Ealing, Hammersmith & West London College: Objectives & Financials (31 Jul 2020), Schemes and Mind Maps of Accounting

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Report and Financial Statements for year end 31 July 2020

Key Management Personnel, Board of Governors and

Professional advisers

Key management personnel Key management personnel are defined as members of the College Executive Team and were represented by the following in 201 9/20: Karen Redhead – CEO and Principal; Accounting Officer Anil Nagpal – COO David Warnes – Deputy Principal Business Development and Marketing and Managing Director of Evolve Learning Ltd James Taylor – Deputy Principal Curriculum and Quality (20/04/2020 – present) Lynne Craig - Interim Deputy Curriculum and Quality (01/10/2019 – 26/02/20) Board of Governors A full list of Governors is given on page 20 and 2 1 of these financial statements. David Round acted as Clerk to the Governing Body throughout the period to 31 August

2020. Thereafter, Ra Hamilton-Burns was interim governance advisor to the Board. Professional advisers Financial statements auditors and reporting accountants: RSM UK Audit LLP 25 Farringdon Street, London, EC4A 4AB Internal auditors: Mazars LLP Tower Bridge House, St Katharine’s Way, London, E1W 1DD Bankers: Barclays Bank PLC Barclays Education Team, 1 Churchill Place, Canary Wharf, London, E14 5HP Solicitors: Mills and Reeve LLP 78 - 84 Colmore Row, Birmingham, B3 2AB

Report and Financial Statements for year end 31 July 2020

Report of the Governing Body

NATURE, OBJECTIVES AND STRATEGIES:

The members present their report and the audited financial statements for the year ended 31 July 2020. Legal status The Governing Body was established under the Further and Higher Education Act 1992 for the purpose of conducting Ealing, Hammersmith and West London College. The College is an exempt charity for the purposes of Part 3 of the Charities Act 2011. Current Purpose, Mission, Vision, Values and Strategic Objectives A new strategic plan was developed in early spring 2019 led by the CEO / Principal in close partnership with the Board and in conjunction with other key internal and external stakeholders. A further review and update was conducted in August 2020 by the CEO / Principal and Deputy Principal Business Development and Marketing. Accompanying this new plan was a refresh of the College’s mission statement, vision statement, corporate values, strategic objectives, KPIs and an accompanying and robust risk register. The plan seeks to serve the College into the future, supporting the rapid change needed to re-establish the College as not only a financially sustainable organisation but one that can flourish and thrive. Following consultation, the new strategic plan for the period 2019 to 2024 was approved by the Corporation on 17 October 2019, is as described below: - Purpose: To develop outstanding citizens of the future. Mission Statement: To inspire learning and improve lives through education, training and skills development that supports social and economic success for our students, businesses and communities across West London. Vision Statement: To be the leading college in West London for technical and vocational education and skills training. Core Values:  Ambition : We will strive to be the best in all areas of strategic importance to the College, enabling our learners, employers and staff to achieve high expectations and ambitious goals.  Integrity : We will be open, honest, fair and respectful, doing what we believe is right and will lead to success for our learners, employers and the College.  Accountability : We will all take personal responsibility for driving success, overcoming barriers and finding solutions. We will be constantly learning and developing.  Inclusion : We will be welcoming, supportive and our commitment to equality and diversity will underpin everything we do.

