Cambridge SU has released a set of pledges ahead of this week's Chancellor Election, outlining the expectations it holds for candidates seeking the role. The pledges cover key areas including widening access, ethical investments, and engaging with societies.
Eight candidates have responded to the SU’s proposals, with some offering statements of general support and others engaging more directly with specific pledges. Mohammed welcomed the SU’s priorities with general support. Ayham Ammora, Tony Booth, John Browne, Wyn Evans, Mark Mann, Gina Miller, and Chris Smith provided more detailed responses, addressing each pledge individually and outlining how they would work to uphold these commitments if elected.
Cambridge SU hopes the pledges will set a clear standard for what students expect from the next Chancellor, and provide a framework for ongoing accountability and engagement between the student body and the University’s senior leadership.
Below are the responses from each candidate who engaged with the pledges, either by expressing general support or by offering specific comments on individual points.
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Engage with and fundraise for efforts to widen access to both Undergraduate and Postgraduate study at Cambridge.
Ayham Ammora: I strongly agree. We must dismantle barriers and connect talent from all backgrounds with opportunity. My approach: Access to education should be based on ability and potential, not background or financial privilege. Drawing on my fundraising experience, I will help grow and sustain scholarships, outreach initiatives, and mentoring programs for under-represented and low-income students. I will also promote partnerships with education foundations and alumni to match funding with greatest need, ensuring a more socially representative and ambitious student body at all levels.
I strongly support the success of existing initiatives such as:
- The Cambridge Foundation Year, offering fully funded transition programmes for students from educationally disadvantaged backgrounds.
- The Stormzy Scholarship and Rowan Williams Cambridge Studentship, which support Black British students and students displaced by conflict or persecution.
- The Harding Distinguished Postgraduate Scholarships, funding high-achieving PhD students in any discipline.
I will build on these efforts by helping to grow the scale, visibility, and sustainability of such schemes.
Lord Chris Smith: I believe strongly in widening access to both undergraduate and postgraduate study here. Whilst I’ve been Master of Pembroke we have steadily increased our proportion of students from less advantaged backgrounds, and we have redoubled our outreach work to schools and communities. The principle has to be that we seek the very brightest applicants from whatever background they happen to come.
Gina Miller: I wholeheartedly support widening access to Cambridge. My personal journey underscores the transformative power of education, which equips individuals with essential knowledge, skills, discipline, and resilience to overcome life's challenges. As Chancellor, I will actively engage in fundraising initiatives targeting alumni and other individuals who have experienced firsthand the profound impact of education-driven social and economic mobility. I will encourage them to become visible role models by contributing to specifically targeted scholarships and outreach programmes to ensure talented students from diverse backgrounds, particularly those historically underrepresented at Cambridge, have the opportunity to thrive.
Lord John Browne: The University of Cambridge’s mission is “to contribute to society through the pursuit of education, learning and research at the highest international levels of excellence”. Against a backdrop of fierce competition, this position must be maintained and enhanced. The University must be able to open its doors to the best and most diverse talent, with the significant domestic support and international financial backing this requires – to create a better future for people locally, regionally, nationally and around the world. Being immersed in and focused on the University’s efforts to widen access to academic study must therefore be a core priority for the Chancellor. This is not only a matter of societal importance, but also a strong personal priority for me. Cambridge had a huge influence on my life and I have maintained deep academic, commercial and charitable connections with the University since my time as an undergraduate – including funding scholarships at Murray Edwards College in my mother’s name. She cared enormously about granting women equal access to opportunity, because it was something that was denied to her. My commitment to this element of the role is also about honouring her legacy, as well as doing the right thing for the University and wider society.
Mark Mann: I fully support this and it is a cause close to my heart. Whilst I was at Pembroke I was its Schools Liaison Officer. I hit my local Target Schools in Leeds to encourage more to apply, and some of them applied and got in. Cambridge opened doors for me; widening access is non-negotiable if we want the best minds, not just the best-connected, at the table. The Chancellor can’t rewrite bursary policy, but I can put my name, networks, and spare time behind existing access schemes (e.g. the Foundation Year and postgraduate hardship funds). Tell me what you need and send me into battle for it.
Mohammed El-Erian: Yes, I agree with this pledge.
Tony Booth: The financing of universities has become fraught and needs to be rebalanced away from high student debt, following the Browne Review of 2010, which affected students from less wealthy families disproportionately. Cambridge University is in a strong position to develop models and lobby for more equitable ways to fund higher education. The University could consider alternative routes into courses beyond “A” levels. It is hard to imagine within Cambridge University that some other countries have open access, like the Open University, for some studies with progression depending on course passes.
