ANNUAL REPORT www.corservltd.co.uk 2019 Working together to improve the lives of people in Cornwall Financial Highlights Contents

Revenue Strategic Report 2019/20 Group at a Glance 4 Chairman’s Statement 6 £151.0m Group Managing Director’s Statement 7 2018/19 £162.3m Overview of the Group 8 Our Mission, Vision and Values 9 Operating Profit Our Strategic Priorities 10 2019/20 Our People 11 £3.66m Corporate Social Responsibility 12 2018/19 £1.16m Our Sustainable Future 13 Health and Safety 14 Group Highlights 15 Profit before Tax Company Spotlight 17 2019/20

£2.79m Governance Report 2018/19 £5.531m Board and Committee Structure 26 Attendance and Activities 27 Audit and Risk Committee 28 Cormac - Highways, EnvironmentExternal and Audit Civil EngineeringReport 49% 29 Cornwall Housing Limited 23% Risk and Assurance 30 Cornwall Airport Limited 7% Remuneration and Nomination Committee 30 Cornwall Development Company 9% Strategic Risk Management 31 Cormac - Facilities Management 5% Evaluation of Board Activities 31 Cormac - Fleet Services 2%

Cormac - Community Care Services 5% Finance Report

Executive Summary 32 Finance Director’s Statement 32 CormacCormac - Highways, - Highways, Environment Environment and Civil Engineering 49% and Civil Engineering 49% Reconciliation Accounts 34 Cornwall Housing Limited 23% Cornwall Housing Limited 23% Consolidated Income Statement 35 CornwallCornwall Airport Airport Limited Limited 7% 7% Turnover 35 CornwallCornwall Development Development Company Company 9% 9% Statement of Financial Position 36 CormacCormac - Facilities - Facilities Management Management 5% 5% Changes in Equity 37

CormacCormac - Fleet - Flee Servicest Services 2% 2% Cash Return 37

CormacCormac - Community - Community Care Car Servicese Services 5% 5%

Chart above shows 2019/20 revenue split % by company Appendix 38 Strategic Report 4 Corserv Annual Report 2019 Group at a Glance

Overall a strong performance Highways, however the business was 20% impacted by an £8m reduction in 24% Contracting planned revenue from its main Revenue £82.2m Consultancy & Other Environment client, which was mainly due to Highways & Environment the delayed project start of major 2018/19 £89.5m 22% and Civil Surfacing contracts. 2019/20 was also the 34% first full year of increased labour Operating Engineering following the market realignment 20% for operatives. Overall the 24%Profit £4.5m Contracting business responded positively 2018/19 £5.3m Consultancy & Other removing £1.5m of costs whilst Highways & Environment maintaining an operating margin 22% see page 17 of 5.5%. Surfacing 34%

An operating surplus of £0.1m and deficit of -£1.7m 2019/20 9% Housing (-£1.3 2018/19) comes after Capital Income funding the third year of a 41% Transformation and Change Revenue Management Fees £39.4m Other programme, in addition to 50% Rough Sleeper initiatives, from 2018/19 £38.3m accumulated reserves and the 9% return to Cornwall Council. It was Operating a difficult year after management Capital Income fee reductions (totalling £1.5m) Profit 41%-£1.7m Management Fees were agreed during the previous 2018/19 -£1.3m Housing Review and tenant rent Other see page 18 reduction by 1% for four years.50%

The Airport was expecting a The Airport record passenger number of 471k and the subsidy was expected 24% Passenger fees to be at its lowest since 2014, Revenue at £1.1m down from £2.8m. £11.5m 42% Ren t However, the impact of Flybe 2018/19 £11.1m Fuel sales 18% going into administration followed Retail, Parking & Other by travel restrictions forced the 16% terminal to close. This left the Operating 24% business with lost revenue and Profit -£1.6m Passenger fees bad debts and a subsidy of £1.6m. 42% Ren t 2018/19 -£1.3m A plane remains in possession Fuel sales at the airport to recover a 18% see page 19 proportion of the bad debts. Retail, Parking & Other 16% Cornwall Development Company Development is delivering an increased portfolio of EU grant funded projects EU Funded totalling £63m match funded 47% by CC and CIoS LEP. Has been Revenue £15.5m 53% UK Funded successfully awarded a further 2018/19 £15.4m £29.5m of EU funding extending delivery activity into 2023. £6.08m of grants paid to Cornish Operating EU Funded businesses which directly levied Profit 47% £0.1m £4.72m of private sector match53% UK Funded 2018/19 £0.1m funding. Made a small operating see page 20 surplus in the year. Corserv Annual Report 2019 5

Becoming a Living Wage Foundation supplier in 2019 Facilities 16% had a positive impact for Facilities Management our employees but a big 35% Management Revenue £7.7m Cleaning impact on the profitability of Depots the Facilities Management 2018/19 £7.1m 35% Property business. It was expected 14% to make a loss in 2019/20 but worked hard to turn this Operating16% around and great efforts Facilities Management report Strategic 35% Profit £ - delivered a small profit, it did Cleaning this by reducing its cost base, 2018/19 -£0.1m renegotiating contracts and Depots see page 21 winning new business. 35% Property 14%

Fleet services provide vehicle Fleet and plant maintenance both internally to the Group and 27% externally through commercial Services Fleet contracts. In addition to the Revenue £4.2m Workshops external revenue, it delivered 2018/19 £4.3m over £7m of internal services 73% to the Group, recycling profit back into the Group. 27% Operating Profit £0.2m Fleet 2018/19 £0.1m Workshops see page 22 73%

This year the business took Community over its first care home, Trefula House, rescuing it 26% Care from closure. It receives a Steps / Corcare small management fee to run Revenue £8.7m Trefula the care home while other 2018/19 £5.6m 74% Services services are provided at cost.

26%Operating Profit £0.1m Steps / Corcare 2018/19 £ - Trefula see page 23 74% Strategic Report 6 Corserv Annual Report 2019

Chairman’s Statement

If I could sum up 2019, it would be as a year of collaboration and diversification. From our ability to stabilise a failing dementia care home, to winning a multi-million pound transport maintenance contract, the Group has highlighted that by aligning the diverse skills that exist within, fantastic outcomes can be achieved.

Peter Andrew MBE

When I joined as Corserv Chair in However, none of us could have Therefore, and to conclude, a period September 2019 I was immediately foreseen the decline of Flybe at the of unprecedented economic turmoil impressed by the passion and beginning of the year and the impact and volatility lies ahead as a result of enthusiasm that employees across that this would have on Cornwall the coronavirus crisis and the final the Group have for their work, their Airport Newquay's operations. stages of Brexit. divisions and for the residents and Although the longer-term impact of While we have been planning for communities of Cornwall. this remains uncertain, the Group Brexit for almost four years, the is responding in every way it can to This commitment has enabled impact of coronavirus is difficult, if both the financial challenge and the year-on-year margin improvements, not impossible, to predict that all support of our employees. allowing us to maintain our financial businesses will require support of commitment to our shareholder. At In this respect, the Corserv Group varying scale. the same time we have responded has a proud reputation of being a In response, the Group continues to challenges in capital plans and responsible employer and this was to work with our Shareholders to projects. further exemplified by our response revise our operating model to reduce to the coronavirus crisis at the end If I could sum up 2019, it would our dependency on public sector of this financial year. Much of the be as a year of collaboration and financing, and simultaneously build work that was carried out by the diversification. From our ability to on our core strengths. Group’s Health and Safety team to stabilise a failing dementia care ensure safe working practices was home, to winning multi-million shared as a template for many other pound transport maintenance Peter Andrew MBE organisations across the region. contract, the Group has highlighted Chairman that by aligning the diverse skills that Through the strong collaboration of exist within, fantastic outcomes can many teams across the Group, not be achieved. only were we able to maintain all our essential services, we also provided This mix of public and private sector the co-ordination and delivery of the revenue is proving the model that county’s Adult Social Care response was envisaged in 2015, to deliver to the crisis. Throughout this time, additional revenue and financial we provided guidance and care to resilience to the Group, and enable a both employees and residents in our consistent return to our shareholder. communities. Corserv Annual Report 2019 7

Group Managing Director’s Statement

The Group continues to win lucrative contracts, which demonstrates our competitive offering in

the marketplace. report Strategic In 2020 we will continue to improve and evolve our services, build on our customer portfolio and develop our external brand.

Cath Robinson

I am pleased to report another • Been awarded a new 10 year Our aim for 2020 is to continue to year of strong performance by the Management Agreement and improve and evolve our services, Group, both financially and through Commissioning Plan for Cornwall build on our external customer a number of successful business Housing portfolio and develop our external development opportunities. This • Secured three external contracts brand. year we are reporting revenue of into our PVCu factory This will involve reviewing and £151m and an operating profit of • Successfully took over the developing our value chain and using £3.6m. operation of Trefula House care technology to improve productivity Our quality of service has again home and customer service satisfaction. At proven our success. However, this • Secured a major new eight-year the same time, we will continue to comes from an environment of contract to support Go Cornwall invest in our people. We want to not increasing public scrutiny on spend Bus, the new bus operator of only grow our talent, but to make and value for money, alongside many Transport for Cornwall sure our teams feel valued and are cost advantages of private sector our ambassadors for the Group. • Reduced rough sleeping in competition. Cornwall from 99 to 24, one of This in turn develops our workforce In addition, the Group continues to the largest reductions nationally allowing us to be more consumer win lucrative internal and external These results were driven by two centric. We want to continue contracts, which demonstrates critical forces: the tireless, dedicated to enhance our position in the our competitive offering in the work of our employees serving marketplace as a competitive marketplace. more than 550,000 customers offering that will deliver long-term relationships. We will also use our As a Group, in 2019/20 we have: across Cornwall, and our targeted investments to make Corserv more diverse offering to our advantage, • Maintained a strong operating productive and efficient. allowing us to offer a range of margin of 4.7% in our commercial services either individually or as a entities, despite a drop in revenue We have made significant complete solution. by 7.1% investments in: Thank you for the confidence you • Delivered over £1.5m in • Mobile working continue to place in us with your productivity savings • New HR and payroll systems investment and for your on-going • Won both public and private • Line Manager training support of our journey. sector contracts • Employee and Health and Safety • Delivered the largest housing engagement capital investment programme Cath Robinson Managing Director

