14 minute read 2 Nov 2020
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EY UK 2020 Transparency Report

Welcome to the EY UK 2020 Transparency Report

It’s now customary, in our opening remarks about EY UK Transparency Reports (TR), to remind readers about the extent to which our profession is scrutinised by policymakers and regulators: that changes to corporate governance, reporting and auditing (the business ecosystem) are necessary and inevitable. There has certainly been no let-up in these sentiments over the past 12 months, and that’s as it should be. This year however, the response to COVID-19 and the ongoing preoccupation with Brexit may have reduced stakeholders’ focus on recommendations for enhancements and innovations to the ecosystem.

The list of priorities for most stakeholders now begins with resilience and recovery. This certainly applies to EY, and we are determined to make a difference and contribute to the national effort. As a major UK employer and business service provider - and most especially as an auditor of both companies and local authorities - this defines our purpose right now. The need for assurance to help inform investment decisions and manage risks, in both private and public sectors, has never been greater or more challenging. Not only do we have to contend with remote working, and engage with the difficulties and vulnerabilities faced by the entities we audit, we have to be resolute in our focus on the health, safety and wellbeing of our people.           

Details on how EY UK has been governed, and the steps we have taken to deliver audits in the most challenging of times, are included in this year’s TR. Complementary materials are also available from this webpage, including our second annual Audit Quality Report. It sets out the actions we have taken to improve audit quality, and it outlines our refreshed audit quality strategy to deliver consistently high-quality audits.

Highlights

23%

of our partners are female

12%

of our partners are BAME

42%

of our auditors are female

43%

of audit/assurance
colleagues are BAME 
 

50

Times Top 50
Employers for Women
 

100

Empower Top 100 Ethnic Minority Executives and Future Leaders

Summary

The TR gives the both of us - you the reader and EY UK - an opportunity to be candid. It's a chance for us to tell you about our successes and disappointments in 2020, and for you to give us feedback on what matters the most to you (e.g., our governance, diversity, inclusivity and/or quality of our audits).

For your reference, the TR you are about to read is compliant with the Audit Firm Governance Code 2016, Local Auditors (Transparency) Regulations 2020, and Article 13 of the EU Audit Regulation (537/2014).

So, tell us what you think, and if you have any questions or require further information, please contact us using the details below.

Access to the following documents can be found below: EY UK 2020 Transparency Report, EY UK 2020 Audit Quality Report, EY UK Terms of Reference 2020, EY UK 2020 Transparency Report Highlights and EY UK 2020 Transparency Report COVID-19.

Interviews

To complement the EY UK 2020 Transparency Report there are eight interviews you can watch. They cover various aspects of the TR’s contents, ranging from the current UK regulatory reviews into auditing and audit quality, to the work of the INEs and EY’s engagement with investors and other stakeholders. 

Information on Independent Non Executives (INEs) and EY UK governance related matters

In compliance with the Audit Firm Governance Code 2016 (AFGC) and Local Auditors (Transparency) Regulations 2020, certain disclosures (and links to specific EY documents) are required on our website. This section includes, amongst other things, information on our governance e.g., INEs, stakeholder engagement, support for the AFGC, details on our audit committee and a list of our local audit clients.  

  • Duties of the INEs and EY support

    The IOC’s role is collectively to enhance EY UK’s performance in meeting the purpose of the AFGC 2016, focusing on (but not being limited to) oversight of its policies and processes for meeting the principal AFGC objectives. The INEs, who form the IOC, have full visibility of the entirety of EY UK’s business. They pay particular attention to, and report on, the risks to audit quality and how these risks are managed by the firm. The INEs’ duties, which are exercised through the IOC can be summarised as follows:

    • Promoting audit quality.
    • Helping the firm secure its reputation more broadly, including in its non-audit business.
    • Reducing the risk of firm failure.

    Consistent with previous years, the IOC has not only overseen the policies and procedures relating to audit quality, it increased its engagement with and oversight of the Audit Quality Board (an executive committee).  The IOC took a proactive role by contributing to the evolution of the Audit Quality Strategy, as well as the firm’s response to the impact of COVID-19 on audit matters.

