TIDMNCC
RNS Number : 4088N
NCC Group PLC
29 September 2021
NCC Group plc
(the "Company" or the "Group")
Notice of Annual General Meeting 2021
The Company confirms that its Notice of Annual General Meeting
2021 ("AGM Notice") and its Annual Report and Accounts for the year
ending 31 May 2021 ("Annual Report") have been posted or otherwise
been made available to shareholders and published on the Investor
Relations section of its website
(www.nccgroup.com/investor-relations). The Annual General Meeting
will be held at 2.00pm on Thursday 4 November 2021 at the Company's
Head Office, XYZ Building, 2 Hardman Boulevard, Spinningfields,
Manchester, M3 3AQ.
Copies of the Annual Report and the AGM Notice have been
submitted to the National Storage Mechanism and will shortly be
available for inspection at
https://www.fca.org.uk/markets/primary-markets/regulatory-disclosures/national-storage-mechanism
A condensed set of the Company's financial statements and
extracts were included in the Company's preliminary results for the
year ended 31 May 2021 released on 14 September 2021 (the
"Preliminary Announcement"). The information included within the
Preliminary Announcement together with the information set out
below, which is extracted from the Annual Report, constitute the
material required by Disclosure Guidance and Transparency Rule
6.3.5 to be communicated to the media in full unedited text through
a Regulatory Information Service. This announcement and the
Preliminary Announcement are not a substitute for reading the full
Annual Report. Page numbers and cross-references in the extracted
information below refer to page numbers and cross-references in the
Annual Report. To view the Preliminary Announcement, please visit
the Investor Relations section of the Company's website at
www.nccgroup.com/investor-relations
Directors' responsibilities statement
The following statement is extracted from page 123 of the Annual
Report and is repeated here for the purposes of Disclosure Guidance
and Transparency Rule 6.3.5. This statement relates solely to the
Annual Report and is not connected to the extracted information set
out in this announcement or the Preliminary Announcement:
"Statement of Directors' responsibilities in respect of the
Annual Report and Accounts and the Financial Statements
The Directors are responsible for preparing the Annual Report
and Accounts and the Group and Parent Company Financial Statements
in accordance with applicable law and regulations.
Company law requires the Directors to prepare Group and Parent
Company Financial Statements for each financial year. Under that
law they are required to prepare the Group Financial Statements in
accordance with International Accounting Standards in conformity
with the requirements of the Companies Act 2006 and applicable law
and have elected to prepare the Parent Company Financial Statements
on the same basis. In addition the Group Financial Statements are
required under the Financial Conduct Authority's Disclosure
Guidance and Transparency Rules (DTRs) to be prepared in accordance
with International Financial Reporting Standards adopted pursuant
to Regulation (EC) No 1606/2002 as it applies in the European Union
('IFRSs as adopted by the EU').
Under company law the Directors must not approve the Financial
Statements unless they are satisfied that they give a true and fair
view of the state of affairs of the Company and of the Group's
profit or loss for that period. In preparing each of the Group and
Parent Company Financial Statements, the Directors are required
to:
-- Select suitable accounting policies and then apply them consistently
-- Make judgements and estimates that are reasonable, relevant and reliable
-- State whether they have been prepared in accordance with
International Accounting Standards in conformity with the
requirements of the Companies Act 2006 and, as regards the Group
Financial Statements, International Financial Reporting Standards
adopted pursuant to Regulation (EC) No 1606/2002 as it applies in
the European Union ('IFRSs as adopted by the EU')
-- Assess the Group and Parent Company's ability to continue as
a going concern, disclosing, as applicable, matters related to
going concern
-- Use the going concern basis of accounting unless they either
intend to liquidate the Group or the Parent Company or to cease
operations, or have no realistic alternative but to do so
The Directors are responsible for keeping adequate accounting
records that are sufficient to show and explain the Parent
Company's transactions and disclose with reasonable accuracy at any
time the financial position of the Parent Company and enable them
to ensure that its Financial Statements comply with the Companies
Act 2006. They are responsible for such internal control as they
determine is necessary to enable the preparation of Financial
Statements that are free from material misstatement, whether due to
fraud or error, and have general responsibility for taking such
steps as are reasonably open to them to safeguard the assets of the
Group and to prevent and detect fraud and other irregularities.
