| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
| Global | GPS is the Group\u2019s core | The customer simultaneously | Revenue is recognised on an input basis to |
| Professional | consulting service represented | receives the benefits of the | measure the satisfaction of performance |
| Services (GPS) | by consultants providing Cyber | consulting services provided by | obligations over time. This is done according |
| Security consultancy services | the Group in the period over which | to the number of days worked in comparison | |
| to a customer over time or to a | the work is performed and one | to the total contracted number of days of the | |
| set deliverable. | promise (performance obligation) | performance obligation. The work performed | |
| Some contracts may contain | is identified. Work is performed | occurs on a daily basis (for example security | |
| multiple services (e.g. Cyber | on a daily basis. | assessment of a customer\u2019s security | |
| Security assessment and | Invoices are raised monthly or | environment). | |
| certified product evaluation | based on an agreed invoicing | It is considered that as the customer benefits | |
| services). These will be | profile with the customer. | over time based on consultants\u2019 time, the | |
| identified as separate | Invoices are usually payable | input method faithfully depicts the Group\u2019s | |
| performance obligations, and | within 30 days. | performance towards complete satisfaction | |
| the transaction price allocated | of the single performance obligation. | ||
| to each of these is determined | No discounts or retrospective | Transaction price is determined by fixed | |
| by using a fixed contract rate | rebates are provided. | contract rates based upon day rates and | |
| based upon day rates, being | number of days. | ||
| the relative standalone selling | |||
| price basis. | |||
| Specifically, the contract terms | |||
| range from time and materials | |||
| (based upon consultants\u2019 time | |||
| and expenses) to discrete | |||
| statements of work, whereby | |||
| the customer benefits | |||
| gradually over the period over | |||
| which the work is performed, | |||
| unless there is a set deliverable | |||
| (for example a defined security | |||
| assessment report). |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
| Global | The Group in certain situations | The customer simultaneously | Revenue is recognised on an input basis to |
| Professional | operates on agreed customer | receives and consumes the benefits | measure the satisfaction of performance |
| Services (GPS) | terms, which allow the Group | of the consulting services provided | obligations over time. |
| continued | to recover any abortive | by the Group over the period over | Transaction price is determined by fixed |
| revenue from its customer in | which the work is performed by | contract rates based upon day rates and | |
| the event that a customer | the Group and one performance | number of consultancy days. Invoices in | |
| terminates a contract before | obligation is identified. This is done | relation to the abortive revenue will be | |
| the contract or deliverable | according to the number of days | recognised when aborted. | |
| is complete. | worked in comparison to the total | ||
| contracted number of days of the | |||
| performance obligation. | |||
| Invoices are usually payable | |||
| within 30 days. | |||
| Global Managed | These services provide | The customer will benefit from | The amount of revenue recognised in relation |
| Services (GMS) | operational cyber defence, | the services over the period of | to software licence(s) depends on whether the |
| incident response, scanning, | the contract. | Group acts as an agent or as a principal. | |
| simulation and managed | However, the type of contract | The Group acts as principal when the Group | |
| security operations centres | will depend on how the customer | controls the specified software licence or | |
| (SOCs). Services are typically | benefits from the software | service prior to transfer (MSP model). | |
| for an extended delivery | licence(s). | ||
| duration, with contract lengths | When the Group acts as a principal the | ||
| varying up to a maximum of | Where an MSP model is selected | revenue recorded is the gross amount billed. | |
| five years. | by the customer, the Group | The transaction price is determined by a | |
| The proposition will also | generally recognises three | contract price (cost plus mark-up). The | |
| provide the customer with | performance obligations: | transaction price for the overall service is | |
| outlined within the customer contract. In | |||
| software licence(s) to enable | \u2022 Set-up fees | certain scenarios, the contract will outline the | |
| these services to occur. | \u2022 Post-go-live fees | price for each performance obligation, which is | |
| On this basis, the Group | \u2022 Combined monitoring cyber | considered to be the standalone selling price | |
| operates two types of | and licence service | of the services/goods, and the transaction | |
| contracts: | Where the licence and monitoring | price is allocated to each performance | |
| obligation on this basis. Where the contract | |||
\u2022 A Managed Service Provider | services terms are not coterminous, | does not stipulate the price per performance | |
| (MSP) model whereby the | they are treated as separate | obligation, management determines the | |
| customer is supplied with | performance obligations. | relative standalone selling price for each | |
| one complete integrated | The MSP model is considered to | performance obligation based on the residual | |
| service including the | be under a principal arrangement | approach. This is assessed by reference to the | |
| software licence(s) | whereby the Group controls the | total transaction price less the sum of the | |
\u2022 A reseller model whereby the | service prior to transfer. | observable standalone selling prices of the | |
| Group sources the software | other services promised in the contract. The | ||
| licence(s) on behalf of the | Where a reseller model is selected | contract transaction price is allocated to each | |
| customer and provides the | by the customer, the Group | performance obligation in proportion to those | |
