Remuneration Committee report continued Annual Report on remuneration continued
Additional information in respect of the single total figure of remuneration continued Annual bonus continued Strategic targets – up to 25% of the bonus
The table below highlights the key strategic targets and achievements for each Executive Director. Bonus target ranges have been disclosed to the extent possible, but the achievement of some areas is determined by the Committee based on its judgement of performance.
Bonus award (% of maximum total bonus) 31 May 2022 Adam Palser Tim Kowalski
Weighting Outcome Weighting Outcome
Target and performance conditions
Outcome
Integration of IPM Exit from engineering support in FY22
2.0% 0.0% n/a
n/a
Not achieved in FY22 but on track to be achieved in FY23
2.0% 2.0% 5.0% 5.0%
Exit from financial support in FY22 Exited in FY22
2.0% 2.0% n/a
n/a
Customer retention above 89%
Customer retention: target to maintain customer retention above 89% Staff retention: retain 83% of identified roles Staff attrition: target to keep attrition for IPM below 12.5% Revenue synergy from IPM customers: target of £200k Integration of IPM accounting in H1 with no delay to H1 reporting Integration of IPM accounting in H1 with no delay to H2 reporting
1.0% 1.0% n/a
n/a
83% of identified roles retained
1.0% 1.0% n/a
n/a
Attrition below 12.5%
2.0% 2.0% n/a
n/a
Target significantly exceeded
n/a
n/a
2.0% 2.0%
Achieved
n/a
n/a
3.0% 3.0%
Achieved
n/a
n/a
5.0% 2.5%
Full integration of finance systems Two systems set up but some systems delayed
Sub-total – integration of IPM
10.0% 8.0% 15.0% 12.5%
Existing business Remediation growth: threshold target growth of 250% MDR growth: threshold target growth of 18% Customer KPIs: to be identified and defined Cost control: target for costs to be below budget Reporting: introduce utilisation reporting Improve internal reporting for costs to help management cost control
5.0% 0.0% n/a
n/a
Growth below threshold target
5.0% 0.0% n/a
n/a
Growth below threshold target
n/a
n/a
2.0% 2.0%
KPIs identified and defined
n/a
n/a
1.0% 1.0%
Actual costs were £1m below budget
n/a
n/a
1.0% 1.0%
KPI was identified and reported
n/a
n/a
1.0% 0.0%
Progress made but objective not fully achieved
Sub-total – existing business
10.0% 0.0% 5.0% 4.0%
Sustainability Committee assessment of progress in colleague engagement for the Group as a whole and finance separately, for Group diversity, and CSR
5.0% 5.0% 5.0% 3.0%
Colleague engagement: engagement score for the Group increased by 2.2% year on year. Improvements made in wellbeing, career development and management Diversity: colleague resource groups continue to work on diversity initiatives regarding gender, race and ethnicity, LGBTQIA+, and neurodiversity. An Accessibility resource group was also created during the year. Key initiatives included the Menopause Library, the issuing of Ramadan guidance, and sponsoring leadership development for women CSR: produced our TCFD report, identified new climate change risks, and secured an improved Sustainalytics ESG score compared to 12 months ago
Sub-total – sustainability
5.0% 5.0% 5.0% 3.0%
Total strategic bonus
25.0% 13.0% 25.0% 19.5%
112
NCC Group plc — Annual report and accounts for the year ended 31 May 2022
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