Annual Report for the Concordat to Support the Career Development of Researchers 2026

Statement on how the organisation creates, maintains and embeds a research culture that upholds a positive and inclusive environment for researchers at all stages of their careers.

Our commitment to a positive, inclusive, and supportive research culture is embedded in our Research and Knowledge Exchange (KE) Strategy 2022–2027 and which places people, culture, and impact at its core. Our vision, reaffirmed in our Strategic Plan 2026–2031 is to be a leading, inclusive modern university, known for transformative research and KE, with a culture that is progressive, distinctive, and far-reaching in its impact.

Strategic Framework and Governance

QMU’s research culture is underpinned by sector-wide frameworks, including the Concordat to Support the Career Development of Researchers (RDC), the Concordat to Support Research Integrity, the Knowledge Exchange Concordat, the Concordat for the Environmental Sustainability of Research and Innovation Practice, and the Technician Commitment. Our Research Culture Group (RCG) leads on the implementation of these commitments, ensuring that our policies and practices are aligned with national and international standards. The RCG works closely with QMU Schools, strategic Research and KE Centres (RKECs), and Professional Services.

Positive and Inclusive Environment

QMU has implemented robust policies and processes to support researchers, to provide clear guidance and support for all staff. As a small institution, we work closely with the SFC Research Culture Collaboration Manager and benefit from sector initiatives and alliances. Wellbeing is prioritised through initiatives such as the Employee Assistance Programme and our vibrant Diversity, Inclusion and Wellbeing Calendar. Since REF 2021, QMU has been a sector advocate for the national Culture, Employment and Development in Academic Research Survey (CEDARS), with key research culture questions now being mainstreamed into the institutional single, staff survey.

Integrity, Ethics, and Responsible Research and Innovation

Research integrity is embedded through access to internal ethics training, UKRIO online Introduction to Research Integrity training and active participation in national networks such as the UK Research Integrity Office (URKIO) and Scottish Research Integrity Network (SRIN). QMU’s ethics governance framework includes both Divisional and University-level committees, ensuring rigorous ethical review and alignment with national safeguarding standards. As a signatory to DORA and the Leiden Manifesto, QMU promotes responsible use of research metrics and transparent assessment practices. In 2025-26, QMU became part of the successful Scottish Funding Council shared service consortium the Trusted Research and Secure Innovation Network (TRESI). Additionally, we have enjoyed active participation in the Scottish HEI Responsible Research Assessment partnership. 

Support for Researchers at All Stages

QMU facilitates tailored support for researchers at every career stage, from doctoral candidates to senior academics. This includes mentoring schemes, and professional development programmes, with ongoing work towards enhanced career pathways. Early Career Researchers (ECRs) and Contract Research Staff (CRS) benefit from networks, training, and opportunities for leadership and collaboration. The annual Researcher Development Training Programme and QMU’s active participation in initiatives such as the Scottish Research Integrity and Culture Week ensure ongoing skills development and community building.

Continuous Improvement and Inclusivity

QMU’s research culture is continuously evaluated and enhanced through regular review of policies, action plans, and KPIs. Feedback from staff, benchmarking against national data, and engagement with sector-wide initiatives drive ongoing progress. The university continues its commitment in reducing precarity, promoting equality, diversity and inclusion (EDI), supporting career progression, and ensuring that all those involved in research - regardless of role, contract type or career stage - are valued and empowered to thrive.

Provide a short summary of the institution’s strategic objectives and implementation plans for delivering each of the three pillars of the Concordat (environment and culture, employment, and professional development of researchers) for your key stakeholder groups together with your measures for evaluating progress and success.

Environment and Culture

QMU is committed to cultivating a research and KE environment that is inclusive, supportive, and aligned with sector-wide standards. This commitment is anchored in the integration of the Concordat to Support the Career Development of Researchers and the Concordat to Support Research Integrity into institutional strategy. In 2025-26 we commenced a major programme of organisational transformation, including a review of our academic School sustainability. Recommendations to reconfigure our six existing Centres into two new strategic Research and KE Centres, aligned to our two academic Schools, are being implemented in session 2026-27. Investment in the new Centres aims to heighten transparency, empower researchers and drive a more positive research culture e.g. through inter- and multidisciplinary projects and via devolved budgetary interventions.

