Corporate governance report Composition, succession and evaluation continued Five-year Board evaluation cycle summary BOARD EFFECTIVENESS 2017 External External evaluation led by Lorna Parker Each Director receives a formal evaluation of their 2018 I nternal Chair-led evaluation with individual members performance during the year, which is conducted by the 2019 I nternal Chair-led evaluation with individual members Chairman. The Senior Independent Director reviews the performance of the Chairman and feeds back to the 2020 External External evaluation led by Lorna Parker other Board members. 2021 I nternal Chair-led evaluation with individual members The performance of our Board and Committees is also formally evaluated as a whole. In 2020, in line with best practice, we evaluated the whole Board using an external provider. In 2021, the review was led by the Chairman. The results of this and the actions taken as a result of the 2020 review are described on the following pages. FY20 Board evaluation summary The recommendations arising from our FY20 external Board evaluation, conducted by Lorna Parker, and the actions implemented in response are set out below: Outcomes and recommendations from FY20 evaluation Actions implemented Conclude the appointment of a Non-Executive Director Specification expanded, and Arja Taaveniku appointed. with digital experience. Search commenced for a further Non-Executive Director with digital/financial expertise and was completed with Vijay Talwar’s appointment. Schedule time for more discussion of Board and Specialist external consultant appointed and new succession and talent Executive Board succession. management process adopted see above. Five presentations on talent and succession madeot th Nomintie aons Committee or Board during the year. Revise Board schedule to include virtual meetings The majority of meetings in the year were held virtually due to national restrictions. focused on performance, and face-to-face meetings The FY22 agenda has been revised in this way. covering strategy and more discursive topics. Schedule more discussions of our approach to Agenda items at four of the ten meetings in the year (including the Strategy Days). sustainability, and develop long-term objectives Regular progress updates from the Company Secretary. on priority topics. Initial climate change risk assessment completed, long-term Scope 1, 2 and 3 greenhouse gas reduction targets set. Became supporters of the British Retail Consortium’s Climate Action Roadmap. Long-term objectives also set on key materials (cotton, timber, packaging); became signatories to Textiles 2030. Supporters of the BRC Diversity and Inclusion Charter. Refine a formal ’risk appetite’ and conduct a horizon Risk appetite agreed in June 2021. Horizon scan forms part of twice-yearly reviews by scanning exercise. the Audit and Risk Committee/Board. Risk and Resilience Committee formed to create greater focus on risk by management and stimulate cross-functional challenge, see page 136. Agree how best for the Board to keep up to date with, Competitor updates included in Board packs. and responsive to, competitors. 126 DUNELM GROUP PLC ANNUAL REPORT & ACCOUNTS 2021