Under applicable law and regulations, the Directors are also
responsible for preparing a Strategic Report, Directors' Report,
Directors' Remuneration Report and Corporate Governance Statement
that comply with that law and those regulations.
The Directors are responsible for the maintenance and integrity
of the corporate and financial information included on the
Company's website. Legislation in the UK governing the preparation
and dissemination of Financial Statements may differ from
legislation in other jurisdictions.
Responsibility statement of the Directors in respect of the
annual financial report
We confirm that to the best of our knowledge:
-- The Financial Statements, prepared in accordance with the
applicable set of accounting standards, give a true and fair view
of the assets, liabilities, financial position and profit or loss
of the Company and the undertakings included in the consolidation
taken as a whole
-- The Strategic Report includes a fair review of the
development and performance of the business and the position of the
issuer and the undertakings included in the consolidation taken as
a whole, together with a description of the principal risks and
uncertainties that they face
We consider the Annual Report and Accounts, taken as a whole, is
fair, balanced and understandable and provides the information
necessary for shareholders to assess the Group's position and
performance, business model and strategy."
Principal risks and uncertainties
The principal risks and uncertainties relating to the Company
are set out on pages 40 to 47 of the Annual Report from which the
following is extracted in full and unedited text:
"Risk management
Risk is an inherent part of doing business and risk management
is a fundamental part of good corporate governance. A successful
risk management process balances risk and reward and is underpinned
by sound judgement of their impact and likelihood. The Board has
overall responsibility for ensuring that NCC Group has an effective
risk management framework, which is aligned to our business
objectives.
The Board has established a Risk Management Policy, which has
established protocols, including:
-- Roles and responsibilities for the risk management framework
-- Risk scoring framework
-- A definition of risk appetite
The integrated approach to risk management diagram summarises
the Group's overall approach to risk management, which is supported
by a web-based tool - the Integrated Risk Management System (IRMS).
The tool is designed to follow the risk management model described
in the next section and records both strategic and operational risk
registers and tracks risk mitigation action plans, helping embed
ownership of risks and treatment actions while also providing
access to live management information, which is used at both a
Board and operational management level.
NCC Group's approach to risk management
NCC Group adopts both a "top down" and "bottom up" approach to
risk, to manage risk exposure across the Group to enable the
effective pursuit of strategic objectives. The approach is
summarised in the diagram on page 41.
The approach is one of collaboration, which supports our
comprehensive approach to risk identification, from the "top down"
and "bottom up". The Group believes that this is the most efficient
and effective way to identify its business risks.
Top down
The Board, Audit Committee and Cyber Security Committee review
risks on an ongoing basis and are supported by the Executive
Committee and subject matter specialists (including Software
Resilience, Assurance, information security, data protection and
health and safety). The Board gives consideration to the Group's
strategic objectives and any barriers to their achievement.
Bottom up
The Board and senior leadership team engage with colleagues at
every level of the Group in recognition of the importance of their
expertise, contribution and views. In relation to matters of
wrongdoing, or risks not being recognised and adequately managed,
the Group has a robust and effective whistleblowing procedure,
which is supported by the Safecall reporting line.
Risk management model
The Board has overall responsibility for ensuring that NCC Group
adopts an effective risk management model, which is aligned to our
objectives and promotes good risk management practice. We have
therefore adopted the model described in this section and
summarised in the diagram above.
The Board, Audit Committee, Cyber Security Committee and
Executive Team review risks on an ongoing basis throughout the
year. The appropriateness and relevance of the risks and issues
tracking system - IRMS - are monitored by the global governance
team to ensure that it continues to be updated, meets the needs of
the Group and remains in line with good risk management practice.
In addition, there is a robust process in place for monitoring and
reporting the implementation of agreed actions.
We are satisfied that the Risk Management Policy, framework and
model currently in place are sufficient to manage risk across the
Group.
The key areas of identifying, assessing, addressing and
monitoring risks are explained in more detail below:
Identify
Risks exist within all areas of our business and it is important
for us to identify and understand the degree to which their impact
and likelihood of occurrence will affect the delivery of our key
objectives. This is achieved through day-to-day working practices
and incorporates risks in both the internal and external
environment. Examples of identification include horizon scanning
for legislative and market changes, operational and delivery
reviews (such as SGT), procedures in relation to projects and
change and independent systems audits.