    See the IOC’s Terms of Reference.

    • Appointment, retirement and resignation of INEs

      INEs are appointed by the Board for an initial term of three fiscal years. With the approval of the Board, an INE may be invited to serve for a maximum of one additional term of three fiscal years. Rights and responsibilities of the INEs are set out in a Letter of Appointment and Service.

      The appointment may be terminated by either the INE or EY UK giving six months’ written notice. In the event of a fundamental disagreement that cannot be resolved, the appointment may be terminated immediately under the dispute resolution provisions. In addition, immediate termination may be required where a conflict occurs with other roles that the INE holds, an example being where a company we audit acquires an entity in which the INE also holds an appointment.

      None of the INEs retired or resigned during the 2020 financial year (FY20). 

      IOC Members Title Length of appointment to 
      the nearest year
      David Thorburn (Chair) Independent Non-Executive, Chair of the EY UK IOC 3 years
      Sir Peter Westmacott Independent Non-Executive 3 years
      Tonia Lovell  Independent Non-Executive 1 Year
    • Remuneration of INEs

      EY UK INEs are paid a fixed annual income, based on an agreed number of days’ service per annum, which has been benchmarked with FTSE 100 non-executive director roles.

      The annual salaries of the INEs in respect of their UK roles are/were:

      • David Thorburn: £140,000 (as IOC Chair)
      • Tonia Lovell: £100,000
      • Sir Peter Westmacott: £100,000

      David Thorburn also receives an additional £100,000 for his INE role on the Global Governance Council.

  • Procedures for dealing with fundamental disagreements between INEs and EY’s management

    In the event that there is a fundamental disagreement between an INE and members of the Board of EY UK and/or its governance structures, the INE shall set out the nature and status of the disagreement. They must do this in writing, to the Chair of the Board (copied to the members, including the other party in disagreement), together with any other details such as a need for further information, the respective positions of the parties and any preferred criteria for resolving the disagreement. The Chair shall respond to the INE in writing by setting out any proposed timescale and method for resolving the disagreement.

    At the conclusion of the proposed time, the INE and the other party in disagreement shall indicate to the Chair whether or not the disagreement has been resolved. In the event that the disagreement has not been resolved, both the INE and the other party in disagreement must indicate whether a further intercession by the Chair is desired. In the event that no such indication is made and the disagreement persists or, if the nature of the disagreement relates directly to the Chair, the INE or the firm may terminate the INE appointment.

  • Examples of how EY supports the principles of the Audit Firm Governance Code 2016

    We could not have a resilient business without the expertise and professionalism of all our people in the UK. The determination and fortitude they have shown, by upholding our values and serving the public interest through their work - especially during a global pandemic - demonstrates the impact of EY’s culture.  We continue to create an open and inclusive culture in which anyone can succeed irrespective of race, gender or social background.

    • Openness

      The EY culture strongly supports collaboration and places special emphasis on the importance of consultation in dealing with complex or subjective accounting, auditing, reporting, regulatory and independence matters. We believe it is important to determine that engagement teams, clients and companies that we audit correctly follow consultation advice, and we emphasise this when necessary.

    • Risk management principles

      The Board of EY UK (the Board) has overall responsibility for risk management and internal control over the entire business of EY UK. In discharging this responsibility, the Board periodically - and at least annually - conducts a review of the effectiveness of the firm’s system of internal control.

      The environment we operate in creates a broad range of diverse risks for the firm. Effective management of these risks is critical to safeguarding the firm and delivering on our purpose and ambition. EY UK operates a robust risk management process to identify, assess, measure and monitor the risks it faces. We also invest in initiatives to promote enhanced objectivity, independence and professional scepticism in the delivery of our audits.  

      The Board is supported in the task of managing risk by the Risk Oversight Committee (ROC). It meets regularly with a standing agenda covering both risk and assurance activity. As in every year, the ROC has continued to drive ongoing enhancements to our internal governance, processes and controls.

