We have a passion for driving excellence, and enabling every colleague at Provide to innovate, collaborate, and positively impact the lives of those who live in our community...
this is our
Annual Report 2020-2021
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Contents View from the Chairman Section One: About the Provide Group
03 04
Introducing the Provide Group
05
The role of the Council of Governors in Provide
08
Council of Governors’ fundraising achievements
10
Council of Governors – our future plans
12
Section Two: Spotlight on 2020-2021
13
Launching our refreshed Vision, Mission and Values
14
Living our values during 2020-2021
16
Section Three: Valuing our Colleagues
22
Health and Wellbeing
23
Our journey to becoming more inclusive and diverse
24
Section Four: Recognising Our Organisational Strength
25
Being financially robust
26
Transforming lives during a pandemic
30
Section Five: Building Our Communities
34
Investing in our local communities
35
Celebrating our ‘Hero’ volunteers
36
Looking after our community
37
With our thanks
38
Towards a bolder and brighter future – Our New Strategy
02
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View from the Chairman
We are delighted to be able to report on another extremely successful year for Provide CIC and its subsidiary companies during 2020-2021.
The past year has been one of the most challenging we have ever lived and worked through due to the coronavirus pandemic. We are proud to say that colleagues across the whole of the Provide Group have gone above and beyond, along with millions of others who work across the NHS, social care, and other essential services to ensure urgent services remained accessible during periods of lockdown. Our colleagues have worked tirelessly throughout the pandemic, by creating Covid-safe working environments and truly living the values of Provide by being caring, innovative and compassionate.
challenges we have faced in the 2020-2021 financial year make this achievement even more impressive, and our colleagues should be proud of their achievements and of the excellent financial control that is evident within the organisation. Despite the impact of Covid, we also increased the size and diversity of services of the Provide Group with the acquisition of Calvern Care, a domiciliary care provider that represents a new market sector for our group.
In September 2020 we appointed our new group Chief Executive Officer, Mark Heasman, who took over at the helm after 10 successful years of leadership from John Niland. We have also strengthened our board and senior leadership team which gave us a perfect opportunity to undertake a full review of our corporate strategy.
During the last year, we donated the substantial sum of £736,188 to voluntary sector organisations and charities in our communities. This is an enormous part of our ethos as a Community Interest Company, and we will continue to identify opportunities to use our surpluses in this way. We have enhanced our look and feel to ensure we all feel part of the ‘Provide Community’, which truly serves the communities in which we live and work.
We have retained our ‘Outstanding’ rating from the Care Quality Commission (CQC) thanks to the resilience of our colleagues and despite the difficulties posed by the pandemic. We routinely visit our services and never cease to be amazed by the courage and commitment shown by our colleagues in tackling the difficulties they face. Our people really are the glue that holds our organisation together. We are delighted that our accounts for 20202021 show that for the tenth consecutive year we have outperformed our financial targets as an organisation. The operational
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Derrick Louis Chairman
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about the Provide Group 04
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1.1
R E P O R T
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Introducing the Provide Group Provide was established in 2011 as part of the Government’s initiative to separate the commissioning and provider roles of local NHS organisations. Cypress Gardens
Provide has diversified and expanded its services year-onyear, implementing a group structure in 2019-2020. We are a social enterprise with over a thousand employees and an annual income of approximately £67 million. With a vision of ‘transforming lives’ through ‘care, innovation and compassion,’ Provide delivers a broad range of high-quality health and social care services to our community in their own homes and at locations including community hospitals and clinics, nursing homes, and primary care settings. As a distinguished and innovative care provider, we have expanded and now deliver a range of services in domiciliary care and learning disability. We have further developed our portfolio into self-pay services and have applied our skills and expertise in property management and digital innovation. Provide’s intrinsic values of care, innovation and compassion have shaped the organisation to become the region’s largest partnership provider of high-quality health and social care services. At the heart of Provide’s success is its commitment to living its values. We have a passion for driving excellence, and enabling every colleague at Provide to innovate, collaborate, and positively impact the lives of those who live in our community.
