Ms Aoife Mulqueen:

To build on what Ms Mernagh has said, one of the key reports HR people look forward to every year is the Deloitte human capital trends report. Something it sees as a priority for businesses is more human-centred work. This falls in line with much of the talk around our policies and ensuring people are taken care of.

To go back to 2019 when we first introduced the policy, a huge amount of groundwork was done. Many businesses I have spoken to ask about how we got approval from our board of directors and how we got it to think of this as a priority in order that we got the opportunity to introduce the policy. Something that was very helpful for us was the fact we had been working on diversity and inclusion, including gender. We have 52% female representation in our leadership across the business at present. This is not something that happened overnight. It is something we worked on for approximately ten years. We have consistent maintenance of the messaging on diversity and inclusion and the importance it brings to us. We have employee resource groups, such as the women's network and the LGBT network. We also have a diversability network. We also have multicultural and mental health themes. There is a lot going on in our world of diversity and inclusion in the workplace. While I will not say it was easy, laying this groundwork over time made it a very natural progression for us. When it came to proposing it and getting sign-off from our leadership team it was incredibly smooth because of the fact we had been building this case for so long. We no longer talk about the business case for diversity and inclusion in Vodafone because everybody understands it is core to who we are. It is part of being a purpose-based organisation.