All identified risks are initially assessed for their "inherent"
risk (risk with no controls in place), using a scoring mechanism
that accounts for the likelihood of an event occurring and the
impact that it may have on the Group. The scoring mechanism adopted
takes account of high impact, low likelihood events and these risks
are managed in a timely manner.
In addition to ongoing risk identification, an annual exercise
is undertaken to review the Group's strategic risk universe by the
Board. This exercise is reliant on the "top down" "bottom up"
approach discussed earlier.
Assess
Post identification of the Group's inherent risk exposure, a
comprehensive assessment of the effectiveness of current mitigating
controls is undertaken. This exercise takes account of the design
of the current control environment and the application of these
controls prior to assessing the Group's current exposure to risk -
mitigated risk score. The Board uses a number of sources of
information to support the scoring of risk and these include, but
are not limited to:
-- Management updates
-- Action tracking and reporting
-- Control environment policies and procedures
-- Independent audit activity
-- Project monitoring reports
Address
Having identified and assessed the risks faced by the Group, the
risks are scored according to likelihood of occurring and impact to
the business should they occur. The risks are then mapped according
to their rating onto a risk heat map, which reflects the Group's
overall risk appetite set by the Board. The Group's Risk Management
Policy then provides guidance on the expected level of response to
those risks, depending on where they sit on the risk heat map. The
heat map shows the four bandings in the different shades of risks
as set out below as well as expected actions and responses to risks
in these areas:
Green - within appetite. Ongoing monitoring in place
Amber - out of appetite. Some actions are required to treat the
risk to bring this within acceptable levels
Purple - significantly out of appetite. High combination of
residual probability and impact. Management actions required, with
some urgency, to treat the risk, reducing this to acceptable
levels
Grey/black - risks that are deemed to have such an impact that
they could theoretically impact the ability of the business to
continue in existence. If any, they would need consideration in
assessing in the Directors' Viability Statement
An assessment of whether additional actions are required to
reduce our risk exposure is undertaken, with actions falling into
the one of four categories:
-- Treat - develop an action plan (applying responsibility,
deadlines and prioritisation) that may include the implementation
of additional controls, or increase the requirement for additional
assurance over the adequacy and effectiveness of the existing
controls
-- Transfer - use a third party specialist to undertake the activity, thus mitigating the risk
-- Tolerate - determine the risk is within appetite
-- Terminate - exit the activity
Output from the evaluation of strategic risks has resulted in
milestone plans owned by senior business leaders, or has been used
in the development of the Group's transformation programme.
Monitor
Ongoing monitoring of risks and related actions is key to the
implementation of our risk management model and, therefore, NCC
Group is committed to making enterprise-wide risk management part
of business as usual. Examples of ongoing monitoring of business
risks include, but are not limited to:
-- Annual review of the external audit strategy and plan by the
Audit Committee and Chief Financial Officer to ensure inclusion of
key financial risks
-- Annual review of the annual internal audit plan to validate
that it incorporates key areas of business risk
-- At each Audit Committee, a review of internal audit reports
issued during the period, including a summary of progress against
previously raised management actions
-- Annual review of the strategic risk register by the
Enterprise Risk Management Steering Group (introduced in FY21) and
Board to ensure that it includes risks arising in year
Internal control
Whilst risk management identifies threats to the Group achieving
its strategic objectives, internal controls are designed to provide
assurance that these objectives are being achieved, such as the
effectiveness and efficiency of operations and delivery, accurate
and reliable financial reporting, and compliance with applicable
laws and regulation.
NCC Group has established a robust internal control framework
which is made up of a number of components:
Control environment
The control environment has primarily been established taking
account of the Group's values (working together, being brilliantly
creative and embracing difference) and its Code of Ethics, which
sets the foundations for the expected behaviours, values and
competencies for all colleagues across the Group. The Board,
Executive Committee and extended leadership team lead by example
and strive to maintain effective control environments, whilst also
maintaining integrity and transparency.
Risk assessments
Risk assessments are conducted at both a strategic and
operational level of the Group and support the Group in
understanding the risks that it faces and the controls in place to
mitigate them. Importantly, they provide a mechanism to identify
operational improvements which is vital in our transformational
programmes.
Policies and procedures
Established policies communicate expected behaviours and these
are supported through procedures and guidelines defining required
processes and controls. This in turn supports the business to adopt
efficient and effective control environments.
