Review of performance for 2022

against business objectives, our risk appetite and with BMT’s values. The Committee is comprised of four Non-Executive Directors including the Chair. The Remuneration Committee also has oversight of the remuneration of the CEO and members of the Executive Committee. The responsibilities and remit of the Remuneration Committee are delegated by the BMT Board and are defined in its Terms of Reference. Nomination Committee The Nomination Committee comprises five directors including the Chair and the Chief Executive Officer. The Committee’s key focus is evaluating the balance of skills, experience, independence, diversity and knowledge on the Board and for drawing up selection criteria, ongoing succession planning and appointment procedures. 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? The Board recognises the importance of employee engagement and a key part of the Board’s agenda this year was to appoint an Employee Director, providing an invaluable way of keeping in touch with employees and for them to have contact with the Board through this appointment. The Employee Director is encouraged to discuss any matters that they consider are relevant, and it provides an opportunity to share insights on the performance of the Board’s role and responsibilities. We also 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 provide feedback directly to the Senior Leadership Team (SLT). Engagement also occurs through regular employee surveys with action updates locally and corporately. The CEO provides regular updates. Each manager meets monthly with their employees and feeds any findings into the SLT. All local SLTs have regular Town Hall Meetings. The most recent employee survey demonstrated that employees believe they have a strong voice and know how to communicate their views. 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 employees’ views. They regularly meet with local SLTs, the Executive Committee, the Board and the Trustees. This is a twoway dialogue and has an impact on decision making. Recent examples include new incentivisation schemes, long service awards and 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. We are proud to offer flexible and hybrid working to employees to take into account their needs and also those of the business. In addition, we also have networks across BMT Communities of Interest and spokespeople for these communities will influence current and future strategies. How do we promote the wellbeing of employees? The wellbeing of employees is paramount and central to our culture. The Health and Safety Management Policy covers the safety of employees and contractors while they carry out their roles. We also actively promote employees’ general health and welfare through several initiatives and measures. These include access to: • private medical insurance; • a wellbeing cash plan that provides assistance with day-to-day health costs like costs towards gym membership; • help with purchase of a bicycle to cycle to work; • a comprehensive Employee Assistance Programme in each jurisdiction and access to further assistance with mental health professionals. Internally, managers meet on a monthly basis with employees to talk about their wellbeing; • an electric vehicle scheme; and • advice on financial, mental and physical wellbeing In addition, we have regular wellbeing briefings and a number of action and education programmes, which are housed on our employee intranet ‘NAVIGATOR’. 39