Safeguarding and research integrity training are embedded within the Researcher Development Training Programme, ensuring that all researchers are equipped to uphold responsible research practices. Refreshed institutional policies on Research Data Management (RDM) have been introduced to ensure alignment with national standards and funder expectations. Research managers play a central role in implementing KPIs, promoting wellbeing initiatives, and overseeing shared research infrastructure. Researchers are encouraged to engage with training, contribute to feedback, and make use of resources that support wellbeing and integrity.

It is our intention to enhance progress monitoring through the introduction of the two new Research and KE Centres, implementation of our REF 2029 Code of Practice and internal indicators, and participation in safeguarding and integrity training - ensuring compliance, transparency and accountability in delivering a healthy research culture.

Employment

QMU is dedicated to embedding EDI across all aspects of researcher employment. The institution recognises the importance of fair and transparent recruitment, promotion, and career progression, and is committed to addressing precarity in research careers. Regular HR policy reviews strive to ensure that CRS have equitable access to enhanced terms, career pathways, and professional development opportunities.

Institutional actions include integrating EDI principles into recruitment and promotion processes, improving support for researchers returning from periods of absence, and ensuring continuity of access to systems and resources for CRS post-contract. Research managers are responsible for promoting the Dignity at Work and Study policy, raising awareness of available support, and encouraging staff engagement in policy development and feedback. Researchers are expected to participate in training, engage with institutional policy development, and access support for career transitions and progression.

Evaluation of progress includes staff surveys measuring awareness and satisfaction, diversity and equity indicators in recruitment and promotion, CRS involvement in policy reviews, and annual reporting on bullying, harassment, and misconduct. These measures support QMU in efforts to maintain a fair, inclusive, and sustainable employment environment for researchers at all career stages.

Professional Development of Researchers

QMU is committed to providing visible, accessible, and impactful professional development opportunities that support researchers throughout their careers. Recognising the importance of researcher identity, career progression, and external engagement, the university has embedded development policies into institutional practice, and plans are under way to advance career pathways focused on KE and impact.

Institutional efforts include monitoring data on researcher career destinations, novel approaches to support researchers traverse academic, policy and innovation career pathways, enhancing systems that support researcher identity and visibility, and promoting mentoring and training programmes tailored to doctoral, ECR, and mid-to-late career researchers. Research managers play a key role in encouraging participation in professional development opportunities, supporting staff in developing research profiles, and facilitating effective development conversations through annual Performance Enhancement Reviews. Researchers are encouraged to engage with mentoring schemes, maintain up-to-date profiles, and contribute to career tracking and feedback processes.

Progress is assessed through participation rates in development and mentoring programmes, awareness and uptake of career pathways, and feedback from training activities. These efforts ensure that researchers at QMU are supported to thrive, develop professionally, and contribute meaningfully to the wider research and KE community.

Concordat Pillar: Environment and Culture

Summary of actions taken, and evaluation of progress made, in the current reporting period to implement your plan to support the three pillars in respect of each of your key stakeholder groups Institution; Academic Managers of Researchers

Institution

In AY 2025-26, QMU strengthened its commitment to a positive, inclusive, and responsible research and KE culture. This was achieved through the integration of the Concordat to Support the Career Development of Researchers and the Concordat to Support Research Integrity into institutional governance. Key developments included the establishment of the Research and KE Governance Steering Group and the creation of a Research & KE Culture KPI framework, which is being mainstreamed into institutional and Centre strategic planning and continuous improvement.

QMU has continued to invest in UKRIO membership, enhancing staff access to sector-leading guidance and training. The university also co-led the cross-institutional Research Integrity and Culture Week 2026, in collaboration with Heriot-Watt University, the University of Dundee, and the University of Strathclyde. The week-long programme, aligned with the Vitae Research Culture Framework, promoted best practice in integrity, collaboration, and researcher support.