      The ROC's work this year has included:

      • Oversight of the continued development of the firm’s risk management framework and strengthening of the three lines of defence.
      • Review of internal audit planning and the results of audits executed during the year.
      • Review of continuing progress in the strengthening of our financial crime control environment.
      • Monitoring regulatory developments and their impact on the firm.
      • Review of the firm’s response to COVID-19 and the risks arising.
      • Review of specific risks and their management at a firm and service line level.
      • Revisiting the assessment of the impact of selected principal risks on the viability of the EY UK business model, future performance, solvency and liquidity.

      It should be noted that a COVID-19 sub-committee was created in March 2020, to address the risks arising from the pandemic.     

    • Recruitment, development and remuneration

      As a result of a significant number of new business wins and some challenges around recruitment in our UK business, there was a significant focus on resourcing in our audit teams from September 2019 to March 2020.  In order to monitor this, our Audit Quality Board held six additional resourcing specific meetings during FY20, carrying out a bi-weekly review of the resourcing position and progress. This included the recruitment of 500 experienced qualified staff and use of the EY mobility programmes to locate resources where they are needed the most. 

      EY’s approach to talent is a key part of driving our success as a business. We drive positive change with a diverse and inclusive culture where everyone feels they can belong, and offer industry-leading career development opportunities for all our people. Examples of initiatives that help us to achieve these aims in FY20 included:  

      • An in-year target to improve female partner representation by 2%, and black, Asian and minority ethnic  (BAME) partner representation by 1%, and for this to increase annually until 2025.
      • Continual monitoring of the diversity of recruitment at every level of the firm, from apprentices to partners.
      • Data analysis to highlight monthly variations in work allocation rates, from gender and ethnicity perspectives.
      • Regular UK and global people surveys, to assess the firm’s culture (e.g., values, behaviours and inclusivity).
      • Continuous tracking of underperformance, promotions, pay and bonuses.

      Throughout 2020 we continued to focus our attention on female candidates, and from a BAME perspective we have focused primarily on black talent. We have built strategic partnerships to support our priorities around diversity and inclusion with various organisations e.g., Young Diverse World Changers, Upreach, Black Young Professionals and Bright Network, to deliver recruitment campaigns tailored to the needs of our target audience.  

      Knowing that the presence of relatable role models plays a big role in hiring and retaining underrepresented groups, we set ourselves a target to have 50% female representation at our EY experience days and attraction events, which we are proud to have achieved.  Our student recruitment process continues to be neutral and fair for all regardless of gender, ethnicity or social background. This includes the introduction of a tool called Rare which helps to reduce the risk of any type of bias in the recruitment and interview process.

      Processes and procedures are in operation at service line level to manage the retention and management of staff. These include:

      Supporting personal development

      • Individual counselling and 'buddying' programmes to develop the right talent.
      • Implementation of a firm-wide harmonised learning & development strategy.
      • Multi-year talent programmes, including diversity and inclusiveness initiatives.
      • Strengthened induction and post-induction programmes at staff and partner level.

      Involving senior management to foster talent

      • Implementation of ‘Market Learning Sponsors’ to ensure senior management buy-in and to embed learning & development into individual service line strategy.
      • Regular leadership communications covering strategy and performance.
      • Annual employee survey with formulation of action plans.

      Managing better performance

      • Simplified annual performance management processes.
      • Annual benchmarking of total reward by grade, location and competency groups.

      Leadership Evaluation and Development (LEAD)

      LEAD continues to support a focus on career development as well as performance management. In FY20 we moved to three LEAD cycles (rather than four) with a defined theme for each cycle of: expectations, career and feedback conversations.

      The LEAD structure of Counselees, Counsellors and Counsellor Connect Groups (CCGs) is critical to driving a culture of ongoing feedback, performance evaluations and coaching-led support. The CCG meetings in each of the three FY20 cycles are led and facilitated by senior business leaders.