Wyn Evans: Access to higher education in the UK today is restricted in ways that are structural, economic and ideological. For example, there are significant geographic disparities in undergraduate application and acceptance rates. One of the very welcome initiatives of the current Vice Chancellor has been to visit parts of the UK which have low Cambridge entry rates (Scotland, Wales, Northern Ireland, the North, Midlands, Yorkshire & the Humber) to encourage more applications. The Vice Chancellor has also rightly made postgraduate studentships a key strategic focus for Cambridge, describing the loss of domestic research students since 2017 as “catastrophic”. Research students are the lifeblood of any research university. UKRI's current recommended rate for a stipend for a PhD student is £19237 per year (tax free). The take home pay of someone on national living wage is about £20950 (after tax). There’s the problem ... the best undergraduates have little financial incentive for another 3-5 years on the breadline, when they’re already tens of thousands in debt. By comparison, ETH Zurich pay their PhD students 55000 CHF (after tax) a year. This is an area in which the new Chancellor must offer every support to the Vice Chancellor’s existing initiatives.
2. Promote ethical investment and financial relationships, promote only ethical partnerships, and fundraise for sustainability measures across the University.
Ayham Ammora: I strongly agree. Cambridge must match its reputation for excellence with ethical, climate-conscious choices. My approach: Cambridge has made significant progress in aligning investment with its values, including its commitment to full divestment from fossil fuels by 2030. I support the work of the University Council and Investment Office in these areas. As someone who has led large climate initiatives and policy reforms, I will be a powerful advocate for aligning Cambridge’s financial decisions with its values. I will pursue divestment from fossil fuels and companies that undermine human dignity or environmental justice, while securing funding to accelerate the University’s path toward net-zero emissions and a more ethical portfolio of partnerships.
But climate leadership goes beyond divestment, it includes:
- Greening our estate and infrastructure
- Scaling research in climate and sustainability
- Reassessing partnerships to ensure ethical alignment
Lord Chris Smith: During my time at Pembroke, we have divested all of our investments in fossil fuel companies, though we still invest with CUEF which is still on its way to full divestment. We undertake careful due diligence for any donation that comes to the College. And we have ensured that our new development on the Mill Lane site is entirely gas-free, with power coming from air-source heat pumps and solar panels, and water captured in order to recycle. We have also now installed air-source heat pumps in Foundress Court on our historic site, and our aim is to do progressively more to decarbonise our ancient buildings.
Gina Miller: Throughout my professional career in finance, as well as my activism, advocating for ethical practices, transparency, and better governance has been foundational. Since the mid-1990s, I have championed the ‘triple bottom-line’ philosophy, prioritising people, planet, and profit equally across all my businesses and endeavours equally. My advocacy has challenged greenwashing, hidden fees, lack of transparency, mis-selling and unethical behaviour, contributing directly with text incorporated into three significant EU Directives in 2014 and 2015. I am inspired by Cambridge’s existing leadership, exemplified by initiatives such as Cambridge Zero, however, vigilance and progress are essential, particularly in addressing contemporary debates around contentious investments like defence, ensuring balance between geopolitical realities and human rights concerns, carbon emissions, and reputational risks; with disclosure and transparency from investment managers being critical. As Chancellor, I would advocate strongly for Cambridge’s continued and expanded alignment with Environmental, Social, and Governance (ESG) standards, promoting divestment, for example, from fossil fuels, gambling, civilian weaponry, and certain nuclear sectors. Furthermore, I would ensure these ethical frameworks extend across all university partnerships, donors, and philanthropic activities, reflecting Cambridge’s commitment to responsible stewardship. King's College’s recent responsible investment decision serves as a commendable benchmark that I would actively encourage for other colleges to adopt.
Lord John Browne: Whether you work or study at Cambridge, it is quite right to take a keen interest in the investment decisions and partnerships being forged by the University. Clearly there is an array of views about what might be considered acceptable relationships and types of funding, and the debate about that must always remain live, healthy and respectful. It is my view that successful investments occur when a company demonstrates an understanding of, and a commitment to, the society in which it operates. While these decisions ultimately fall within the remit of the Vice-Chancellor, I hope to be able to bring my deep and extensive experience in navigating these debates to the fore in this role, advising when asked to do so. Having spent my life in the global energy business – currently as Chairman and Co-founder of BeyondNetZero, a fund which invests in accelerating the energy transition – I know what it takes to balance seemingly irreconcilable points of view. I have also, however, learnt that accepting significant sums at any cost is not the answer.