Strategic Report 8 Corserv Annual Report 2019 Who we are

The Corserv Group is a diverse group and Cornwall Development Company. of businesses, owned by Cornwall In addition we deliver Facilities Council and established to improve Management, Fleet Services and the lives of people in Cornwall by Community Care Services. generating growth and opportunity. These are all brought together with We deliver high-quality services shared business support functions. across all our businesses that provide Corserv Ltd is the parent company infrastructure, engineering, housing, of the Corserv Group. This supports social care, facilities management, improvements to our service delivery inward investment, transport and and systems, giving greater value for other essential services to Cornwall money through shared delivery and and beyond. economies of scale, while ensuring a Our companies are Cormac, Cornwall consistent approach and maintaining Airport Newquay, Cornwall Housing corporate governance. What we do

Corserv as a company has two Across the Group our range of distinct areas - support services to services include: the Group and its own operational • Highways maintenance and business. management The support services that are • Environmental maintenance managed by the central Corserv • Highways, transport and executive team include: HR, finance, environment infrastructure procurement, IT business systems, projects marketing and communications, • Social housing and private lettings customer services, health, safety, • Housing options environment and quality (HSEQ), company secretarial and legal. • Adult social care • Property maintenance and Our operational businesses include cleaning services Jobline recruitment agency, the • Economic development Customer Contact Centre and the • Transport Notter Bridge training centre.

How we do it

Corserv was created to bring By combining knowledge and Our leadership team is supported together various Cornwall Council experience across our Group by shared support services which owned trading businesses to deliver we can ensure that strategy and enables us to achieve significant efficiency, reduce costs and improve corporate governance are aligned economies of scale, reduces costs quality of service. In addition, Corserv to shareholder strategies, as well as and standardises our policies and provides income and savings to allowing us to be more commercially practices across the Group. Cornwall Council, generating greater focussed. economic benefit to Cornwall.

CONTRACTING SOLUTIONS Property Limited Corserv Annual Report 2019 9 Our Mission

Working together to improve the lives of people in Cornwall

Each and every one of our teams • Cormac improves our highways • Cornwall Airport helps local help to improve the lives of Cornish and the environment so that residents fly to global destinations residents and visitors, whether that’s we can travel safely and enjoy and brings visitors from far and by providing care, helping make our our local area. It also unlocks wide to enjoy our county roads safer, ensuring people have a economic growth by designing • Cornwall Development Company roof over their heads or creating jobs and building infrastructure attracts funding and delivers Strategic report Strategic in the county. projects projects that grow the Cornish Examples of how our businesses • Cornwall Housing provides 33% economy and widen the support our mission are: of all social housing available and employment choices available to administers a housing register the people of Cornwall with 13,000 applicants a year. • Our Community Care Services In addition, it provides the provide care for people who homelessness prevention service need extra help living at home, for the whole of the county and give our residents continued independence Our Vision

Improving Cornish lives shapes our • Cornwall Airport to become the work ethic and our working practices. first-choice regional airport in It is the reason that we exist and how the South West for airlines and we ultimately measure our success. passengers Everything we do helps shape • Cornwall Development Cornwall and its economic growth. Company to continue to attract We aim to extend our reach by development projects and inward working on projects, or delivering investment across the region services in Devon, Dorset, Somerset • Jobline to be the recruitment and beyond. agency of choice in its chosen industry sectors and location Our vision for the future includes: • Facilities Management to become • Cormac to become the provider total facilities manager of choice of choice for managing and in the region maintaining our highways, • Community Care Services to grow environment and transport needs and develop new services and • Cornwall Housing to become invest in reablement, domiciliary the number one social housing care and residential care organisation in Cornwall

Our Values

Our values shape everything that Collaborative - working and supporting we do across our Group. From each other to serve our communities construction to care services, from Innovative - always looking to improve travel to transport and everything else and modernise in between. Trusted - we are open and honest and Our values guide the way we work do what we say we’ll do with our business partners, within our communities and with each other. Positive - we are optimistic and believe in doing the right thing Strategic Report 10 Corserv Annual Report 2019 Our Strategic Priorities

Our strategic priorities reflect our values and centre around people, service excellence, collaboration, innovation and sustainability. These are:

Service excellence People building centres of excellence and attracting and retaining the best talent competing in an open market with good and looking after our employees value for money

Respect and investment in our people Driving excellence in service delivery • Our people strategy encourages a culture of • The drive to service excellence while ensuring that collaboration and sharing, removing any blame health and safety remains a key priority for the Group culture • We provide strategic leadership, delivering consistent • Our employee engagement and development policies across the Group initiatives ensure sufficient investment is made in our • We focus on making high volume transactions more people cost and time effective and to the highest quality • We continuously improve communications across standards the Group. Developing collaborative ways to work • We continue to invest in technology. Examples include together and building a culture which allows the implementation of a new Group HR system, a everyone’s voice to be heard co-ordinated group finance system, supporting mobile • Our employee development includes an increased workers and the implementation of other collaborative apprenticeship programme, leadership training and business tools improved employee relations • We raise standards in welfare facilities - investing in • Our wellbeing initiatives include the three strands of offices and depots health, mental and financial • We collaborate and innovate to improve our business • Our apprenticeship strategy helps local young people models learn skills and gives them the opportunity for a career in Cornwall, rather than out of the county

Climate change and sustainability Collaboration and innovation meeting the needs of the present doing even better by working together without compromising our future

Collaboration and innovation to improve our Ensuring a positive contribution to climate change business models and sustainability • We work together across all business areas and • We value, protect and enhance our surroundings in collaborate to continuously improve. We adopt and order to build a stronger foundation to grow our local share best practice from across the Group economy and make our local area a better place to live • Our HR team not only provide strategic direction and work but also improve services so that we can become a • We focus on environmental issues, such as wildlife modern, forward-thinking employer with a skilled and and landscapes, travel and transport and water motivated workforce that can deliver for today and is management; social issues, such as health and ready for the future happiness and quality of life; and economic issues, • We are building a high-quality provision that is such as local economic development and employment commercially successful, actively contributes to the • Our ‘Zero Harm’ vision recognises that the target development of talent across Cornwall and helps of having no adverse environmental impact will be deliver the capacity and capability to succeed difficult to achieve but we are clear in our aim to • We have a combined marketing communications continually improve and actively lead for an overall strategy that has been implemented and continues positive environmental outcome for our local area to be further developed to effectively reach different stakeholder groups Corserv Annual Report 2019 11 Our People The Corserv Group employs 2,900 We are running 70 apprenticeship We are proud to pay Foundation people across our business functions programmes, including 11 people Living Wage to over 1,100 frontline and operational frontline teams. on MBA courses (funded by the employees, maintaining our apprenticeship levy). We achieved commitment to improving the living Throughout the year we had 472 new a total of 50,000 training hours standards of those who work for us. joiners, including 135 additional Care delivered across all businesses workers who were recruited within During the year we conducted our throughout the year. eight weeks to support the county’s first all-employee engagement response to coronavirus. We also had We have invested in our Line survey. This has provided us with

the TUPE transfer of over 100 care Management capability, with over invaluable feedback and has created report Strategic employees. 300 leaders attending a training a platform for employee-led change. programme that enabled them to This demonstrates our investment reflect on how their own behaviour in Cornwall by creating more jobs in impacts their teams’ performance. our county resulting in £61.9m being invested back into the community.

Cormac - Highways, Environment and Civil Engineering - 34% Cornwall Housing Limited2,900 - 16% Cornwall Airport Limited - 7%

Cornwall Development Company - 4% Cormac - Facilities Management - 18% Over 70 apprentices, Cormac - Fleet Services graduates and trainees Cormac - Community Care Services

Corserv Employees

6% CormacCormac - Highways, - Highways, Environment Environment and Civil Engineeringand Civil Engineering - 34% 34% Gender split

12% CornwallCornwall Housing Housing Limited Limited - 16% 16% 34% CornwallCornwall Airport Airport Limited Limited - 7% 8% 3% CornwallCornwall Development Development Company Company - 4% 4% CormacCormac - Facilities - Facilities Management Management - 18% 18% 300+ leaders 18% CormacCormac - Fleet - Flee Servicest Services 3% CormacCormac - Community - Community Care Services Care Services 12% attended training 55% 45% CorservCorserv 6% 4% 16% 7% Response to Coronavirus In March 2020, the Group helped This supported the Care In addition, our employees across the co-ordinate the county’s response infrastructure for the county freeing Group supported the community by: to the coronavirus crisis. While up beds at local hospitals. • Delivering food parcels and PPE many services were adjusted, we In just eight weeks, a small and maintained essential Highways and • Providing 4,500 hours of dedicated team worked hard to meet Care services. additional care the supply and demand needs to find • Sourcing 75,000 items of PPE Notably, the Group supported the more people to support caring for Care needs of the region, recruiting, our communities. The team received • Storing and distributing 9,500 training and deploying over 100 new over 600 applications and remotely litres of hand sanitiser carers. trained over 350 people. • Writing PPE guides and risk assessments used by many Many of these new recruits were We kept all of our employees businesses in Cornwall inducted at the three hotels that engaged throughout the were turned into discharge lounges crisis, sending over 55 internal after completing all the necessary communications by email, by post CQC refurbishment requirements. and displayed in poster format. Strategic Report 12 Corserv Annual Report 2019 Corporate Social Responsibility