      Our vision for LEAD is to:

      • Empower all our people to contribute to the development of others through regular feedback.
      • Build EY leaders through regular coaching and evaluation.
      • Support counsellors to have better conversations and manage challenging situations.

      Our counsellors undertake learning called Counsellor Excellence (new for FY20) to focus on counsellor quality. This is a blended learning course (self-study and virtual classroom) targeting counsellor relationships, techniques and methodologies for counsellors to support their counsellees through their careers. In response to the additional pressures from COVID-19, a counsellor one-stop-shop was developed to support counsellors with resources and LEAD activities.

      In FY20 a new quality and risk management team engagement tool was introduced via LEAD, using a compliance a scale. This specifically measures:

      • Whether the actions of managers and senior managers contributed to an engagement team’s poor internal or external file inspection results.
      • Whether managers and senior managers, whose actions contributed significantly to EY’s quality initiatives, are appropriately recognised in LEAD.
      • Whether the overall performance evaluation appropriately reflects the individual’s behaviour relative to quality and risk measures during the evaluation period.

      Remuneration

      Pay bands are reviewed annually and pay increases usually have two components: base pay increase and variable pay that depends on the firm’s performance. We also have an upward feedback mechanism for all audit partners and associate partners which fed into year-end assessments, along with the individual’s compliance with our project management compliance metrics. A review by the Financial Reporting Council (FRC) of our processes commented on the link between audit quality and partner remuneration as an area of good practice.

      It should also be noted that INEs have been included in reviewing our people management policies and procedures, including remuneration and incentive structures of the EY UK Board. 

  • Whistleblowing policies and procedures – INEs' consideration of issues raised

    While the INEs’ work is typically more thematic in nature, they also engaged on individual client matters during the year where the circumstances merited it. Full visibility of the entirety of the business is acquired by their attendance at the firm’s Board meetings, including oversight of its operations, its financial performance and its whistleblowing procedures.   

    The EY Global Code of Conduct, which was refreshed in FY20, provides a behavioural and ethical framework on which EY member firms and people base their decisions and actions. All EY UK joiners watch a video on 'Living the Code of Conduct'. They are required to confirm that they will comply with the Code. Additionally, all EY UK people confirm annually that they have been, and will continue to be, in compliance with the Code. An Ethics Hotline is available for any EY person to report conduct that they consider to be in breach of the Code. 

    EY also has a global policy on reporting non-compliance with the Code and NOCLAR. The policy reflects a standard issued by the International Ethics Standards Board for Accountants (IESBA), setting out a framework to guide the actions of professional accountants when deciding how best to act in the public interest when they become aware of actual or suspected non-compliance with laws and regulations. The policy also reinforces the general principles of our Global Code of Conduct, by rejecting unethical or illegal business practices, supporting compliance with laws, regulations and standards, and upholding our commitment to ethical behaviour and quality. NOCLAR clarifies our people’s responsibility to speak up. 

    At EY UK we have measures in place for our people to make a whistleblowing report in confidence and anonymously. In FY19 the UK whistleblowing guidance was updated to ensure it fully accessible and user-friendly for everyone in the firm. It explains clearly and directly:

    • The types of behaviour that should be reported.
    • How to make to make these reports.
    • What the firm does to protect whistleblowers.

    We have also improved our procedures for the investigation and handling of whistleblowing reports, to ensure consistency of process and record-keeping.

    A communication is issued annually to remind all partners and staff that they have a personal responsibility to report all instances of non-compliant and unethical behaviour, without fear of reprisal. The most recent communication was circulated in June 2020.  

  • EY UK Audit Committee (UKAC)

    The UKAC reviews and monitors the external auditor’s independence and objectivity and the effectiveness of the audit process, taking into consideration relevant UK professional and regulatory requirements. It is also responsible for making recommendations in relation to the appointment of the external auditor and for approving the remuneration and terms of engagement of the external auditor. The UKAC monitors the integrity of the financial statements of the firm, reviews significant financial reporting judgements and recommends the approval of the financial statements to the Board.