| Managed Detection and | recognises four performance | standalone selling prices. | |
| Response services | obligations: | Under a reseller model, the Group\u2019s | |
| These services will also | \u2022 Sourced software licence(s) | responsibility is to arrange for a third party to | |
| include set-up fees. Set-up | \u2022 Set-up fees | provide a specified software licence(s) to the | |
| fees represent workshops, | \u2022 | customer. In these cases, the Group is acting | |
| design and configuration to | Post-go-live fees | as an agent and the Group does not control the | |
| create a \u201cconnection\u201d | \u2022 Monitoring cyber service | relevant licence(s) before it is transferred to | |
| between systems. | The reseller model is considered to | the customer. In particular, the Group does not | |
| Following services going live, | be under an agency arrangement | have inventory risk, have access to its source | |
| the Group will also provide a | whereby the customer receives the | code or hold the IP rights. | |
| certain level of professional | benefit and control of the licence | When the Group is acting as an agent, the | |
| service consultancy days | on delivery. | revenue is recorded at the net amount retained | |
| based on a day rate | Invoices are raised monthly or | (commission) at a point in time as the customer | |
| (post-go-live fees). | based on an agreed invoicing | receives immediate benefit from access to the | |
| profile with the customer. | licence and the Group does not have any further | ||
| Invoices are usually payable | obligations in relation to the provision of the | ||
| within 30 days. | licence. The commission transaction value | ||
| represents the mark-up on the licence provided. |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
| Global Managed | The majority of set-up fees relate to the MSP model. | ||
| Services (GMS) | Set-up fees are recognised over time of the set-up. | ||
| continued | The set-up activities are completed by a separate | ||
| deployment team that typically spans a period of | |||
| one to two months. The set-up activities do not | |||
| customise the licence provided by the third party | |||
| but only allow a link between the client\u2019s | |||
| infrastructure and the software to allow monitoring | |||
| services to be provided by the Group one the | |||
| set-up process is completed. On this basis, the | |||
| client can benefit from each of the goods and | |||
| services either on their own or together with the | |||
| other goods and services that are readily available | |||
| and the promise to transfer the goods or service | |||
| is distinct. | |||
| The set-up fees are based on day rates incurred | |||
| (defined by an in-house day rate sales pricing | |||
| matrix). Accordingly, the charge out rates are | |||
| recognised and allocated to these tasks when | |||
| performed akin to technical professional day rate | |||
| services. These rates are considered to be the | |||
| standalone selling prices and are not discounted | |||
| or reduced for other services. | |||
| Post-go-live fees are recognised on delivery of | |||
| consultancy services over time as the customer | |||
| obtains incremental benefit from the hours | |||
| provided. Revenue is recognised on an input basis | |||
| (day rates) to measure the satisfaction of | |||
| performance obligations over time. | |||
| Transaction price is determined by fixed contract | |||
| rates based upon day rates and number of | |||
| post-go-live consultancy days. | |||
| Where one performance obligation, being a | |||
| combined monitoring cyber and licence service, is | |||
| identified in relation to the MSP model monitoring | |||
| service, revenue is recognised over the contract | |||
| length as the software and monitoring process is an | |||
| overall service, whereby the Group retains control | |||
| of the licence and provides a complete monitoring | |||
| service to the customer. If the customer cancels the | |||
| contract, the Group will retain control of the licence. | |||
| Where separate performance obligations are | |||
| identified for monitoring services and the licence, | |||
| revenue is recognised over the period the | |||
| respective services are offered, in line with the | |||
| underlying contract. | |||
| The customer benefits from a 24/7 monitoring | |||
| service whereby benefit is obtained daily and | |||
| therefore revenue is recognised on straight-line | |||
| basis as the performance obligation is satisfied | |||
| over time. | |||
| The transaction price is determined by fixed | |||
| contract rates for the services. | |||
| Revenue in relation to the reseller model monitoring | |||
| service is recognised over the contract length on a | |||
| straight-line basis as the performance obligation is | |||
| satisfied over time. The customer benefits from a | |||
| 24/7 monitoring service whereby benefit is | |||
| obtained daily on straight-line basis. |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
Product sales | This revenue represents | The customer only benefits from | Revenue is recognised when control of |
| the sale of own manufactured | the products on delivery. | the product is transferred to the customer. | |
| and/or resale of third party | Invoices are raised monthly or | This occurs upon delivery under the | |
| products with no connection | based on an agreed invoicing | contractual terms. | |
| to other Group services. | profile with the customer. | On certain sales of third party products, the | |
| Invoices are usually payable | control of the product is considered to pass | ||
| within 30 days. | from the vendor to the end customer and in | ||
| these cases the Group acts as an agent, and | |||
| hence only records a commission on sale as | |||
| opposed to gross revenue and costs of sale. | |||
| Long-term fixed | This revenue represents | Delivery of the product is | Revenue is recognised on an input basis to |
| price contracts | the long-term development | considered to represent one | measure the satisfaction of the performance |
| and/or manufacture of | performance obligation. | obligation over time. This is done according to | |
| specialised software and | The development and/or | total costs incurred in comparison to the total | |