Wellbeing
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40+ COMMISSIONED SERVICES
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Proud to be
Why we’re proud to be a CIC
celebrating our
year anniversary as a CIC
Our organisation became a Community Interest Company in 2011 changing its name to Provide CIC seven years ago. As we mark our tenth year as a CIC, we are proud to share some of the impacts we have made to generate social value by investing time and resources into the communities we serve. Our CIC status enables us to have the autonomy and agility we need to be able to rapidly adapt and evolve our services around the needs of our community. This freedom to serve where we are needed most has enabled us, through your incredible work, to deliver an extraordinary level of support through the pandemic. As an employee-owned CIC, Provide is its people. Every colleague has the opportunity to get involved, share accountability and contribute to what happens next. You, your thoughts, ideas and future potential are integral to our organisation.
2021 is a year to celebrate We are proud to celebrate the incredible work we do through the talented, committed, and caring people who are part of the Provide Community. We have earned a reputation for excellence that will enable us to continue to grow and develop as an organisation, ready to take on new opportunities and challenges during the next 10 years.
Board October 2021
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The role of the Council of Governors in Provide
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1.2
The relationship between the Council of Governors and the Provide Board has continued to strengthen. This collaborative working will enable us to positively shape our organisation and be responsive, which has been particularly important during 2020-2021 as we have responded to the pandemic. With 96% of colleagues now classified as members, our Governors continue to ensure that our members have a voice and are represented at the Board. This has helped us to better recognise and support our colleagues . We have welcomed new Governors during the year as our group structure has expanded. We played a small but important part, alongside the Board, in keeping spirits up during Christmas 2020 with our advent calendar!
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T H E
Amy Jackson
Andrea McDonald
VICE CHAIR
G O V E R N O R S
Joanna Parkin
Judi Wren
ED PT -O CO
Elizabeth Delaney
ED PT -O CO
ED PT -O CO
Clare Westwood-Surridge
Karl Winchester
Lindsey Partner
Lorraine Pendleton
Michael Glassock
Michelle Kulik
Nicola Radovic
Nicola Yarnall
Nisha Desai
Sharon Slade
Stephanie Hampton
Tilly Kelly
ED PT -O CO
Karen Dresser
ED PT -O CO
Jag Chumber ED PT -O CO
Emma Metcalfe
CHAIR
ED PT -O CO
Governors October 2021*
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*Correct at the time of publication
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1.3
Council of Governors fundraising achievements
As a Council of Governors we are responsible for agreeing additional grants and charitable donations through two separate mechanisms. The Council of Governors approves grants to local communities based upon requests from members of Provide. They also approve sponsorship matching where members undertake their own fundraising activities on behalf of local and national charities. Our Council of Governors also agree our chosen charities. In 2020-2021 they were Hearing Help Essex, the Campaign Against Rape and Abuse (CARA), and Wipe Away Those Tears. As the pandemic negatively affected the amounts raised within the group during the year, we agreed to donate £5,000 to each of these charities. A full list of our donations totalling £78,717 is detailed overleaf.
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St Andrew’s Halstead PCC
Alzheimer’s Society
The Children’s Society
St Helena Hospice
£614
£1,000
£151
£1,200
Cancer Research
£1,000
Macmillan
£50
Dementia UK
WWF UK
£500
£2,500
Open Road Visions
Anglia Ruskin University (ARU)
CARA
£500
£300
£32,000
Havens Hospices
Red Review Events
Wipe Away Those Tears
Essex University
£301
£5,000
£3,600
The Café
£5,000
Hearing Help Essex
£5,000
£20,000 TOTAL
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£78,717
A N N U A L
1.4 VIEW OUR GOVERNORS’ STRATEGY
ncil of nt the Coure We are o prese ee e w rs, mploy Governers e r u in o memb org ti anisa on... owned
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Council of Governors – our future plans Work began on our Council of Governors Strategy during 20202021 and following our recent launch we are pleased with the feedback received. We have developed a Strategy on a Page (SoaP) that pictorially sets out our strategy and aspirations for future years and is accessible to all our colleagues.
