Shaping the future - a review of performance for 2021

‘Our policies, such as flexible working, hybrid working and leave allocation takes account of the needs of all our employees.’ The Audit Committee reports to the Board on the nature and content of its discussions, recommendations, and actions to be taken. Remuneration Committee The purpose of the Remuneration Committee is to be kept informed of BMT’s approach to remuneration and reward, which is to be aligned with BMT’s long-term business strategy, the interests of BMT, performance against business objectives, risk appetite and with BMT’s values. The Remuneration Committee also has oversight of the appointment and remuneration of the CEO and members of the Executive Committee. The responsibilities and remit of the Remuneration Committee are delegated to it by the BMT Board and are defined in the Terms of Reference. Nomination Committee The Nomination Committee’s key focus is to review the composition of the Board and its committees, considering skills, knowledge and diversity requirements and to recommend any appropriate changes to the Board. The Nomination Committee also reviews succession planning for the Directors and oversees succession planning for the Executive Committee. The responsibilities and remit of the Nomination Committee are set out in its Terms of Reference, which are regularly reviewed and revised as appropriate. How do we engage with our employees? We engage with our employees through a variety of forums. Most importantly, these comprise the Employee Engagement Group (EEG) and Communications Champions, who have regular meetings and feedback directly to the Senior Leadership Team (SLT). Engagement also takes place through regular employee surveys with action updates both locally and corporately. CEO provides regular updates. Each Manager meets monthly with their employees and feeds back any commentary into the SLT. All local SLTs have regular Town Hall Meetings. The most recent employee survey demonstrated that our employees do believe they have a strong voice and know how to make their views known. Do employees get a say in how BMT is run? Elected representatives for each area of BMT come together regularly as an EEG to represent the views of employees. They meet with local SLTs, the Executive Committee, the Main Board and Board of Trustees on a regular basis. This is two-way dialogue and is impactful on decision making. Recent examples include new incentivisation schemes and long service awards, as well as flexible working policies. The SLT also meets regularly to debate issues of importance and take soundings from employees to bring to these meetings. There are also a cadre of Communications Champions who help to improve the quality of employee communications in the business. In addition, there are many Communities of Interest networked across BMT and their spokespeople will also influence current and future strategy. How do we promote the wellbeing of our employees? The wellbeing of our employees is paramount and central to our culture. We have Employee Assistance Programmes in each jurisdiction and provide access to further assistance with mental health professionals. Internally, our managers meet monthly with employees to talk about their wellbeing. Our policies, such as flexible working, hybrid working and leave allocation takes account of the needs of all our employees. We have regular wellbeing briefings and action and education programmes that are housed on our employee portal NAVIGATOR for employees to take advantage of. 39