Corporate Social Responsibility forms Employee wellbeing Where it is practically and an important part of everything that commercially viable, our As part of our overall wellbeing we do. procurement tenders are on a small strategy, the Safeguarding Advocate scale or split into separate lots. This Programme through Cornwall Council Supporting our communities allows local SMEs to join and benefit has enabled 80 people across the from our supply chain and stimulates In 2019/20 our two Community Group to volunteer as an advocate the local economy. Partnership Officers have worked and help us to protect each other, with a range of volunteers in a as well as the communities we work We currently have over 200 variety of settings from woods and with. contractors appointed, 70% of which gardens, to communal areas, wetland are local SMEs and sole traders. reserves, parks and towns. We have been awarded Gold and Silver Healthy Workplace status 71% of our total supply chain is During the year we provided for Cornwall Housing and Cornwall located in Cornwall. equipment and support to voluntary Development Company, respectively. Some specialist supply resources are groups across the county to enable In addition, we are training our brought in from outside the South them to provide over 70,000 hours people to become Mental Health West region to meet the varied of activity. This equates to a value First Aiders. of over £1m given back to the services we deliver, however these community by our volunteers. Local supply chain services will also contribute and benefit the local economy. Our SMART tenants project has The Group has a high volume supported local residents by helping of individually procured supply Supporting the local economy stabilise their financial situation, contracts for goods, services and An external specialist consultancy support with job seeking and works, spending in the region of undertook an Economic Impact employment and has given them vital £80m per year. Assessment Review of the Gross skills for the future. Our procurement requirements Value Added effect that the Group Charity fundraising are extremely diverse and range brings to the local economy. The from quarry product supplies to report identified that our business Our yearly fundraising initiatives trade subcontractors, vehicle hire generates Gross Value Added of for our chosen charities have to financial audit services, and £81.6 million in Cornwall, and £91.7 been successfully supported with homelessness support to office million in the wider South West engagement from all employees from stationery. region. bake sales to charity runs and plenty of competitions. This benefits our We support the local Cornish employees by building relationships supply chain, add social value, use and motivating each other through sustainable practices and strive teamwork to boost wellbeing and to reduce our carbon footprint - mental health. At the same time, it while adhering to public contract helps those in need by supporting regulations. local charities in raising vital funds. £81.6m 80 Gross Value Added for Cornwall safeguarding advocates 140 Cornish SME suppliers

71% of our supply chain is in Cornwall 70,000 volunteer hours Corserv Annual Report 2019 13 Our Sustainable Future

The Corserv Group is committed to Green Infrastructure for Growth ensuring a sustainable future for The BIG Biodiversity Challenge annual many generations to come. Some awards announced Cormac as its of our environmental initiatives overall winner for 2019. This initiative include our commitment to carbon is run by the Construction Industry reduction as well ensuring a green Research & Information Association infrastructure. (CIRIA) to raise the awareness of Recognising our ability to both protecting and enhancing biodiversity protect and enhance Cornwall’s in the built environment. report Strategic beautiful habitat, we formed a We gained recognition for our Green Carbon Reduction and Sustainability Infrastructure for Growth (GI4G) Task Force (CREST). This has driven project, by leading the way for our environmental strategy and its environmental net gain and working In addition, a range of revolutionary measures to reduce the impact of with local communities to re-think battery-powered cleaning equipment climate change through our work green spaces. has been introduced to improve across the county. It also aligns our productivity. The use of an ‘i-mop’ effort with both Cornwall Council’s The GI4G project has seen 30 reduces the need for bulky cleaning Carbon Neutral Cornwall Programme wildlife and pollinator-friendly areas equipment and requires less cleaning and its long-term environmental in public spaces in seven towns solution, whilst producing the same growth strategy. improved so that they are of greater results. benefit to people and wildlife as Using alternative fuel source well as providing opportunities Reducing fleet vehicle emissions for community engagement and In a first of its kind for the county we Our ambition is for our fleet to be have successfully tested biomethane- education, with local schools and community groups getting involved. 100% ultra-low emission vehicles by fuelled equipment. 2030. Working closely with local clean Eco-friendly cleaning solutions Having analysed our fleet routes energy company Bennamann Ltd, we Our Facilities Management team and distances travelled against the converted one of our road surfacing has improved service delivery with volume of fuel used, we have already machines to run on this alternative several eco-friendly innovations. improved our average miles per fuel source. The biomethane is gallon by 50%, saving almost 1,000 collected and processed on a Cornish The introduction of a chemical-free, tonnes of carbon emissions. farm and is then used to power the stabilised ozone water cleaning pothole repair trailer. solution, named ‘Tersano’, eliminates We have commenced introduction of the use of cleaning chemicals and electric vehicles into our fleet, which Initial data suggests that each single-use plastics. This system is also power the electrical equipment converted unit could potentially harmless to humans, animals and on board. In addition, we have made reduce CO2e emissions by five plant life as it contains no chemicals consideration of noise pollution tonnes per year. This is the equivalent or harmful elements and can be and the need to reduce noise when volume to an average hot air balloon. disposed of down the drain, just like carrying out work. For example, our Additionally, biomethane has a 10% water. Nissan ENV200 vans are perfect to higher energy density than propane, use in sensitive public areas such as the fossil fuel normally used, cutting grass in church cemeteries. improving fuel efficiency. Strategic Report 14 Corserv Annual Report 2019 Health and Safety

This year our health, safety, This year we have: Accreditations and Certifications environment and quality (HSEQ) • Received a substantial assurance Industry accreditations for Corserv strategies have demonstrated rating from a senior safety and Cormac (including Civils and continual improvement and ensured professional who conducted an Facilities Management Cleaning the protection of our people and independent audit of our safety Services) natural habitat. management protocols ISO 9001:2015 Quality management We have engaged with our frontline • Trained over 100 managers in teams, recognising their value and incident investigation ISO 14001:2015 Environmental knowledge on effective current management • Filmed and produced bespoke control measures and benefitted manual handling training videos OHSAS 18001:2007 Health and Safety from their ideas to support our local at both Cornwall Housing and communities. Highway Sector Schemes 7 Line Cornwall Airport marking, 12D Traffic management, 16 A detailed Health and Safety Climate • Built behavioural safety Surface dressing Survey was held across the Group, components into our leadership allowing our workforce to share their training programme, to CE Mark for coated stone for the views on safety matters. continually develop quality Quarry Additional Health and Safety aspects of our Safety and ISO 17025:2017 testing and committees have been established Environmental Management calibration laboratories for to widen engagement with frontline Systems and maintain our Consultancy Labs employees. international accreditations, in this respect we have: CHAS Contractors’ Health and Safety We continue to invest in Health and Assessment Scheme for Community ̊ Qualified an additional 15 Safety training for managers and Care Services employees to certificated audit operational teams, ensuring we level across all of our accredited CHAS Contractors’ Health and Safety develop our workforce to enhance standards areas, increasing our Assessment Scheme for Cornwall risk management across all areas of existing capacity to internally Housing the businesses. audit our performance ISO 9001:2015 for PVCu window Our focus on behavioural safety ̊ Continually revised our written production at TMS for Cornwall training in previous years at Cormac policies and procedures around Housing continues to demonstrate sustained safety and environmental Road Safety Markings Association for reduction in rates of reportable injury management topics, to give Cormac per employee over the last five years, better clarity to everyone with 2019/20 seeing the lowest ever CQC rating is Good in five key lines of number of safety related reportable enquiry for Care incidents.

Cormac Reportable Accident Frequency Rate Corserv Annual Report 2019 15 Group Highlights Focus on Excellent People Service

Leadership development training has been completed by Took over Trefula House care home in a short time

over 300 managers which shows confidence in the management of our care report Strategic business Our e-learning system is live and is more user friendly and 100% of Cornwall Housing’s homes meet Cornish Housing Standard, a consistent total spend of £15.5m

Introduced a new employee Facilities Management team engagement survey to gain was awarded a major contract further information from for Cornwall Partnership NHS Foundation Trust in a everyone competitive tender

‘The great collaboration and solution mindset that Our buildings, depots and offices had some was shown throughout the project by the Corserv refurbishment thanks to investment in modernisation team meant that we were able to implement both Helped vulnerable people in Cornwall through their Oracle Cloud HR and Payroll systems, on time the SMART tenants’ scheme. 148 people received and under budget.’ Oracle Consulting Account qualifications Manager 359 people sleeping rough were 90% of our drivers completed training to get their supported by Nos Da Kernow and Certificate of Professional Competence (CPC) cards other homelessness support renewed, helping keep our vehicles on the roads Launched the first roving ‘Somewhere Safe to Stay’ hub Invested in healthy workplace and Health Peer Advocates for the homeless initiatives including a 24-hour Working with the Council, we challenged the counselling service, joint pain performance of our IT systems, to help improve advisors, mental health first aid efficiency courses, occupational health reviews and free eye tests and water bottles 'Working in partnership Cormac draws on each party’s strengths to enable the best outcome. They Attended 35 career events to represent the Group and ensure exceptionally high standards in cleaning attract our future workforce services to align with our number one priority for safety.’ Managing Director, Go Cornwall Bus Our Customer Contact Centre took part in ‘Customer The Skills Hub helped over 125 businesses to identify Service Week’, engaging our people and celebrating skills and training needed to thrive successes Supported social enterprise, Took part in ‘Volunteering Week’ including beach cleans Hideaway 77 in Redruth to provide and tree planting a social hub for young people to gain skills and build confidence Held engagement sessions to help participation in the Health and Safety The Growth Hub has supported over 771 local business survey so we can listen to the views with their growth plans of the workforce Our Inclusion Advisors and Together for Families workers have brought in over £1m of additional benefits and Have standardised Health and Safety income to some of the poorest households in Cornwall requirements and provide consistent guidelines Strategic Report 16 Corserv Annual Report 2019

Collaboration Sustainability and Innovation

Developed a sustainability strategy to Rolled out a ‘just and fair’ approach to health and help meet the Council’s target of being safety to remove a ‘blame culture’ and ensure the best carbon neutral by 2030 practices are being used

