Nomination Committee report continued
Activities during the year During the year, the Committee: • Evaluated the skills, knowledge and experience around the Board table • Reviewed the structure, size and composition of the Board • Reviewed the Directors’ length of service • Reviewed the diversity of the Board • Reviewed the memberships of all Committees • Reviewed the expected time commitment of the Chair and the Non-Executive Directors During the year, the Nomination Committee has had an in-depth presentation from the Chief People Officer, focused on leadership, succession planning and talent management and development, informed by insights from our data analysis and the external environment. These presentations looked at the overall current position, and in particular senior succession, i.e. the Executive Committee and its direct reports. Presentations and updates during the year This year the Committee has had a number of presentations and updates on various colleague matters across the Group, including: • Undertook a deep dive into Board composition and succession, inclusive of Chair succession • Reviewed achievements over the previous year for the global people team and looked forward to priorities for the year ahead • Reviewed our ongoing development of capability, with a particular focus on senior succession and talent • Reviewed our approach to collecting colleague diversity data, with a focus on building colleague sentiment • Considered the generational perspectives of colleagues within the Group and their diverse needs from an organisational and leadership perspective • Received comprehensive colleague engagement briefings on survey results from the “MyVoice” survey (which utilises the Glint platform), along with the agreed next steps and future commitments in response to colleague feedback. Exit interview data and key themes were also presented to the Committee • Reviewed both present and former colleague sentiment on Glassdoor and LinkedIn • Explored our current global leadership KPIs and discussed opportunities for improvement To support the ambition and our commitment to improving global diversity, we continue to focus on: Processes • Removing barriers to entry and making our talent attraction and acquisition experience best in class, leading to a review of our selection methodology and a new framework being developed, to help level the playing field for under-represented communities, remove bias and create a robust and valid way of identifying and selecting talent • The ongoing review of our policies, processes and documentation to ensure all bias is removed (including adverts and job descriptions), and ensuring the use of inclusive language wherever possible
Culture • We continue to embed our behavioural framework into the business via our global, hiring, onboarding and manager capability programmes • We completed the rollout of our Enabling Performance Leadership programme to our Group leadership team (GLT)/extended leadership team (ELT) populations. We also delivered a series of other management development interventions to support leadership and manager capability • Our colleague resource groups have continued to meet regularly and there has been some investment with external partnerships and events. The intention is to continue to have an ExCom sponsor to provide support for our DEI colleague resource to make a positive change and build awareness, to foster inclusion, awareness and meaningful conversations while empowering colleagues to make positive change and cultivate an inclusive working environment • Moments that Matter continues to embed and evolve as a suite of supportive, people-focused policies designed around our colleagues and their needs Colleague voice • Committed to an ongoing open dialogue with our colleagues, through our biannual engagement survey (“MyVoice”), colleague forums, live leadership “Ask Me Anything” sessions, Board engagement sessions with colleagues, our colleague resource groups, listening sessions and our whistleblowing lines which all play an active role in creating a great place to work (for further information, please see the Stakeholder Engagement section on pages 14 and 15) • We have a “Speak Up” framework which was launched globally the previous year to provide clear guidance and signposting to colleagues, covering the various routes to raise concerns, and the relevant policies to address these issues where required, as well as to share colleague feedback • NCC Diamonds, our annual colleague recognition programme, completed its fifth cycle. NCC Diamonds provides colleagues across the organisation with the opportunity to nominate individuals or teams for the incredible work they do, recognising the brilliance and accomplishments of their peers. Nominations are linked to our NCC Group values, followed by regional and global judging panels, with each category winner receiving a “money can’t buy” experience Long term • We continue to develop our employer brand to broaden our attraction strategies to ensure we remain current and attractive in an extremely competitive global tech talent market • Building strategic partnerships with organisations to support our commitment to create an inclusive and diverse environment • Connecting the initiatives at every stage of colleagues’ lives and careers to create enriched career pathways and achieve the best return for investment with improved colleague retention. Initiatives include work experience, the Next Generation Talent programme, mentoring and CyberFirst bursaries and alumni programmes Committee effectiveness For the reasons described in the Chair’s Introduction to Governance, no Board or Committee evaluation was carried out during the year.
External search consultancies During the year, no external search agencies were engaged.
Chris Stone Chair, Nomination Committee 11 December 2025
NCC Group plc — Annual report and accounts for the year ended 30 September 2025 78
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