Degrees of Change: What the UK’s First ‘Super-University’ Means for Employability

Finito World

Higher education in the UK is at an inflection point. With the announcement that the Universities of Kent and Greenwich are set to merge by 2026—forming the UK’s first “super-university”—a new model of collaboration is emerging. The initiative is being framed as a sign of resilience and ambition. But it also raises urgent questions about the sustainability of the sector, employability for graduates, and the future of academic jobs.

Operating under the proposed banner of the *London and South East University Group*, the merged institution will serve nearly 50,000 students, with campuses stretching from Canterbury to South East London. The merger arrives as nearly 40% of English universities face operating deficits and the financial strain on the sector becomes too visible to ignore.

Tuition fees have remained frozen in cash terms since 2017, at £9,535 this academic year. Yet inflation has eroded their real value—by some estimates, they would need to be over £14,000 today to match 2012 levels in real terms. At the same time, international student applications have dropped, especially after visa restrictions prevented dependents from joining students in the UK. For many institutions, these students have cross-subsidised domestic teaching costs. That model now appears fragile.

So while university leaders are eager to present the Kent-Greenwich merger as a proactive, visionary step, critics suggest the move is also reactive—an attempt to survive in an increasingly unstable landscape. Jo Grady, General Secretary of the University and College Union, labelled it “a takeover by Greenwich,” suggesting Kent was “on the brink of insolvency.” She added that the government’s failure to intervene earlier has left staff and students “without stability.”

The OfS, the higher education regulator in England, has welcomed the move as innovative, and says it expects more such mergers to follow. A recent report from Universities UK indicated that structural consolidation is now seen by many boards as one of the few viable paths forward.

But the implications go beyond institutional health. The merger could redefine employability across the South East. Both universities serve large populations of first-generation and working-class students. Together, they offer a mix of academic and vocational courses, from law and education to creative industries and engineering. The merged institution will command a greater presence in employer engagement and careers provision—but also risks centralisation and job losses in key support services.

In May, Greenwich announced the loss of 15 full-time roles. Kent has already begun winding down courses. The combined university says there are “no immediate plans” for widespread cuts, but reductions in senior roles are expected. Given that over 5,000 academic posts have disappeared from the sector in recent years, unions remain sceptical.

Meanwhile, uncertainty also clouds graduate employability. Large, multi-campus universities have more leverage with employers—but also risk diluting the student experience. Careers services, already under strain, may struggle to adapt to the needs of 50,000 students spread over four sites. But if managed well, this could become a model for how universities prepare students for local and national economies.

The move is also set against the broader backdrop of a Labour government under pressure to deliver education reform amid a looming £50 billion fiscal black hole. As ministers mull a 6% levy on international student income and search for cost-effective ways to strengthen higher education, the Kent-Greenwich model could be viewed as a litmus test for university survival strategy.

Vivienne Stern, chief executive of Universities UK, called the merger “a sign of how differently institutions are having to think” and warned that the “slow erosion” of university finances must stop. “The government needs to get on the pitch,” she said, “with a credible, long-term funding plan.”

Until that happens, institutions are left to navigate uncertain waters. For graduates, the reputational and practical strength of their university matters at the hiring table. For staff, job security and academic freedom are in question. And for the country, the stakes are high: if we fail to support our universities, we fail to invest in the future workforce.

Whether this “super-university” becomes a model for success or a cautionary tale depends on execution—and whether it is driven by vision, necessity, or both.