| hardware solutions. | manufacturing work carried out | expected costs to be incurred to satisfy the | |
| by the Group is not considered to | performance obligation. This input measure is | ||
| create an asset with an alternative | driven by the nature of the activities carried | ||
| use to the entity. The Group is | out in satisfying the performance obligation. | ||
| entitled to payment as performance | The transaction price is fixed within the terms | ||
| of the contract is completed. On | of the contractual arrangement. | ||
| this basis, revenue is recognised | |||
| over time. | |||
| Invoices are raised based on | |||
| achievements of pre-defined | |||
| milestones in the contract. | |||
| Invoices are usually payable | |||
| within 30 days. | |||
| Escode | |||
| Escrow contract | These services securely | The customer benefits from the | Revenue is recognised over time on a straight- |
| services | maintain in \u201cescrow\u201d the | escrow service evenly over a | line basis representing the service delivery |
| long-term availability of | contract period, usually at least | agreement. The nature of the agreement gives | |
| business-critical software and | a year and potentially up to | rise to the customer having the benefit of Escode | |
| applications while protecting | three years. | if and when required over the contract period. | |
| the intellectual property rights | The service represents one | Revenue is recognised on a straight-line basis | |
| (IPR) of technology partners. | performance obligation. | as the pattern of benefit to the customer as well | |
| The service will include set-up | as the Group\u2019s efforts to fulfil the contract are | ||
| time, which is administrative | Invoices are raised based on | generally even throughout the period. | |
| in nature. | an agreed invoicing profile with | The transaction price is determined by a | |
| the customer. | contract price. | ||
| Invoices are usually payable | Set-up time is not considered distinct and a | ||
| within 30 days. | separate performance obligation due to the | ||
| administrative nature and therefore is | |||
| recognised over the period of the contract. | |||
| Verification | These services verify source | The customer benefits from the | Revenue is recognised on completion of the |
| services | code based upon an agreed | verification service on completion | verification services. |
| scope between all parties and | because the source code will only | Transaction price is determined by fixed | |
| provide a fully managed secure | have been fully verified/validated | contract rates based upon day rates and | |
| service and result validation, | at that point. | number of verification days. | |
| typically delivered over a short | The service represents one | ||
| period of time (days). | performance obligation. | ||
| These include SaaS services | Invoices are raised monthly or | ||
| and ICANN services. | based on an agreed invoicing | ||
| profile with the customer. | |||
| Invoices are usually payable | |||
| within 30 days. |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
| Global | GPS is the Group\u2019s core | The customer simultaneously | Revenue is recognised on an input basis to |
| Professional | consulting service represented | receives the benefits of the | measure the satisfaction of performance |
| Services (GPS) | by consultants providing Cyber | consulting services provided by | obligations over time. This is done according |
| Security consultancy services | the Group in the period over which | to the number of days worked in comparison | |
| to a customer over time or to a | the work is performed and one | to the total contracted number of days of the | |
| set deliverable. | promise (performance obligation) | performance obligation. The work performed | |
| Some contracts may contain | is identified. Work is performed | occurs on a daily basis (for example security | |
| multiple services (e.g. Cyber | on a daily basis. | assessment of a customer\u2019s security | |
| Security assessment and | Invoices are raised monthly or | environment). | |
| certified product evaluation | based on an agreed invoicing | It is considered that as the customer benefits | |
| services). These will be | profile with the customer. | over time based on consultants\u2019 time, the | |
| identified as separate | Invoices are usually payable | input method faithfully depicts the Group\u2019s | |
| performance obligations, and | within 30 days. | performance towards complete satisfaction | |
| the transaction price allocated | of the single performance obligation. | ||
| to each of these is determined | No discounts or retrospective | Transaction price is determined by fixed | |
| by using a fixed contract rate | rebates are provided. | contract rates based upon day rates and | |
| based upon day rates, being | number of days. | ||
| the relative standalone selling | |||
| price basis. | |||
| Specifically, the contract terms | |||
| range from time and materials | |||
| (based upon consultants\u2019 time | |||
| and expenses) to discrete | |||
| statements of work, whereby | |||
| the customer benefits | |||
| gradually over the period over | |||
| which the work is performed, | |||
| unless there is a set deliverable | |||
| (for example a defined security | |||
| assessment report). |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
| Global | The Group in certain situations | The customer simultaneously | Revenue is recognised on an input basis to |
| Professional | operates on agreed customer | receives and consumes the benefits | measure the satisfaction of performance |
| Services (GPS) | terms, which allow the Group | of the consulting services provided | obligations over time. |
| continued | to recover any abortive | by the Group over the period over | Transaction price is determined by fixed |
| revenue from its customer in | which the work is performed by | contract rates based upon day rates and | |
| the event that a customer | the Group and one performance | number of consultancy days. Invoices in | |
| terminates a contract before | obligation is identified. This is done | relation to the abortive revenue will be | |
| the contract or deliverable | according to the number of days | recognised when aborted. | |
| is complete. | worked in comparison to the total | ||
| contracted number of days of the | |||