Report and Financial Statements for year end 31 July 2020 Strategic Objectives: Financial Objectives Creating a financially thriving College that is investing in its future  Achieve financial health score of Good by 20 23/  Maintain a positive cashflow budget by 20 19/20, with a balance of at least £5m by 20 20/21 that is maintained throughout the planning period  Establish and maintain a minimum of 60 cash days in hand by 20 20/21 that is maintained throughout the planning period  Achieve staffing cost of 65% of income by 20 20/21 reducing further to 60% by the end of the planning period  Achieve a surplus (EBITDA) of at least 2% by 20 20/21, increasing further to 6% by 20 23/  Improve the adjusted current ratio to at least 1.2 by 20 23/  Maintain a level of borrowing not exceeding 40% by the end of this plan  Improve capital expenditure to circa £2m in 2020/21 and 2021/22 to support urgent upgrades, repairs and maintenance and at least £750k each year thereafter Business Development Objectives Building stronger sustainable relationships with employers and wider stakeholders  Grow apprenticeships and supported internships in line with regional and national priorities, with a focus on improving social mobility and inclusion  Strengthen relationships with Jobcentre Plus and other agencies to grow and develop Sector Based Work Academies and other pre-employment training opportunities to support adults with low skills to progress into local and regional employment  Build outstanding employer partnerships that enable employers to influence and contribute to curriculum design, development and delivery in line with their needs  Align the curriculum to Skills for Londoners devolved priorities of o Apprenticeships o Social mobility / inclusive growth agenda o Low wage, low skills o ESOL, English, maths and digital skills o SEND o L4 and L5 delivered in colleges o T levels and Priority sectors  Grow AEB GLA income where there are opportunities to do so  Focus on growth in key GLA/LEAP priority sectors in West London o Construction / infrastructure o Hospitality, catering, food production o Digital, creative, clean tech o Healthcare and care services

Report and Financial Statements for year end 31 July 2020  Work with our employer partners to ensure learners have opportunities to work with up to date equipment and resources related to the world of work in industry settings  Provide our students with a competitive advantage evident through the development of strong employability skills  Respond to changes in the construction sector by developing, in partnership with key stakeholders, a new range of programmes to meet local construction training needs  Develop our higher education curriculum offer to ensure it is employment focused  Continue to increase the proportion of learning delivered online and to make best use of technology to enable learners to have access to high quality e-learning resources Quality Objectives To strive continuously for excellence in all that we do  Maintain high achievement rates on classroom based programmes and improve pockets that are not yet high enough  Increase overall and timely apprenticeship achievement rates to above the national rates  Improve positive value added scores of 16-19 year olds  Strengthen the target setting processes for all learners enabling them to achieve aspirational targets and goals and supporting their next steps  Increase the proportion of learners progressing into positive destinations including sustained employment  Regularly review the standard of teaching, learning and assessment and ensure that effective processes are in place to continuously improve  Continue to develop, support and extend the learner voice strategy  Achieve the Gatsby good career benchmarks  Achieve at least good overall in the next Ofsted inspection Workforce & HR Objectives To be the employer of first choice, employing highly motivated staff who are passionate about what they do  Fully adopt the AoC Mental Health Charter and create an annual Health & Well- being day as part of a wider effort to promote a well-being culture.  Operate a forum to strengthen the staff voice and to identify and implement actions to support high staff morale  Continue with the coaching training and qualifications in order to support the core values of ambition and accountability and to change the College culture to one of empowerment and ownership  Provide high-quality staff development opportunities and seek out opportunities to identify and develop staff who have the potential to progress in their careers

Report and Financial Statements for year end 31 July 2020  Establish an Equality and Diversity Committee to reduce unconscious bias and promote a culture of inclusivity  Develop an HR function that is supported by high quality data and reporting systems Estates Objectives An estate that provides a sustainable, flexible, modern & inclusive environment that fully meets the needs of all stakeholders  In addition to the business development and curriculum strategic objectives to grow the offer for 16-18 year olds at Ealing Green College , also sub-let surplus space on the site in order to improve space utilisation and generate an additional income stream  Dispose of surplus space on the Southall Community College site in order to improve space utilisation and generate a capital receipt  Deliver the Hammersmith Gateway capital project on time and within budget in order to improve space utilisation, generate a capital receipt and radically improve facilities on this site [note: subject to conditions noted in Going Concern]  Grow the construction provision at Park Royal College and sub-let surplus space in order to generate an additional income stream  Review Park Royal College options in advance of the break clause point in the lease, including potential relocation of construction provision to the Southall campus Public Benefit Ealing, Hammersmith & West London College is an exempt charity under the Part 3 of the Charities Act 2011 and is regulated by the Secretary of State for Education. Members of the Governing Body, who are trustees of the charity, are disclosed on page 19 and 20. In setting and reviewing the College’s strategic objectives, the Governing Body has had due regard for the Charity Commission’s guidance on public benefit and particularly upon its supplementary guidance on the advancement of education. In delivering its mission, the College provides the following identifiable public benefits through the advancement of education:  High quality teaching and assessing  Widening participation and tackling social exclusion  Excellent student progression into employment  Strong student support processes and systems  Good links with employers, industry and commerce  Good links with key external bodies including local authorities, the Greater London Authority (GLA) and the local enterprise partnership (LEAP) The current pandemic has had a significant impact on the sector and, indeed, the wider economy during these unprecedented times. The College was able to adapt swiftly and with agility to the challenging and changing circumstances whilst ensuring the achievement of its objectives in the midst of a global pandemic. The College was able to engage with learners remotely to ensure effective teaching and learning continued during the lockdown phase,

