Governance & regulatory information Board leadership and company purpose continued HOW THE BOARD MONITORS OUR CULTURE • We engage with other stakeholders, as described in the The Board regularly monitors the culture of the business in s172 Companies Act section of this Corporate Governance a number of ways: Report. • Through interaction with Executives, members of the • We review a set of ‘culture’ KPIs once a year alongside our leadership team, and other colleagues in Board meetings risk register. These are set out below: and on visits to stores and other Company locations. — Customer NPS, recommendation, satisfaction Colleagues are able to (and do!) speak openly to all Board — Colleague eNPS, home-grown talent, labour turnover, members and Executives and to feed back ideas of how gender pay gap we can do better. — Product Ethical audits completed, ethical • Through regular Board agenda items and supporting audit scores, ethical policy breaches, papers, covering ‘culture indicators’ such as risk product recalls management, internal audit reports and follow-up — Safety RIDDORs, accident/footfall rate actions, customer engagement, health and safety, colleague engagement and retention, Glassdoor — Compliance Prosecutions, reportable data breaches, scores, whistleblowing and regulatory breaches. Bribery Act training completed, • We review a colleague scorecard at least twice a year, whistleblowing reports looking at a range of colleague indicators, including • As an overall proxy for measuring ‘culture’ we use our engagement, retention, absence, gender pay, diversity, colleague engagement (eNPS) – a Group KPI, which is also workforce composition and demographics. These inform a remuneration measure (annual bonus) for our CEO and Board and Committee decisions on talent management, CFO and all members of the Executive Board. share incentives and executive pay, and form part of the GROUP KPI BONUS assessment of the performance of the Executives. • Our Chief Executive, Nick Wilkinson, and at least one of our Non-Executive Directors (by rotation) engages formally During the year, and at the formal reviews in September at monthly meetings with the colleague representative 2020 and September 2021, the Board was satisfied that body, the National Colleague Voice, as well as informally the policy, practices and behaviour of the Board and through site visits. Marion Sears, as designated NED for Dunelm colleagues aligned with the Company’s purpose, colleague matters, provides a direct, regular and formal values and strategy and that no correction was required route of contact with colleagues. Each meeting includes a by management. ‘Big Topic’ where members are encouraged to feed back views and ideas, and Marion reports back to the Board after each meeting. Further details are set out on page 111. 102 DUNELM GROUP PLC ANNUAL REPORT & ACCOUNTS 2021