Sustainability continued
Talent development continued In October 2024, we launched our Skills Boost series, available to all leaders and managers globally. These 90-minute, virtual sessions focus on key leadership skill areas, e.g. effective performance management, leading cross-culturally, and leading through change. Where relevant, we replicated models from Enabling Performance, e.g. clean talk for difficult conversations and the GROW model for coaching. In FY25, we delivered 66 sessions across six key skill areas, with 943 individual attendances, and circa 40% of leaders and managers regularly attending sessions. Across all sessions, feedback is collected via an online form, including an NPS-specific question: “Would you recommend this session to your colleagues at NCC Group?” All sessions secured an “excellent” (+70–100) NPS score. In July 2025 we launched our Compass Management Development programme, leveraging Saville leadership profiling to offer a dedicated learning pathway focused on self-awareness through a series of virtual and face-to-face workshops building leadership capability, supplemented by group coaching and mentoring to enable colleagues to embed their learning into their day-to-day roles. Workshops are delivered in concentrated cohorts of 12–15 delegates to facilitate a semi‑personalised programme and are available to colleagues in people manager roles with less than two years’ experience. Following the launch in the final quarter of FY25 we engaged 25 attendees across two cohorts. We launched our first Learning Experience Platform, Spark, in April 2025, and while it’s still being embedded, 93% of colleagues have engaged with content on the platform to date. In FY25 we facilitated a talent review to identify potential successors to the Executive Committee. The five leaders identified worked with our partner, Saville Assessment, completing Saville Wave and 360 Leadership Impact
assessments, and creating a talent profile outlining their strengths and areas for development. They will be supported on their development, with regular one-to-one meetings with their Executive Committee member and Talent Development partner to discuss progress. To date, two of the five leaders have advanced into more senior roles, with one joining the Executive Committee. Engagement We have several mechanisms to measure colleague engagement (see page 14), including MyVoice, our biannual engagement survey using the Viva Glint platform. In our March 2025 survey, 1,489 colleagues responded, an increase in our engagement score of two points from March 2024. In addition to the survey, Senior Non-Executive Director Julie Chakraverty hosts quarterly Colleague Listening Sessions, ensuring the Board has a direct link to colleagues and decision making takes into account their voices. In FY25, over 80 colleagues met with Julie, who in turn reported feedback to the Board. Speaking up Colleagues have a number of opportunities to speak up – sharing feedback or raising concerns. A global Speak Up framework outlines channels and resources available for doing this, guidance on who to engage with on different types of feedback, and how to ensure confidentiality. A whistleblowing helpline and policy are also available – the policy is published in multiple languages on our website. This ensures colleagues are encouraged to speak up, safe from fear of reprisals, and with the reassurance that any concerns will be listened to and acted on appropriately.
Enhancing the colleague experience through competitive reward and wellbeing propositions Each country we operate in has its own prevailing market conditions, and as such we align our benefit and wellbeing propositions locally, while ensuring they are competitively benchmarked, enabling us to retain and attract the best talent. Our Global Benefits Strategy focuses on four key pillars aligned with colleague feedback and global best practice:
Finance and protection
Health and wellbeing
We understand the importance of financial stability benefits to support colleagues when making choices about their and their families’ current and future financial status.
We’re committed to fostering a culture of wellness by offering preventative and supportive resources, programmes and initiatives that promote healthy lifestyles, family-work-life balance, and stress management. We recognise the importance of maintaining a healthy work-life balance and offer flexible work arrangements, paid time off and family friendly policies.
Investment and savings
Lifestyle and flexibility
Our strategy supports colleagues in planning for the future, enabling them through different investment options to strengthen their financial wellbeing.
helping to retain and attract colleagues in a competitive marketplace. • Across Europe, we enhanced our Employee Assistance Programmes, providing enhanced health and wellbeing support to all. • In the UK we rolled out our health cash plan, providing all colleagues with financial support to access dental, optical and medical treatments.
Continually reviewing our reward offering in each country ensures we retain and attract the best talent. In FY25, we built on our reward offering to remain competitive, including: • In Canada we changed the pension provider, with lower management fees, which means greater levels of investment for colleagues. • In Manila, we launched our Philippines Share Plan to all colleagues post-probation and expanded our medical offering to dependants,
To find out more about our support of colleagues, please see our sustainability strategy on page 16
NCC Group plc — Annual report and accounts for the year ended 30 September 2025 20
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