Sustainability COMMUNITY continued Delivering a better experience for our colleagues We believe that a great place to work is a great place to shop. We can only deliver brilliant products, services and customer experiences through the hard work and commitment of engaged colleagues. Our people strategy is centred around our new purpose and shared values as illustrated in the graphic opposite. We cover our progress and plans below. OUR PURPOSE: To help create the joy of truly feeling at home. Now and for the generations to come. Ourn ewgy p ople strate e Home of talent RETAINING OUR COLLEAGUES Despite the stop-start nature of our store working Our colleagues tell us that they are happier environments during the year, overall our and more engaged when they feel personally unplanned labour turnover remained relatively connected to and supported by the Dunelm stable: at store level turnover reduced for the business and have access to learning and third year in a row and at our support centres it development opportunities. increased marginally. As the labour market tightens in the coming year, we aim to give colleagues SUCCESSION PLANNING stability through purpose and permanency and evaluate how we can best help younger people We continue to grow and retain talented (hit hard by the closing of the hospitality colleagues in the business, filling management industry) to emerge from the prospects of roles internally where possible and investing in longer-term unemployment. colleague training and development: over 85% of store leadership roles were filled internally LEARNING AND DEVELOPMENT during the year. We maintained a ratio of around We undertake a mixture of colleague 40:60 internal and external appointments in training: compliance training to ensure that support roles, which reflects the labour market colleagues know their responsibilities and and our need to look outside our business to buildexpected behaviours, and skills training for expertise in specialised areas, such as technology,personal development that meets the data and sustainability. At the Dunelm Leadershiplong-term needs of the business. Team (DLT) level, throughour increased focus on talent and succession, we strengthened our talent pipeline. 66 DUNELM GROUP PLCANNUAL REPORT & ACCOUNTS 2021 g nI n i c n l u r ds a rS i v ae t e lr w o & ed rn nd r ig i aa v e Fe gr r s nt e io n g e e t t s h i l e pr L ei s t e e K n & l e a r n F u t u r e o f w o r k g n i k A n c i t h l t i k s n e m H o o r i o t e m a w t e - e n g p o f e o n t r o r a s e l L t e r n a t m S