    UKAC members as at 30 June 2020:

    • Lloyd Brown
    • Chris Voogd 
    • Stuart Wilson 
    • Sarah Williams  

    In respect of FY20 the UKAC met twice and:

    • Approved the appointment and fees of the external auditor.
    • Approved the audit plan, considering the risks identified by the external auditors.
    • Reviewed the audit results as reported by the external auditor. 

    UKAC members are appointed by the Board based on their roles and expertise with their period of appointment reflecting this.

  • Contacts, policies and procedures for dialogue

    The contact details for dialogue with listed company shareholders and listed companies about matters covered by the AFGC are:

    • Policy and procedures for dialogue over the last year

      We have continuously sought engagement and dialogue with material stakeholders. These include investors, regulators, civil servants, parliamentarians, audit committee chairs, chief financial officers and the wider boards of listed companies. It is more crucial than ever that we hear from a range of voices to build a more trusted audit product that underpins the capital markets, meets public expectations and supports the attractiveness of the UK as a place to do business.

      Engaging with a broad range of stakeholders was particularly important this year given the debate on competition, choice and quality in the audit market. We were able to discuss our views and initiatives in relation to audit quality and other matters covered by the AFGC. The insights gained through these stakeholder discussions helped to improve our understanding of and response to market needs and the public interest respectively.

      The demand for greater accountability and transparency has never been higher, and the volume of our engagement activities reflects how seriously we take this responsibility.

    • Investors

      This year we deepened our engagement with institutional investors on topics of interest to them. We hosted our annual Dialogue with Investors event in November 2019. The event welcomed 17 institutional investors representing over £3 trillion in assets under management. The event consisted of an interactive dialogue, where investors spoke to our INEs and senior leadership on topics ranging from audit reform, our firms’ incentive structures and culture.

      In June 2020, we held a workshop on the topic of going concern in collaboration with the Investor Forum. The session sought to help the 19 participating investors prepare for the post-COVID-19 reporting season and how to make best use of auditor’s reports. In September 2019, EY launched its first ever inaugural investor stewardship report. The report was the first-of-its-kind research designed to enable a better understanding of how UK-based asset managers and asset owners are currently reporting on and engaging with their investee companies.

      Our engagement on investor stewardship reporting enabled us to better understand investors’ key focus areas and their expectations on the companies we audit. The insights gathered helped us to support companies in driving stronger governance and delivering more effective corporate reporting, ultimately helping us to better fulfil our public interest responsibilities. As a follow-up to this work, we have refreshed our analysis on investor priorities during FY20 and expanded on asset owners in the spirit of understanding the capital markets. The report is expected to be published by Autumn 2020. 

    • Audit committee chairs of listed companies

      We recognise the relationship between auditors, audit committees and investors play a vital part in driving an effective accountability framework. Against the backdrop of COVID-19, it was particularly important for us to understand their focus areas in terms of reporting, at a time where investors and wider society are looking for more transparent disclosures.

      In April 2020, David Thorburn along with the EY UK senior leadership, met with the Audit Committee Chairs’ Independent Forum (ACCIF). The dialogue was extensive and touched on various topics, including how the audit firm is responding to COVID-19, going concern, reporting deadlines and audit reform.

  • The Local Auditors (Transparency) Regulations 2020 (major local audits)

     

    Engagement 

    Sector

    Type

    Bedford Borough Council 

    LG 

    Unitary Authority 

    Bedford Pension Fund 

    LG Pension 

    LG Pension Fund 

    Brighton and Sussex University Hospitals NHS Trust 

    NHS 

    Acute NHS Trust 

    Cambridgeshire County Council 

    LG 

    County Council 

    Cambridgeshire County Council Pension Fund 

    LG Pension 

    LG Pension Fund 

    Central Bedfordshire Council 

    LG 

    Unitary Authority 

    Derby City Council 

    LG 

    Unitary Authority 

    Greater London Authority 

    LG 

    GLA and Functional Bodies 

    Hampshire County Council 

    LG 

    County Council 

    Hampshire Pension Fund 

    LG Pension 

    LG Pension Fund 

    Hertfordshire County Council 

    LG 

    County Council 

    Hertfordshire Pension Fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Bexley 

