Sustainability continued
Our culture continued
Creating a network of active allies In 2021 our colleague resource groups led a piece of work to explore how we could create an environment to empower everyone to be an active ally for all. We selected Oakridge Training Centre as our partner, and the concept was launched by the CEO to all colleagues in a live virtual event in November 2021. Our campaign and training – Action Ally – is focused on equipping colleagues with skills they can use in both their personal and professional life to be an active ally. Complementary to our broader inclusion and diversity annual training, Action Ally training began in the second half of our financial year with the Executive Committee and senior leaders. It will roll out to all colleagues during 2022 as well as being built into our onboarding programme to underpin our values and behaviours and Code of Ethics. Wellbeing We recognise the past two years has been tough for everyone, and as we evolve from the learnings of the pandemic, we continue to put emphasis on creating an environment that supports colleagues regardless of their physical or mental wellbeing. Mental health In addition to our standard wellbeing policies and resources such as Employee Assistance Programmes that support colleagues at every stage of their life, we have a Mental Health First Aid network. Over 60 colleagues around the world have undertaken accredited training to provide support to their colleagues with their mental health. We also offer a mental health module to managers to create awareness and further support colleagues in the workplace. Physical wellbeing In addition to mental wellbeing, the pandemic has created challenges for physical wellbeing. With restrictions still impacting many of our operations in the first half of the last financial year, we continued to look at changing needs for colleagues to work confidently and safely. Where restrictions were in place, and where permitted, we provided a way for colleagues who had a critical need for office working space to access this. Each of our offices has an onboarding document that outlines the responsibility of users, and how to stay safe in the working environment. Flexible/hybrid working continues as an option for colleagues and we continue to assess the evolution to our future world of work, with our primary focus ensuring we meet our customers’ needs. Performance management Our ambition is to be known as a hub for cyber talent, a place where people can develop personally and professionally. We offer a broad range of career options across our technology, sales and professional practices. We are creating an inclusive environment to grow, and we have an embedded transparent performance management process. Colleagues and their managers are encouraged to meet on a regular basis to review performance, with a formal and documented bi-annual process at the half-year and full-year stage.
The performance review plays an important role in supporting colleagues’ personal development opportunities, while providing role purpose and clarity. The introduction of career paths to guide career options, our commitment to internal mobility and the open approach to vacancies support our ambition to retain our talented teams and enhance careers within the Group. Learning and development We provide tools and access to learning so colleagues can take responsibility for their own development – including LinkedIn Learning. We build learning and development programmes to support colleagues to develop their careers through technical certifications, and further and higher education qualifications to build the cyber and professional skills to secure growth in the future. Dedicated sales and technical training academies further enhance our offering. We are proud to have established our Next Generation Talent programme, which provides opportunities for talented new entrants to the cyber industry and we are ready to launch our foundation programme encouraging greater diversity by providing an additional non-traditional entry route into cyber. See pages 34 and 35. Career pathways We are investing in career pathways to support colleagues to clearly see how they can progress and, supported by our performance management and development process, understand what skills and experience they need to do this. The career pathways have been rolled out to colleagues in technical and sales roles in the UK, across several of our professional functions, and continue to be developed for our global business, building on feedback from colleagues themselves, alongside professional input. To support our mission, and to enhance our position as a hub for cyber talent, we also continue to take part in industry conversations relating to careers and learning and development for cyber skills and the global skills shortage. In March 2022 we contributed to the UK’s Department for Digital, Culture, Media and Sport’s (DCMS’s) consultation on “Embedding standards and pathways across the cyber profession by 2025”. NCC Group has a vital role to play in the future of the cyber security industry.
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NCC Group plc — Annual report and accounts for the year ended 31 May 2022
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