Mark Mann: I agree in principle and practice. I’ve set up or helped to set up social enterprises from research across the UK and Europe and developing the investment case for social, sustainable and ethical investment is at the core of my activity now.
As Chancellor I would:
- champion the University’s existing Responsible Investment Framework every time I speak to donors;
- push for transparent reporting on endowment carbon metrics; and
- advocate for a portion of the university’s investments to be dedicated to social and investment fund, as happens at other universities such as the University of Edinburgh.
Mohammed El-Erian: Yes, I agree with this pledge.
Tony Booth: We know that emissions from fossil fuels are destroying the future for life on earth. There can be no justification for primary or secondary investments in fossil fuel companies or for accepting funding or sponsorship from them. The same applies to investment in the arms trade in the knowledge that weapons are used in breaches of international law. It will bring the University into disrepute to appoint a Chancellor associated with such investments. The University can lead on the transition to plant-based food, and the careful consideration of best use of agricultural land, how to maintain forest cover and protect the habitats of non-human species. There needs to be a review of sustainability activities across the University to ensure they truly contribute to minimising emissions, locally and globally, rather than greenwashing. I have also called for the raising of funds for a reverse Manhattan Project connecting up Universities in research and dissemination on how to overcome resistance to the rapid reduction in greenhouse gas emissions, just transitions, and an unwillingness to reduce consumption and energy use.
Wyn Evans: We should put emphasis on the University's mission statement & core values. These are incompatible with any support for the arms trade. Easy access to arms prolongs wars (eg in Sudan, Ukraine & the Middle East), enabling both state and terrorist actors to continue violence unabated. The University should not have any investments in companies associated with the arms trade whatsoever. Climate change, ecological collapse and biodiversity loss are urgent existential threats, posing catastrophic risks to humanity. The University has already pledged to divest from all direct and indirect investments in fossil fuels by 2030. The University also has an ambitious strategy, aiming to reach Net‐Zero emissions by 2038. This will be all the more challenging in an era of tight budgets. The new Chancellor needs to ensure the university rigorously upholds its core values in both these areas. So, if you think the ideal Chancellor is an Auric Goldfinger figure — an unethical financier flying around the world on a private jet, and fundraising by cutting deals with dictators and oligarchs — then I’m not your candidate!
3. Engage with and fundraise for societies to enrich the student experience at the University.
Ayham Ammora: I strongly agree. Student societies are vital to intellectual and personal development at Cambridge and their contribution must be supported, not taken for granted. My approach: Student societies are the beating heart of Cambridge’s community reflecting passions, friendships, service, and creativity. I will connect societies with patrons and advocates to champion their causes, match initiatives to alumni expertise, and fundraise to help these groups flourish and innovate in ways that benefit all members of the University.
Lord Chris Smith: The role of Chancellor is primarily ambassadorial rather than executive, but there is undoubtedly a role the Chancellor can play in helping fundraising for the University. (I oversaw the raising of all the funds we needed to complete the Mill Lane development - £82m – and we have also raised a further £30m during the life of the campaign for student support.) Engaging with students and student societies, and identifying ways in which the Chancellor can assist them to raise funds, would be something I’d be keen to do.
Gina Miller: Student societies significantly enrich university life, fostering community, creativity, and personal intellectual growth. As Chancellor, I would directly engage and actively support fundraising efforts and student-led initiatives. Recognising the diverse spectrum of interests, from the arts and sciences to advocacy and sport, I would support these vital aspects of the Cambridge student experience, a commitment consistent with my long standing practice of prioritising student-led requests.
Lord John Browne: My three years as a Cambridge student taught me how to make life-long friends and to disagree without rancour. I studied physics but learnt much more by living alongside musicians and historians, economists and lawyers. I even learnt how to cox a boat. This exposure to such an eclectic mix of disciplines and subject areas has guided me, not only in business, but also in chairing and fundraising for the likes of the Crick Institute, the Tate, the Courtauld, and the British Museum. To help pass on such benefits of Cambridge to the next generation by contributing to and fundraising for its diverse and important range of societies would be a privilege.