| performance obligation. | |||
| Invoices are usually payable | |||
| within 30 days. | |||
| Global Managed | These services provide | The customer will benefit from | The amount of revenue recognised in relation |
| Services (GMS) | operational cyber defence, | the services over the period of | to software licence(s) depends on whether the |
| incident response, scanning, | the contract. | Group acts as an agent or as a principal. | |
| simulation and managed | However, the type of contract | The Group acts as principal when the Group | |
| security operations centres | will depend on how the customer | controls the specified software licence or | |
| (SOCs). Services are typically | benefits from the software | service prior to transfer (MSP model). | |
| for an extended delivery | licence(s). | ||
| duration, with contract lengths | When the Group acts as a principal the | ||
| varying up to a maximum of | Where an MSP model is selected | revenue recorded is the gross amount billed. | |
| five years. | by the customer, the Group | The transaction price is determined by a | |
| The proposition will also | generally recognises three | contract price (cost plus mark-up). The | |
| provide the customer with | performance obligations: | transaction price for the overall service is | |
| outlined within the customer contract. In | |||
| software licence(s) to enable | \u2022 Set-up fees | certain scenarios, the contract will outline the | |
| these services to occur. | \u2022 Post-go-live fees | price for each performance obligation, which is | |
| On this basis, the Group | \u2022 Combined monitoring cyber | considered to be the standalone selling price | |
| operates two types of | and licence service | of the services/goods, and the transaction | |
| contracts: | Where the licence and monitoring | price is allocated to each performance | |
| obligation on this basis. Where the contract | |||
\u2022 A Managed Service Provider | services terms are not coterminous, | does not stipulate the price per performance | |
| (MSP) model whereby the | they are treated as separate | obligation, management determines the | |
| customer is supplied with | performance obligations. | relative standalone selling price for each | |
| one complete integrated | The MSP model is considered to | performance obligation based on the residual | |
| service including the | be under a principal arrangement | approach. This is assessed by reference to the | |
| software licence(s) | whereby the Group controls the | total transaction price less the sum of the | |
\u2022 A reseller model whereby the | service prior to transfer. | observable standalone selling prices of the | |
| Group sources the software | other services promised in the contract. The | ||
| licence(s) on behalf of the | Where a reseller model is selected | contract transaction price is allocated to each | |
| customer and provides the | by the customer, the Group | performance obligation in proportion to those | |
| Managed Detection and | recognises four performance | standalone selling prices. | |
| Response services | obligations: | Under a reseller model, the Group\u2019s | |
| These services will also | \u2022 Sourced software licence(s) | responsibility is to arrange for a third party to | |
| include set-up fees. Set-up | \u2022 Set-up fees | provide a specified software licence(s) to the | |
| fees represent workshops, | \u2022 | customer. In these cases, the Group is acting | |
| design and configuration to | Post-go-live fees | as an agent and the Group does not control the | |
| create a \u201cconnection\u201d | \u2022 Monitoring cyber service | relevant licence(s) before it is transferred to | |
| between systems. | The reseller model is considered to | the customer. In particular, the Group does not | |
| Following services going live, | be under an agency arrangement | have inventory risk, have access to its source | |
| the Group will also provide a | whereby the customer receives the | code or hold the IP rights. | |
| certain level of professional | benefit and control of the licence | When the Group is acting as an agent, the | |
| service consultancy days | on delivery. | revenue is recorded at the net amount retained | |
| based on a day rate | Invoices are raised monthly or | (commission) at a point in time as the customer | |
| (post-go-live fees). | based on an agreed invoicing | receives immediate benefit from access to the | |
| profile with the customer. | licence and the Group does not have any further | ||
| Invoices are usually payable | obligations in relation to the provision of the | ||
| within 30 days. | licence. The commission transaction value | ||
| represents the mark-up on the licence provided. |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
| Global Managed | The majority of set-up fees relate to the MSP model. | ||
| Services (GMS) | Set-up fees are recognised over time of the set-up. | ||
| continued | The set-up activities are completed by a separate | ||
| deployment team that typically spans a period of | |||
| one to two months. The set-up activities do not | |||
| customise the licence provided by the third party | |||
| but only allow a link between the client\u2019s | |||
| infrastructure and the software to allow monitoring | |||
| services to be provided by the Group one the | |||
| set-up process is completed. On this basis, the | |||
| client can benefit from each of the goods and | |||
| services either on their own or together with the | |||
| other goods and services that are readily available | |||
| and the promise to transfer the goods or service | |||
| is distinct. | |||
| The set-up fees are based on day rates incurred | |||
| (defined by an in-house day rate sales pricing | |||
| matrix). Accordingly, the charge out rates are | |||
| recognised and allocated to these tasks when | |||
| performed akin to technical professional day rate | |||
| services. These rates are considered to be the | |||
| standalone selling prices and are not discounted | |||
| or reduced for other services. | |||
| Post-go-live fees are recognised on delivery of | |||
| consultancy services over time as the customer | |||
| obtains incremental benefit from the hours | |||
| provided. Revenue is recognised on an input basis | |||
| (day rates) to measure the satisfaction of | |||
