How did employees influence the running of the company? Elected representatives for each area of BMT came together regularly as an EEG to represent employees’ views. They regularly met with local SLTs, the Executive Committee, the Board and the Trustees. This was a twoway dialogue and had an impact on decision making. Recent examples included new incentivisation schemes, long service awards and flexible working policies. The SLT also met regularly and debated issues of importance and took soundings from employees to bring to those meetings. We were proud to offer flexible and hybrid working to employees and considered their needs and also those of the business. In addition, we also had networks across our Communities of Interest and spokespeople for those communities have influenced current and future strategies. How did 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 promoted 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 had regular wellbeing briefings and a number of action and education programmes, which were housed on our employee intranet ‘NAVIGATOR’. Mick Dewhirst Employee Director “The wellbeing of our employees is paramount and central to our culture.” 33
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