Cormac won three awards at the CIRIA Introduced an innovative new Big Biodiversity Challenge awards cleaning technology that turns cold showing our commitment to sustainability in the water into a safe and sustainable construction industry cleaning agent Collaborating with the Council on Engaged with schools, teaching the Green Infrastructure for Growth project allows us to children about our work to restore add value with local communities green spaces, enabling a bigger presence in the community and Introduced the new Housing First scheme in Cornwall to inspiring future generations support people who are homeless

"You've certainly been of great assistance to me Collaborated on the new Gypsy and residents in my area, and I'd imagine this and Traveller temporary site has been replicated up and down the county.” - Cormac designed and built Cornwall Councillor for Mevagissey the site and Cornwall Housing manages it Cornwall Housing carried out a complete refurbishment of Bederkesa Court Sheltered Housing scheme in Bodmin Our Community Care Services won a Brilliant You award from the Royal Cornwall Hospital Trust for Partnership including a new Ground Source Heat system for the flats Working and communal areas with Kensa Engineering Highlighted ‘National Apprentice Trialled and implemented Week’ by taking part in the local alternative fuel sources college Apprentice Games to to operate our fleet using showcase leadership, teamwork and biomethane from Cornish cows communication skills to young people

Attended an Institute of Environmental Management & Held the annual Community Celebration Awards to Assessment (IEMA) Carbon Management course to raise give recognition to 30 community groups for their awareness of how to reduce our carbon emissions environment volunteering efforts

Invested in electric powered vehicles that Developed an innovative Group intranet as the main also charge tools and equipment resource of information and news for every employee in the Group Cormac received a Highly Commended certificate in the Best Management ‘The Cormac Highways crews have taken pride in the high standard Large Business category at the Cornwall of their work, by collaborating Sustainability Awards in November 2018 throughout to deliver on time and budget. This will bring further work Cornwall Housing is delivering a £4.2m Whole House opportunities.’ Highways England for Retrofit Project to improve 83 homes and pilot projects Devon County Council that will be developed to roll out to all Council houses Corserv Annual Report 2019 17

Highways, Environment and Civil Engineering Principal Activities Major Achievements 2019/20 • Led the delivery of the Outline Business Case for the Cormac manages and maintains Our external business has grown by Development of Transport for approximately 7500km of Cornwall’s £9.85m across Devon and Cornwall, the 4km A39 Atlantic Highway highways as well as providing resulting in increased work allocation report Strategic Camelford Improvement environmental asset management, from Highways England and from maintenance, design and winning a place on Devon County • Successfully negotiated the design construction services to public and Council’s 4-year framework. Our through to planning approval for private sector clients. first year’s performance has led the Interim Link Road to Langarth to a significantly increased work Garden Village We deliver integrated maintenance allocation for 2020. • Awarded a Considerate services with local focus to build Constructors Performance Beyond community relationships and to • Successfully delivered an £8m Compliance certificate for our plan, design and build key public reduced revenue plan, with over contract with English Heritage at infrastructure to enable economic £1.5m of cost reduction initiatives Tintagel Castle growth and development. across our business Our services include: • Improved our Health and Value for Money Safety and increased our social • Integrated maintenance solutions • 13% increase in resident value, improving our employee satisfaction in highway for highway and environmental engagement by 5% assets maintenance and a 7% increase • Delivered an additional £13m for parks and open spaces • Technical consultancy specialising of roads investment through reflecting the advantages of new in transport planning, the One Cornwall Highways highways IT for defect reporting geotechnical services and Programme and response infrastructure design • Implemented an office-to-cab • Won three national awards • Integrated turn-key infrastructure mobile working solution to for Green Infrastructure. This solutions for environmental respond to 97% of our Category 1 programme was subject to two assets, highways, transportation highway safety defects within our Value for Money reviews as part and public infrastructure contract timescales of the contract award process • Highway surface treatments and • Improved our community • Won an extension to our £1m renewals including technical relationship with a series of annual maintenance contract with specifications, material engagement events. A survey Torbay Council this was based on production and construction revealed an 86% satisfaction contract performance and price rate in pothole management • Successfully completed Phase and 78% in stakeholder enquiry 1 of the Longrock Coastal management Improvements Project - a • Completed the design and £3.7m initiative, part funded achieved Planning Consent for by the European Development the St Austell to A30 Link. A Fund. Independent consultants major £70m project which will be were involved in the contract constructed in 2020 process including our open book • Project managed the successful principles £13.4m Housing Infrastructure • Awarded a pre-construction Fund bid for the A30 Loggans contract to design the £9.1m St Moor improvement Austell Bay Resilient Regeneration • Won the Ground Investigation (StARR) project to reduce flood contract for A30 Carland to risk to communities in the St Chiverton Environmental Austell Bay area, this contract Mitigation works came after a detailed review • Delivered the first transit site for which scrutinised our open book Gypsies and Travellers. This £1.5m price and financial forecasts site was opened in August 2019 Strategic Report 18 Corserv Annual Report 2019

Principal Activities • Rough sleeping in Cornwall has declined from 99 in 2016 to As well as managing over 10,000 24 in 2019, one of the largest properties, Cornwall Housing Limited reductions nationally thanks to an (CHL) develops new social housing, additional £1.5m from the Rough provides supported housing, cares Sleeping Initiative. Nos Da Kernow for people who need additional was also highlighted as good housing-related support, provides practice in the Government’s accommodation to people who are Rough Sleeping Strategy sleeping rough or homeless, and manages Gypsy and Traveller sites. • Homelessness Prevention has Value for Money been over 80% all year, ahead of In July 2019 a self-assessment the national average of delivery against the Value for • Biennial STAR Tenants’ Survey Money Standard for the 2018/19 showed 83% overall satisfaction; financial year was presented to the 94% of tenants feeling safe in Board. The report outlined that we their home and 90% feeling safe had achieved £1.026m of cashable in their neighbourhood savings in 2018/19, contributing to a • Agreed and commenced the six-year total cashable savings since Private Rented Acquisitions 2013/14 of £9.8m. An assessment Project to deliver investment for the 2019/20 financial year will be Major Achievements 2019/20 of over £39m by acquiring, presented to the Board by the end of July 2020 with an expected further • New 10 year Management refurbishing, allocating and saving of £0.5m. Agreement and Commissioning managing 250 new homes as Plan effective from 1 April 2020 temporary accommodation over • Treveth has awarded us the the next two years • 100% of our homes continue future management of properties to meet the Cornish Housing • Opened a new £1.5m Gypsy and delivered by the Contemporary Standard Traveller transit site to reduce Cornish Living initiative, expected the pressure on unauthorised to deliver over 1,000 new homes • We achieved 99.65% rent encampment over the next five years and collection within the year • Our Income team and Inclusion support the growth of our Private • Our Inclusion Advisors have Advisors were cited as good Sector Lettings business. The first brought in £679k of additional practice in the NFA report properties went live in Autumn income and benefits to families ‘Patching the safety net’ thanks 2019 while ensuring we only evicted 12 to their work tackling Universal • We have been accepted on to the people in the year Credit impacts framework to deliver works to • Installed geo-location to Repairs private sector properties funded and Maintenance vehicles to by Disabled Facilities Grants for improve speed of customer the Council response • Invested £250k to modernise our PVCu Windows and Doors manufacturing plant with new machinery and working practices. This has enabled us to secure three new external contracts with local developers • Implemented new Service Charge accounts for tenants increasing This photograph was shortlisted in a photography competition with the Housing Revenue Account income National Federation of Arm’s Length by £311k Management Organisations (NFA). Corserv Annual Report 2019 19

Principal Activities Major Achievements 2019/20 Keeping Cornwall connected, • Our expansion of other airport Cornwall Airport Newquay is the activity continued allowing Strategic report Strategic fastest growing airport in the Cornwall Airport Newquay to UK, providing access to and from facilitate in excess of 40,000 air important business and leisure transport movements. Notable markets. increases were around helicopter crew training and the based 2020 has been a challenging year for aircraft maintenance facility Cornwall Airport Newquay. In March carrying out a series of aircraft Value for Money Flybe, the Airport’s main operator upgrades for the Easyjet A319 which represented more than 70% of • Prior to the final month of the fleet passengers went into administration, 2019/20 financial year Cornwall changing both the financial and • Following a series of CAA audits, Airport was on target to hit the passenger forecast return. This is the airport retained its position forecast management budget of reflected in showing a negative as a fully compliant Aerodrome - £1.095m and to achieve record variance of £904k for the month of the highest compliance score in passenger numbers forecast at March alone against a management Aviation Security of any UK airport 471,327 in addition to British budget with a negative variance of • We retained our status of Very Airways announcing summer 2020 £804k for the year to date. Good, the highest achievable services to London Heathrow position for the provision of during July and August The coronavirus crisis and subsequent ‘Passenger with Reduced Mobility travel restrictions imposed by the • Our people strategy continues Services’ and received global UK Government meant that the to focus on communication, recognition for becoming the final number of passengers passing development and succession first airport to become ‘Makaton’ through the Airport was 424,664 for planning. Building on the previous friendly delivering sign language the financial year 2019/20 a decrease year’s success, our key focus was training to the terminal-based -10% vs forecast. In addition, the developing the technical skill sets employees hard won British Airways London to of the senior leadership team Heathrow route, which was due to in parallel with being engaged commence at the end of March, was and key contributors to the subsequently delayed. wider Corserv leadership and management training • We have made significant progress in taking advantage of the Group support in securing support contracts including Facilities Management and cleaning that has driven both cost and efficiency savings Strategic Report 20 Corserv Annual Report 2019

