10 Minutes With Natalie Rogers, Chief People & Sustainability Officer at N Brown

Can you tell us a bit about yourself and what you do?

I joined N Brown in February 2024 as Chief People Officer and became Chief People and Sustainability Officer in February 2025, overseeing N Brown’s award-winning EDI&B strategy and sustainability commitments. 

I’m a people-focused leader with over 25 years of experience shaping business strategy, culture, and transformation. As Chief People and Sustainability Officer at N Brown, I deliver a people strategy focused on driving cultural change, making work meaningful, and creating a workplace where people can thrive and belong. I’m passionate about equity, diversity, and inclusion, and I’m a Trustee for a multi-academy Trust in London and an Independent Member of St John Ambulance People Committee. I have a collaborative and down-to-earth approach and bring a mix of strategic insight and real-world experience.  

What first got you interested in employee engagement?

People are the most important asset in any organisation, and they’re essential to business success. I’ve always believed that creating a culture where employees feel valued, engaged, and empowered to thrive is not just beneficial—it's vital. My interest in employee engagement stems from a deep commitment to building environments where people are happy, motivated, and able to do their best work. 

Your session at the summit focused on Building a Values-Driven Culture That Inspires. Why was that topic important for you to explore this year? 

This year’s panel session at the Employee Engagement Summit focused on how organisations can embed their values into everyday practices – making them more than just statements on a wall. At N Brown, we take an ‘always-on’ approach to building a values-driven culture; it’s part of our DNA and something our colleagues genuinely live and breathe. Our values have been embedded throughout the entire colleague lifecycle meaning we recruit against our values, they are part of the onboarding process, and colleagues then engage and reflect on our values on a day-today basis. 

In today’s challenging trading environment and volatile macro-economic environment, our values give clarity, consistency and a shared sense of purpose that helps guide us through uncertainty and challenges. 

What’s one key takeaway you hope attendees walked away with?

It’s vital that leaders not only understand our business values but also know how to bring them to life in their roles and within their teams. At N Brown, we’re committed to fostering a culture where leaders feel safe to lead authentically and in alignment with our values. One way we support this is through our five-week EDI&B (Equity, Diversity, Inclusion and Belonging) training programme, which every leader takes part in. This programme helps our leaders authentically role-model our company vision, which is centred around inclusion. Ultimately, we want all our leaders to embody and promote an open, transparent, and inclusive culture across the business. 

Can you share an example of something that’s worked well in your experience to boost engagement?

For us, we ‘ve seen that it’s the small, continuous gestures that have the greatest impact when it comes to colleague engagement. Whether that’s our monthly colleague ‘Get Togethers’ to help colleagues meet, connect, and have fun outside of work or our informal Q&A sessions with senior leaders to make them more accessible to colleagues, we find these have greater overall impact than big gestures. 

What’s a common mistake you see organisations make when it comes to engagement?

A common mistake made by organisations is treating colleague engagement as a one-off initiative or an annual survey, rather than an ongoing part of the business. At N Brown, we’ve adopted an ‘always-on’ approach to engagement, recognising that engaged colleagues are essential to business success. We’ve embedded engagement into our overall business strategy, elevating its importance and ensuring it drives meaningful action. This continuous focus helps us keep colleagues connected, motivated, and aligned—ultimately contributing to our overall performance. 

What trends are you watching when it comes to the future of employee engagement?

One of the key trends I’m watching is the impact of generational shifts in the workforce. Different generations have evolving expectations, and it’s vital that our Employee Value Proposition (EVP) adapts to meet these diverse needs. For example, younger employees may place greater value on wellbeing, purpose, and development opportunities, while others might prioritise stability and long-term benefits.  

To stay competitive and relevant, organisations need to future-proof their employee proposition by listening to the next generation and building an inclusive, adaptable culture that resonates across all age groups. 

Finally, what’s one book, podcast, or resource you always recommend to others in tHIS SPACE?

Happy Economics - Mark Price – former MD of Waitrose and Deputy Chair of John Lewis Partnership in his book explains with pragmatic examples how companies can gain competitive advantage with a happier workforce.