ors’ Govern Strategy this is our
2021-2024
Our Governors’ Strategy
G . U K D E . O R P R O V I
Transforming OUR VISION
ctives
Engaging with Our Members
Strong Relationship with The Board
Supporting Governor Development
With responsibility as a Coun
cil of Governors for
Our Members
We are committed to increasing our membership base and improving member involvement
Our Colleagues We listen to our colleagues and provide a strong voice representing them at The Board
Our Charities We create social value by maximising grant giving and through our charitable donations
Underpinned by our
Our Community We collaborate in our community to create long-term impact, enhancing the lives of others
values
SUCCESSFUL AND S U S TA I N A B L E O R G A N I S AT I O N
P L AY I N G A P I V O T AL ROLE IN OUR L OCAL ECONOMY
lives
Delivered by three Strategic Obje
O U R VA L U E S
P R O V I D E . O R G . U K PSI-4282-2128-01
VIEW OUR GOVERNORS’ STRATEGY ON A PAGE
Amy Jackson and Nicola Yarnall
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spotlight on 20202021 13
2.1
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Launching our refreshed Vision, Mission and Values During 2020-2021 Provide completed a review of its Vision, Mission and Values. A range of different stakeholders were involved including the Board, Council of Governors and colleagues throughout the group. Our colleagues were unanimous that our Values: Care, Innovation and Compassion, remained true to our culture and ethos. As we have grown and welcomed new colleagues, we have been amazed at how quickly they have shown examples of care, innovation and compassion in our supported living services and residential settings, particularly during periods of lockdown which are extremely challenging for this group.
Transforming OUR VISION
lives
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An ambitious, employee-owned OUR MISSION
social enterprise, growing in size and influence.
We
transform lives by treating,
caring and
educating people.
Care , innovation and
compassion. O U R VA L U E S
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Living our values during 2020-2021
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2.2
2020 was a year that we are unlikely to forget. Despite the impact of the worldwide pandemic on our colleagues, our families and our communities, we were able to deliver outstandingly high-quality care where it was needed by being responsive, agile and innovative. We have so many examples from across the group of colleagues responding to the challenges brought about by the pandemic. We are proud of all our colleagues, whatever their contribution. Colleague stories below include examples: For a full account of what we achieved, please read our Annual Quality Account which you can find on our internet page by searching Quality Account 2020-2021.
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Using technology to keep families together
‘Being able to help to keep families connected was a real honour. Sometimes it was desperately sad but even then, I knew that by facilitating a family’s chance to say their goodbyes I was offering support and compassion.’
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Our administrative colleagues were redeployed to the wards. Karen Brazier, Contracts Manager, established an innovative system that allowed all our patients to keep in touch with their loved ones.
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We worked in close collaboration with health and social care partners to deliver new care pathways, such as: Home oxygen support Support to care homes Long Covid clinics to help
those recovering.
‘Our staff quickly adapted to new ways of working using digital technology to offer virtual consultations and support in our local care homes. This allowed us to keep our colleagues and our patients safe, cared for and at home.’
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We rapidly distributed, installed and trained all appropriate staff with the technology they needed to work remotely. ‘Our Information Technology and our Estates and Facilities Team transformed our working environments overnight to keep us safe and able to work effectively. When I reflect, I am full of praise. It was hard work ensuring everyone had computers, monitors, chairs, headsets and access to the necessary equipment to continue to adapt and work productively, especially as everything kept changing so quickly.’
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The flexibility of all of our workforce was fantastic. Staff were redeployed to cover essential services such as our community teams, hospital wards, and learning disability establishments. Some staff worked in ICU and bereavement support in the local acute hospital. Others joined our Essex Welfare Service and offered telephone support and guidance to Essex residents ensuring they had food, medication and support to manage the impact of isolation, anxiety and confusion.
‘Tonight, when I clap for NHS, I will be clapping for you, and I thank you from the bottom of my heart. You keep my belly full so my mind can be free to stay safe. You are my hero tonight and I will be clapping for you and your colleagues in the NHS and at Provide. Thanks a million! Take care and stay safe.’ Essex Welfare Service User
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A dedicated personal protective equipment (PPE) service was established to ensure our clinical colleagues had the necessary equipment needed to continue to always deliver safe and effective care. The team have managed the opening and closing of hospital wards, often at very short notice and with a limited number of colleagues, as well as working closely with NHS colleagues across the system to source vital equipment and provisions. We have worked diligently to ensure that our buildings are Covid compliant to enable service users and colleagues to stay safe.
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valuing our colleagues 22
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3.1
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Health and Wellbeing
As our workforce faced unprecedented challenges caused by the pandemic, the health and wellbeing of our colleagues became the central priority during 2020-2021. A wide range of support and wellbeing initiatives were promoted, ranging from psychological and physical to financial. Our ‘Here for You’ programme focused on psychological support and was underpinned by Provide’s employee assistance programme and occupational health services. Additional support was introduced during September 2020 when annual wellbeing conversations and action plans to target individual needs were introduced. Schwartz Round facilitators were trained to deliver team sessions providing the opportunity for reflection and peer support. To augment our work in this area a ‘task and finish’ group was established to respond to feedback from colleagues. A plan was developed to address concerns relating to estate facilities and improving personal contact. From this, MS Teams sessions where colleagues could have a virtual ‘catch-up over a cuppa’ were introduced. Provide’s wellbeing strategy also focused on personal finance and promoting the support already available was key. Provide has a credit union in place and our free digital financial expert ‘My Eva’, helps colleagues achieve financial goals. Positively, of those who accessed ‘My Eva’, 57% completed a financial health check.
