96 ITV plc Annual Report and Accounts 2023 ITV plc Annual Report and Accounts 2023 97 G VALUES IN ACTION – UNDERSTANDING AND MONITORING OUR CULTURE O VE R NAN The table below sets out the framework of policies and practices which underpin our culture and explains key ways in which the Board and/or Continuing to build and promote a culture of openness and integrity, C Committees monitor and gain insight to ITV’s culture. E with inclusion, diversity and equity at the heart are critical to our success as well as supporting long-term value for our stakeholders. ENGAGEMENT AND FEEDBACK CHANNELS How the Board monitors culture Cultural insight gained Review assessments of the Company’s culture through the 2023 line Understanding strengths and opportunities in ITV’s culture, and that ITV’s manager effectiveness survey, bi-annual engagement and culture survey, values and stated purpose authentically reflect its culture and behaviours. The Board recognises that ITV’s culture is a measurements of organisational culture benchmarked against peers, and key enabler of ITV’s digital transformation, Over the last year we have focused on specific areas: how ITV’s values link to its purpose and behaviour. and therefore understands the importance • The Board received reports on identified cultural initiatives; the conclusions of the Engagement of monitoring and fostering it. Aligning our and Culture survey benchmarks; and updates on the actions arising from these surveys Outcome values and purpose with our strategy is • Ongoing engagement with the international offices demonstrates the alignment with the overall The Board continues to monitor insights gained from the Engagement and Culture survey conducted in 2023. Through updates from the Chief Executive critical to our success. Our business model ITV culture and values (2023 Full Engagement and Culture survey, ongoing Mandatory training, the Board received assurance that ITV’s culture is aligned to its purpose and values, while recognising the cultural evolution required to deliver strategy as ITV is regularly reviewed by the Board to ensure International Ambassadors and Inclusion activity)becomes increasingly digital. The Board, through the Audit and Risk Committee, gets feedback from external and internal auditors on culture and alignment to it continues to deliver our strategy and is • All freelancers complete our Code of Ethics and Conduct mandatory training module, giving them purpose and values across the organisation, as observed whilst undertaking audits and engaging with management. aligned with our purpose. an understanding of the expectations as they relate to our ITV values and culture. We also undertook an Engagement and Culture survey with our freelancer population in Autumn 2023 How the Board monitors cultureCultural insight gained To allow ITV to deliver on our strategic • Continued use of the anti-bullying, harassment and discrimination app called ‘Call It!’ across our Interactions with and feedback from Board members through: (i) the Chief A better understanding of day-to-day operations, the practical execution of priorities and become a truly digitally-led productions, enabling both freelancers and ITV employees to report incidents of bullying, Executive (including access to the regular Chief Executive’s vodcast and Q&A strategy and the cultural context in which colleagues work. Further insight business, our culture needs to continue to harassment and discrimination quickly and anonymously. This is in addition to the ITV-wide Speak and her updates on people priorities and communications at every meeting); into how colleagues have been supported in the move to White City, changes Up channels and (ii) engaging regularly (directly and indirectly) with colleagues through to ways of working with the introduction of the Oracle Fusion transformation, evolve, aligning at all stages in our • Our People and Legal teams have developed a Group policy governance framework to clarify and numerous engagement mechanisms (see page 94 to 95 for details regarding as well as the platform across the Newsrooms. The Chief Executive’s vodcast development with our purpose and values. maintain accountability for owning, improving and approving changes to new and existing policies. the Board’s workforce engagement, including the Workforce Engagement Q&A sessions provide the Board with insight about morale and important We hold regular leader and manager briefings This provides a clear, structured approach to policy development to ensure that policies are Director and Ambassador Network).topics for colleagues, for example ITV’s commitment to diversity and inclusion; to provide updates on our strategic priorities consistent across all business areas, consistently implemented so that they achieve their intended impact of intense external media focus on ITV; and hybrid ways of working. and build understanding of our vision outcome and are aligned with our organisational values. Our People policies are being reviewed