Report and Financial Statements for year end 31 July 2020 subject to a clause stating that an amortised repayment schedule for the loan will be reviewed, and may be implemented, following the conclusion of an Independent Business Review. Failing this, an amortised repayment schedule will be reviewed by 31 December 2021. During the previous year the College took the decision to stop the Hammersmith development project for the foreseeable future. There are currently three principal uncertainties regarding the viability of the Hammersmith development and its ultimate completion. There is uncertainty over the availability of sufficient funding and the College awaits further detail on the system for awarding capital funding. The planning application has not yet been submitted, so there is uncertainty as to whether planning permission will be granted. There is also an application to Historic England to list the Hammersmith campus. Until these matters are resolved and the financial sustainability of the College achieved, the College will not proceed further with the Hammersmith development. Tangible fixed asset additions during the year amounted to £ 19 6k (2018/19 - £ 2 , 875 k). The current pandemic has had a big impact on the College’s financial results and position. Whilst the main funding agencies continued to provide funding during the reporting period, other income streams were clearly impacted. The College responded quickly to largely mitigate the impact of loss of income. This was due to strong performance up to March 2020, significantly improved financial management and stringent cost control measures. As a result, the financial results for 2019/20 were effectively managed to be broadly in line with projections before the pandemic. Treasury policies and objectives Treasury management is the management of the College’s cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities, and the pursuit of optimum performance consistent with those risks. Short term borrowing for temporary revenue purposes is authorised by the Accounting Officer. All other borrowing requires the authorisation of the Governing Body and will comply with the requirements of the Financial Memorandum. Cash flows and liquidity There was an increase in cash/cash equivalents of £3.6m in 2019/20 (2018/1 9 – increase of £2.8m). The net cashflow from operating activities was £(2.7)m (2018/19 - (£2.9)m) and the net cashflows from investing activities was £4m (2018/19 - (£2.2)m); the net cashflows from financing activities was £2.3m (2018/19 - £7.8m) resulting in increase in cash/cash equivalents of £3.6m (2018/19 - £2.8m). This includes Emergency Funding (the successor to Exceptional Financial Support (EFS)) of £3.1m received from the ESFA during 201 9 / 20 (2018/19 - £8.5m). The College has made significant progress in 2019/ 20 in improving its financial position and in particular in improving its cash position. The College is well on the way to achieving financial turnaround and the updated financial plan will detail how the College will achieve its target to deliver improved financial performance and net positive operating cash performance going forwards. The College has managed its cash position assiduously throughout 2019/20 with a robust cash reserves position achieved as at 31 July 2020. During the year the College successfully

Report and Financial Statements for year end 31 July 2020 disposed of an asset for £4.2m, an unused part of the estate, and secured an agreed drawdown from the ESFA of £3.1m (reduced from the originally anticipated drawdown of £4m). The College was able to manage its finances and cash position, in light of the COVID 19 pandemic, very effectively to maintain a good cash position and not require any further support. Reserves Policy The College has no formal Reserves Policy but recognises the importance of reserves in the financial stability of the organisation, and ensures that there are adequate reserves to support the College’s core activities. As at the balance sheet date the Income and Expenditure reserve, excluding the pension deficit reserve, stands at £7. 5 m (201 8 /1 9 - £9.1m). As noted in the section on risks faced by the College on page 14, the College has a deficit on the defined benefit pension scheme of £34.4m (2019: £21.7m). It should be noted that the liability included in the balance sheet in relation to this does not represent an immediate cash outflow for the College and the College continues to make regular payments in line with the contribution levels. The College was able to largely mitigate the loss of income due to the current pandemic. However, in light of the ongoing Covid-19 crisis, it is likely the Board will wish to re-assess the target levels of reserves going forwards. Group Company The College has one trading subsidiary, EVOLVE Learning Group Limited, that provides educational support services. The subsidiary’s activities are not material to the Group as a whole and all income generated by the subsidiary relates to amounts recharged to the College.