| performance obligations over time. | |||
| Transaction price is determined by fixed contract | |||
| rates based upon day rates and number of | |||
| post-go-live consultancy days. | |||
| Where one performance obligation, being a | |||
| combined monitoring cyber and licence service, is | |||
| identified in relation to the MSP model monitoring | |||
| service, revenue is recognised over the contract | |||
| length as the software and monitoring process is an | |||
| overall service, whereby the Group retains control | |||
| of the licence and provides a complete monitoring | |||
| service to the customer. If the customer cancels the | |||
| contract, the Group will retain control of the licence. | |||
| Where separate performance obligations are | |||
| identified for monitoring services and the licence, | |||
| revenue is recognised over the period the | |||
| respective services are offered, in line with the | |||
| underlying contract. | |||
| The customer benefits from a 24/7 monitoring | |||
| service whereby benefit is obtained daily and | |||
| therefore revenue is recognised on straight-line | |||
| basis as the performance obligation is satisfied | |||
| over time. | |||
| The transaction price is determined by fixed | |||
| contract rates for the services. | |||
| Revenue in relation to the reseller model monitoring | |||
| service is recognised over the contract length on a | |||
| straight-line basis as the performance obligation is | |||
| satisfied over time. The customer benefits from a | |||
| 24/7 monitoring service whereby benefit is | |||
| obtained daily on straight-line basis. |
| Timing of satisfaction of performance | Revenue recognition policies, including determination | ||
Revenue stream | Nature | obligations and significant payment terms | of transaction price and rationale |
Product sales | This revenue represents | The customer only benefits from | Revenue is recognised when control of |
| the sale of own manufactured | the products on delivery. | the product is transferred to the customer. | |
| and/or resale of third party | Invoices are raised monthly or | This occurs upon delivery under the | |
| products with no connection | based on an agreed invoicing | contractual terms. | |
| to other Group services. | profile with the customer. | On certain sales of third party products, the | |
| Invoices are usually payable | control of the product is considered to pass | ||
| within 30 days. | from the vendor to the end customer and in | ||
| these cases the Group acts as an agent, and | |||
| hence only records a commission on sale as | |||
| opposed to gross revenue and costs of sale. | |||
| Long-term fixed | This revenue represents | Delivery of the product is | Revenue is recognised on an input basis to |
| price contracts | the long-term development | considered to represent one | measure the satisfaction of the performance |
| and/or manufacture of | performance obligation. | obligation over time. This is done according to | |
| specialised software and | The development and/or | total costs incurred in comparison to the total | |
| hardware solutions. | manufacturing work carried out | expected costs to be incurred to satisfy the | |
| by the Group is not considered to | performance obligation. This input measure is | ||
| create an asset with an alternative | driven by the nature of the activities carried | ||
| use to the entity. The Group is | out in satisfying the performance obligation. | ||
| entitled to payment as performance | The transaction price is fixed within the terms | ||
| of the contract is completed. On | of the contractual arrangement. | ||
| this basis, revenue is recognised | |||
| over time. | |||
| Invoices are raised based on | |||
| achievements of pre-defined | |||
| milestones in the contract. | |||
| Invoices are usually payable | |||
| within 30 days. | |||
| Escode | |||
| Escrow contract | These services securely | The customer benefits from the | Revenue is recognised over time on a straight- |
| services | maintain in \u201cescrow\u201d the | escrow service evenly over a | line basis representing the service delivery |
| long-term availability of | contract period, usually at least | agreement. The nature of the agreement gives | |
| business-critical software and | a year and potentially up to | rise to the customer having the benefit of Escode | |
| applications while protecting | three years. | if and when required over the contract period. | |
| the intellectual property rights | The service represents one | Revenue is recognised on a straight-line basis | |
| (IPR) of technology partners. | performance obligation. | as the pattern of benefit to the customer as well | |
| The service will include set-up | as the Group\u2019s efforts to fulfil the contract are | ||
| time, which is administrative | Invoices are raised based on | generally even throughout the period. | |
| in nature. | an agreed invoicing profile with | The transaction price is determined by a | |
| the customer. | contract price. | ||
| Invoices are usually payable | Set-up time is not considered distinct and a | ||
| within 30 days. | separate performance obligation due to the | ||
| administrative nature and therefore is | |||
| recognised over the period of the contract. | |||
| Verification | These services verify source | The customer benefits from the | Revenue is recognised on completion of the |
| services | code based upon an agreed | verification service on completion | verification services. |
| scope between all parties and | because the source code will only | Transaction price is determined by fixed | |
| provide a fully managed secure | have been fully verified/validated | contract rates based upon day rates and | |
| service and result validation, | at that point. | number of verification days. | |
| typically delivered over a short | The service represents one | ||
| period of time (days). | performance obligation. | ||
| These include SaaS services | Invoices are raised monthly or | ||
| and ICANN services. | based on an agreed invoicing | ||
| profile with the customer. | |||
| Invoices are usually payable | |||
| within 30 days. |
Accounting area | Accounting judgement? | Accounting estimate? |
Carrying value of Goodwill | No | Yes |
| Cyber | Central and | |||
| Security | Escode | head office | Group | |
