C. Innovation and product development
8. Technology changes render services obsolete/technology disruption impacts pace of change
Link to strategy:
Our clients
Our capabilities
Global delivery
Differentiated brands
Previous risk name Merged with lack of innovation, ineffectual product/service management and failure to capture on partnership ecosystem Moved from strategy theme to innovation theme
Risk impact Failure to stay updated with technological changes can erode competitive advantage, leading to a
Key controls and mitigating factors Market intelligence and competitive intelligence reporting. Strategic partnerships and technology partners to ensure alignment with emerging trends and technology changes. Research and development budgets and culture which proactively embraces new trends and technologies. Cross-functional collaboration via working groups to promote innovation. Client engagement and feedback to enhance the portfolio of products and services.
decline in market share and revenue. Failure to deliver the Group strategy. Increased cost base eroding margins.
Risk impact and movement
Risk owner Mike Maddison, CEO
D. People
9. Insufficient strategic workforce planning, including technological development and training of colleagues VR
Link to strategy:
Our capabilities
Previous risk name Inability to retain/recruit colleagues to meet the resource needs of the business and unable to meet the resource needs of the business and client
Risk impact Inability to deliver to clients resulting in loss of revenue and reputational damage. Loss of colleague morale and risk of “burnout”. Loss of key colleagues or significant colleague turnover could result in a lack of necessary expertise or continuity to execute the Group’s strategy. Inability to attract and retain sufficient high calibre colleagues could become a barrier to the continued success and growth of NCC Group.
Key controls and mitigating factors Workforce resourcing is managed by the Chief People Officer. A full review of workforce requirements is undertaken as part of the strategic review. Job level framework is implemented. Colleagues are offered an industry aligned salary and benefits package including share schemes, salary sacrifice car scheme and retail discount offerings. The Manila office is fully operational and has reduced the cost base to further meet the needs of our clients.
Risk owner Michelle Van de Velde, CPO
Risk impact and movement Increased due to a lot of ongoing transformational change.
E. Market and competition
10. Global socio-political risk
Link to strategy:
Our clients
Our capabilities
Global delivery
Differentiated brands
Previous risk names Geopolitical risk and undertaking work with disreputable clients in sanctioned or undesirable jurisdictions
Risk impact Failure to comply with changing global regulations may cause disruption to our business. Reputational damage and legal implications if we work with disreputable clients. Risk impact and movement Increased due to it being difficult to control and a lot of change and uncertainty.
Key controls and mitigating factors The strategy is focused on globalisation and thus the resource structure is being designed to promote global delivery. A country risk index is in place with risk assessments performed for business in higher risk countries.
Risk owner Kevin Brown, COO
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 35
Made with FlippingBook Online newsletter maker