Shipping delays: Stock orders brought forward to address anticipated delays and use of multiple shipping partners to secure shipping capacity.

Shipping costs: Retail pricing increases applied and being planned, with ongoing review of country of supply (including on-shoring supply), container volumes and fill to reduce overall costs.

Suppliers: Diversification of supply base, including on-shoring supply to the UK. No product exposure to Russia or Ukraine. Planned global review of supply chain to identify alternatives.

Customers: Diversification of supply mitigates availability, with price increases being implemented with analysis on price elasticity.

Tariffs: Ongoing identification of changes to duties and tariffs to respond as required.

Processes, training, signage and PPE capable of being deployed as required. Planned omnichannel and growth of retail partnerships will provide additional revenue outside of our store estate. Headroom in banking covenants provides some scope to absorb impact of mandatory store closures.

Bank facilities: Headroom in banking covenants and cash flow forecasts are kept under review, with contingency planning to address any identified issues.

FX/Commodities: Hedging for US Dollars currency requirements and energy effected for up to three years.

Margin pressure: Regular review of retail pricing and maintain margins and efficiency improvements and cost controls adopted to manage overheads.

Initial phase implementation (including finance and master data) completed without any material disruption. Re-phasing to include incremental implementation phases has been undertaken to reduce risks on cut-over

and to reduce reliance on legacy systems at risk of failure in advance of peak trading seasons and to enable realisation of key components of the strategic plan. Additional focus on business process engineering, resourcing and change management being deployed support successful implementation.

IT infrastructure: The IT strategy implementation is ongoing, which includes ongoing specialist support for legacy systems and migration to new systems, including the ERP implementation (see above).

IT security: Cyber expertise is employed within the business, with appropriate measures and future plans to continue to address multiple cyber risks, alongside further risk mitigations arising from replacement of legacy systems.

Production failure: Business Continuity and Disaster Recovery plans have been fully assessed and updated with scenario planning and training scheduled. This includes identification of alternative suppliers for impacted production processes, although outsourcing will impact profitability. Insurance is also maintained.

Online fulfilment: Short-term outages can be mitigated by adjustment of delivery times for online orders. Business Continuity plans include use of third parties, with the ongoing IT infrastructure improvements and ERP implementation expected to further improve IT resilience and functionality.

Planning permission has been obtained to construct an additional building to create capacity for online fulfilment, to relieve capacity constraints.

Loss of key personnel: A number of changes to the management team have been effected with additional capacity constraints having been identified and appropriate appointments prioritised.

Organisational culture: Improvements to pay and benefits, values review, leadership framework and DE&I consultations and strategy developments, demonstrate progress against colleague engagement feedback.

Supply base audits: Processes adopted for suppliers to agree to appropriate standards, which are subject to regular audit to validate compliance, with a strict 'no audit - no order' policy in place.

Getting Personal: The risk profile for most suppliers to Getting Personal is significantly lower, with limited supplies from the Far East. Plans are in development to extend the quality control and technical team's scope to include these suppliers with adoption of appropriate requirements to mitigate risks.

Underperformance: Following a period of transition, a Business Development team is being formed to build relationships with existing partners and develop a pipeline of future partners.

Brand impact: Brand standard requirements are being developed to provide a clear framework for partners, with regular reviews adopted. Enhanced requirements will be incorporated in any future retail partner requirements.

Additional investor relations expertise recruited to improve investor communications, to ensure clearer articulation of the strategy and to demonstrate progress made and to share additional data and insight in respect of the card and gifting markets.

Investors: Ongoing development of ESG planning and target setting, including material progress on DE&I strategy.

Customers: Ongoing brand strategy development will include articulation of ESG policy and developments to customers.

Energy and GHG emissions: Electricity prices fixed for a number of years with specialist third party expertise engaged to assess and develop a trajectory towards being carbon neutral.

Product and range development: Design, buying and merchandising teams are using increased insight and data analysis to inform product and range decisions, with greater customer and competitor analysis.

Customer and marketing insight: Marketing and insight capabilities are being developed, with support from partners such as Kantar and Brandvue Savanta to improve understanding of our customers and to embed customer insight into decision making.

Customer service and fulfilment: Development of systems and capabilities is in progress to launch click and collect during FY23, with further enhancements scheduled thereafter.

Brand perception: A customer marketing function is in development to develop and implement a brand strategy to elevate the brand's key attributes.

VFM proposition: The newly formed customer marketing team will increase marketing activity, to elevate the VFM messaging and perception.

LFL declines: Implementation of the strategic plan is designed to address LFL declines, including an increase in range and sales of complementary categories, increasing customer retention and use of marketing to extend brand appeal to new customers.