| Segmental analysis for the period ended 30 September 2024 | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Revenue | 342.1 | 87.4 | \u2014 | 429.5 |
Cost of sales | (224.1) | (26.7) | \u2014 | (250.8) |
Gross profit | 118.0 | 60.7 | \u2014 | 178.7 |
Gross margin % | 34.5% | 69.5% | \u2014 | 41.6% |
Administrative expenses | (97.3) | (24.1) | (3.4) | (124.8) |
Share-based payments | (0.1) | (0.2) | (2.0) | (2.3) |
Depreciation and amortisation | (10.9) | (0.6) | (5.3) | (16.8) |
Amortisation of acquired intangibles | (1.4) | (7.1) | (4.0) | (12.5) |
Individually Significant Items (Note 4) | (41.4) | (0.1) | \u2014 | (41.5) |
Operating (loss)/profit | (33.1) | 28.6 | (14.7) | (19.2) |
Finance costs | (8.3) | |||
Loss before taxation | (27.5) | |||
Taxation | (5.0) | |||
Loss for the period | (32.5) |
| Cyber | Central and | |||
| Security | Escode | head office | Group | |
| Segmental analysis for the year ended 31 May 2023 | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Revenue | 270.8 | 64.3 | \u2014 | 335.1 |
Cost of sales | (184.7) | (18.4) | \u2014 | (203.1) |
Gross profit | 86.1 | 45.9 | \u2014 | 132.0 |
Gross margin % | 31.8% | 71.4% | \u2014 | 39.4% |
Administrative expenses | (70.7) | (14.7) | (5.2) | (90.6) |
Share-based payments | (1.6) | (0.1) | (0.5) | (2.2) |
Depreciation and amortisation | (8.5) | (0.6) | (3.5) | (12.6) |
Amortisation of acquired intangibles | (1.2) | (5.8) | (3.0) | (10.0) |
Individually Significant Items (Note 4) | (12.3) | (2.4) | \u2014 | (14.7) |
Operating (loss)/profit | (8.2) | 22.3 | (12.2) | 1.9 |
Finance costs | (6.2) | |||
Loss before taxation | (4.3) | |||
Taxation | (0.3) | |||
Loss for the year | (4.6) |
| Cyber | Central and | |||
| Security | Escode | head office | Group | |
| Segmental analysis for the period ended 30 September 2024 | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Additions to non-current assets | 12.6 | 1.6 | 4.0 | 18.2 |
Reportable segment assets | 183.8 | 198.8 | 37.5 | 420.1 |
Reportable segment liabilities | (77.2) | (24.7) | (113.0) | (214.9) |
| Cyber | Central and | |||
| Security | Escode | head office | Group | |
| Segmental analysis for the year ended 31 May 2023 Restated* | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Additions to non-current assets | 7.0 | 0.3 | 4.3 | 11.6 |
Reportable segment assets | 238.8 | 209.1 | 53.5 | 501.4 |
Reportable segment liabilities | (131.4) | (21.0) | (70.8) | (223.2) |
| Restated\u200a* | ||
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
UK | 85.9 | 96.9 |
APAC | 5.4 | 2.4 |
North America | 164.3 | 222.6 |
Europe | 18.0 | 76.2 |
Total non-current assets | 273.6 | 398.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Revenue by originating country | ||||||
UK | 158.9 | 36.5 | 195.4 | 106.6 | 25.8 | 132.4 |
APAC | 14.4 | \u2014 | 14.4 | 11.8 | \u2014 | 11.8 |
North America | 90.7 | 45.5 | 136.2 | 99.3 | 34.5 | 133.8 |
Europe | 78.1 | 5.4 | 83.5 | 53.1 | 4.0 | 57.1 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Revenue by category | ||||||
Services | 337.5 | 87.4 | 424.9 | 267.1 | 64.3 | 331.4 |
Products | 4.6 | \u2014 | 4.6 | 3.7 | \u2014 | 3.7 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Timing of revenue recognition | ||||||
Services and products transferred over time | 322.1 | 57.9 | 380.0 | 252.9 | 42.8 | 295.7 |
Services and products transferred at a point in time | 20.0 | 29.5 | 49.5 | 17.9 | 21.5 | 39.4 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Restated\u200a* | ||
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Technical Assurance Services (TAS) | 141.4 | 142.9 |
Consulting and Implementation (C&I) | 55.2 | 44.7 |
Managed Services (MS) | 91.8 | 50.1 |
Digital Forensics and Incident Response (DFIR) | 20.6 | 13.5 |
Other services | 33.1 | 19.6 |
Total Cyber Security revenue | 342.1 | 270.8 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Escrow contracts | 57.2 | 42.8 |
Verification services | 30.2 | 21.5 |
Total Escode revenue | 87.4 | 64.3 |
| Restated\u200a* | ||
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
UK | 85.9 | 96.9 |
APAC | 5.4 | 2.4 |
North America | 164.3 | 222.6 |
Europe | 18.0 | 76.2 |
Total non-current assets | 273.6 | 398.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Revenue by originating country | ||||||
UK | 158.9 | 36.5 | 195.4 | 106.6 | 25.8 | 132.4 |
APAC | 14.4 | \u2014 | 14.4 | 11.8 | \u2014 | 11.8 |
North America | 90.7 | 45.5 | 136.2 | 99.3 | 34.5 | 133.8 |
Europe | 78.1 | 5.4 | 83.5 | 53.1 | 4.0 | 57.1 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Revenue by originating country | ||||||
UK | 158.9 | 36.5 | 195.4 | 106.6 | 25.8 | 132.4 |
APAC | 14.4 | \u2014 | 14.4 | 11.8 | \u2014 | 11.8 |
North America | 90.7 | 45.5 | 136.2 | 99.3 | 34.5 | 133.8 |
Europe | 78.1 | 5.4 | 83.5 | 53.1 | 4.0 | 57.1 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Revenue by category | ||||||
Services | 337.5 | 87.4 | 424.9 | 267.1 | 64.3 | 331.4 |
Products | 4.6 | \u2014 | 4.6 | 3.7 | \u2014 | 3.7 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Cyber | 2024 | Cyber | 2023 | |||
| Security | Escode | Total | Security | Escode | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Timing of revenue recognition | ||||||
Services and products transferred over time | 322.1 | 57.9 | 380.0 | 252.9 | 42.8 | 295.7 |
Services and products transferred at a point in time | 20.0 | 29.5 | 49.5 | 17.9 | 21.5 | 39.4 |
Total revenue | 342.1 | 87.4 | 429.5 | 270.8 | 64.3 | 335.1 |
| Group | Group | ||
| 2024 | 2023 | ||
| Notes | \u00a3m | \u00a3m | |
Receivables, which are included in trade and other receivables | 16 | 17.3 | 26.7 |
Contract assets \u2013 accrued income | 20.1 | 17.2 | |
Contract costs \u2013 costs to obtain | 16 | 1.2 | 1.7 |
Contract liabilities \u2013 deferred revenue | 22 | (53.5) | (54.9) |
| Expected | Expected | |||||
| Gross | credit losses | Net | Gross | credit losses | Net | |
| 2024 | 2024 | 2024 | 2023 | 2023 | 2023 | |
| Group | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
| Contract assets: | ||||||
Not past due | 21.1 | (1.0) | 20.1 | 17.4 | (0.2) | 17.2 |
Total | 21.1 | (1.0) | 20.1 | 17.4 | (0.2) | 17.2 |
| Expected | |
| credit loss | |
| provision | |
| \u00a3m | |
Balance at 1 June 2022 | (0.2) |
Charged to the Income Statement | \u2014 |
Balance at 31 May 2023 | (0.2) |
Provision created during the period | (0.8) |