Principal Activities • CDC manages the Superfast Cornwall project including the Cornwall Development Company contract with BT. The part EU (CDC) delivers a comprehensive funded 2017-2020 £17.6m project portfolio designed to increase Superfast 2 project reached a the economic prosperity of Cornwall total of 7,765 premises (exceeding and the Isles of Scilly (CIoS). the contractual target of 7,250) The portfolio includes business and is expected to deliver 8,600 • CIoS Growth Hub supported support through the Growth and installations. To date, 1,804 771 businesses to grow or Skills Hubs, Research Development ERDF eligible businesses have improve in 2019 and was at the and Innovation and capital grant been covered, exceeding the forefront of Cornwall’s response funding schemes, inward investment project target of 1,200. The to coronavirus crisis providing a and export trade development, and latest independent evaluation, comprehensive information and infrastructure development. Along published in June 2019, shows the advice service with employment support and advice project created 4,090 jobs and • The Business Investment for for the most underprivileged in our safeguarded a further 6,950 jobs Growth Productivity grant society. over all Superfast programmes programme has been successfully since 2010 launched and currently has Major Achievements 2019/20 • In addition, the CLLD eamt attracted 61 applicants. The • Cornwall Trade and Investment, secured £3.5m of Cornwall current pipeline is over £1m, with secured seven inward investments Council funding (using only £1m) £47K committed and a further and supported 27 businesses to provide financial support via £179K under appraisal. Grants through its export service, in match funding and loans to CLLD have already created six new jobs addition to supporting the locally-led projects that support and an estimated £57K of match creation of 100 jobs in 2019/20 over 700 volunteer hours by Local funding Action Group members • CIoS Skills Hub, supported 125 Value for Money business with training and skills • Space, aerospace and data interventions, based on its innovation sector RD&I activity • In the last year, CDC has created success further funding has been resulted in the creation of 17 a more targeted approach in secured until 2023 jobs and contributed around identifying market opportunities £0.4m net additional GVA, with and potential revenue streams. In • Community-led Local the past six months the company anticipated impacts over the next Development (CLLD) committed has bid for external work (outside three years estimated to be 67 over £3m grants for 61 different of usual provision) in excess jobs and over £10m net additional projects for 48 businesses (11 of of £8m. If successful, the new which are new) creating at least GVA (excluding inward investors) projects would not only open new 11 jobs and 13 organisations and the potential of £36.8m net markets for CDC but also provide supporting over 780 people in additional GVA and up to 414 jobs an opportunity to test the new deprived areas of Cornwall (including inward investors) delivery model • During financial eary 2019/20, the company continued to grow, building capacity and capability in our teams to successfully deliver on an increased portfolio of EU grant funded projects totalling £63m match funded by Cornwall Council and the CIoS LEP • During the financial eary the company responded, either as applicant or delivery partner, to further EU funding calls for both new projects and project extensions Corserv Annual Report 2019 21

Facilities Management

Principal Activities Major Achievements 2019/20 Value for Money We provide a range of hard and soft • Revenues for Facilities Service are Our cleaning service has won several Facilities Management services to up 6.35% on the previous year major new cleaning contracts during Strategic report Strategic Cornwall Council and a wide range of with growth in the value of capital 2019/20, competitively tendered in external customers. projects delivered by our Property the private sector. team, which has doubled to Our property maintenance service Some of our new contracts include £1.5m provides reactive maintenance, cleaning of all non-clinical premises planned maintenance and statutory • We now have a number of in Cornwall for Cornwall Foundation compliance across fabric, mechanical dedicated Facilities Managers to Trust and a new eight-year bus and electrical trades. oversee the delivery of both hard cleaning contract. and soft Facilities Management We also deliver capital projects services, providing our customers including commercial refurbishments, with a fully managed and extensions and new builds up to a complete service value of £0.5m. • We have strengthened our Our cleaning service is Cornwall’s partnership with Cornwall largest cleaning company employing Foundation Trust, adding cleaning 450 cleaners delivering all aspects of services to the existing property commercial cleaning. and ground maintenance services we provide Our premises coordination service helps our customers ensure their • A number of innovations in buildings are compliant and well service delivery have been managed offering a full facilities introduced, including a new management service. stabilised ozone water cleaning solution that eliminates the use of cleaning chemicals as well as single use plastics across our soft Facilities Management services Strategic Report 22 Corserv Annual Report 2019

Fleet Services

Principal Activities • We implemented a significant upgrade to our fleet management Fleet Services consists of fleet system with all our fitters using management, vehicle maintenance mobile devices which allowed and haulage. We manage a fleet of our business to go paperless over 1,000 vehicles and 1,200 items for the first-time and improved of plant providing an end-to-end efficiency and productivity as well service from acquisition through to as providing real-time information disposal. We also provide vehicle for our customers and plant maintenance services for a wide range of external customers Value for Money from three main locations across Cormac Fleet Services, together Cornwall. with Facilities Management, secured Major Achievements 2019/20 a major new eight-year contract to support Go Cornwall Bus, the • During the year the Fleet new bus operator of Transport for team has successfully trialled Cornwall. biomethane, captured from Cornish slurry lagoons, as an The contract includes a range alternative fuel source to power of services including vehicle our vehicles. We have converted maintenance and cleaning services. our road surface repair machinery The services we provide are vital to run on biomethane and also support services allowing Go taken delivery of our first gas Cornwall Bus to operate one of the powered vehicle. We will continue largest single bus contracts ever to explore the use of alternative awarded. fuel powered vehicles during 2020 • We purchased all vehicle and plant assets from Cornwall Council at market rate ensuring we can manage every aspect of the fleet for our customers, ensuring maximum value for money Corserv Annual Report 2019 23

Community Care Services

Principal Activities Major Achievements 2019/20 Community Care Services continue • Successfully took over the to play a vital role in improving the operation of Trefula House care lives of people in Cornwall. We help home when it was purchased by report Strategic people maximise their independence Cornwall Council in August 2019, and enable them to remain living in after the care quality commission their own homes. (CQC) report rated the home as inadequate. We have significantly Our Community Care Services improved standards, including comprises two different services, recruiting a permanent registered which in 2019 provided quality care manager and specialist clinical to more than 3,500 people in their roles as well as ensuring the On behalf of the sector, our own homes. building was compliant with Community Care Services, STEPS (Short-Term Enablement and building and fire regulations together with our HR teams, Planning Service) provides support to • Corcare was inspected in led the recruitment of a pool of adults of all ages who are returning January 2020 by the CQC and care and support workers to help from hospital and who need extra was rated as overall Good. This with challenges faced across the support to enable them to continue rating acknowledges significant community with increase in demand. life in their own homes. In 2019, the improvements in management Over 600 people applied to care and STEPS team made over 91,000 visits and service delivery from the support roles. Essential training was to over 3,200 people. previous report in 2019 which provided, followed by shadowing, Corcare provides a domiciliary care rated the service as Requiring before being signed off as competent. service to a range of adults with Improvement. This previous rating The additional temporary workforce assessed social care needs when no reflected the existing standard of was deployed to meet the highest other external provider can provide a transferred service from Allied priority demand in care homes and this care. In 2019, the Corcare team Health Care and an increased across the community. undertook over 85,000 visits to over use of Thornbury agency workers Care Services has also been 300 people in their own homes. throughout the winter pressure period which although increased instrumental in establishing 120 In March 2020 a permanent Corcare capacity, diluted service step-down beds, provided within Managing Director was appointed to quality. STEPS and Corcare three hotels across the county. establish and develop a separate care undertook a specific recruitment The hotels have been managed by company within the Corserv Group open day which attracted a high Corcare and STEPS Service Managers in response to the Council’s strategic level of interest, resulting in 20 and Team Leaders, the discharge to vision for future delivery of care and permanent employments and assess step-up and step-down beds support services across the county. providing an additional 490 hours released vital hospital bed capacity per week across the NHS.

• A member of STEPS was placed at Value for Money the Royal Cornwall Hospital which increased our referral and start-up The formal approval through the IDA packages by over 50%. Patients process concluded an offering of five- were assessed within 30 minutes year contracts for care services. of referral This significant increase in STEPS • In response to the coronavirus activity in 2019/reflects some of the crisis our Care Services were early work and success of the four- required to provide strategic and year transformation plan, working operational support to the Council with Cornwall Council to improve to reduce pressure on the NHS the enablement offering for service and ensure critical care capacity users. remained available Strategic Report 24 Corserv Annual Report 2019

Property Limited

Principal Activities Major Achievements 2019/20 The Private Rented Acquisitions The Project Team was mobilised and (PRA) project is an acquisition-based formally established within Cornwall programme to deliver 250 homes for Housing in September 2019 with the the use of temporary accommodation associated procured Estate Agent and to Cornwall through the purchase Surveying partners. of individual properties on the open Since the mobilisation of the market. project the property market within It was approved by Cornwall Council Cornwall has suffered from significant Value for Money in January 2019 and Corserv Property challenges through initially the Limited was commissioned in July uncertainty around Brexit, the out The PRA project works within the 2019 to provide the acquisition, of cycle general election and then financial parameters set within the refurbishment and management just as the market was starting to original ‘Structured Solutions Report’ of the properties supported by the recover in February and into March from April 2018 commissioned by management services of Cornwall the coronavirus crisis effectively the Council which informed the total Housing. shut down the property market budget required to both acquire and completely. refurbish the properties. The PRA project was commissioned to deliver the following aims and Despite the challenging conditions, This sets indicative values by property objectives: by the beginning of April the project size and location and an assumed 8% had identified and reviewed 273 refurbishment budget. • Prevent and reduce rough properties for acquisition of which 42 sleeping and homelessness in At the beginning of April the 42 had been completed or exchanged Cornwall properties acquired were in total and a further 27 were within the legal £75k under the programme budget • Reduce unplanned use of conveyance process. A review had for acquisition and refurbishment. emergency accommodation also been commenced to identify • Deliver suitable accommodation how best for the project to progress Furthermore, from the beginning of solutions, of an appropriate to achieve the level of properties January the project has employed quality and in an appropriate required and the timescale as we its own direct conveyance solicitor location, for households who come out of the coronavirus crisis. within Corserv which has helped are homeless, or at risk of reduce the average cost of legal fees homelessness to acquire properties from over £2k per property to around £800. • Ensure sustainable flow of move-on from emergency accommodation through to settled accommodation in discharge of duty Corserv Annual Report 2019 25