Information and communication
Access to accurate and timely data is key in supporting our
colleagues to make decisions and to be well informed in order to
conduct, manage and control their areas of responsibility. During
the year, the Group has continued to focus on its data systems -
rolling out the Workday Finance system to support consistent
controls and reporting.
Activity monitoring
Financial minimum controls were established during FY20 for
local finance teams. The financial minimum controls have been
self-assessed by all finance teams and a programme of audit against
these standards launched in FY21. The financial minimum controls
framework was established in consultation with the Chief Financial
Officer, Group Financial Controller and local Finance Directors and
has taken account of the implementation of Workday Finance. Further
enhancement of the framework is being considered in preparation for
potential changes proposed in the Brydon Review and related white
paper issued by the Department for Business, Energy and Industrial
Strategy.
Financial accounting and reporting follows generally accepted
accounting practices.
Group review and approval procedures exist in relation to major
areas of risk and require Executive Committee/Board approval,
including mergers and acquisitions, major contracts, capital
expenditure, litigation, treasury management and taxation
policies.
Compliance with all legislation, current and new, is closely
monitored.
Risk and control reporting structure
During the current financial year, NCC Group has focused on
establishing the "three lines of defence" to provide a robust
internal controls structure that will support the Board, Audit
Committee, Cyber Security Committee, Executive Committee and
extended leadership team with accurate and reliable information in
relation to the systems of internal control.
Three lines of defence:
-- First line - Group policies and procedures
-- Second line - Global Governance function, incorporating
Health and Safety; Information Security; Data Protection;
Compliance and Standards; and Corporate Legal
-- Third line - independent challenge and assessment, including
ISO certification and internal and external audit
Principal risks and uncertainties
The Group continues to operate in a particularly dynamic and
evolving marketplace. The current strategic risk register has been
developed to reflect those factors and includes those risks that
would threaten its business model, future performance, solvency or
liquidity. Detailed descriptions of the current principal risks and
uncertainties faced by the Group, their potential impact and
mitigating processes and controls are set out below. A risk related
to sustainability (10) has been added to the strategic risks for
FY21 and reflects the importance being placed on a sustainable
business strategy by NCC Group and its investors.
The heat map provides a pictorial representation of the Group's
strategic risks and their direction of travel.
Risk areas Impact Key controls and mitigating
factors
Business A poor strategy (High impact, risk exposure
strategy or ineffective unchanged from 2020)
A comprehensive execution of a Members of the Board have
business strategy could significant experience
strategy have a material in evolving business strategies.
is essential negative impact The Board is significantly
to the on the Group's engaged in both setting
continued financial performance and reviewing strategy
success of the and value. It would and held a dedicated strategy
Group as we potentially weaken session in March 2021.
strive the Group compared
to maximise to its competitors
shareholder and risk the Group's
value. established position
in the marketplace.
-------------------------------------------------------- ---------------------------------------------------------------
Management of Poor change management (Low impact, risk exposure
strategic could lead to ineffective unchanged from 2020)
change implementation The Group has established
As the Group of projects that a strategic change management
adapts and then cost more capability and this includes
executes to deliver, take access to programme management
its strategy longer to deliver professionals and the
there are a and result in fewer deployment of associated
number benefits being change management processes,
of complex realised (or all for example the operation
projects three). Poor delivery of senior change oversight
and initiatives of change could committees.
that not only ultimately impair
need to be business performance.
delivered
but also
require
understanding
and support
from
all colleagues.
-------------------------------------------------------- ---------------------------------------------------------------
Global pandemic The potential impact (Medium impact, risk exposure
- Covid-19 of a pandemic globally decreased from 2020)
NCC Group has is closed offices, During 2021, we successfully
a number of people who are moved to remote working
features unwell and unable during the lockdown periods
which give the to work for periods across our offices and
Group greater of time and a slow-down were able to deliver our
resilience in in business from services off client sites.
the face of a our clients. We have also used remote
global working as an opportunity
pandemic. to develop our services
Failure to to support remote delivery.
prepare In addition, the Group
for this may has developed an office
cause re-opening programme,
disruption which has taken into account
and uncertainty the health and wellbeing
to our of our colleagues, which
business, has further supported
as well as risk our successful service
the health and delivery.
safety of our
people. Any
disruption
or uncertainty
could have an
adverse effect
on our
business,
financial
results
and operations.