Safeguarding practices were strengthened through the ongoing development of the Safeguarding in Research and KE Guidance, aligned with the QMU Whistleblowing Policy and reporting mechanisms. Bespoke research integrity training was delivered to support Named Person and Breach of Research Integrity processes.  Ethics governance continues to be enhanced via a new online application system for Divisional and University Research Ethics Committees, improving transparency and efficiency.

Academic Managers of Researchers

Academic managers, including Deans, Heads of Divisions (HoDs), and RKEC Directors, play a central role in embedding a healthy and inclusive research culture locally. School Leads for Research Culture and Researcher Development continued to support the implementation of Concordat commitments and promote positive practices within their areas.

Managers continue to support the university’s wellbeing initiatives, including participation in essential Stress Management for Managers programme, and promoting access to the Employee Assistance Programme and other wellbeing resources.

Academic managers contributed to the development of shared research infrastructure, including the institutional research website and digital resource hubs. They supported the integration of safeguarding and integrity training into local induction and development programmes and ensured alignment with national standards and sector concordats.

Researchers

Researchers actively contributed to the development of a positive research culture through engagement with training, feedback, and community-building initiatives. This included participation in safeguarding and research integrity training, supported by QMU’s renewed UKRIO membership and expanded access to online resources.

Wellbeing remained a priority, with researchers encouraged to access support through the Employee Assistance Programme, Mental Health First Aider network, and stress management resources. Their feedback informed updates to ethics and safeguarding policies, ensuring that institutional guidance remained responsive to lived experiences and evolving needs.

Research community engagement was strengthened through participation in internal Researcher Connection events and the cross-institutional Research Integrity and Culture Week. These initiatives offered opportunities for networking, peer support, and shared learning, helping to build a more connected and collaborative research environment.

Concordat Pillar: Employment

Institution

QMU continued to embed EDI principles across its employment practices, with a focus on supporting researchers at all career stages.  

QMU continues to promote the bespoke researcher induction processes, which includes tailored support for those returning from periods of absence such as parental leave or secondments. In parallel, the university continues raising awareness of post-contract continuity for CRS, ensuring access to key systems and resources beyond the end of employment, thereby reducing disruption and supporting ongoing engagement.

The institution engaged in sector-wide discussions on precarity in research careers. 

Academic Managers of Researchers

Academic managers contribute to the implementation of employment-related policies and to promoting a fair and inclusive working environment

Managers facilitated CRS participation in HR policy reviews and consultations. Their feedback highlighted the need for clearer and more equitable progression routes for research-only staff, and they advocated for alignment with sector standards and institutional commitments to the Concordat.

Support for staff returning from absence continues through the revised induction processes and the use of structured support plans.

Academic managers continued to promote access to wellbeing resources, including the Employee Assistance Programme and mental health support services..

Through their leadership, academic managers helped ensure that institutional policies were implemented effectively at the local level and that researchers were supported in navigating employment-related transitions and challenges.

Researchers

Researchers actively engaged with employment-related initiatives throughout AY 2025–26. Researchers returning from absence continued to benefit from the tailored induction and reintegration support, including access to robust guidance and support plans. These measures helped ensure continuity and wellbeing during transitions, and reinforced QMU’s commitment to inclusive employment practices.

Concordat Pillar: Professional Development

Institution

QMU expanded its professional development offer for researchers, reinforcing its commitment to supporting career progression, researcher identity, and external engagement. The annual Researcher Development Training Programme was enhanced to include sessions on narrative CVs, responsible metrics, KE, and impact, aligning with sector concordats and national frameworks.

Professional development policies were promoted through updated induction materials, including the “Welcome to Research and KE @QMU” booklet and RKEDU SharePoint resources. These materials provided clear guidance on institutional expectations, available support, and opportunities for learning and development. Professional development entitlements were highlighted to ensure visibility and uptake across all research-active staff.

QMU continues to improve mechanisms to capture data on researcher career destinations, with mechanisms explored to track outcomes for both doctoral graduates and CRS leavers. This has supported strategic planning for future researcher support. Systems to enhance researcher identity and visibility were also strengthened, with guidance on external profiles and routes to independence embedded in our approved REF 2029 Code of Practice and RKEC membership criteria. Mentoring continues to be an important area of need. Sector networks such as the British Academy ECR Network and the Cross-Institution Mentoring Scheme (CIMS) were actively promoted, offering QMU research community members access to external mentoring and collaborative development opportunities. Within Research Centres mentoring is supported through staff three-year research and KE plans.