Support Services and Operational Businesses

Principal Activities Major Achievements 2019/20 Corserv Support Services and We successfully delivered new cloud Operational Businesses allow us to based HR and payroll systems on Strategic report Strategic support improvements to our service time and under budget. This has delivery and systems. This gives lowered our cost base and improved greater value for money through our ability to report and respond to shared delivery and economies of employee requests. The functionality scale, while ensuring a consistent that these business systems bring has Value for Money approach. improved our training compliance, goal setting and performance Through efficient working practices, Corserv as a company has two management activities. the Corserv support services distinct areas, Support Services to expanded its responsibility and the Group and its own Operational Our Business Systems team increased workload to support three Businesses. completed a critical project to key areas at no additional cost. These merge the Fire Service and Fleet The support services that are are: management systems to run on one managed by the central Corserv solution. • Setting up and establishing the executive team include: HR, finance, new Corserv Property Limited procurement, IT business systems, This allows far greater flexibility and company marketing communications , reduced infrastructure costs. With customer services, health, safety, over 70 employees using the system, • Supporting a apidr response to environment and quality (HSEQ), both teams worked closely together the coronavirus crisis, particularly company secretarial and legal. to ensure all the requirements were in HSEQ, recruitment, training IT met. and communications The operational businesses include • Integrated the Group's major Jobline, a recruitment agency, and The new transport management transport maintenance contract the Notter Bridge training centre. system has increased productivity in the Fleet workshops as the team Wherever possible, the Group is now use a new smart and paperless looking to simplify and standardise system using mobile devices. With solutions to capture the efficiency a faster turnaround of activity, the that comes from this approach. team can keep customers updated on the progress in real time, for example when their vehicle is ready for collection. Corporate Governance 26 Corserv Annual Report 2019 Governance Report

Group Board and Governance Committee Structure Summary

The Board delegates detailed consideration of certain matters to Committees of the Board. All Directors are equally accountable for the stewardship of the Company’s affairs with Non-Executive Directors having a particular responsibility for ensuring that strategies proposed for the development of the business are critically reviewed. The Non-Executive Directors also examine the operational and financial performance of the Corserv Group and fulfil a key role in corporate accountability through their membership of the Governance Committees of the Board. The Board operates by receiving written reports circulated usually in advance of Board meetings from the Executive Directors and the Group Company Secretary on matters within their respective business areas. Where appropriate, the Board also receives presentations on key areas of the business and undertakes site visits to gain a better understanding of the operation of business initiatives. Under the guidance of the Chair, all matters before the Board are discussed openly and presentations and advice are frequently received from other senior executives within the Group and from external advisors to facilitate the decision making of the Board. Under the Articles of Association, the Company is required to obtain Shareholder consent in respect of a number of Reserved Matters. Details of Directors attendance on the other subsidiary Boards is set out in appendix 1.

Shareholder Board Partnership Board Corserv Group Board

Group Remuneration Group Audit and Risk and Nomination Committee Committee

Cormac Contracting Cormac Solutions Board Cornwall Development Cornwall Airport Board Cornwall Housing Board Corserv Property Board Board Company Board

CONTRACTING SOLUTIONS

Audit and Risk Corcare Committee Assurance Committee

Finance and New Initiatives Committee

Services and Engagement Committee

Remuneration and Nomination Committee

The above diagram summarises the Corserv Group Board and Committee structure. Corserv Annual Report 2019 27 Board Attendance, Operation and Activities The Directors and their attendance at the 11 scheduled meetings of the Corserv Board during 2019/20 were as follows:

Board membership Position Appointment date Attendance (1)

Chair Pete Andrew Non-Executive Chair September 2019 7/7 Elaine Holt (2)(3) Interim Chair November 2016 4/4 Executive Directors

Cath Robinson Group Managing Director March 2018 11/11 Governance Corporate Phil Mawston (4) Group Finance Director December 2018 9/9 Joe Keohane (5) Group Finance Director December 2016 2/2 Non-Executive Directors Tim Jeans Non-Executive Director September 2017 11/11 Charmion Pears Non-Executive Director October 2018 10/11 Richard Pears Non-Executive Director November 2017 10/11 Julian Rand Non-Executive Director November 2017 11/11 In attendance Martin Eves Group HR Director March 2019 10/10 Richard Zmuda Group Company Secretary February 2017 11/11

(1) Attendance includes meetings attended as from the Directors appointment date. (2) Resigned from interim appointment 31 August 2019. (3) Resigned 31 August 2019. (4) Interim appointment with effect June 2019, substantive appointment of Group Finance Director, 1 November 2019. (5) Resigned 2 May 2019.

Board Committees’ terms of reference In accordance with Company policies, a range of key matters are delegated to Committees of the Corserv Board.

Dealing with Directors conflicts of interest The Board has in place a procedure for the consideration and authorisation of Directors’ conflicts or possible conflicts with the Company’s interests. This is in accordance with the Directors’ duty to avoid conflicts of interest under provisions of the Companies Act 2006 and the Company’s Articles of Association, which grant to non-conflicted Directors authority to approve such conflicts subject to appropriate conditions.

Internal Control The Board is responsible for maintaining the Company’s systems of internal control. The systems are designed to manage rather than eliminate the risk of failure to achieve business objectives and can only provide reasonable and not absolute assurance against material misstatement or loss. There are ongoing processes for identifying, evaluating and managing the significant risks faced by the Group that has been in place throughout 2019/20. Corporate Governance 28 Corserv Annual Report 2019 Group Audit and Risk Committee

Introduction The Committee assists the Board with ensuring good governance, overseeing the effectiveness and integrity of the Corserv Group's financial reporting, internal control processes and risk management activities. In addition, the Audit and Risk Committee enables Non-Executive Directors to use their individual understandings and experience of the wider business, political and economic spheres to provide objective insight on how the Group is managing both the risks and opportunities afforded to it.

Corserv Audit and Risk Committee composition and meetings The Corserv Audit and Risk Committee met three times during the financial year 2019/20. Membership of the Corserv Audit and Risk Committee and their attendance were as follows:

Member attendance Role Appointment Number of % of meetings date meetings attended attended Tim Jeans Chair April 2017 3/3 100% Elaine Holt (1)(2) Non-Executive Director April 2017 - - Charmion Pears Non-Executive Director November 2018 2/2 100% In Attendance (regular) Cath Robinson Group Managing Director March 2018 3/3 100% Richard Zmuda Group Company Secretary April 2017 3/3 100% David Kinnair Assistant Company Secretary January 2018 3/3 100% (1) resigned 31 August 2019 (2) Elaine Holt, Interim Group Chair stood down as a Member of the Committee (pursuant to Para 24 of the UK Corporate Governance Code – this states that the Chair of the Company should not also be the Chair of the Audit Committee). Charmion Pears, NED became a Member of the Committee with effect from July 2019.

The Group Chair normally attends meetings by invitation, as does the Group Finance Director. The Chief Financial Accountant, Corserv and Lead Audit Partner of the External Auditor attend when required. The Group Company Secretary also attends meetings as Secretary to the Committee. Corserv Annual Report 2019 29 Role of the Audit and Risk Committee

The Corserv Group Audit and Risk Committee is responsible for providing effective oversight and governance over the Corserv Group financial and regulatory reporting, including the adequacy of related disclosures, the performance of assurance provided during the year, the internal financial and regulatory control environment and the processes in place to monitor this. The most significant matters which the Committee considered and made decision on during the year are set out as follows:

Financial reporting • Monitored the integrity of the financial statements of the Company/Group

• Reviewed and recommended to the Corserv Board the approval of the Corserv consolidated accounts and audit completion report 2018/19 Governance Corporate

• Review of the draft accounts and completion reports for the Corserv Group

Internal control and compliance • Internal Audit plan presentation 2018/19

• Agreed the Internal Audit plan for 2019/20

• Internal Audit reports on: - STEPS and Corcare - Corserv Governance - Financial Systems - Corserv competencies and skills - Corserv customer service management Audit Report - Review of process for ensuring management actions are addressed

External Auditor • Considered and approved the Bishop Fleming external Group audit plans for (Bishop Fleming LLP) year-ending 31/07/19

• Review draft Corserv Group accounts as prepared by Bishop Fleming for the year-ended 31/03/19

Risk Management • Review of the Group Risk Register • Assurance mapping update • Risk management review report

External Audit Report

The Group’s external auditors Bishop Fleming LLP completed the audit of the Group and Subsidiary Company accounts for the financial year-ending 31 March 2020. The Audit Reports for Corserv Limited and its Subsidiary Companies confirmed that the financial statements gave a true and fair view of the Corserv Group affairs to the financial year ending 31 March 2020. Corporate Governance 30 Corserv Annual Report 2019 Risk and Assurance The Audit and Risk Committee is responsible for ensuring appropriate risk management processes are in place and for the assurance across the Group.

Corserv Remuneration and Nomination Committee The Remuneration and Nomination Committee’s principal function is to consider remuneration matters for Corserv and the Corserv Group. The Committee is responsible for: • Determining the remuneration, the terms of engagement of Executive Directors and Senior Management of Corserv and the Corserv Group • Maintaining and reviewing the remuneration policy to ensure it remains appropriate to attract and retain high calibre people who are able to continue the success of the Corserv Group • Ensuring remuneration is aligned with and supports the Group’s strategy; reflects the values as a Group and optimises performance

Trade Unions are recognised by the Group and are consulted as part of an annual pay review process.