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Our journey to becoming more inclusive and diverse
3.2
Provide seeks to have a workforce that reflects the diversity of the communities it supports. An inclusive culture where the power of difference is valued enables a broader range of viewpoints and knowledge, improving decision making and problem-solving, all of which are critical to improving customer, patient, and service user experience. Around 8% of colleagues come from an ethnic minority background and during 2020-2021, in a move to become more inclusive, Provide established its own Ethnic Minority Network. This network is designed to support colleagues to share their ‘lived experience’ and positively shape Provide’s equality agenda. Areas of impact include recruitment and the progression of talent for ethnic minority colleagues. Our journey to becoming more inclusive and diverse also means we are seeking to increase the number of men in health and social care roles. Men represent 11.4%* of our workforce, which is lower than the industry average. We aim to increase this figure to 15% by 2024. Improving our gender balance will be a challenge in an industry where the pipeline of talent is overwhelmingly female. Measures to support this aim have been introduced and as such, Provide is extensively working to attract men into nursing, health and social care roles.
*Data at March 2021
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recognising our organisational strength 25
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Being financially robust
4.1
NHS Mid Essex CCG Local Authority NHS England Other CCGs Braintree Hospital Other NHS Other
3%
3% 3%
7% 5%
Income 27%
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52%
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Nurses and Healthcare Assistants
4%
Therapists and Scientists
11%
Administrative and Clerical Senior Management and the Board Doctors and Dentists
41% 24%
Pay costs
20%
11%
43%
Non-pay costs
Supplies
1%
Establishment expenses Premises Charitable donations
20%
Miscellaneous Corporation Tax Services provided by other organisations
1%
1%
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23%
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£64.6m
A N N U A L
In the year ending 31 March 2021, Provide received £64.6m of income for the services it delivers. Just over half of this income was received from Mid Essex Clinical Commissioning Group (CCG) for the main community health services in mid Essex. At £33.3m, this is almost exactly the same as we received in the previous year and so represents a lower proportion of our total income. A further £1.9m was paid to us for services at Braintree Community Hospital under a separate agreement with Mid Essex CCG. Our income from other CCGs increased from 2% in 2019-2020 to 7% in the year to March 2021. This is a consequence of funding for Covid-19 costs being channelled through Castle Point and Rochford CCG. We have seen an increase in income contributions from subsidiary companies which are up to £2.5m in the year, more than double than in 2019-2020. This is largely due to the acquisition of Braintree Healthcare Ltd and a growth in contracts held by Tollgate Clinic Ltd. We also received 27% of our income from Essex County Council and other local authorities (£17.7m) and 5% from NHS England (£3.4m). We spent £64.2m to provide our services, leaving a surplus of £400,000 (after tax). It is important that we make a surplus of income against expenditure as this provides the cash necessary to manage the business. In the longer term, we will re-invest all our surpluses back into our community. Our costs were split between pay (£37.3m) and non-pay (£26.9m). The biggest colleague group are nurses and healthcare assistants, with this group costing £15.3m. Administrative and clerical colleagues cost £9m in the year, and our third largest group of colleagues were therapists (£7.3m). The rest of our colleagues’ costs were spent on management (£4.2m) and doctors and dentists (£1.6m).
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The £26.9m of non-pay costs include supplies of £3m, premises costs (including administrative, rent, electricity, gas, water, insurances, refuse collection, and so on) of £6m, as well as establishment expenses (for example printing and stationery, postage, telephone rental, travel expenses, etc.) of £5.4m. We also paid around £11.4m for services provided by organisations like the Mid and South Essex Hospital Group, NHS Shared Business Services (SBS) and our partners who deliver parts of the sexual health pathway (East Suffolk and North East Essex Hospitals Foundation Trust and Essex Partnership University NHS Foundation Trust). The remaining non-pay costs relate to miscellaneous charges (such as depreciation).
