� Our Covid-19 Emergency Response Team has managed the impact of the pandemic across the Group with input from all business functions with detailed plans to reopen stores whilst prioritising safety of colleagues and customers.

� The Board have received regular updates from the Chief Executive Officer (CEO) and CFO and provided support in managing the crisis.

� Secured access all relevant Government support schemes including access to Covid Corporate Financing Facility.

� Furloughed over 90% of our colleagues from across the Group (including all retail colleagues).

� Expanded the scope of our online offering in anticipation of launching our new platform.

� Review of 5 year strategic plan being undertaken to account for Covid-19 impacts.

� Agreement secured with a large proportion of suppliers and landlords to revised terms (including order and payment deferral to preserve liquidity).

� Access to Covid Corporate Finance Facility and revised terms agreed with banking syndicate to provide access to additional debt funding, if required.

� Cost accountability and tracking in place.

� Adequacy of current financing, hedging and cash flow for operations monitored by CFO including ongoing impact of Brexit-related volatility.

� Treasury strategy effectiveness monitored by CFO and Board.

� Comprehensive review of financial controls manual in progress.

� Further details of the Group's financial position are in CFO's Review on pages 24 to 29 and the Group's viability statement from page 90 of the Directors' Report.

� Strategy underpinned by customer and market analysis.

� Data-led commercial and studio teams drive quality, value and innovation.

� New platform for cardfactory.co.uk to drive more sales online and capture channel shift.

� Restructured commercial team.

� Well-invested manufacturing facility driving flexibility to react to market and underpinning strategic partnerships with Aldi and The Reject Store.

� Comprehensive strategic review, led by Strategy and Insight Director, including current competitive landscape.

� Vertical integration and brand strength have driven strategic partnerships with Aldi and The Reject Store in Australia.

� Innovation, in both design and manufacturing, driving differentiation in our offer and underpinning competitiveness.

� Partnerships and concessions established to increase share from the convenience consumer by making our cards available in more locations.

� Investment in new platform for cardfactory.co.uk to drive online channel.

� Strategic trials conducted to address competitive challenges.

� Invested in marketing and PR to drive brand awareness.

� Strategic review covered brand perception.

� Rigorous protection of intellectual property and guidance provided to our teams.

� Continued investment in colleague development underpinning 'customer first' approach.

� Comprehensive store review process to identify improvement opportunities.

� Operating 'no audit no order' policy for all suppliers.

� Comprehensive strategic review undertaken establishing the Group's objectives over the short, medium and longer term, facilitated by new Strategy and Insight Director.

� Board and senior management engaged throughout the process and engaged on actions to implement the strategy.

� Review considered all key stakeholder interests.

� Key commercial elements successfully contracted with retail partners; The Reject Store in Australia and Aldi.

� Focus on customer segmentation, addressing competitive challenges and growing our market share in cards.

� Financial and personal bonus objectives aligned with strategic goals.

� Corporate purpose refined, sitting alongside established values.

� Organisational and leadership review alongside strategy development.

� Targeted functional plans addressing engagement survey feedback.

� Designated Non-Executive Director appointed to attend newly created Combined Colleague Advisory Group (CCAG), created to provide Group-wide voice on culture and leadership.

� Organisational and leadership review alongside strategy development.

� Nomination Committee now overseeing succession planning across senior management.

� New Chief Commercial Officer, Chief Information Officer (CIO), People Director and General Counsel recruited.� Strategy and Insight Director role created.

� Group's remuneration policy aligns incentives with strategic goals.

� New Programme Management Office established and accountable for change-management governance.

� Significant additional investment in, and restructuring of, the leadership team with wider and clearer accountabilities.

� Board and senior management committed significant time to strategic development.

� Board receive programme updates to enable, support and challenge.

� Organisational and leadership review alongside strategy development.

� New Group Chief Information Officer appointed. Accountable for IT and transformation.

� Chief Information Officer undertaking a comprehensive review of infrastructure and team.

� IT strategy development to ensure infrastructure supports both strategic objectives and core operations.

� Group programme management office to support project governance, delivery and benefits realisation.

���� IT governance process embedded.

� Continuing infrastructure investment supporting resilience and security.

� ERP tender commenced and new platform for cardfactory.co.uk going live in 2020.

� Established, proven suppliers are being assessed in response to the request for proposal.

� Detailed assessment and planning is being undertaken to ensure suitability of the ERP solution.

� Implementation on a module-by-module basis, only following appropriate testing, is expected to reduce extent of business disruption should material challenge arise.

� Area of focus for our new Chief Commercial Officer, with further investment in strategic supply chain resource.

� Maintain strong, category-led relationships with key suppliers.

� Focus on diversifying supplier base, reducing risk and increasing flexibility.

� Investment in manufacturing technology and R&D to 'on shore' greeting cards.

� Compulsory for supplier to agree to our standard terms before any orders are placed.

� 'No audit no order' policy implemented. Mandatory ethical and technical audits.

� Formally assessed impact of changes in tariffs and stock requirements in light of Brexit.

� Our Covid-19 Emergency Response Team has led an impact assessment for Covid-19 across the Group with input from all business functions.

� We are working closely with our product suppliers to manage both our purchasing requirements and our payment terms.

� Foreign exchange hedging adopted by the Group mitigates foreign exchange variance that may arise from Brexit in the short term.

� A large proportion of the Group's product is produced by the Group in the UK.

� The Group's business model and market position support its ability to withstand reductions in disposable income of consumers arising from economic impact from Brexit.

� Demonstrable progress in reduction of carbon footprint.

� Compliance with EU Timber Regulations and adoption of equivalent due diligence for card product sold by the business.

� Production uses FSC certified materials with active engagement with suppliers to meet these standards.

� Simple supply chain model adopted which facilitates due diligence on compliance purposes.

� Group crisis management plan in place and used to manage response to the Covid-19 outbreak.

� New warehousing capacity acquired providing additional resilience.

� Online fulfilment model under review.

� Consistent infrastructure for Group-wide IT back-ups. Enhancements planned for FY21.

� Printcraft disaster recovery being further developed in FY21.

� General Counsel and Company Secretary oversee compliance, with support from external advisers and collaboration from senior management.

� Key legislation trackers in place, with Audit and Risk Committee regularly updated.

� GDPR compliance programme in place and monitored.

� Ethical trading and anti-slavery policy adopted by the Board and rolled-out.

� Policies and procedures governing behaviours in all key areas.

� Investment in new platform for cardfactory.co.uk to go live this year.

� Dedicated online team within our design studio.

� Expanded and refreshed product ranges with third party card designs.

� Invested in PR and marketing initiatives to drive traffic and sales.

� In-store 'on-demand' and 'click and collect' to be piloted in 2020.