Corserv Remuneration and Nomination Committee Composition and Meetings The Committee is made up of Independent Non-Executive Directors. The membership of the Committee currently and during the year to 31 March 2020 (with each member serving throughout the year), as well as attendance at Committee meetings in the year were as follows:

Member attendance Role Appointment Number of % of meetings date meetings attended attended Tim Jeans Chair November 2017 1/1 100% Elaine Holt (1) Non-Executive Director November 2017 1/1 100% Charmion Pears Non-Executive Director September 2019 - - In Attendance (regular)* Cath Robinson Group Managing Director March 2018 1/1 100% Martin Eves Group HR Director March 2019 1/1 100% Phil Mawston Group Finance Director November 2019 1/1 100% Richard Zmuda Group Company Secretary November 2017 1/1 100%

* Other Directors and Senior Managers also attended Committee meetings (by invitation) during 2019/20. (1) Resigned 31 August 2019 The main items of business considered by the Committee during 2019/20 were: • Reviewed Cormac operatives update reports • Reviewed a report on holiday pay and overtime • In addition, Committee meetings were held by Written Resolution to approve the following appointments: Group Finance Director, Phil Mawston in November 2019 Community Care Services Managing Director, Alison Waller in March 2020 Cormac Highways, Environment and Civil Engineering Managing Director, Dominic Bostock in February 2020 The Group Managing Director normally attend meetings by invitation, as does the Group Finance Director on occasion, but they are not present when their own remuneration is being decided. The Group Company Secretary also attends meetings as Secretary to the Committee. The Group HR Director also attends meetings when required. Corserv Annual Report 2019 31 Governance and Risk Management Structures Including Strategic Risk Management

Each of the Corserv subsidiary Boards maintains its own Risk Register. These are reviewed as part of the monthly subsidiary Board meeting cycle. The Group Risk Register was reviewed by the Group Audit and Risk Committee. In addition, the Group Risk Matrix is reviewed at monthly Corserv Board meetings and amended as required.

Risk or internal control issues Cornwall Airport Newquay Coronavirus - pandemic emergency “lockdown” The Airport’s business model has been significantly This was implemented since late March 2020 and has led impacted by Flybe entering into Administration, in early to significant adverse implications on the UK economy in March 2020, followed by the effect of the coronavirus crisis Governance Corporate general. on the aviation market. Mitigation: employees within each of our businesses Mitigation: emergency funding has been obtained from were furloughed where appropriate; however, the Group Cornwall Council to ensure that the business remains able businesses have now been reactivated with the aim of to continue to trade as a going concern. Cornwall Airport is being operational as of early June 2020. applying to the Department of Transport for possible grant funding to support the Airport. The coronavirus crisis continues to be a risk in respect of operational issues (i.e. managing social distancing in a work Management environment) and the demand on the Group's PPE stocks/ Management have reviewed the revised operational holdings should there be an increase in demand due to an requirements of the business post the coronavirus crisis increase in the level of the virus. (in the context of the reduced commercial flights) and as Financial impacts of the crisis - the exact financial impact a result, 36 members of staff have recently been put on of the coronavirus crisis on the Group are yet to be notice of redundancy consultation. determined; however, the impact is likely to be significant. Information Security, Regulatory Compliance and Cormac financial performance GDPR Q1, Q2 revenue have been adversely impacted by the Cornwall Council Information Security Review provides lockdown measures as implemented in April/May 2020. these services to the Corserv Group. Information Security Although the overall impact of the coronavirus crisis is yet has been enhanced by the recent appointment of a Corserv to be determined, it is likely to adversely affect Cornwall Information Security Manager. Council’s budgets and therefore possibly affect prospective An Internal Audit Report on Information Security (January contract renewals with Cormac Highways, Environment and 2020) reported a finding of Reasonable (to the Group Civil Engineering in addition to Facilities Management. Audit and Risk Committee); in respect of the security Mitigation: Cormac implementing cost savings plan and arrangements for information security and compliance liaising with Commissioners regarding maintaining pipeline with the requirements of the General Data Protection of work. The overall financial position/forecast for 20/2021 Regulation (GDPR). is currently being assessed. Private Rental Acquisition Project / Corserv Property Limited The impact of the coronavirus crisis on the property market within the UK is currently unknown. There may be a fall in prices presenting a buying opportunity; alternatively, the property market may remain stable. The Group is currently reviewing the market to determine the appropriate strategy for the project.

Evaluation of Board Activities The timing of the annual Corserv Board evaluation exercise for 2019 has been impacted by the coronavirus crisis. The evaluation exercise is currently being re-run to capture the Directors views on the impact on the future operations and direction of the Group's businesses. Financial statements 32 Corserv Annual Report 2019 Financial Report

Executive Summary

• Cash return of £5.1m back to Cornwall Council vs a • Corserv Property Limited was created in 2019 and is target of £5.9m. Prior to the coronavirus crisis the included in the accounts for the first time business was forecasting to achieve its target, however • Pension pass through agreed with Cornwall Council it was adversely impacted by the collapse of Flybe, the removed £10.3m liability from balance sheet aviation sector and on our Highways operations in the • Net assets improved from £58k to £13m due to the last weeks of March removal of pension liability and the creation of Corserv • Total Group revenue reduced by 7% to £151.0m. This Property Limited which commenced buying properties was primarily due to reduced Highways income in during 2019/20 and had a net asset value of £3.9m Cormac Solutions Limited from delayed capital works • The Group bought 2,600 assets from Cornwall Council and a reduced surfacing programme and now is responsible for purchasing its own assets • Total Group operating profit increased from £1.4m • The Group purchased over £2.5m of services from to £3.6m. This includes £3.9m of grant income for Cornwall Council and £80m from local suppliers Corserv Property Limited for the Private Rented Accommodation project • The Group utilised Cornwall Airport Limited tax losses of £1.6m to offset against corporation tax saving an • Cormac Contracting Limited joined the Group of estimated £0.3m companies from June this year and is now included in Group accounts • The Group implemented a new payroll and HR system on time and on budget

Finance Director's Statement

The following is extracted from the consolidated financial The Group has responded superbly to both issues. statements for the Corserv Group and its subsidiary companies for the period ended 31 March 2020. These Revenue risk are draft extracts subject to finalisation of corporation tax Cormac Solutions identified early on in the year that and approval and have been taken from our full financial it was facing a £8m revenue risk and embarked on a statements audited by Bishop Fleming LLP. cost reduction plan to try and maintain margin. It also The Group includes a diverse range of companies which delivered over £9m of external works through the quarry include the commercial entities of Cormac Solutions operation and its external trading arm Cormac Contracting. and Cormac Contracting that make up 60% of the As a result, Cormac Solutions maintained an industry Group's revenue. This includes the Highways, Facilities comparable operating margin of 4.8% and, up until Management, Fleet and Care divisions. This element of February 2020, the Group was forecasting to deliver its full the Group made an operating profit before interest and year cash return target of £5.9m. rebates of £4.9m and 4.7% margin. Coronavirus crisis The remaining 40% of the Group revenue is made up of social value, not for profit or subsidised entities. This In March 2020 the Group was impacted by the coronavirus element made an operating loss before interest and crisis. Over the course of several weeks the business rebates of (£2.3m) and (3.5%) margin. These businesses migrated to new ways of working and adapted dynamically include Cornwall Airport which made a £1.6m loss, to clients' works demands. Impacts varied considerably Cornwall Housing and Cornwall Development Company. across the Group. Cornwall Development Company continued to work fully whereas the Cornwall Airport Overall the Group reported a profit of £2.8m on £151.0m terminal was closed down. revenues which includes £3.4m of exceptional items. Financially the biggest impacts on the Group occurred in 2020 was a positive year for the Group despite some Cornwall Airport and Cormac Solutions in this financial challenging trading conditions from lower than planned year. revenue in our core commercial business, Cormac Solutions, and the coronavirus crisis impacting the final Cornwall Airport saw Flybe go into administration on 5 trading month of the year. March 2020 which reduced passenger numbers overnight by 70% and on 26 March 2020 all flights were suspended. Corserv Annual Report 2019 33

The impact of this left the Airport with bad debts and lost Balance sheet revenue for the final three weeks of March; the impact The Group has net assets of £13m and improved from the totalled £0.5m. The impact would have been higher were 2018/19 position of (£58k). The main changes to this are it not for the Flybe airplane that was held under CAA82 the £3.9m valuation of Corserv Property and the removal regulations. This allowed the Airport to make a provision of the pension deficit liability as part of the pension pass for part of the bad debt at the end of the financial year. through agreement with our Shareholder. Discussions are ongoing with the owner of the plane, but I am pleased to confirm that we have received an offer No dividends relating to 2018/19 performance were which will cover the provision made. A claim still exists with paid this year. Due to the coronavirus crisis the Board, the administrators of Flybe but it is unlikely to recover any in conjunction with our Shareholder, decided to delay further bad debt. commitment until the next financial year in order to preserve cashflow. It was a very frustrating outcome for the Airport team who were on course to serve nearly 500k passengers and Looking ahead into the new financial year the coronavirus record their lowest ever subsidy and looking forward face crisis brings a degree of uncertainty for some of our Financial statements considerable challenges in an aviation sector devastated by businesses. coronavirus crisis. Q1 of 2020/21 will be difficult trading as the majority of Cormac Solutions was impacted by the ceasing of non- our commercial businesses ceased non-essential works essential works at the end of March and worked closely during April and part of May. Despite the Group maximising with its clients to minimise the impact. The business lost a its use of the Job Retention Scheme it is expected to be week's trading and made provisions for carrying forward adversely impacted in its full year results by the close additional holiday which impacted the business by £0.3m. down. Unfortunately, the Group was not able to react to such a Cornwall Airport Newquay is facing an uncertain future catastrophic event that late in the year and as a result the with an aviation market that is in turmoil and is likely to impact reduced our cash return position to £5.1m. take several years to recover. The Airport has unfortunately had to restructure with a number of job losses expected to meet the lower passenger numbers forecast. We are beginning to see some return to normality with the New additions to the Group Airport due to open in July and the commencement of the During 2019/20 two new companies have been integrated Heathrow route from mid-July. into the Group. Cormac Solutions' main client is Cornwall Council which Corserv Property Limited has been established to purchase is currently reviewing its budget position for 2020/21. It 250 houses and manage them on behalf of Cornwall is expected that the business will see a reduced revenue Council in order to provide affordable private rented this year through reduced services and delays to capital accommodation to those who are homeless. 2019/20 was works. The business is however responding positively and the first year of the project and the company has over 100 is expected to increase its Devon works from £250k to properties in the pipeline. The company is to be funded via £2m this year and is reviewing its cost base on a reduced a mix of grant funding, equity and loan. revenue. The business has utilised the grant funding initially and Other elements of the Group remain broadly unaffected by as a result has reported a profit of £3.9m. This is due to the coronavirus crisis and are expected to perform in line grant funding being recognised as revenue in line with its with budget. purchases. Those purchases are recognised as assets in the company. Cormac Contracting Limited joined the Group in July 2019. Cormac Contracting delivers Highways services to external customers and has shown great promise winning contracts in Devon and Torbay. The company transferred from Cornwall Council with historical losses of £938k. No valuation was given on transfer and the losses have been written off. This is a one-off exceptional item. Financial statements 34 Corserv Annual Report 2019 Reconciliation Between Management Accounts and Statutory Accounts 2019/20