We also made charitable donations of £78 717
,
The overall financial performance was excellent and in making a surplus, Provide delivered the saving requirements set by commissioners in our contracts. Making nonrecurrent surpluses and non-recurrent charitable donations does not remove the ongoing need to make recurrent savings and our NHS and local authority commissioners will continue to ask us to show that we are using taxpayers’ money effectively and efficiently. All colleagues have shown that they are able to rise to the challenge of delivering savings and controlling costs. This puts us in a good position as an organisation as we continue to contract with the NHS and local authority commissioners.
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4.2
Transforming lives during a pandemic Whilst Covid-19 dominated our year, our colleagues rose to every challenge, making an incredible contribution through their care, innovation, and compassion. Much more was still achieved across the entire Group, delivering on key strategic priorities, and achieving ongoing progression towards our strategic aims.
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Your contribution through innovation, care and compassion was incredible; here are just a few examples.
We developed and mobilised one of the UK’s most successful test and trace programmes. We rapidly deployed bronze, silver, and gold incident command centres, operating 365 day a year and 24/7. We supported care homes and social care with training, PPE, additional services and tactical support to help staff and residents through the pandemic.
In critical services, we redeployed colleagues to maintain safe levels of staffing. Through the launch of the Essex Wellbeing Service, we mobilised more than 3000 volunteers to deliver food parcels and welfare checks to those most in need.
CONTINUED OVERLEAF
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We rapidly introduced virtual consultations across the organisation to reduce waiting times. We developed and launched an innovative virtual self-referral, resource, and triage system for MSK services. We completed a rapid rollout of joint working with hospitals, palliative care teams and community nursing teams to enable responsive, consistent support to vulnerable patients. Within just 14 days we were able to deploy a system-wide real-time bed bureau app, to ensure efficient bed allocation throughout the worst of the pandemic. Our cleaning teams worked tirelessly to support the wards, regularly going above and beyond to ensure wards continued to be clean and safe. Our sites have remained above the 95% target audit result for the monthly NHS audits. We developed and launched a dedicated website for Children’s Services to enable parents to self-manage through a single touchpoint.
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We digitised early years with the launch of the region’s first eRedbook. We have consistently remained above the national average in the Friends & Family Test (FFT), consistently scoring 97%+.
97%
Provide was selected as one of the UK’s leading employee-owned businesses for Employee Ownership Day 2021.
We continued to report incidents and near misses. This helped us to be safe and improve the quality of the care we delivered.
Suitable accommodation was identified for our newly acquired Dorset Child Health Information Service (CHIS) team who have settled in well, despite joining us during such challenging times.
in
3
didn’t report miscon duct observed in the workplace. SOURCE:
There is no blame, there is no shame, please tell us so we can support Patient Safety First. Provide has a fair and just culture centr ed around care and comp assion for our colleagues, patients and service users – we investigate, we retrain. Contact your desig nated champion freedomtospeak. provide@nhs.net
www.personneltoda y.com
we protect you, protecting others ...
P R O V I D E . O R G . U K PPO-4267A-2137-01
We implemented new mobile device management software to improve the connectivity and security of our mobile phones.
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FIVE
SECTION
building our communities 34
A N N U A L
R E P O R T
5.1
Investing in our local communities
An important part of our ethos as a Community Interest Company is our financial support to communities that we serve. We work in partnership with the Essex Community Foundation (ECF) to award grants to the voluntary sector using an endowment fund which we set up in 2013. A full list of the grants we awarded in the year is given here:
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Age Concern Colchester and North East Essex
£9,743
Brainwave Centre Ltd
£7,500
City of Chelmsford Mencap
£2,000
Essex Dementia Care
£9,287
Families InFocus (Essex)
£5,500
Happy Hill Essex
£2,000
Helen Rollason Heal Cancer Charity
£7,760
Kids Inspire
£10,000
My Home Life Essex Community Association
£2,000
Open Road
£9,610
Other Halves
£9,350
Outhouse East
£2,000
Rainbow Services
£2,000
Stepping Stones Play and Learn Group
£4,352
Support 4 Sight
£10,000
Farleigh Hospice
£10,000
TOTAL £103,012
Voluntary sector grants
In addition, we set aside a further £500,000 in the year to supplement our charitable / community giving in the coming years. Our aspiration is to increase the amount we donate each year to £800,000 by the 2023-2024 financial year.