Academic Managers of Researchers

Academic managers played a central role in facilitating professional development at QMU. They supported staff participation in mentoring schemes, promoted engagement with the Researcher Development Training Programme, and encouraged uptake of KE and impact-focused development opportunities.

Managers have continued to play an important role in progressing QMU's ambition to develop a coaching culture, through capability building and sharing of coaching experiences with peers, applying coaching techniques and behaviours that support this ongoing university objective. Coaching approaches aim to enhance the quality of Performance Enhancement Reviews (PER) and equip managers with tools to support researcher growth effectively.

Integration of professional development into workload models and PER processes was actively supported by academic managers. They continued to ensure that researchers were aware of their entitlement to 10 days of professional development annually and encouraged reflection on development needs during review cycles. Managers also facilitated access to external networks and collaborative initiatives, including entrepreneurial training and competitions, and the Universities Scotland Research Culture Group.

Support for researcher identity development was another priority. Managers promoted the use of narrative CVs and responsible metrics, aligning with institutional commitments to DORA and the Leiden Manifesto. They also supported staff in updating research profiles and engaging with REF 2029 planning, ensuring visibility and recognition of researcher contributions.

Researchers

Researchers at QMU actively engaged with a wide range of professional development opportunities throughout AY 2025–26, including sessions on narrative CVs, KE, impact, and responsible metrics. These opportunities supported career progression and alignment with sector expectations.

Researchers accessed external mentoring through sector networks such as the British Academy ECR Network and CIMS, enhancing cross-institutional collaboration and learning.

Engagement with identity and profile development was evident, with researchers updating external profiles, contributing to REF planning, and participating in training on routes to independence. Feedback from researchers helped shape the development of future training programmes and mentoring provision. Their active involvement in development conversations, mentoring, and sector networks was essential to the implementation of the Concordat action plan and the creation of a supportive, inclusive, and forward-looking research environment at QMU.

Comment on any lessons learned from the activities undertaken over this period and any modifications you propose to make to your action plan and measures of success as a result.

A new integrated Research Governance and Culture Action Plan 2026–2030, was introduced, consolidating commitments under the CRD and the newly refreshed Concordat to Support Research Integrity (RIC).

Key lessons from AY 2025–26 include increasing shared-service approaches with other HEIs, the value of cross-institutional collaboration, the importance of embedding safeguarding and integrity into everyday research practice, and the need for clearer career pathways and support mechanisms for ECRs and mid-career researchers.  The co-delivery of the Research Integrity and Culture Week 2026 and re-engagement with UKRIO significantly enhanced institutional capacity for integrity training and sector alignment. However, feedback from researchers and academic managers indicated that further work is needed to ensure consistency in policy implementation, visibility of support mechanisms, and responsiveness to staff concerns - particularly around precarity, wellbeing, and career progression.

The new plan is structured around eight thematic areas: Environment and Culture, Employment - EDI, Employment - Systemic Change and Sustainability, Professional and Career Development, Research Integrity and Ethics, Knowledge Exchange, Engagement and Accountability, and Transparency and Monitoring. It incorporates milestones, proposed measures, and leadership responsibilities, with alignment to sector concordats and institutional KPIs clearly indicated.

These changes reflect QMU’s commitment to continuous improvement and its ambition to foster a research culture that is inclusive, responsible, and impactful. The 2026–2030 plan builds on the lessons of the past three years and positions the university to meet evolving sector expectations while supporting researchers at all stages of their careers.

The loss of our Research and KE Fellow (Culture and Integrity) post in January 2026 has had a direct impact on research culture and environment, and we are actively working with the SFC Research Culture Collaboration Manager to better understand how increased partnership can address the challenges facing small, modern and learning and teaching-focused institutions.  

In AY 2026–27, QMU will begin implementing its commitments outlined in the integrated Research Governance and Culture Action Plan 2026–2030.