Summary of Company Performance 2019/20 Actual 2018/19 Actual Business Area Turnover Profit Margin Turnover Profit Margin Operating Profit before Interest & Rebates £’000 £’000 % £’000 £’000 % Commercial elements of Group: 102,813 4,870 4.7% 106,621 5,287 5.0% Cormac Solutions Limited (before CAL 99,010 4,799 4.8% 106,621 5,287 5.0% subsidy & rebate) Cormac Contracting Limited 3,803 71 1.9% Social Value and Not for Profit Entities: 66,460 -2,336 -3.5% 64,818 -1,667 -2.6% Cornwall Housing Limited 39,412 -852 -2.2% 38,307 -426 -1.1% Cornwall Airport Limited (before subsidy 11,548 -1,603 -13.9% 11,117 -1,325 -11.9% from Cormac Solutions Ltd) Cornwall Development Company 15,500 119 0.8% 15,394 84 0.5%

Intercompany revenues / Other revenues -18,243 -9,138 Total Operating Profits before interest & 151,030 2,534 1.7% 162,301 3,620 2.2% rebates

Interest and Rebates payable to Cornwall £’000 £’000 £’000 £’000 Council Rebate on Cormac revenue to Cornwall -1,157 -1,195 Council Interest on loans payable to Cornwall -1,066 -678 Council CHL reduction in management fee payable -874 -898 to Cornwall Council Total interest & rebates payable by Group to -3,097 -2,771 Cornwall Council

Profit Before Exceptional Items £’000 £’000 £’000 £’000 Profit Before Exceptional Items 151,030 -563 0 162,301 849 0

Exceptional Items £’000 £’000 £’000 £’000 CCL - goodwill on transfer of into Group -938 Corserv Property Limited - grant income 3,934 Other exceptional Items 352 -106 VIA Sale 4,787 Total Group reconciliation adjustments 0 3,348 0 4,681

Balance as per 19/20 statutory accounts 151,030 2,785 1.8% 162,301 5,530 3.4% Corserv Annual Report 2019 35 Consolidated Income Statement For the year ended 31 March 2020

Consolidated Income Statement 2020 2019 £'000 £'000 Turnover 151,030 162,302 Cost of sales -138,270 -143,905

Gross profit 12,760 18,397 Financial statements Administrative expenses -13,944 -18,440 Exceptional Admin Expenses -938 Other operating income 5,785 1,205

Operating profit 3,663 1,162 Share of profit of joint ventures 0 250

Total operating profit 3,663 1,412 Reversal of impairments 151 248 Profit on sale of joint venture 0 4,537 Interest receivable and similar income 37 43 Interest payable and similar expenses -1,066 -707

Profit before tax 2,785 5,533 Tax on profit -387 -340

Profit for the financial year 2,398 5,193 Financial statements 36 Corserv Annual Report 2019 Consolidated Statement of Financial Position As at 31 March 2020

Group Balance Sheet 2020 2020 2019 2019 £'000 £'000 £'000 £'000 Fixed assets Intangible assets 1,581 1,046 Tangible assets 23,024 16,327 Investments 0 0 Total Fixed Assets 24,605 17,373 Current assets Stocks 2,862 2,371 Debtors: amounts falling due within one year 28,624 34,628 Cash at bank in hand 12,088 16,109 Total Current Assets 43,574 53,108 Creditors: amounts falling due within one year -32,420 -50,279 Net current assets 11,154 2,829 Total assets less current liabilities 35,759 20,202 Creditors: amounts falling due after more than one year -21,541 -8,879 Provisions for liabilities Deferred taxation -390 -86 Other provisions -1,160 -967 -1,550 -1,053 Net (liabilities)/assets exc Pension 12,668 10,270 Pension liability 0 -10,328 Net (liabilities)/assets 12,668 -58

Capital and reserves Called up share capital 500 500 Profit and loss account 12,168 -558 Equity attributable to owners of the parent company 12,668 -58 Corserv Annual Report 2019 37 Consolidated Statement of Changes in Equity

Changes in Equity Note Called up Profit and loss Equity Total equity share capital account attributable to owners of the parent company £'000 £'000 £'000 £'000 Financial statements At 1 April 2019 500 -558 -58 -58 Comprehensive Income for the Year Profit for the Year 2,398 2,398 2,398 Actuarial Gains on Investments 1 10,328 10,328 10,328 Total Comprehensive Income for the Year 0 12,726 12,726 12,726 At 31st March 2020 500 12,168 12,668 12,668

1. Actuarial gain due to agreement of pension pass through liabilties agreed for CDC and CAL

Cash Return

Breakdown of Corserv return to Cornwall Council:

Company Dividend Interest Rebate Management Total CAL fee reduction return subsidy CSL Cormac Solution Limited 1,048 874 1,157 3,079 1,603 CCL Cormac Contracting Limited 100 100 CAL Cornwall Airport Limited 0 CDC Cornwall Development 58 58 Company Limited CHL Cornwall Housing Limited 64 874 938 VIA 930 930 Total 1,978 1,096 1,157 874 5,105 1,603 CDC interest of £100k based upon FY interest Dividends subject to approval by CSL and Corserv boards Appendices 38 Corserv Annual Report 2019 Appendix 1

Subsidiary Board Attendance

Cormac Solutions Limited

Board membership Role Appointment date Attendance (1)

Chair Elaine Holt (2) Chair January 2018 6/7 Charmion Pears Chair November 2017 11/12 Executive Directors Cath Robinson Group Managing Director March 2018 10/12 Phil Mawston Group Finance Director October 2018 11/12 Dominic Bostock Managing Director November 2018 10/12 Ben Pyle (3) Managing Director January 2018 2/4 Non-Executive Directors Andy Joss Non-Executive Director April 2019 11/12

In attendance David Kinnair Company Secretary August 2019 12/12

(1) Attendance includes meetings attended as from the Directors appointment date (2) Resigned 25 October 2019 (3) Passed away 31 July 2019

Cornwall Development Company

Board membership Role Appointment date Attendance (1)

Chair Cath Robinson Chair March 2018 3/3 Elaine Holt (2) Chair October 2018 1/1 Executive Directors Mike King Managing Director February 2017 3/3 Phil Mawston Group Finance Director May 2019 2/3 Joe Keohane (3) Group Finance Director December 2016 1/1

Non-Executive Directors Dominic Bostock Director January 2018 3/3

In attendance Nicola Pooley Head of Corporate Services June 2003 3/3 David Kinnair Company Secretary March 2020 3/3

(1) Attendance includes meetings attended as from the Directors appointment date (2) Resigned 31 August 2019 (3) Resigned 25 May 2019 Corserv Annual Report 2019 39

Cornwall Airport Limited

Board membership Role Appointment date Attendance (1)

Chair Tim Jeans Chair April 2014 11/11 Appendices Executive Directors Al Titterington (2) CAL Managing Director February 2007 11/11 Non-Executive Directors Will Ashworth Non Executive Director July 2014 9/11 Charmion Pears (3) Non Executive Director June 2016 7/9 John Fitter Non Executive Director, CC October 2009 10/11 In attendance Richard Zmuda Company Secretary June 2017 7/11

(1) Attendance includes meetings attended as from the Directors appointment date. (2) Resigned 7 February 2020 (3) Resigned 31 December 2019

Cornwall Housing Limited

Board membership Role Appointment date Attendance (1)

Chair Tim Jeans (2) Chair/Independent October 2018 2/6

Independent Shelley Thornton Independent Member April 2012 4/6 Nigel Williams Independent Member November 2015 4/6 Elected Tenant Hazel Tearne Tenant November 2013 6/6 Martin Emery Tenant April 2012 5/6 John Harris Tenant April 2012 4/6 Council Nominee Mary May Councillor June 2013 6/6 Jacquie Gammon Councillor June 2017 4/6 Mike McLening Councillor September 2018 4/6 Managing Director Nicholas Cross Managing Director July 2018 6/6

In attendance David Kinnair Company Secretary March 2020 6/6

(1) Attendance includes meetings attended as from the Directors appointment date. (2) Resigned 31 December 2019 Appendices 40 Corserv Annual Report 2019

Corserv Property Limited

Board membership Role Appointment date Attendance (1)

Chair Cath Robinson Chair October 2019 2/2

Executive Directors Nick Cross Managing Director October 2019 2/2 Phil Mawston Director October 2019 2/2 Non-Executive Directors Martin Eves Non-Executive Director October 2019 2/2 Al Hoare Non-Executive Director October 2019 2/2 In attendance Richard Zmuda Company Secretary October 2019 2/2

(1) Attendance includes meetings attended as from the Directors appointment date. Due to the emergency response to coronavirus, as a contingency, Alternate Directors were appointed on to a number of Subsidiary Boards to ensure that the Boards were able to be quorate during the crisis. These appointments were registered as statutory Directors at Companies House. Higher Trenant Wadebridge Cornwall PL27 6TW Tel: 01872 323313 Email: [email protected] Website: www.corservltd.co.uk © Corserv Limited

Annual Report 2019 - 2020 v1.21 Designed and produced by the Corserv Communications team