Urenco Annual Report 2022

37 Urenco Annual report and accounts 2022 Strategic report 01 Our strategy: priority focus areas Culture One of the ways we are delivering on our strategy is through our culture initiatives. We see culture as critical in creating a flourishing organisation which is both supportive and challenging, where ideas are listened to and the best ones are acted upon, and where our people’s contributions underpin our business priorities. Feedback fromour people informs our decisionmaking, and over the past year we have taken further steps tomaximise the voices of everyone within Urenco.With the latest 2022 OHI findings, the priority areas have evolved into three global themes: Clarity and Leadership ; Empowerment and Accountability to deliver ; A Learning Organisation supported and enabled by an improved Employee Experience . In addition, each site has identified an additional focus relevant for improving their local culture. This includes furthering the understanding and implementation of our Urenco behaviours, which link to our Code of Conduct and values. In 2022, we held three dedicated behaviour days, to enable discussion and engagement. The Urenco behaviours are: • One Urenco – actively collaborating to formwinning teams and embody transparency, respect and inclusivity. Case Study Cosmic Cape Festival In May, Urenco Capenhurst and the community held a music festival for employees, their families and local residents. It attracted over 1,800 people, with plenty of activities, including live music, bouncy castles, climbing walls, craft and science areas. A cheque for £10,000 was also donated to a local hospice. • Act today for tomorrow – embracing continuous improvement and innovation and acting consciously with a broader and longer termperspective inmind. • Own our results – ensuring physical and psychological safety and maintaining integrity and empowering by holding self and others accountable. We have also ramped up our global leadership programme, focusing on change management to better equip our leaders with the skills they need to drive our strategy. This programme includes bespoke modules tailored to our sites. This year there were four cohorts of classes which included offering 360-degree feedback to help colleagues track their progress. To date, 70 Urenco employees have been enrolled in the programme with plans to further expand it in 2023. This is one of the ways in which we continue to invest in our people. To assist with the monitoring and development of our culture programme, we have introduced a new tool called ‘Your Voice’. This provides managers with a platform to receive and respond to regular feedback from employees. It has already been introduced in our head office and local leadership teams with plans for a complete rollout in 2023. Inclusion and diversity (I&D) Inclusion and diversity (I&D) is a core element of our culture programme. In 2021 we introduced a demographic and inclusion survey, which we ran again this year with increased participation across the organisation.We have specific goals to promote more inclusivity within our organisation, several of which formpart of executive targets, and we have chaired two inclusion and diversity conferences to help embed change. This has gone hand-in-hand with an awards ceremony to champion the work of our people in this field. Crucially, we now have six global employee networks and have developed allyship training, to ensure the voices of our people are heard and they feel they can bring their whole selves to work. Creating more two-way dialogue across Urenco will continue to be a principal part of our business strategy in 2023 and beyond. Achieve gender equality and empower all women and girls. • O w n o u r r e s u l t s O n e U r e n c o A c t t o d a y f o r t o m o r r o w • S a f e t y I n t e g r i t y L e a d e r s h i p S u s t a i n a b i l i t y I n n o v a t i o n S u s t a i n a b i l i t y UN Sustainable Development Goals