Exacerbated by the widespread sector financial challenges, central research and KE professional service resource has reduced significantly with efficiencies gained through re-alignment of some posts, enhanced participation in shared services and the introduction of new technology. Ambitions to further progress our Research and KE Culture Framework KPIs will be streamlined and mainstreamed into institutional strategic planning developments and QMU’s participation in the national Culture, Environment, Development and Academic Research Survey (CEDARS) will be integrated into the QMU Staff Survey. For the coming reporting period, the emphasis will shift to compliance, shared service approaches and streamlined agile governance structures. We will work closely with the SFC Research Culture Collaboration Manager to maximise external partnerships and best practice, guided by our institutional Vitae membership.

1. Strengthening Research Environment and Culture

QMU will launch two strategic Research and KE Centres closely aligned to the two Schools. Mental health and wellbeing will be prioritised through the rollout of the health and wellbeing strategy and continued stress management training for research managers. Institutional KPIs will be integrated into the annual staff survey to support monitoring and improvement. Increased attention will be directed at building capacity through collaboration with other Scottish HEIs and elevating work with the SFC Research Culture Collaboration Manager.

2. Advancing EDI

As well as continuing the work to raise awareness of the Dignity at Work and Study policy. Further work will be undertaken to raise awareness amongst CRS of the university’s Disclosing a Disability and Making Reasonable Adjustments guidance, and of the newly established Neurodivergent and Disabled Staff network. Work to promote updated safeguarding and misconduct reporting mechanisms will continue. Annual reporting on bullying, harassment, and discrimination will inform policy development. Our approved REF 2029 Code of Practice will be used as a key tool in driving enhancement of our research culture alongside the embedding of resources and support available through participation in the Scottish Responsible Research Assessment partnership.

3. Supporting Employment Sustainability

HR policies will be reviewed to ensure equitable access to career pathways and development for CRS. CRS will be included in policy consultations, and access to systems post-contract will be maintained. Sector developments on precarity will inform HR policy.

4. Enhancing Professional and Career Development

QMU will increase visibility of professional development policies, improve KE and impact career pathways, and systems to track researcher career destinations. Support for Research and KE Culture will become more integrated. 

5. Embedding Research Integrity and Ethics

QMU will adopt the UKRIO Code of Practice for Research and embed it into institutional policies. Safeguarding and integrity training will be integrated into ethics procedures. The UKRIO RIC Self-Assessment Toolkit will be embedded, and annual reviews of ethics and safeguarding policies will ensure alignment with national standards. Compliance with responsible metrics use will be monitored through REF 2029 strategy. We will actively participate in the new Scottish Responsible Research Assessment partnership and TReSI and share best practice and resources.

6. Promoting KE

Collaborative KE initiatives will be supported through sector networks and QMU’s strategic commitment to Community Wealth Building. KE commitments will be embedded in strategic planning, and KEIF metrics monitored via annual reporting.

The ever-increasing and important requirements of concordat compliance place a disproportionate burden on small institutions, which rightly require the same core governance infrastructure as larger institutions. We have been actively using the success of the Scottish Funding Council (SFC) funded Shared KE services (ShaKEs) collaboration, led by QMU, to explore opportunities for shared services models in this space.  Similarly, we would advocate for much stronger sector alignment of research and KE culture initiatives

7. Ensuring Engagement and Accountability

CRS and ECR feedback will be formally integrated into policy reviews. Governance engagement will be reviewed and reported to University Court. School and RKEC operational plans will align with strategic priorities and concordat commitments. KPI ownership will be distributed across stakeholder groups.

8. Enhancing Transparency and Monitoring

Internal audit processes will align with the UKRIO Self-Assessment Tool. Annual progress reports will be published, and the plan reviewed annually to ensure actions remain on track.

Please provide a brief statement describing your institution’s approval process of this report prior to sign off by the governing body

This report was developed based on activities arising from the work of QMU’s Research Culture Group and Research Strategy Committee. The report was approved by QMU Research Strategy Committee on 8 October 2026 and Senate 21 October 2026 (Convenor’s Action) prior to approval by University Court on 14 October 2026.