020
- 26th January 2021
- 10th June 2021
- 5th October 2021
- 23rd November 2021
- 15th March 2022
- 14th June 2022
Framework of Good Governance
The Framework of Good Governance is established to clarify the relationship between the University of Warwick and Warwick Students’ Union. The Framework is based on a spirit of partnership and covers a range of aspects from premises, transport, financial and legal requirements to data sharing, dispute resolution, complaints and representation. Click here to download framework agreement.