-------------------------------------------------------- ---------------------------------------------------------------
Availability If the Group's (High impact, risk exposure
of critical critical systems decreased from 2020)
information failed, this could The Group continues to
systems affect the Group's make significant investment
The Group is ability to provide in its IT infrastructure
heavily reliant services to our to ensure it continues
on continued customers. to support the growth
and of the organisation. This
uninterrupted has been particularly
access to its pertinent during home
IT systems. As working as part of the
well as response to Covid-19.
environmental The Group has controls
and physical in place in order to reduce
threats, the the risk of actual loss
Group is a of critical systems; this
natural has included a review
target for of single points of failure
individuals and these have been mitigated.
who may seek Further, controls are
to disrupt the operated to ensure the
Group's availability of backup
commercial media in the event of
activities. prolonged loss of systems.
The Group also standardises
and simplifies processes
whilst increasing resilience.
Additional focus is given
to proving the recoverability
of systems and data.
-------------------------------------------------------- ---------------------------------------------------------------
Attracting and Loss of key colleagues (Medium impact, risk exposure
retaining or significant decreased from 2020)
appropriate colleague turnover Colleagues are offered
colleague could result in a rewarding career structure
capacity a lack of necessary and attractive salary
and capability expertise or continuity and benefits packages,
The Group would to execute the which can include participation
be adversely Group's strategy. in share schemes.
impacted if it An inability to Comprehensive communications
were unable to attract and retain with our colleagues are
attract and sufficient high-calibre ongoing and include all-hands
retain colleagues could calls, The Wire and Group
the right become a barrier and local communications.
calibre to the continued Linked to the development
of skilled success and growth of our people, the Group
colleagues. of NCC Group. continues to review our
Some roles values and continues to
within use personal performance
the Group management processes,
operate and aligned development
in highly programmes, which are
technical linked to succession planning.
and extremely
specialised
areas
in which there
are shortages
of skilled
people.
-------------------------------------------------------- ---------------------------------------------------------------
Information Failure to maintain (Medium impact, risk exposure
security control over customer, unchanged from 2020)
risk (including colleague, commercial The Board operates a Cyber
cyber risk) and/or operational Security Committee chaired
Due to the data could lead by the Chair of the Board
nature to a range of impacts, and is responsible for
of the services including reputational the ongoing oversight
provided by NCC damage. The misuse of this risk and related
Group, clients of personal data, control environments.
have a high for example without All colleagues globally
expectation the customer's are required to undertake
of the systems, consent, or retaining annual security training
processes and data for longer and updates to alert them
people handling than is necessary, to potential methods of
their data. may also result security breach and to
In addition, in reputational their responsibilities
as a cyber harm, regulatory in safeguarding information
security investigations and reporting potential
provider, NCC and potential fines. issues.
Group is more Security testing is regularly
exposed to its carried out on the Group's
systems being infrastructure and there
maliciously are extensive response
compromised. plans, which were reviewed
As a result, during the year, in the
NCC Group could event of a major security
experience a incident.
malicious Comprehensive plans are
cyber-attack, in place and being delivered
inadvertent associated with discharging
disclosure our data protection obligations.
and/ or
compromise
of confidential
data and/or any
other
information
security
incident.
-------------------------------------------------------- ---------------------------------------------------------------
Quality of Suboptimal business (High impact, risk exposure
Management decision making decreased from 2020)
Information and performance The Group finance function
Systems as key financial has developed a forward-facing
(MIS) and performance data Finance Functional Strategy.
internal is not available Enhancements were identified
business or trusted. covering system and process
processes standardisation. A comprehensive
We need to milestone plan is in place
ensure and progress is tracked
that trusted and reported to each Audit
and relevant Committee.
MIS are The rollout of Workday
available across our global finance
on a day-to-day teams has been significantly
basis to inform completed and will support
management the standardisation of
decisions policies and procedures,
and drive in addition to improving
performance. efficiency and effectiveness.
Standardised business
process control standards
are in place across all
parts of the Group. Financial
year 2021 has seen the
implementation of the
new control self-assessment
questionnaires along with
an aligned programme of
internal audits.
