FINANCIAL STATEMENTS
STRATEGIC REPORT
GOVERNANCE
NON-FINANCIAL INFORMATION STATEMENT
This statement sets out how we comply with the non-financial reporting requirements set out in sections 414CA to 414CB of the Companies Act 2006 and where you can find further information on those matters in the Annual Report.
OUR NON-FINANCIAL POLICIES We have non-financial policies which govern how we do business and how we interact with our stakeholders to help ensure that we have a positive impact and fulfil our purpose. Our policies reflect our commitment to acting ethically and with integrity in all of our business relationships. We are also mindful and focused on our financial and capital position. This in turn enables us to protect our stakeholders by growing the business sustainably. indicators, but it receives reports and management information regarding key non-financial matters such as technology and the investment programme, operational performance and colleagues. The discretionary bonus plan for colleagues uses non-financial metrics to decide part of the bonus pool which the Board and Remuneration Committee review. NON-FINANCIAL KEY PERFORMANCE INDICATORS The Board does not currently monitor any non-financial key performance
OUR BUSINESS MODEL Just has a compelling, clear purpose, to help people achieve a better later life by providing financial advice, guidance, competitive products and services to those approaching, at or in-retirement. Our business model is centred around creating long-term value focusing on attractive segments of the UK retirement income market. Our priority is to convert the growth opportunities in our markets to deliver positive outcomes for customers, shareholders and colleagues. Our business model on pages 14 to 15 sets out our growth opportunities, how we create value and who we create value for.
MATERIAL AREA OF IMPACT POLICIES
POLICY DESCRIPTIONS
• Carbon footprint • Use of resources • Investments (responsible investing) • Impact of the operations of our suppliers
• Sustainable Investment Framework (a framework used by our Investment team) • Group procurement and outsourcing policy • Group charity and community policy • Board diversity policy • Flexible working policy • Group training and competence policy • Group fitness and propriety policy • Group operational risk policy • Group conduct risk policy • Group conflicts of interest policy • Group whistleblowing policy
• Sustainable Investment Framework: see the report on sustainability on page 18. • Group procurement and outsourcing policy: ensures that high standards of honesty, impartiality and integrity are maintained in our business relationships. It ensures that contractual arrangements with third parties are undertaken with due regard for the associated risks. • Group charity and community policy: see “social” below. • Board diversity policy: see the Nomination and Governance Committee report on pages 81 to 83. • Flexible working policy: provides support and advice to colleagues regarding our approach to flexible working requests. • Group training and competence policy: sets out the standards and requirements to ensure the training and competency framework is effective in mitigating the risk of colleagues lacking the expertise and knowledge required for their role and potentially resulting in poor customer outcomes. • Group fitness and propriety policy: sets out a framework for appropriate processes and procedures to ensure compliance with the Senior Managers and Certification Regime. • Group operational risk policy: sets out the Group’s framework for managing operational risk. • Group conduct risk policy: sets out the framework of principles, systems and controls around the management of conduct risk by the Group and encompasses regulatory requirements such as integrity, market conduct, customer interests, communication with customers, skill, care and diligence, and conflicts of interest. • Group conflicts of interest policy: sets minimum standards and provides guidance to statutory Directors and other personnel whose activities with customers, colleagues and third parties may give rise to a conflict of interest or potential conflict of interest. • Group whistleblowing policy: sets out the framework to encourage colleagues to feel safe in raising any suspicions of wrongdoing to the attention of the Board and senior management.
1. ENVIRONMENTAL
• Wellbeing of colleagues, including mental health,
2. COLLEAGUES
fulfilment, work-life balance, career and
development opportunities • Ensuring our colleagues’ actions do not have a detrimental impact on customers, suppliers or other stakeholders
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