Balance at 30 September 2024 | (1.0) |
| 2024 | 2023 | ||
| Reference | \u00a3m | \u00a3m | |
North America Cyber Security goodwill impairment | a | 31.9 | 9.8 |
Fundamental reorganisation costs | b | 9.4 | 4.2 |
Transaction costs associated with disposal of Fox Crypto | c | 1.6 | \u2014 |
Costs associated with strategic review of Escode business | d | 0.1 | 3.0 |
NCC Group A/S goodwill impairment | e | \u2014 | 3.0 |
IPM Escode business deferred revenue adjustment | f | \u2014 | (0.6) |
Profit on disposal of non-core operations | g | (1.5) | (4.7) |
Total ISIs | 41.5 | 14.7 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Loss before taxation is stated after charging/(crediting): | ||
| Amounts receivable by auditor and its associates in respect of: | ||
Audit of the Parent and consolidated annual Financial Statements | 1.6 | 1.1 |
Audit of Financial Statements of subsidiaries pursuant to legislation | 0.1 | 0.2 |
Other assurance services (See Audit Committee Report on page 67 for further information) | 0.1 | \u2014 |
Total audit 1 | 1.8 | 1.3 |
Amortisation of development costs (Note 11) | 1.3 | 1.2 |
Amortisation of software costs (Note 11) | 2.0 | 1.2 |
Amortisation of acquired intangibles (Note 11) | 12.5 | 10.0 |
Depreciation of property, plant and equipment (Note 12) | 5.4 | 4.5 |
Depreciation of right-of-use assets (Note 13) | 8.1 | 5.7 |
Other impairment charge of non-current assets | 0.9 | 1.1 |
Individually Significant Items (ISIs) (Note 4) | 41.5 | 14.7 |
Net impairment losses/(gains) on financial and contract assets (Note 16, 23) | 0.4 | (1.5) |
Cost of inventories recognised as an expense | 0.8 | 0.6 |
Foreign exchange losses | 1.9 | 0.6 |
Research and development UK tax credits | (0.5) | (0.5) |
Profit on disposal of right-of-use assets | (0.1) | (0.7) |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Loss before taxation is stated after charging/(crediting): | ||
| Amounts receivable by auditor and its associates in respect of: | ||
Audit of the Parent and consolidated annual Financial Statements | 1.6 | 1.1 |
Audit of Financial Statements of subsidiaries pursuant to legislation | 0.1 | 0.2 |
Other assurance services (See Audit Committee Report on page 67 for further information) | 0.1 | \u2014 |
Total audit 1 | 1.8 | 1.3 |
Amortisation of development costs (Note 11) | 1.3 | 1.2 |
Amortisation of software costs (Note 11) | 2.0 | 1.2 |
Amortisation of acquired intangibles (Note 11) | 12.5 | 10.0 |
Depreciation of property, plant and equipment (Note 12) | 5.4 | 4.5 |
Depreciation of right-of-use assets (Note 13) | 8.1 | 5.7 |
Other impairment charge of non-current assets | 0.9 | 1.1 |
Individually Significant Items (ISIs) (Note 4) | 41.5 | 14.7 |
Net impairment losses/(gains) on financial and contract assets (Note 16, 23) | 0.4 | (1.5) |
Cost of inventories recognised as an expense | 0.8 | 0.6 |
Foreign exchange losses | 1.9 | 0.6 |
Research and development UK tax credits | (0.5) | (0.5) |
Profit on disposal of right-of-use assets | (0.1) | (0.7) |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Loss before taxation is stated after charging/(crediting): | ||
| Amounts receivable by auditor and its associates in respect of: | ||
Audit of the Parent and consolidated annual Financial Statements | 1.6 | 1.1 |
Audit of Financial Statements of subsidiaries pursuant to legislation | 0.1 | 0.2 |
Other assurance services (See Audit Committee Report on page 67 for further information) | 0.1 | \u2014 |
Total audit 1 | 1.8 | 1.3 |
Amortisation of development costs (Note 11) | 1.3 | 1.2 |
Amortisation of software costs (Note 11) | 2.0 | 1.2 |
Amortisation of acquired intangibles (Note 11) | 12.5 | 10.0 |
Depreciation of property, plant and equipment (Note 12) | 5.4 | 4.5 |
Depreciation of right-of-use assets (Note 13) | 8.1 | 5.7 |
Other impairment charge of non-current assets | 0.9 | 1.1 |
Individually Significant Items (ISIs) (Note 4) | 41.5 | 14.7 |
Net impairment losses/(gains) on financial and contract assets (Note 16, 23) | 0.4 | (1.5) |
Cost of inventories recognised as an expense | 0.8 | 0.6 |
Foreign exchange losses | 1.9 | 0.6 |
Research and development UK tax credits | (0.5) | (0.5) |
Profit on disposal of right-of-use assets | (0.1) | (0.7) |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Loss before taxation is stated after charging/(crediting): | ||
| Amounts receivable by auditor and its associates in respect of: | ||
Audit of the Parent and consolidated annual Financial Statements | 1.6 | 1.1 |
Audit of Financial Statements of subsidiaries pursuant to legislation | 0.1 | 0.2 |
Other assurance services (See Audit Committee Report on page 67 for further information) | 0.1 | \u2014 |
Total audit 1 | 1.8 | 1.3 |
Amortisation of development costs (Note 11) | 1.3 | 1.2 |
Amortisation of software costs (Note 11) | 2.0 | 1.2 |
Amortisation of acquired intangibles (Note 11) | 12.5 | 10.0 |
Depreciation of property, plant and equipment (Note 12) | 5.4 | 4.5 |
Depreciation of right-of-use assets (Note 13) | 8.1 | 5.7 |
Other impairment charge of non-current assets | 0.9 | 1.1 |
Individually Significant Items (ISIs) (Note 4) | 41.5 | 14.7 |
Net impairment losses/(gains) on financial and contract assets (Note 16, 23) | 0.4 | (1.5) |
Cost of inventories recognised as an expense | 0.8 | 0.6 |
Foreign exchange losses | 1.9 | 0.6 |
Research and development UK tax credits | (0.5) | (0.5) |
Profit on disposal of right-of-use assets | (0.1) | (0.7) |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Loss before taxation is stated after charging/(crediting): | ||
| Amounts receivable by auditor and its associates in respect of: | ||
Audit of the Parent and consolidated annual Financial Statements | 1.6 | 1.1 |
Audit of Financial Statements of subsidiaries pursuant to legislation | 0.1 | 0.2 |
Other assurance services (See Audit Committee Report on page 67 for further information) | 0.1 | \u2014 |
Total audit 1 | 1.8 | 1.3 |
Amortisation of development costs (Note 11) | 1.3 | 1.2 |
Amortisation of software costs (Note 11) | 2.0 | 1.2 |
Amortisation of acquired intangibles (Note 11) | 12.5 | 10.0 |
Depreciation of property, plant and equipment (Note 12) | 5.4 | 4.5 |
Depreciation of right-of-use assets (Note 13) | 8.1 | 5.7 |
Other impairment charge of non-current assets | 0.9 | 1.1 |
Individually Significant Items (ISIs) (Note 4) | 41.5 | 14.7 |