    LG 

    London Borough Council 

    London Borough of Bexley Council Pension Fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Bromley Pension Fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Havering Council 

    LG 

    London Borough Council 

    London Borough of Havering Council Pension Fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Hillingdon 

    LG 

    London Borough Council 

    London Borough of Hillingdon Pension Fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Newham 

    LG 

    London Borough Council 

    London Borough of Newham Pension Fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Redbridge 

    LG 

    London Borough Council 

    London Borough of Redbridge Pension fund 

    LG Pension 

    LG Pension Fund 

    London Borough of Richmond Upon Thames 

    LG 

    London Borough Council 

    London Fire and Emergency Planning Authority 

    LG 

    Fire Authority 

    Merton Council 

    LG 

    London Borough Council 

    Merton Pension Fund 

    LG Pension 

    LG Pension Fund 

    Middlesborough Pension Fund (Teesside) 

    LG Pension 

    LG Pension Fund 

    Middlesbrough Council 

    LG 

    Unitary Authority 

    Newcastle City Council 

    LG 

    Metropolitan DC 

    NHS Berkshire West Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Buckinghamshire Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Cambridgeshire and Peterborough Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Coastal West Sussex Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Coventry and Rugby Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Durham Dales, Easington and Sedgefield Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Ipswich and East Suffolk Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS Oxfordshire Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    NHS South Tees Clinical Commissioning Group 

    NHS 

    Clinical Commissioning Group 

    Norfolk County Council 

    LG 

    County Council 

    Norfolk Pension Fund 

    LG Pension 

    LG Pension Fund 

    North Tyneside Council 

    LG 

    Metropolitan District Council 

    Northumberland Council 

    LG 

    Unitary Authority 

    Northumberland Pension Fund 

    LG Pension 

    LG Pension Fund 

    Oxfordshire County Council 

    LG 

    County Council 

    Oxfordshire Pension Fund 

    LG Pension 

    LG Pension Fund 

    Peterborough City Council 

    LG 

    Unitary Authority 

    Police and Crime Commissioner for Hampshire 

    LG 

    Police and Crime Commissioner 

    Police and Crime Commissioner for Kent 

    LG 

    Police and Crime Commissioner 

    Police and Crime Commissioner for Sussex 

    LG 

    Police and Crime Commissioner 

    Police and Crime Commissioner for Thames Valley 

    LG 

    Police and Crime Commissioner 

    Portsmouth City Council 

    LG 

    Unitary Authority 

    Portsmouth Hospitals NHS Trust 

    NHS 

    Acute NHS Trust 

    Sefton Council 

    LG 

    Metropolitan DC 

    Sheffield City Council 

    LG 

    Metropolitan District Council 

    South Tyneside Council 

    LG 

    Metropolitan DC 

    South Tyneside Pension Fund (Tyne & Wear) 

    LG Pension 

    LG Pension Fund 

    Southampton City Council 

    LG 

    Unitary Authority 

    Staffordshire County Council 

    LG 

    County Council 

    Staffordshire Pension Fund 

    LG Pension 

    LG Pension Fund 

    Stoke-on-Trent City Council 

    LG 

    Unitary Authority 

    Suffolk County Council 

    LG 

    County Council 

    Suffolk Pension Fund 

    LG Pension 

    LG Pension Fund 

    Transport for London 

    LG 

    GLA and Functional Bodies 

    Wandsworth Borough Council 

    LG 

    London Borough Council 

    Wandsworth Pension Fund 

    LG Pension 

    LG Pension Fund 

    West Sussex County Council 

    LG 

    County Council 

    West Sussex Pension Fund 

    LG Pension 

    LG Pension Fund 

  • EY UK meetings attendance

    The following tables show the levels of attendance at EY board and committee meetings in FY20.

