Environmental, social and governance
10a. Sustainability
Link to strategy:
Support growth
Develop our people
Key controls and mitigating factors The Group has developed an ESG strategy which continues to evolve. Examples of progress to date include: • Ongoing review of key policies, such as the Code of Ethics, Whistleblowing Policy,
Impact Non-compliance with the Group’s frameworks related to ESG will impact on our ability to display robust working practices, grounded in good working practice, which take account of our environment, people and communities. This in turn could impact on our ability to develop and maintain business relationships and may lead to the loss of key customer accounts and shareholder investment. Risk movement/impact While work has been undertaken in relation to sustainability and related climate change risk (see also 10b), we recognise there is more to be delivered.
NCC Group recognises the importance of good environmental, social and governance (ESG) frameworks as a key indicator of the Group’s sustainability and ethical impact of our business. Accountable Executive Yvonne Harley, Global Director of Sustainability and Corporate Affairs
Anti‑Bribery and Corruption Policy and Anti-Trust Policy. These policies reflect our global footprint and are key to our sustainability agenda
• The compliance training which incorporates all of these policies and more has achieved the target 100% completion More examples are outlined in the Sustainability section of the report.
NR
10b. Climate change
Link to strategy:
Support growth
Develop our people
Impact Inability to deliver TCFD reporting requirements resulting in loss of investor confidence.
Key controls and mitigating factors Specific to climate change risks and opportunities (including the Task Force on Climate-Related Financial Disclosures (TCFD)). The Group has been working toward TCFD, including: • Identification of climate change risk on the business pipeline and future opportunities • Identification of climate change risk on the financial performance of the Group • Establishment of processes to better identify Scope 3 GHG emissions
NCC Group is unable to fully articulate the impact of climate related change on its whole business and is therefore unable to physically and financially prepare for, mitigate, and adapt and respond to any environmental incidents which may occur as a result of climate change as per the recommendation of TCFD. Accountable Executive Yvonne Harley, Global Director of Sustainability and Corporate Affairs
Risk movement/impact New.
Unable to take responsibility for the role we play in mitigating the risk of climate change on broader society.
Risk movement:
Risk impact:
Increased
Decreased
Unchanged
High
Medium Low
Viability risk: VR New risk: NR
Changes to principal risks and uncertainties during FY22 Having completed the acquisition and transition of IPM into the Group, we have removed this risk from the risk register. We have added a sub-risk to environmental, social and governance – climate change – to reflect the new regulatory requirements of TCFD. While this is not deemed to be a material risk, we believe that it should be included to reflect its importance in setting our sustainability agenda and strategy.
Extraordinary risk during the year During the year, the global pandemic of Covid-19 continued on a lesser scale than in FY21. We have continued to successfully negotiate with our clients where appropriate to work remotely, which has minimised disruption to service delivery.
NCC Group plc — Annual report and accounts for the year ended 31 May 2022
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