CURRENT AND FUTURE DEVELOPMENT AND

PERFORMANCE TO RESOURCES

Future prospects The College has a robust and realistic plan for 2020 / 21 and will continue to build on the achievements of 2019/20 as it continues in its trajectory to achieve a financial turnaround and establish the College on a firmer financial footing. The College will continue to scrutinise all of its income and expenditure items closely to ensure it achieves its financial plan. There are clear opportunities for growth through improving relationships with key stakeholders, including local employers, local authorities, and government agencies. The College will focus on supporting these stakeholders to address local skills gaps and barriers to employment faced by some members of the local community. The College will continue to analyse its costs with the aim of driving greater efficiencies, to achieve levels that are consistent with sector norms, allowing it to improve financial performance and net operating cash going forwards. The College has received Emergency Funding (known previously as Exceptional Financial Support) during 2019/ 20 from the ESFA of £3.1m (2018/19 - £8.5m). In March 2020 the full amount of financial support extended by the ESFA was converted into an interest bearing loan facility. The College plans to repay this loan through a combination of asset sales and

Report and Financial Statements for year end 31 July 2020 Reputation The College has a good reputation locally and nationally. Maintaining a quality brand is essential for the College’s success at attracting students and external relationships. PRINCIPAL RISKS AND UNCERTAINTIES: The College has well developed strategies for managing risk and strives to embed risk management in all that it does. Risk management processes are designed to protect its assets, reputation and financial stability. The Governing Body has overall responsibility for risk management and its approach to managing risks and internal controls is explained in the Statement on Corporate Governance and Internal Control. A risk register is maintained at the College level which is reviewed regularly by the Audit Committee and the Senior Leadership Team. The risk register identifies the key risks, the likelihood of those risks occurring, their potential impact on the College and the actions being taken to reduce and mitigate the risks. Risks are prioritised using a consistent scoring system. The main risk factors affecting the College are outlined below along with the action taken to minimise them. Not all the factors are within the College’s control. Other factors besides those listed below may also adversely affect the College.

1. Insolvency regime The rules for the new college insolvency regime, resulting from the Technical and Further Education Act 2017, came into effect from January 2019. The mechanism for providing Exceptional Financial Support to colleges no longer exists. The College remains in intervention following the issue of the Financial Health Notice to Improve. The College is working closely with the Education and Skills Funding Agency and FE Commissioner’s office to ensure that the risks to the College are minimised. In addition to the Exceptional Financial Support of £8.5m received in 201 8 / 19 the College made a further draw down of Emergency Funding in January 2020/April 2020 of £3.1m. This, together with the sale of a portion of the Southall site, significantly improves the cash position and the long-term financial sustainability of the College. 2. Government funding The College has considerable reliance on continued government funding through the further education sector funding bodies. In 201 9 / 20 , 79 % (2018/19 - 73 %) of the College’s revenue was publicly funded and this level of requirement is expected to continue. There can be no assurance that government policy or practice will remain the same or that public funding will continue at the same levels or on the same terms. This risk is mitigated by ensuring that the College takes a rigorous approach in delivering high quality education and training, aligning with the skills priorities of the main funders and maintaining and managing key relationships with the funding bodies. 3. Major Capital Redevelopment The College has in place a holistic estates strategy, which reviews the efficiency of the three main sites at Hammersmith, Ealing and Southall, and the one leased site at Park Royal College.

Report and Financial Statements for year end 31 July 2020 The Hammersmith development project is stopped until the three issues identified (relating to funding, planning and listing) are progressed. The key considerations for the future of the project are space requirements and affordability. The College is not seeking any loan facility to fund the project which remains stopped until resolution of the issues identified. The Finance and General Purposes Committee of the Governing Body will closely monitor all matters relating to capital development.