Mark Mann: Gladly. This position is all about engagement and using the platform to elevate others. Our societies play a crucial role in university life and they, like others, will always be received by an open door. As for fundraising, I have causes close to my heart: entrepreneurship and impact, diversity, mental health, and protecting academic enquiry. Any society looking to drive us forward on these fronts will receive my full-throated support. Equally, there are societies beyond my scope of knowledge that also may be looking to make a difference in the world and to them I say, come and pitch me!
Mohammed El-Erian: Yes, I agree with this pledge.
Tony Booth: I support any ethical enrichment of the student experience. I would listen to, and learn from, students on how available societies can be improved, what funds are needed and then find the best way to raise them. I would look, in particular, at those opportunities which broaden and deepen the educational experience of students and give them stronger, more secure, more life affirming social connections.
Wyn Evans: Students do not just learn in lecture theatres and laboratories. They learn in clubs, on sports fields or on the river Cam, on the stage, in the concert halls or running ‘Varsity’ or CSU.
They learn by volunteering or other non-academic pursuits — including demonstrations and peace camps! As a student in the 1980s, I benefited from membership of a wide range of societies. I wrote for ‘Varsity’, then called ‘Stop press’. I also participated in the student occupation of Lady Mitchell Hall! Students have every right to engage in non-violent protests!
4. Promote transparency and accountability from the University to the student body.
Ayham Ammora: I strongly agree. Decisions must be made transparently and in collaboration with all members of the University. My approach: I will be a visible and engaged Chancellor, regularly meeting with student representatives and advocates and will use my role to foster greater openness in university decision-making. I will encourage the publication of clear reports on key decisions and financial priorities and empower the Students’ Union to hold the University to account when promises are made but not kept.
Lord Chris Smith: The University should have nothing to hide. It should be as transparent and open as possible, and should involve students in discussions about the future of the University; this should include welcoming student representatives onto Committees. It’s not the Chancellor’s place to pre-empt the work of the Vice-Chancellor, but I would want to advise and encourage her in the direction of as much openness as possible.
Gina Miller: For over 30 years, transparency, accountability, and stakeholder empowerment have at the heart of my advocacy. As Chancellor, I would continue to do so, championing clear, accessible, and regular communication between the university administration, students, and academic staff. I would strongly advocate for robust accountability frameworks, ensuring students have meaningful involvement in processes affecting their university experience. Additionally, I would call for improvements to whistleblowing mechanisms, grievance procedures, and advocate for trained professional well-being support in every college. An approach that would alleviate the burden on overextended tutors and underline the University’s commitment to students' mental health and welfare being as critical as their academic achievements and productivity.
Lord John Browne: This pledge aligns more closely to the role of the Vice-Chancellor, and their specific remit to ensure there are strong lines of communication between the University and the student body. The role of Chancellor is not an executive one, but I am committed to working in partnership with the Vice-Chancellor to offer strategic counsel in instances like this when it matters most. Throughout my long career leading and representing many organisations and ensuring their people feel included and engaged, I have a deep understanding of the power of effective communications and genuine accountability. I would bring this experience to bear in the role of Chancellor. I have made the point consistently in recent months: the Chancellor’s role is one of responsibility, not power—to represent the University on the world stage, to uphold its core values of free speech and academic excellence, and to support its mission of advancing knowledge for the benefit of society.
Mark Mann: The honest answer here is that this is not a binary issue. Rather, it is a nuanced topic, and therefore you deserve a balanced answer. When we consider transparency and accountability in a complex organisation like the University, we must consider the needs of the diverse stakeholders. Do I think there should be a degree of transparency and accountability so the student body is an informed and active participant in shaping our collective destiny? Absolutely. Do I also recognise that university staff require a degree of autonomy and confidentiality as it is necessary for their work? Of course. An example of the former would be endowment funds. We’re all custodians of the University and its future, and these investments will help safeguard the institution for generations to come. But if we’re investing in an area that threatens that future, be it locally or internationally, we obviously deserve to know that and be able to voice our opinion on it. It is an area of demonstrable public interest, if you will, within the University. However, there is a line. For example, providing the whole University with access to the intellectual property currently on Cambridge Enterprise’s books would provide little benefit to the student body and would only open the door to theft. Likewise, involving every stakeholder in every decision across the University would limit its ability to take action, and make an already robustly representative process glacial in speed. In short, I will champion for a greater role for the student body in our collective decision making, of which increasing transparency and providing a seat at the table is a part. However, it is not my role as Chancellor to second guess the sound judgement of staff within the University – who bring with them deep expertise and knowledge of their fields – and argue for greater transparency and involvement in areas that would be hindered as a result. Fundamentally, we must do whatever best secures a prosperous future for the University so that others may continue to enjoy the same benefits we have enjoyed for centuries to come.
