• Bloomsbury combines academic and general publishing in different formats and distributes its products through different channels. In addition, we operate in multiple countries and sell our products worldwide. This diversified portfolio and customer base, together with our international presence creates a level of resilience in respect of market or country specific downturns;

• Close monitoring of revenue streams, lists and channels; range and diversity of our content; resilience of demand for strong content.

• Continued focus on promoting Non-Consumer sales and BDR products, as Academic customers pivot to digital resources.

• Increased marketing and sales activities focused on retaining reader engagement.

• Renewed focus on promotion of reading for pleasure including at key travel points.

• Grow expert marketing teams skilled in internet sales.

• Engage with multiple internet retailers and support independent retailers.

• Focus on promoting sales from the Company's own website and on direct sales to customers.

• Increase focus on developing other marketing opportunities and other revenue streams, e.g. Academic & Professional digital products, rights and services.

• For titles in scope for UKRI's policy, charge an open access publication fee, paid by UKRI from a ring-fenced budget.

• Positively engage in the policy consultation for future REF policy.

• Pilot innovative new open access business models to explore sustainable ways of providing open access that are not reliant on publishing fees.

• Expand our research commissioning in regions outside of Europe, which are generally not as affected by open access policies.

• Appointment of Director of Research and Open Access to ensure the successful transition to sustainable open access business models. Business workflow and systems are in the process of being adapted to ensure capacity to operate at scale.

• Digital subscriptions and multiple ebook purchasing models are offered direct to institutions and students.

• Develop digital resources and ebook platforms to deliver, direct to institutions and students, the content and flexible pricing models to suit readers' requirements.

• Develop a portfolio of high-quality online content services in markets we understand well.

• Use third party content and content partnerships to scale up projects more quickly and create economies of scale.

• Continue to invest in internal resource and infrastructure to support product pipeline.

• BDR performance is monitored against annual and monthly budgets and reforecasts on a weekly basis.

• The business case for each BDR product requires approval by the Group Finance Director and Managing Director of the Non-Consumer Division. Costs and profitability by project are tracked and reviewed against budget on a monthly and quarterly basis by senior management to identify any corrective action required. Any budget overspend requires approval of the Group Finance Director and Managing Director of the Non-Consumer Division.

• Standardise the digital delivery platform to simplify and speed up the development and implementation of new digital content services.

• Adoption of flexible sales models where budgets for annual subscriptions are restricted.

• Broaden the international institutional customer base so that the Company is not reliant on sales in specific territories.

• Potential acquisition targets are assessed by the members of the Executive Committee according to strategic and cultural fit. Thorough pre-acquisition due diligence is conducted by relevant functions, including finance, legal, publishing and sales. Capital allocation for acquisitions is determined at Group level and approved by the Board. Integration plans are developed at Divisional level and are implemented by a cross-functional team of experts, with Divisional oversight.

• Regular reports are presented to the Board throughout the year on post-acquisition performance, including an assessment of any variation to the expected return on investment.

• Advances over a certain limit are required to be authorised by the Chief Executive and Group Finance Director.

• Financial forecasts are prepared prior to acquisition to predict commercial success.

• Focus on acquiring world rights where possible in order to increase sales opportunities and mitigate the risk posed by competing editions in open markets.

• Editorial guidelines and policies in place to guide acquisition decisions.

• Clear responsibility for systems, restrictions on software installation, increasing use of the cloud, information back-up, monitoring security risks, internal control reviews of the systems and up-to-date anti-virus software are amongst the measures in place.

• Training provided to all staff on cybersecurity risk.

• Sensitive personal data is stored securely and protected with password controls or encryption. User access controls are embedded in the Company's finance systems.

• Consistent and evidence-based approach to assumptions.

• Board approval of key assumptions.

• Continue policy of support for copyright and intellectual property rights as a fundamental facet of publishing.

• Continue to police infringements of the Group's territorial copyrights and take appropriate action to enforce such rights.

• Adopt robust anti-piracy and procedures.

• Undertake targeted enforcement action against third party infringers.

• Ensure appropriate digital rights management protection of ebooks and digital formats.

• Relationships with key counterparties are closely monitored and actively managed by senior managers. This includes frequent and regular engagement with key counterparties in order to ensure open communication and cooperation and to identify potential issues that may impact on the Company's business at the earliest opportunity. Other mitigations include having appropriate contracts and service level agreements in place, and interrogating the business continuity plans of key counterparties.

• Regular review of global supply chain resilience by the cross-function Supply Chain Working Group to ensure proactive steps are implemented to mitigate supply chain risks and prioritise supply of print titles.

• Ongoing diversification of supplier base.

• Increased local printing to mitigate shipping delays and disruptions.

• Ongoing employee engagement measures to improve employee experience and organisational culture; more information on these measures is set out on pages 66 to 69 of this Annual Report.

• Continued focus on employee development through training and mentoring programmes for early and midcareer employees.

• Provision of executive coaching for senior staff.

• Ongoing Employee Voice Programme, allowing every employee to have their voice heard directly by senior management and the Board. HR initiatives are implemented in response to matters raised during Employee Voice Meetings.

• Formal appraisal system provides the opportunity to identify learning and development opportunities to support career progression and succession planning.

• Formation of a Diversity and Inclusion Working Group and related Diversity and Inclusion networks.

• Development of a Diversity and Inclusion Action Plan with clear and ambitious targets to increase diversity within Bloomsbury's workforce and author base.

• Appointment of a Diversity, Inclusion and Training manager to oversee Bloomsbury's DE&I network and staff training programmes.

• Global staff turnover by Division and functional area is reported to the Executive Committee and monitored against agreed thresholds.

• Relevant individuals within the business who are engaged in activities which relate to or are governed by key contracts are made aware of the terms of such contracts. Legal advice is sought from the Group's legal function where appropriate to ensure performance by the Company in accordance with contractual terms.

• Annual Report and Accounts is reviewed internally by the Head of Group Finance and the Group Finance Director, and externally by the Group's appointed Auditor. Material balances are tested in accordance with relevant standards. The Group Company Secretary advises on content requirements under relevant regulation/legislation.

• Mitigation in respect of the risk of a data breach is noted above in connection with Information Technology and Systems.

• Since the introduction of the General Data Protection Regulation ("GDPR"), which came into force in May 2018, the Company has implemented a range of measures to ensure compliance with the requirements of GDPR. These include the implementation of policies and guidance in key areas, the provision of training to employees, reviewing and updating the Company's data collection methods and marketing communications, updating supplier terms and conditions, and updating privacy policies on the Company's websites. The Company has appointed a Data Protection Officer to oversee GDPR compliance.

• Diversify the portfolio of products and services to reduce dependencies on individual customers, sales channels and markets.

• Long-term contracts with key suppliers to manage and mitigate cost increases; active price management of Bloomsbury products to recover incremental costs; diversification of supplier base.