    Board - UK LLP

    • IOC – Independent Oversight Committee
    • ROC – Risk Oversight Committee
    • AQB – Audit Quality Board
    • CCC – Code of Conduct Committee
    • UKAC – UK Audit Committee
    • PSC – Pension Sub-Committee
    • C19SC – COVID-19 Sub-Committee
     

    Board

    IOC

    ROC

    AQB

    CCC

    UKAC

    PSC

    C19SC

    Number of meetings in FY20

    4*

    5

    9

    11

    2

    3

    6

    Michael-John Albert

     

     

     

    10

     

     

     

     

    Omar Ali

    4

     

     

     

     

     

     

    4

    Ian Baggs***

    3

     

     

    8

     

     

     

     

    Hywel Ball

    3

     

     

    8

     

     

     

    6

    Kate Bamford

     

     

     

     

     

     

     

    Justine Belton **

    3

     

     

    11

     

     

     

     

    Chris Bowles

     

     

    8

     

     

     

     

     

    Colin Brown

     

     

     

    9

     

     

     

     

    Lloyd Brown

     

     

     

     

     

    2

     

     

    Adrian Browne****

     

     

     

     0

     

     

     

     

    Lisa Cameron

    4

     

    9

     

     

     

     

    6

    Justine Campbell

     

     

     

     

     

     

     

    6

    Christabel Cowling

    3

     

    7

     

     

     

    2

     

    Sue Dawe

    4

     

     

     

     

     

    1

     

    Angela Dawes

     

     

     

     

     

     

    3

     

    Colin Dempster

     

     

     

     

     4

     

     

     

    Taylor Dewar

     

     

     

     

     

     

    1

     

    Manprit Dosanjh

     

     

     

    8

     

     

     

     

    Javier Faiz

     

     

     

    10

     

     

     

     

    Jane Goldsmith

     

     

     

     

     

     

     

    6

    Dave Hales

     

     

     

     

     

     

     

    George Hardy

     

     

     

     

     

     

     

    John Headley

     

     

     

    10

     

     

     

     

    Gavin Jordan**

     

     

     

     

     

     

    2

    6

    Stephanie King**

     

     

     

     

    4

     

     

     

    John Liver

     

     

     

     

     

     

     

    Chris Locke

     

     

     

     

    6

     

     

     

    Tonia Lovell

    4

    5

     

     

     

     

     

     

    Marguerita Martin

     

     

     

    11

     

     

     

     

    James Meader

     

     

     

     

     6

     

     

     

    Debbie O’Hanlon

    4

     

     

     

     

     

     

     

    Robert Overend

     

     

     

    10

     

     

     

     

    Lynn Rattigan

    4

     

     

     

     

     

    2

    6

    Ally Scott

     

     

     

     

     

     

     

    6

    Stuart Thomson

     

     

    8

     

     

     

     

     

    David Thorburn

    3

    5

     

     

     

     

     

     

    Steve Varley

    4

     

     

     

     

     

     

     

    Chris Voogd

     

     

     

     

     

    2

     

     

    Andrew Walton

     

     

     

    10

     

     

     

     

    Tim West

     

     

     

     

     6

     

     

     

    Sir Peter Westmacott

    4

    5

     

     

     

     

     

     

    Sarah Williams

     

     

     

     

     5

    2

     

     

    Ken Williamson

     

     

     

    11

     

     

     

     

    Stuart Wilson

     

     

     

     

     

    2

     

     

    * Quarterly meetings are recorded here, but there were additional ad hoc meetings, and various decisions via electronic fora.

    **Given these individuals’ respective appointment/stand-down dates, they attended all possible meetings they could for this particular body, for FY20.

    *** Due to a period of medical absence, Ian Baggs attended 3 out of 3 Board meetings and 7 out of 8 AQB meetings it would have been possible for him to attend during FY20.

    ****Adrian Browne stood down from the ROC during July 2019 and did not attend that month’s meeting.

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Related topics Corporate responsibility