Mohammed El-Erian: Yes, I agree with this pledge.
Tony Booth: Cambridge is a large complex organisation, which provides a great learning opportunity in understanding and contributing to how it functions. Dialogue between staff and students should be given a high value. This can only happen where differences of power are set aside, and information about decision making is openly available. It would be helpful for the University to redefine itself as encompassing all staff and students with a recognition of its place within the city and amongst the Citizens of Cambridge.
Wyn Evans: Cambridge University is secretive. Transparency and accountability not just to the student body, but also to the staff and to the public, needs urgent improvement and reform. Freedom of Information is enshrined in law. If an employer breaks FOI laws, then they can be taken to the Information Commissioner’s Office (ICO). Just 2% of UK employers account for half of all complaints raised with the ICO. The ‘usual suspects’ are all present — our political parties, high street banks, social media providers such as Google, Facebook and Twitter, and health authorities. But, it also includes ... Cambridge University. The last decade has seen the growth of a powerful managerial class in Universities which has little scrutiny or oversight. It is often disconnected from the Statutes and Ordinances that govern University institutions. The consequences are soaring senior management pay, opaque finances, lack of accountability for decision-making and widespread use of non- disclosure agreements. The new Chancellor must be truly committed to open governance and drive change in the University.
5. Champion the rights and wellbeing of marginalised students at Cambridge by advancing equality, diversity, and inclusion throughout the collegiate university. Advocate for an environment where all students can flourish regardless of their background.
Ayham Ammora: I strongly agree. Equity and fairness must underpin everything that we do. My approach: An education should empower everyone regardless of race, gender, sexuality, ability, religion, or socioeconomic background. Initiatives like the Race Equality Charter, The Mindful Scholar, and the Access and Participation Plan are essential steps, but more needs to be done. EDI should not be a box-ticking exercise. It should be about culture, opportunity, and action. I will use my platform to celebrate diversity and tackle persistent inequalities in university structures. That means securing resources for mentoring, mental health services, and networking opportunities for under-represented groups and putting pressure on university leadership to implement the recommendations made by its own reviews into equity and inclusion.
Lord Chris Smith: I have always been strongly committed to equality, diversity and inclusivity, ever since I came out in 1984 as the first voluntarily openly gay MP in the UK. As Master, I created, and have personally chaired, our College’s Consultative Committee on Diversity and Inclusivity, which brings together Fellows, students and staff from across the College. We have also established “Pembroke Chai”, which is an informal social environment for any students who may feel marginalised. I would want to be an effective champion for all such students across the University.
Gina Miller: As a woman of colour with extensive experience in historically male-dominated fields such as finance, advancing equality, fairness, and opportunities has defined my life's work. I will actively support initiatives promoting access, rights, and well-being of marginalised students. Cambridge rightly prides itself in an impressive tradition of excellence, yet there remains scope for improvement. As Chancellor, I would proactively support targeted initiatives designed to enhance representation and amplify the voices and wellbeing of marginalised students, and staff. My goal would be to ensure that every member of the Cambridge family feels genuinely valued, included, and empowered to speak up, as well as achieve their full potential at Cambridge.
Lord John Browne: Cambridge’s greatest strength is its people, and it already has an enviable ability to attract students with unmatched potential and to make excellent academic hires. But more can always be done to improve the diversity – in every sense of the word – of Cambridge’s talent pool. In my experience, this starts by fostering a culture of radical inclusion, one in which everybody feels they can belong. To stay at the forefront globally, Cambridge must attract and support the brightest minds, wherever they come from. It must appeal to those seeking a home for academic excellence, freedom of inquiry, and freedom from discrimination, but also be accessible and affordable. Opportunity, diversity, and excellence must go hand in hand. This is a theme of great personal relevance to me. My time studying at Cambridge shaped who I am. It gave me lifelong friends, taught me how to think critically and gave me the courage to accept myself in a time when being different wasn’t easy. Today, enhanced by my own much later experience of being ‘outed’ as a gay man, I have a profound determination to give opportunities to those with ability, regardless of their circumstances. This is a crucial measure of the University’s continuing success.
