Board composition and division of responsibilities continued
Board strategy session As the Group remains focused on securing growth from the growing momentum in its markets, the March 2022 Board strategy day presented an opportunity to analyse the trends in the cyber and software resilience markets, assess the Board’s confidence in the Group’s strategic direction and discuss our preparedness to make any future changes. Ahead of the day, Board members had the opportunity to provide individual feedback on what topics they wanted discussions to focus on. Principally, the Board emphasised its desire for a genuinely strategic discussion that went beyond short-term operational challenges but instead focused on unlocking the Group’s capabilities in the most impactful way. To prepare, Board members also received pre-read materials that included a high level summary of each business unit’s strategic priorities, alongside financial and market analysis, to allow for high quality, informed discourse on the day. The Board strategy day focused on the Group’s Software Resilience and Assurance divisions, alongside deep dives into our people proposition and the Microsoft XDR (Sentinel) proposition. The Board received an external reflection of the broader technology and cyber services market environment that outlined clearly the market value of a laser-like focus on solving customers’ challenges. The following presentations reiterated NCC Group’s position as a hub for cyber talent, and the ongoing focus on career and leadership development, and generated excitement for the Sentinel opportunity before in-depth engagement with the divisions’ Managing Directors touched upon regional growth opportunities and ambitions for the future. The Board strategy day concluded with a Board-only discussion that focused on driving long-term value creation for NCC Group. The Board agreed that the 2022 strategy day was excellent and offered firm alignment on the strategic priorities for the coming financial year. Managing Directors used the feedback from the day to inform their 2022/23 budget considerations and associated approvals, and progress against strategic priorities will be measured on an ongoing basis to ensure the Group successfully executes its ambitions. Independent advice All Directors have access to the advice and services of the Company Secretary and Directors are entitled to take independent professional advice if necessary, at the expense of the Company. Conflicts of interest The Companies Act 2006 requires Directors to avoid situations where they have, or could have, a direct or indirect interest that conflicts or potentially conflicts with the interests of the Company. The Company’s Articles of Association require any Director with a conflict or potential conflict to declare this to the Board. That Director will not then be involved in the discussions relating to the proposal, transaction, contract or arrangement in which they have an interest, unless agreed otherwise by the Directors of the Company in the limited circumstance specified in the Articles of Association, nor will they be counted in the quorum or be permitted to vote on any issue in which they have an interest. Directors are required to inform the Board without delay should they be aware of any actual or potential conflicts of interest and a check on conflicts is undertaken each year with a report to the Board.
Colleague engagement
Julie Chakraverty is the Board’s designated Non-Executive Director to lead the Board’s colleague engagement programme (taking over from Jennifer Duvalier on 1 January 2022) and is committed to understanding the views of our colleagues and ensuring they are incorporated into the Board’s decision‑making process. Colleagues were introduced to Julie via our internal social channels where she explained her role through a video and written communications. Julie has access to these channels to enable her to engage fully outside of the formal events. We were keen to build on the momentum in the previous year. Julie is sometimes joined by our Chair, Chris Stone, or other Non‑Executives, to meet colleagues, all of whom are invited from below the mid-management level and all parts of the business to ensure diversity of thought. We ensure that no one has their line manager in either the physical or the virtual room to ensure they can speak freely and tell Julie what is on their mind. Feedback from each session’s participants is shared anonymously to the Board and to our CEO. This enables action to be taken, further strengthening the value of listening. Colleagues attending are invited to give their feedback and, so far, results have been positive and valued.
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NCC Group plc — Annual report and accounts for the year ended 31 May 2022
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