62 ITV plc Annual Report and Accounts 2023 ITV plc Annual Report and Accounts 2023 63 S RISKS AND UNCERTAINTIES CONTINUED T R A T E G I 1 1. Transformation 13. Duty of Care C R E P O Link to MB Sponsor: Chief Finance Officer / Chief Operating OfficerLink to MB Sponsor: Chief Executive Officer R strategyE S O strategy E S O T DescriptionWhat this risk category covers:Some of the things we do to manage it:DescriptionWhat this risk category covers: Some of the things we do to manage it: We are accelerating • Failing to deliver our transformation ambitions will adversely • Our Transformation Operations Directors Office (TODO) Failure to extend • Ensuring we run our business safely with consideration to our • We maintain a ‘Speaking Up’ framework that allows anyone transformation impact our efficiency, financial performance, and viewer focuses on operational issues and reducing the risk involved an adequate duty of duty of care and the impact we could have on societyworking for or with ITV to raise concerns in confidence delivery to build a experience while impacting our reputationin a number of significant and costly transformation activities care or the occurrence • Supporting the mental and physical health and safety of through Safecall , alongside other channels to raise concerns. simpler, more efficient • We are focused on enabling and driving digital transformation • Management Board sponsors, and experienced and skilled of a major health and colleagues, those working with ITV and those participating in • Continue to drive awareness of ‘Speaking up’ through and dynamic ITV in by enhancing organisational agility, improving commercial programme directors across all transformation programmessafety incident could and contributing to our productions, is a key prioritycommunications and mandatory duty of care training module pursuit of our More control and flexibility and embedding a culture of • Continue to instil new ways of working through implementing result in physical and • Our commitment to addressing promptly, fairly and • We have a comprehensive operational risk management Than TV StrategyachievementAgile and standardising toolingmental harm, loss of confidentially all concerns and monitoring the channels we process, and through this, we identify risks to both people’s Link to Viability • We do this while remaining cognisant of the volume, speed human life and have in place to ensure they remain appropriatephysical and mental health and safety and put in place Scenarios: N/A• Continue to upskill key business stakeholders with sufficient reputational damage and extent of change required to achieve thisknowledge to hold their programme teams to account. measures to manage them appropriately Link to Viability • The ITV Feel Good offering continues to provide advice, • Monthly Transformation Steering Group (TSG) to track the Scenarios: N/A overall portfolio delivery and programme dependencies support, resources and tools for inspiring and enabling • Group Design Authority (GDA) and Group Investment colleagues to look after their own well-being and have a Committee (GIC) to manage technical design and investment balanced and healthy working lifestyle in a hybrid world across the portfolio • We continue to evolve the Participant Aftercare Programme (PAP) Examples risks in this category:Some of the metrics we track: • We support participants through the Participant Crisis Care Stabilisation Pathway, an Out of Hours Welfare Helpline and a • Inadequate change management to overcome resistance to • Programme Milestones ‘call off’ contract with the Nightingale Hospital change• Programme Benefits • Partner with the BBC, to develop an Industry Media Risk direction:• Insufficient resource, lack of required capabilities and Psychologist Development Programme 2023 2022reliance on contractors / third parties • Our social purpose campaigns seek to support the viewing • Failure to manage complex interdependencies public, including the award-winning Britain Get Talking. • Transformation programmes fail to deliver the intended value • Continue to monitor and respond to historical issues to further strengthen our Duty of Care policies 12. People Examples risks in this category: Some of the metrics we track: • Failure to appropriately support individuals working with ITV • Speaking Up data Link to ESOMB Sponsor: Chief People OfficerRisk direction:in our pursuit of editorial content that is relevant and • Accident/Incident Data strategy entertaining 2023 2022 DescriptionWhat this risk category covers:Some of the things we do to manage it:• Failure to adequately consider the impact our content could have on society An inability to attract, • To attract and retain the right people in the right places for an • Continue to develop our Employee Value Proposition (EVP) develop and retain key organisation as complex and diverse as ITV, we need to have • Continue to evolve our approach to mandatory training and creative, commercial, effective strategic workforce planning speaking up through updating existing modules, introducing 14. Third Party Risk Management technical and • Day-to-day people management activities include managing new modules and phasing the launch throughout the year managerial talent high levels of recruitment, onboarding and terminations, and • Ongoing development of succession plans for business could adversely providing access to relevant training and development critical and management roles (including nominated Link to ESO MB Sponsor: Chief Finance Officer / Chief Operating Officer affect our businessopportunities deputies).strategy Link to Viability • Failure to engage our people to ensure their health and • Continue to identify future talent (High potential DescriptionWhat this risk category covers:Some of the things we do to manage it: Scenarios: N/Awellbeing and create a diverse and inclusive workplace could programme), support the development of people of colour impact our performance and growth ambitions(RISE programme), develop the skills needed to help drive the ITV relies on a wide • The robustness of our due diligence process for onboarding • Continue to evolve our Third Party Risk Management (TPRM) business forward (Digital skills programme) and offer range of third parties third parties to make sure they meet our standardsframework to support ITV with assessing and managing risks industry-leading production training (ITV Academy) to operate its • How we adequately monitor and manage the impacts of associated with vendor relationships business. We therefore third-party relationships • Ongoing input from the risk domain leads to enhanced due • Our global Employee Assistance Programme (EAP) is must have robust available to permanent, fixed term and freelance colleagues, • Maintaining a holistic alongside a detailed overview of the diligence performed across all third-party relationships processes in place third parties ITV engages with • Our supplier code of conduct sets out the minimum as well as to dependents.for risk assessing, • Create an inclusive culture through Disability Access onboarding and the standards we expect of all suppliers Passports, Amplify, Fresh Cuts and continuing our Step Up 60 ongoing management • Continue to extend the use of the Prevalent platform to initiative automate the risk management of our vendors Link to Viability • Run engagement surveys and targeted pulse surveys to deep Scenarios: N/A • Continue to set expectations in contracts for talent dive into specific topics • Ongoing monitoring of our distribution providers Examples risks in this category:Some of the metrics we track:Examples risks in this category: Some of the metrics we track: • Failure to attract and retain colleagues in a highly competitive • Resignation Index • Failure to adequately assess, monitor and manage the • The development and agreement of metrics for the new industry• New Hires (Women, Disability, Colour and LGBTQ+)Diversity impacts of third-party relationships principal risk is underway Risk direction: • Technological advancements resulting in a workforce skills Data (Demographic and disability information)• Colleagues bypass the due diligence process gap 2023 • Lack of holistic overview of the third parties ITV engages with Risk direction:• The actions of onscreen talent impacting ITV’s reputation New Risk 2023 2022and brand • Failing to maintain a diverse organisation impacting our innovation and creativity