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Celebrating our ‘Hero’ Volunteers
Volunteers Geoff Wass and Julia Rome
5.2
Covid-19 had a huge impact on the volunteering service at Provide. During the early phases of the pandemic, all volunteer roles were suspended. 90% of our volunteers were classified as vulnerable due to their age and as such had to self-isolate. Faced with this challenge, Provide had to reassess its approach and create new ways in which volunteering could continue to have a positive impact and support our communities. Following the introduction of the Government furlough scheme, Provide received a ground swell of new support from people who were furloughed and looking to volunteer. Grasping this opportunity, we set up and supported the Essex Wellbeing Service, onboarding an army of more than 500 volunteers within a six-week period.
The pandemic presented volunteers with the opportunity to undertake important infection control tasks, including taking temperatures and administering the ‘track and trace’ system at Provide locations.
Volunteers also helped colleagues move from Halstead Hospital to Braintree Community Hospital. Similarly, when Podiatry services relocated to Chelmsford, our patients’ ability to attend essential treatments was substantially impacted. This situation was compounded as the community transport usually available was suspended. Therefore, volunteer drivers were recruited and trained so patients could attend their appointments safely.
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5.3
Looking after our community
The Provide Group recognises the important role we must play in our community, from supporting local people to reducing our impact on the environment. We are committed to playing a full and active part in enabling communities to thrive. Our contributions include:
Reducing our carbon emissions by 26.36%. Successfully installing further electric car charging stations across our sites. Recycling our confidential waste has resulted in our organisation saving an incredible 184 trees in a year. We have recycled 433kg of batteries via our battery recycling scheme.
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A N N U A L
5.4 With our
R E P O R T
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thanks
We were incredibly touched by all the gifts and ‘thank you’ comments we have received during what has been a very tough year. Each and every one has had such a positive impact and lifted spirits.
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The Board at Provide are immensely grateful to all our colleagues and have taken opportunities to show our appreciation. 39
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Towards a bolder and brighter future Our New Strategy 40
A N N U A L
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We are delighted to have had the opportunity to develop a fresh strategy for the next three years, in which we have set ourselves some challenging growth targets.
This has a clear focus on health system working, with Provide being recognised as a full member of the Mid and South Essex Health and Care Partnership (HCP) as it moves to Integrated Care System (ICS) status in 2022. Our growth across a variety of other sectors underpins our desire to have a sustainable and diverse social enterprise that will provide long-term security and weather the ups and downs of sector fluctuations. The focus on partnership opportunities with other community health providers over the coming year is cemented by the creation of the Mid and South Essex Community Collaborative, which puts in place a contractual joint venture agreement between ourselves and the other community providers in the system. At the same time, we will continue to explore other opportunities, including full assessment of the potential to bid for suitable health and social care services which come into the market. We have also developed a more ambitious acquisition strategy, which will see us become more active in procuring other companies and will diversify the markets in which we operate. Looking forward to 2021-2022, the impact of Covid-19 will mean that many of the services we provide to our communities will be delivered in a very different way. We will continue to innovative in order to meet the expectations of our patients and service users and keep them central and at the heart of all that we do. We are excited about the opportunities ahead and feel that with a strong board, an engaged workforce and excellent partnerships, we are well-placed to continue to deliver outstanding services and products to the wider community.
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Transfor ming OUR V ISION
lives
Corporate Strategy this is our
2021-2024
P R O V I D E . O R G . U K
VIEW OUR CORPORATE STRATEGY
A N N U A L
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Our Corporate Strategy
Transforming OUR VISION
lives
AND MEMBERS
Innovate for the future of health and social care
With responsibility as an organisation for Our People
Our Customers
Our Finances
Our Community
Attracting, developing and retaining colleagues with the best talent. Driving high levels of motivation and engagement.
Delivering exceptional care to our communities. Measuring and improving health outcomes.
Increasing the size and financial health of the group supported by a bold and ambitious growth strategy.
Creating ‘real’ social value by maximising the investment in and long-term positive impact on our communities.
Underpinned by our
O U R VA L U E S
42
values
S U STA I N A B L E O R G A N I SAT I O N
GOVERNORS,
Win new contracts and acquire new business
AND
COUNCIL OF
Maintain current contracts and expand our reach
SUCCESSFUL
COLLEAGUES
Will be delivered by our strategies to
A N N U A L
R E P O R T
43
2 0 2 0 - 2 0 2 1
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