Strategic report Governance Financial statements Other information SECTION 172 STATEMENT CONTINUED The Group’s workplace advisory panel, the HL Colleague Forum, You can read more about how we engage with our clients and the Acting fairly between shareholders provides a feedback channel directly between colleagues and actions we have taken as a result of that engagement on pages 36 Information on how we engage with our shareholders and how the the Board on matters of strategic importance. It is chaired by the to 37 of the StrategicReport. Youcan read more about how Board is made aware of shareholder sentiment and interests can Chief People Officer and each meeting is attended by at least one consideration of our clients’ interests have shaped our response be found on pages36 to 37 of the Strategic Report and page 71 of Non-Executive Director and a broad range of colleagues from to the COVID-19 pandemic in the case study on page 132 and on the Corporate Governance Report. across the Group’s business. In addition to the direct Board and page 5 of the Strategic Report. The views and interests of the Company’s shareholders are key Executive Committee representation on the Forum, details of the Our regulator considerations when the Board determines the level of dividend issues raised and outcomes are reported to the Remuneration The FCA regulates the financial products and services provided by payments (further details of which can be found on page 64 of the Committee, with onward escalation to the Board where the Group. The Group’s continued compliance with its regulatory Strategic Report), as well as when setting the Group’s strategy and appropriate. You can read more about the Forum on page 34 obligations and the interests and views of the FCA are primary business priorities. of the Strategic Report. considerations in decision making across the Group. The Board is The views of colleagues are also obtained via regular colleague regularly briefed on regulatory developments and expectations, Impact on the community and the environment surveys. Detailed results are shared with the Group Executive and the Board’s Risk, Audit and Remuneration Committees receive The Board is conscious of the impact of the Group’s operations Committee, with key themes and issues escalated to the Board detailed insights into specific areas such as the ICAAP, CASS, on the community and environment, and understands the for consideration. IFPR and MiFID II. The Board also receives updates in relation to importance of being a good corporate citizen. You can read about specific matters, such as areas of interest to the FCA including how we set climate related targets in the case study on page 133 You can read more about how we engage with colleagues and the operational resilience. and about our other impact and initiatives in these areas on pages actions we have taken as a result of that engagement on page 34 of 39 to 44 of the Strategic Report. the Strategic Report. Details of how engagement with colleagues The Group maintains regular contact with the FCA to ensure The Chief People Officer, a member of the Group’s Executive has influenced the Group’s response to the COVID-19 pandemic awareness of its concerns, expectations and agenda, and this Committee, sponsors the Group’s Environmental, Sustainability can be found in the case study on page 133 of the Strategic Report. informs the prioritisation of activities within the Group’s annual and Climate Change Group to promote environmental awareness Our clients operating plan. and initiatives in strategic decision making. The Group’s clients are at the heart of its strategy and their Our suppliers The Board also recognises ESG as an increasingly important interests are a key consideration in everything that the Group does. Fostering good relationships with the Group’s suppliers is an consideration and ESG matters have been the subject of a full Both the Group Executive Committee and the Board regularly important factor in ensuring it is able to continue to service its deep-dive alongside the Chief Executive Officer’s regular updates receive updates on client proposition and service metrics, and a clients effectively and efficiently over the long term. The Group to the Board on the Group’s approach. You can read more about significant portion of thepre-reading for the annual strategyday is building on existing policies and procedures to further embed our ESG practices on pages 38 to 43 of the Strategic Report. each attends is focused on client issues. The consideration and vendor management throughout the organisation, including a determination of current and future needs of clients drives the framework to promote consistency when overseeing relationships You can read more about how consideration of our wider Group’s innovation and the prioritisation of activities within the and performance. We aim to pay our suppliers promptly and within community has shaped our response to the COVID-19 pandemic Group’s annual operating plan. 30 days of payment being requested. Our average payment days in the on page 6 of the Strategic Report. during the period under review was approximately 21 days. We have also taken action to support our suppliers during the COVID-19 pandemic by increasing the frequency of our payment runs to pay smaller suppliers and those in particular need more quickly. 131 Hargreaves Lansdown Report and Financial Statements 2021