4. Maintain adequate funding of pension liabilities The financial statements report the share of the Local Government Pension Scheme deficit on the College’s balance sheet in line with the requirements of FRS 102. It should be noted that the liability included in the balance sheet in relation to this does not represent an immediate cash outflow for the College and the College continues to make regular payments in line with the contribution levels. 5. Tuition fee policy The ESFA has confirmed that the fee assumption remains at 50%. In line with the majority of other colleges, Ealing, Hammersmith and West London College will seek to increase tuition fees in accordance with the fee assumptions. The risk for the College is that demand falls off as fees increase. This will impact on the income of the College. This risk is mitigated in the following ways:  By ensuring the College is rigorous in delivering high quality education and training, thus ensuring value for money for students  Close monitoring of the demand for courses as prices change The College has established robust risk management processes to capture, monitor and mitigate all identified risks. The College has a detailed risk register which is monitored closely by the Senior Leadership Team and by the Governing Body. STAKEHOLDER RELATIONSHIPS In line with other colleges and with universities, Ealing, Hammersmith and West London College has many stakeholders. These include:  Students  Education sector funding bodies  FE Commissioner  Staff  Bankers  Local employers  Local authorities  Local Enterprise Partnerships (LEPs)  The local community  Other FE institutions  Trade unions  Professional bodies  Local pension partnerships

Report and Financial Statements for year end 31 July 2020 post. Where an existing employee becomes disabled, every effort is made to ensure that employment with the College continues. The College's policy is to provide training, career development and opportunities for promotion which, as far as possible, provide identical opportunities to those of non-disabled employees. The College has committed to the ‘Mindful Employer’ initiative to assist the mental health wellbeing of staff. The College has also implemented an updated Equality & Diversity training programme which all staff have completed online. Refresher training and training for new starters is carried out on an ongoing basis. Disability statement The College seeks to achieve the objectives set down in the Equality Act 2010: a) As part of its accommodation strategy the College updated its access audit. Experts in this field conducted a full access audit during 2008/09, and the results of this formed the basis of funding capital projects aimed at improving access. b) The College has appointed a Disability Co-ordinator, who provides information, advice and arranges support where necessary for students with disabilities. c) There is a list of specialist equipment, such as radio aids, which the College can make available for use by students and a range of assistive technology is available in the learning centre. d) The admissions policy for all students is described in the College Charter. Appeals against a decision not to offer a place are dealt with under the complaints policy. e) The College has made a significant investment in the appointment of specialist lecturers to support students with learning difficulties and/or disabilities. There are a number of student support assistants who can provide a variety of support for learning. There is a continuing programme of staff development to ensure the provision of a high level of appropriate support for students who have learning difficulties and/or disabilities. f) Specialist programmes are described in College prospectuses, and achievements and destinations are recorded and published in the standard College format. g) Counselling and welfare services are described in the College Student Guide, which is issued to students together with the Complaints and Disciplinary Procedure leaflets at induction. Going Concern The College remains in ‘supervised’ status with the ESFA following a Financial Health Notice to Improve issued in 2014. This enables the ESFA to provide closer oversight and support. The College has a comprehensive Operational Plan which is closely monitored by the Senior Leadership Team, the Governing Body and the agencies. This details College actions by functional area and builds on the recent good progress made in 2018/19. The College received Emergency Funding (previously Exceptional Financial Support) from the ESFA of £3.1m during 2019/20 (£8.5m during 2018/19). The total amount received from the ESFA, £11.6m, was converted into an interest-bearing loan in March 2020. The total amount received from the ESFA is repayable to the Agency; it is envisaged that this will be repaid through a combination of asset sales and improved performance/efficiencies. The