in Outcome and purpose. line with this framework and some updates have already been implemented i.e. the new Relationships at Work policy Vodcast viewing figures and feedback are shared with the Chief Executive and used to shape vodcasts and ensure content is what colleagues want to hear. The Board considers culture formally on an • A new cultural data dashboard is being developed following the upgrades to Oracle – Fusion annual basis and through ongoing feedback received, observations from various third parties (e.g. auditors) and its own POLICIES AND PRACTICES interactions with management and their teams during the year, and is able to satisfy How the Board monitors culture Cultural insight gained OUR ITV VALUESKEY HIGHLIGHTS itself that the policies, practices and Regular Board updates and relevant Committee updates on a broad range of A broad understanding of practices and behaviours and how these align behaviours within the Group are aligned with Our ITV values underpin the culture at ITV risk and business integrity matters, including fraud, compliance, bribery, with the purpose, values and strategy of the Group, including an ITV’s purpose (including its Social Purpose), and these are embedded through our 92% 7.7% corruption and modern slavery, and standard supplier protocols and understanding of the approach to supply chain partners and the culture vision, values and strategy. Through the procedures. This is done through review of internal audit reports, Speaking Up of risk ownership in the business. Code of Conduct:Completion rate of Resignation Indexdata, compliance questionnaires, compliance reports, risk deep dives, Board’s discussion of relevant topics, as well incident reports, policies and training. as the Chief Executive’s focus on people and CreativityCode of Ethics and (down from 9.26% culture in her Board reports, culture is Conduct annual in 2022)Outcome From everyone, for everyone, every daytraining considered, whether implicitly or explicitly, (up from 89% The Board and its Committees provide appropriate scrutiny and challenge of management and receive assurance over ITV’s approaches to managing risk at each Board meeting. Collaborationin 2022)and business integrity matters. Working together at paceHow the Board monitors culture Cultural insight gained We continually look for opportunities to enhance ITV’s approach to consider culture. Inclusion78% 24 As part of the Board’s culture assessment, reviews of ITV’s values as set out How the Code of Ethics and Conduct promotes the highest standards The Phillip Schofield KC Review concluded Respecting and embracing differencesin ITV’s Code of Ethics and Conduct.of ethical business underpinning ITV’s values and corporate culture. that ITV has an effective Disciplinary and of employees Ambassador Grievance procedure which works well in through the ITV Rise meetings during Outcome Integrity & judgement programme have 2023 practice and applied appropriately in most If something doesn’t feel right, speak up stayed on at ITV and (up from 22 The Board was satisfied that ITV’s Code of Ethics and Conduct embodies ITV’s values and culture and will continue to review this code annually to ensure incidents. The review also found that senior had a job title in 2022)it remains aligned to ITV’s purpose (including its Social Purpose), vision, values and strategy and that there is appropriate compliance across the Group. management are wedded to the importance change (promotion)How the Board monitors culture Cultural insight gained of an open culture and has given ITV helpful direction as to how we can improve further. In Completion of mandatory training modules by all Board members on the A deeper understanding of how ITV’s values and standards are response, ITV has created a small working THE ITV WAY75% 66% Code of Ethics and Conduct, DE&I, Competition Law, Respecting each other communicated and how colleagues are kept safe and secure and act group to review and implement the at work, Fire Safety, Anti-Bribery & Corruption, Data Privacy & Protection, in a compliant way. recommendations.The ITV Way encapsulates the values that feel like they think they have Cyber Security, Economic Crime (money laundering, tax evasion, sanctions), underpin the culture at ITV:belong at ITVaccess to the learning and Climate Action. Subsequent review of the understanding and embedding and development of the Code of Ethics and Conduct and related policies and standards Make it Brilliantopportunities through this training. We entertain and they need to do Creativity for everyone their job well Outcome connect with millions Make it NewAll members of the Board will continue to undertake training on an annual basis, to ensure their understanding of how colleagues are kept safe and secure and of people globally, act in a compliant way remains current. Openness to change, with no barriers re ecting and shaping Make it Together culture with brilliant Collaborating and embracing differences content and creativity.