Mark Mann: Absolutely. My career has been about giving overlooked innovators a seat at the table. At Cambridge that means:
- supporting targeted scholarships (e.g. for care-experienced or refugee students);
- backing the SU’s calls for better data on attainment gaps; and
- using the Chancellor’s platform to highlight positive case-studies – because visible role-models shift culture faster than policy memos alone.
Mohammed El-Erian: Yes, I agree with this pledge.
Tony Booth: I would like to see a review of the extent to which the University promotes inclusive or excluding values in action as well as rhetoric. An approach to educational development led by inclusive values and the reduction of discriminatory practices towards students vulnerable to marginalisation formed a major part of my work as a Professor of Education. I developed a scheme for advancing equality, diversity and inclusion, throughout an educational organisation, which is used widely around the world.
Wyn Evans: The University often follows the maxim: “The less you intend to do about something, the more you must keep talking about it“. Equality, diversity and inclusion in the University has become largely performative, with little meaningful action actually being taken (but a lot of words spoken). This is all quite unlike Cambridge University as it really could be. The magnificent role it could play in encouraging greater empathy, diversity, kindness and inclusion, as well as fostering public interest in scholarship and learning, is undermined by its culture. We are all the poorer for this. The new Chancellor must set out a roadmap for genuine reform.
6. Advocate for an environment where all students can flourish regardless of their background.
Ayham Ammora: I strongly agree. All students should have the resources and support to realise their potential. My approach: A thriving university is a place where everyone feels valued, supported, and challenged to reach their fullest potential. I will be a persistent voice for policies and resources that foster a culture of equity, compassion, and collaboration, from accommodations for disabled students and financial aid for low-income students to mentoring for first-generation students ensuring Cambridge is a place where ability, not background, guides success.
Lord Chris Smith: Having an environment where all students can flourish regardless of their background is what Cambridge should be all about. We need to ensure not only that we draw students from the widest range of backgrounds (merit wherever it comes from) but we need to invest in supporting all of our students when they are here. I have tried to make sure that we do that, here at Pembroke, through individualised support and now the appointment of a new Head of Student Wellbeing. The whole University needs to get better at nurturing students when they arrive here.
Gina Miller: I firmly believe every student deserves an environment that nurtures their academic, social, and personal development. It is understood that resilience and personal growth are vital, but students should not shoulder these burdens alone; the university must actively support students through structured resilience workshops, dedicated mental health services, mentorship programmes, and accessible resources to help them effectively manage setbacks and grow from their experiences. As Chancellor, I would aim to inspire students and staff to strive for excellence. To push beyond traditional boundaries. I would also vigorously support policies safeguarding freedom of speech and academic freedom - crucial to Cambridge’s intellectual vibrancy. Additionally, I would advocate for increased funding to enhance student well-being initiatives, and foster a supportive, inclusive campus community that engages meaningfully with the local community.
Lord John Browne: Behind the brilliance, university life can be lonely and intense. Supporting the excellent work that Colleges already do individually and collectively to create a nurturing environment and excellent experience – for those from all walks of life – must be a priority for any leading institution. It is also a personal priority for me. As the son of Holocaust survivor and the recipient of a scholarship to help fund my time at Cambridge, I know how it feels to be an “outsider”. I have always been conscious of, and tried to support, those who have had to travel a more difficult path to get to where they are going.
Tony Booth: This pledge is related to the previous one and the first one. It involves spelling out and advocating for a fair funding policy for student study. It involves identifying and combatting, discriminatory practices to do with accent, class, skin colour, ethnicity, age, gender, sex, sexual orientation, disability, religion and belief, and family wealth.
Wyn Evans: As of 2024-2025, there are about 13100 staff, 12900 undergraduates and 12010 postgraduates at the University. The Chancellor must champion an environment in which all these ~ 40000 individuals are able to flourish. Harassment, discrimination and mistreatment are common at Cambridge. Formal policies exist, but there is widespread tolerance towards misconduct, especially by senior figures. For example, victims of sexual harassment (whether staff or students) often find their allegations are not taken seriously. The 21 Group (which I lead) campaigns against the complaisant acceptance of bullying and misconduct by UK Universities. To take another example, the SU have reported that support for disabled students is at best patchy. Two disabled students are currently pursuing high-profile legal action against the University under discrimination legislation for failing to make adequate adjustments. This is sad. There is much more that the university should be doing to help disabled students flourish. The new Chancellor must chart a definitive path toward radical change in the culture of the university. This demands immediate, uncompromising focus.