Report and Financial Statements for year end 31 July 2020 loan agreement with the ESFA states that the loan is repayable in full on 31 January 2023. This repayment date is subject to a clause stating that an amortised repayment schedule for the loan will be reviewed, and may be implemented, following the conclusion of an Independent Business Review (IBR). Failing this, an amortised repayment schedule will be reviewed by 31 December 2021. At present, based on current cashflow forecasts the College will not be able to repay the loan in full by 31 January 2023. Furthermore, on 14 January 2021, the College received notification from the DfE stating that the College had triggered an event of default under the facility agreement. This was due to a delay in the completion of the IBR and, as a result of this default, the DfE is reserving its right to serve notice to the College pursuant to clause 18.34 in the facility agreement at a future date. Under this clause the DfE can serve notice to the College to accelerate any previously agreed repayment schedule such that the entire loan balance becomes immediately due and payable on demand if notice is served. If notice were served at any point prior to the existing repayment date of 31 January 2023, based on current cashflow forecasts, the College would not be able to repay the loan in full. It should be noted that no notice has been served by the DfE under this clause on the expectation that the College will co-operate fully with the IBR and it is the intention of the College to do so. As a consequence of the DfE letter, in line with the bank loan facility agreement, this has also triggered an event of default in respect of the bank loan. It is the College’s expectation that the defaults will be fully resolved and that a suitable and affordable repayment schedule will be agreed with the ESFA during the period to 31 December 2021, and that the bank will provide an appropriate waiver prior to 31 July

2021. However, as the IBR is currently being undertaken and this is expected to conclude during the first quarter in 2021, there is a material uncertainty around the College’s ability to meet the repayment terms of the loan with the ESFA at the date of approval of these financial statements. As noted above, the College also has £2.1 million (£2.5m in 2018/19) of loans outstanding with the College’s bankers. The College is compliant with the covenants with its bankers for this financial year. The College has a positive relationship with its bankers and continues to work closely with them as good progress is being made, the College is able to demonstrate that it is able to operate effectively. The College’s forecasts and financial projections indicate that it will be able to operate within the existing banking facilities for the foreseeable future based on the expectation that the expected waiver, noted above, is granted. The monies received during the year, from the ESFA and the sale of an asset in-year, provided sufficient working capital support for the College to operate effectively whilst strengthening the College’s cash balances. Furthermore, the College markedly improved its overall financial position during 2019/20. The cash injection in 2019/20, when combined with the planned efficiency measures, will allow the College to remain financially viable in the long term although this is dependent on an affordable repayment schedule being agreed with the ESFA on the £11.6m loan facility. It should be noted that the College has a strong asset base and as outlined in the Estates Strategy, the College will continue to ensure efficient use of its assets which will in turn provide further cash improvement for the College. The adoption of the going concern basis is predicated upon the amounts drawn down from the ESFA and a capital receipt from the asset sale during 2019/20. These receipts have helped to significantly improve the College’s cash position. The College continues on a trajectory of

Report and Financial Statements for year end 31 July 2020

Statement of Corporate Governance and Internal Control

The following statement is provided to enable readers of the annual report and accounts of the College to obtain a better understanding of its governance and legal structure. This statement covers the period from 1 August 201 9 to 31 July 20 20 and up to the date of approval of the annual report and financial statements. The College endeavours to conduct its business: I. in accordance with the seven principles identified by the Committee on Standards in Public Life (selflessness, integrity, objectivity, accountability, openness, honesty and leadership); II. in full accordance with the guidance to colleges from the Association of Colleges in The Code of Good Governance for English Colleges (“the Code”) and III. having due regard to the UK Corporate Governance Code 201 8 insofar as it is applicable to the further education sector. The College is committed to exhibiting best practice in all aspects of corporate governance and in particular the College has adopted and complied with the Code. In the opinion of the Governors, the College complies with all the provisions of the Code, and it has complied throughout the year ended 31 July 20 20. The Governing Body recognises that, as a body entrusted with both public and private funds, it has a particular duty to observe the highest standards of corporate governance at all times. In carrying out its responsibilities, it takes full account of The Code of Good Governance for English Colleges issued by the Association of Colleges in March 2015, which it formally adopted at the Board meeting on 14 July 2015. We have not adopted and therefore do not apply the UK Corporate Governance Code. However, we have reported on our Corporate Governance arrangements by drawing upon best practice available, including those aspects of the UK Corporate Governance Code we consider to be relevant to the further education sector and best practice. Following a formal intervention assessment in August 2018, the FE Commissioner reported that governance urgently required improvement. Governors had not had a clear and realistic assessment of the College’s performance which had compromised their effectiveness and decision making. Board self-assessment, quality improvement and development required strengthening. The FE Commissioner’s team have undertaken regular ‘stock take’ visits since the College was placed in supervised status and have reported significant progress in governance standards at the College. A traditional Board and Committee structure is in operation and has brought robust and effective oversight of the College. Regular reviews of board skills have taken place. The membership includes two governors who are qualified accountants, one of whom is an audit specialist; the chair of Finance and General Purposes Committee has senior level experience in corporate finance and the Chair of the Board has extensive experience of financial management in large educational organisations.