-------------------------------------------------------- ---------------------------------------------------------------
Quality and The risk of the (High impact, risk exposure
Security Group failing to decreased from 2020)
Management retain a core standard, We operate a comprehensive
Systems e.g. 9001, 27001 programme to ensure the
We aspire to or PCI, with a retention of our core
attain and consequential loss standards. This includes
retain of key customer a portfolio of aligned
key accounts or ability policies and cascading
internationally to operate. business processes. A
recognised programme of internal
standards, audit provides assurance
which form an over the design and application
important of these policies and
component procedures.
for many of our External assessors provide
customers. a further layer of review
and challenge, confirming
during the year the retention
of our Quality and Security
standards, which were
renewed in April 2021.
-------------------------------------------------------- ---------------------------------------------------------------
Post-Brexit There remains some (Low impact, risk exposure
uncertainty around decreased from 2020)
Failure to the detail of EU
comply regulatory changes Similar to any UK company,
with changing as these are finalised we list post-Brexit as
EU regulations (for example, finalisation a significant risk due
as a result of of trade negotiations to the continued uncertainty
Brexit may with the wider surrounding the final
cause world), which may EU post-Brexit trade deals
disruption to impact on some with Europe and other
our business. of the services international countries,
Any disruption delivered by the which are still being
could have an Group, which fall negotiated.
adverse effect under export control As our operations around
on our business regulations. the world include business
operations. entities based in Continental
Europe and the wider world,
we believe NCC Group is
structurally resilient
to the post-Brexit trading
environment. The main
risks to our business
post-Brexit are:
* Changes to export control requirements and related
tariffs being implemented which may impact on some
areas of service delivery
* Real or perceived differences in data protection
standards, which impact our global ways of working
-------------------------------------------------------- ---------------------------------------------------------------
Sustainability Non-compliance (New impact, no risk exposure)
with the Group's
NCC Group frameworks related The Group has developed
recognises to ESG will impact an ESG framework which
the importance on our ability continues to evolve. Examples
of good to display robust of progress to date include:
environment, working practices,
social and grounded in good * Ongoing review of key policies, such as the Code of
governance working practice, Ethics, Whistleblowing Policy, Anti-Bribery and
(ESG) which take account Corruption Policy and Anti-Trust Policy. These
frameworks of our environment, policies reflect our global footprint and will be
as a key people and communities. translated into all of our jurisdictional languages
indicator This in turn could in 2022
of the Group's impact on our ability
sustainability to develop and
and ethical maintain business
impact relationships and * Maintained our corporate governance and
of our may lead to the decision-making structures during the "move to
business. loss of key customer remote" during Covid-19 lockdowns
accounts and shareholder
investment.
More examples are outlined
in the sustainability
section of the report.
-------------------------------------------------------- ---------------------------------------------------------------
Acquisition of Ineffective implementation (New impact, no risk exposure)
IPM of the integration The Group has established
(Intellectual plan may lead to: a comprehensive integration
Property plan, which has been sub-divided
Management) * Staggered transition to key systems into specific workstreams,
including, but not limited
NCC Group to, finance; legal; compliance;
obtained and IT.
shareholder * Increased costs against the budgeted GBP2.5m Each workstream has specific
approval deliverables, along with
to acquire Iron deadlines, and these are
Mountain's being regularly monitored
Intellectual to validate "on time"
Property delivery and to enable
Management additional actions/resource
(IPM), post to be deployed if required.
extensive
due diligence
on 1 June 2021.
The acquisition
of the IPM
division
significantly
grows the US
Software
Resilience
customer base
and allows us
to support them
with a broader
set of
services.
A comprehensive
integration
plan
has been
established
to support the
effective and
efficient
transition
of IPM into the
Group.
-------------------------------------------------------- ---------------------------------------------------------------
Extraordinary risk during the year
During the year, the global pandemic of Covid-19 continued, with
minimal impact on financial performance; it also provided
opportunities. The Group mobilised its Executive Support Team and
its business continuity plan in January 2020 and this enabled a
number of planned initiatives to be brought forward to support a
Group-wide response to remote working and delivery.
We have continued to successfully negotiate with our customers
where appropriate to work remotely, which has minimised disruption
to service delivery."
LEI - 213800DJCGZRB6523934
Classification - Annual Report and Financial Statements and
Notice of AGM.
Enquiries:
NCC Group plc 0161 209 5200
Adam Palser - CEO 0161 209 5200
Tim Kowalski - CFO 0161 209 5374
Jonathan Williams, Deputy Company Secretary
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