Risk management continued
Principal risks and uncertainties During the period, the Board has completed a robust assessment of the Company’s emerging and principal risks. This has included the Board reassessing and rescoring the principal risks, with changes to the risks noted below. The overall number of principal risks has reduced from 24 in FY24 to 14 in FY25 primarily due to risks being combined where the operating risks overlapped or where they were considered sub-risks. The Group continues to operate in a particularly dynamic and evolving marketplace. The current risk register has been developed to reflect
these factors and includes risks that could threaten the Group’s business model, future performance, solvency or liquidity. Detailed descriptions of the current principal risks and uncertainties faced by the Group, along with their potential impact and the mitigating processes and controls, are set out below. The strategic risks are based on the four pillars of our strategy: our clients, our capabilities, global delivery and differentiated brands.
Extraordinary risk during the period
A. Strategy
1. Inability to execute the Group’s strategy including the diversification of market sector, region, product/service or client
VR
Link to strategy:
Our clients
Our capabilities
Global delivery
Differentiated brands
Previous risk names Inability to execute the Group strategy and over-reliance on market sector, product/service or client
Risk impact Ineffective execution of a strategy could have a material negative impact on the Group’s financial performance and value. It would potentially weaken the Group compared to its competitors and risk the Group’s established position in the marketplace.
Key controls and mitigating factors Strategic transformation plans are in place. Disposal of Crypto and DetACT. The Manila office is fully operational.
Risk owner Mike Maddison, CEO
Risk impact and movement
2. Inability of the Group to absorb the people, process and technological transformation change
Link to strategy:
Our clients
Our capabilities
Global delivery
Differentiated brands
Previous risk name Poor adoption of change management mechanisms
Risk impact Failure to successfully deliver strategic outcomes caused by projects failing because they deliver late, don’t deliver, fail to deliver the right things or fail to achieve the expected benefits.
Key controls and mitigating factors Transformation delivery centre is in place.
Business cases linked to principal risks underpinned by robust financial and legal due diligence which clearly articulates project objectives including delivery metrics. Programme sponsors are accountable for delivery of outcomes. Project SteerCo’s in place.
Risk owner Mike Maddison, CEO
Risk impact and movement
Risk movement: Increased
Risk impact: High
Viability risk: VR New risk: NR
Decreased
Unchanged
Medium
Low
NCC Group plc — Annual report and accounts for the year ended 30 September 2025 32
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