Report and Financial Statements for year end 31 July 2020 The Governing Body The members who served on the Governing Body during the year and up to the date of signature of this report were as listed in the table below. Name Date of Appointment Term of Office Date term ended or resigned Officer positions Committees Served Company Directorships Attendance Ian Comfort (Chair) 13/02/2019 13/02/2021 N/A Corporation (Chair) Finance & General Purpose Search and Governance Committee Remuneration (By invitation) 8 of 8 4 of 5 3 of 3 1 of 2 Yvonne Johnson (Vice Chair) 20/12/2018 19/12/2022 16/9/2020 Corporation (Vice Chair) Curriculum, Quality & Performance (Chair) Search and Governance Committee Remuneration 6 of 8 3 of 3 3 of 3 2 of 2 Karen Redhead (Principal and Chief Executive) 03/09/2018 N/A Corporation Curriculum, Quality & Performance Finance & General Purpose Search and Governance Committee Remuneration (By invitation) 7 of 8 7 of 7 5 of 5 3 of 3 2 of 2 Callum Anderson 23/05/2018 22/05/2021 N/A Corporation Audit Committee Remuneration (Chair) 8 of 8 3 of 4 2 of 2 Peter Chapman 13/02/2019 13/02/2021 N/A Corporation Finance & General Purpose 8 of 8 5 of 5 Phillip Kerle 13/02/2019 13/02/2021 N/A Corporation Finance & General Purpose (Chair) Remuneration Search and Governance Committee 5 of 8 5 of 5 2 of 2 3 of 3 Maria Vetrone 13/02/2019 13/02/2021 N/A Corporation Audit Committee (Chair) Remuneration 7 of 8 4 of 4 2 of 2 David Paine 23/05/2019 22/05/2021 N/A Corporation Audit Committee 8 of 8 4 of 4 Shawez Mir 02/10/2019^ 02/10/2021^ N/A^ Corporation Audit Committee 7 of 7 2 of 3 Christopher Saul 26/03/2020 26/03/2022 N/A Corporation Curriculum, Quality & Performance 3 of 4 2 of 2 Rebecca Caldwell 26/05/2020 26/05/2022 N/A Corporation Finance & General Purpose 3 of 3 1 of 1 Roslyn O’Garro (Academic Staff Governor) 21/03/2018 21/03/2021 N/A Corporation Curriculum, Quality & Performance Search and Governance Committee 5 of 8 3 of 3 2 of 2 Matthew McMahon (Support Staff Governor) 24/11/2019 23/11/2021 N/A Corporation Curriculum, Quality & Performance 7 of 7 2 of 2 Oceana- Skye Campbell 16/10/2020 31/07/2021 N/A Corporation Curriculum, Quality & Performance 0 of 0 0 of 0* Mohamed Moussa 16/10/2020 31/07/2021 N/A Corporation Curriculum, Quality & Performance 0 of 0 0 of 0* Deborah Stephenson 22/10/2020 22/10/2022 N/A Corporation Curriculum, Quality & Performance 0 of 0 0 of 0* Jan Edrich (co-opted member) 22/10/2020 22/10/2022 N/A Curriculum, Quality & Performance 0 of 0* Denise Waldron (Support Staff Governor) 23/11/2016 23/11/2019 23/11/2019 Corporation Curriculum, Quality & Performance 1 of 1 0 of 1