Net impairment losses/(gains) on financial and contract assets (Note 16, 23) | 0.4 | (1.5) |
Cost of inventories recognised as an expense | 0.8 | 0.6 |
Foreign exchange losses | 1.9 | 0.6 |
Research and development UK tax credits | (0.5) | (0.5) |
Profit on disposal of right-of-use assets | (0.1) | (0.7) |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Loss before taxation is stated after charging/(crediting): | ||
| Amounts receivable by auditor and its associates in respect of: | ||
Audit of the Parent and consolidated annual Financial Statements | 1.6 | 1.1 |
Audit of Financial Statements of subsidiaries pursuant to legislation | 0.1 | 0.2 |
Other assurance services (See Audit Committee Report on page 67 for further information) | 0.1 | \u2014 |
Total audit 1 | 1.8 | 1.3 |
Amortisation of development costs (Note 11) | 1.3 | 1.2 |
Amortisation of software costs (Note 11) | 2.0 | 1.2 |
Amortisation of acquired intangibles (Note 11) | 12.5 | 10.0 |
Depreciation of property, plant and equipment (Note 12) | 5.4 | 4.5 |
Depreciation of right-of-use assets (Note 13) | 8.1 | 5.7 |
Other impairment charge of non-current assets | 0.9 | 1.1 |
Individually Significant Items (ISIs) (Note 4) | 41.5 | 14.7 |
Net impairment losses/(gains) on financial and contract assets (Note 16, 23) | 0.4 | (1.5) |
Cost of inventories recognised as an expense | 0.8 | 0.6 |
Foreign exchange losses | 1.9 | 0.6 |
Research and development UK tax credits | (0.5) | (0.5) |
Profit on disposal of right-of-use assets | (0.1) | (0.7) |
| Number of colleagues | ||
2024 | 2023 | |
Operational | 1,733 | 1,955 |
Administration | 468 | 478 |
Total | 2,201 | 2,433 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Wages and salaries | 247.4 | 208.1 |
Share-based payments (Note 26) | 2.3 | 2.2 |
Social security costs | 25.9 | 20.3 |
Other pension costs (Note 30) | 8.0 | 6.3 |
Total payroll costs | 283.6 | 236.9 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Interest payable on bank loans and overdrafts | 6.6 | 4.5 |
Unamortised underwriting fees associated with old revolving credit facility | \u2014 | 0.6 |
Interest expense on lease liabilities | 1.7 | 1.1 |
Finance costs | 8.3 | 6.2 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Interest payable on bank loans and overdrafts | 6.6 | 4.5 |
Unamortised underwriting fees associated with old revolving credit facility | \u2014 | 0.6 |
Interest expense on lease liabilities | 1.7 | 1.1 |
Finance costs | 8.3 | 6.2 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Interest payable on bank loans and overdrafts | 6.6 | 4.5 |
Unamortised underwriting fees associated with old revolving credit facility | \u2014 | 0.6 |
Interest expense on lease liabilities | 1.7 | 1.1 |
Finance costs | 8.3 | 6.2 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Interest payable on bank loans and overdrafts | 6.6 | 4.5 |
Unamortised underwriting fees associated with old revolving credit facility | \u2014 | 0.6 |
Interest expense on lease liabilities | 1.7 | 1.1 |
Finance costs | 8.3 | 6.2 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Current tax expense | ||
Current period/year | 1.6 | 0.1 |
Overseas current tax for the period/year | 6.0 | 5.9 |
Impact of prior year US R&D tax credits | (1.8) | (1.0) |
Adjustments in respect of prior periods | (2.6) | (2.8) |
Total current tax | 3.2 | 2.2 |
| Deferred tax expense | ||
Origination and reversal of temporary differences | (1.2) | (3.0) |
Movement in tax rate | \u2014 | (0.2) |
Impact of prior year US R&D tax credits | (0.2) | (0.4) |
Adjustment to tax expense in respect of prior periods | 3.2 | 1.7 |
Total deferred tax | 1.8 | (1.9) |
Total tax expense | 5.0 | 0.3 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Loss before taxation | (27.5) | (4.3) |
Current tax using the UK effective corporation tax rate of 25% (2023: 20%) | (6.9) | (0.9) |
| Effects of: | ||
Items not deductible/(taxable) for tax purposes | 5.0 | 2.6 |
Adjustment to tax charge in respect of prior periods | 0.6 | (1.1) |
Impact of prior year US R&D tax credits | (2.0) | (1.4) |
Impact of current period/year US R&D tax credits | 0.3 | (0.3) |
Differences between overseas tax rates | (0.6) | 1.0 |
Movements in temporary differences not recognised | 8.6 | 0.6 |
Movement in tax rate | \u2014 | (0.2) |
Total tax expense | 5.0 | 0.3 |
| 2024 | |||||
| UK | US | Netherlands | Denmark | Total | |
| Asset/(liability) | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Plant and equipment | \u2014 | \u2014 | 0.3 | \u2014 | 0.3 |
Short-term temporary differences | 0.5 | 3.1 | \u2014 | \u2014 | 3.6 |
Intangible assets | (0.8) | (3.1) | (0.8) | \u2014 | (4.7) |
Share-based payments | 0.9 | \u2014 | \u2014 | \u2014 | 0.9 |
Tax losses | \u2014 | \u2014 | \u2014 | \u2014 | \u2014 |
Deferred tax (liability)/asset | 0.6 | \u2014 | (0.5) | \u2014 | 0.1 |
| Analysed as follows: | |||||
Non-current assets | 0.6 | \u2014 | \u2014 | \u2014 | 0.6 |
Non-current liabilities | \u2014 | \u2014 | (0.5) | \u2014 | (0.5) |
| 2023 | |||||
| UK | US | Netherlands | Denmark | Total | |
| Asset/(liability) | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Plant and equipment | 0.2 | (0.3) | 0.3 | \u2014 | 0.2 |
Short-term temporary differences | 0.2 | 8.9 | \u2014 | \u2014 | 9.1 |
IFRS 16 assets | 0.3 | 0.2 | \u2014 | \u2014 | 0.5 |
Intangible assets | (1.4) | (7.6) | (1.7) | \u2014 | (10.7) |
Share-based payments | 0.3 | 0.2 | \u2014 | \u2014 | 0.5 |
Tax losses | 1.7 | 0.2 | \u2014 | \u2014 | 1.9 |
Deferred tax asset/(liability) | 1.3 | 1.6 | (1.4) | \u2014 | 1.5 |
| Analysed as follows: | |||||
Non-current assets | 1.3 | 1.6 | \u2014 | \u2014 | 2.9 |
Non-current liabilities | \u2014 | \u2014 | (1.4) | \u2014 | (1.4) |
| Recognised | ||||||
| 1 June | in Income | Exchange | Recognised | 30 September | ||
| 2023 | Statement | differences | in equity | Acquisition | 2024 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Plant and equipment | 0.2 | 0.1 | \u2014 | \u2014 | \u2014 | 0.3 |
Short-term temporary differences | 9.1 | (5.7) | 0.2 | \u2014 | \u2014 | 3.6 |
IFRS 16 assets/(liabilities) | 0.5 | (0.5) | \u2014 | \u2014 | \u2014 | \u2014 |
Intangible assets | (10.7) | 5.8 | 0.2 | \u2014 | \u2014 | (4.7) |
Share-based payments | 0.5 | 0.4 | \u2014 | \u2014 | \u2014 | 0.9 |
Tax losses | 1.9 | (1.9) | \u2014 | \u2014 | \u2014 | \u2014 |
Total | 1.5 | (1.8) | 0.4 | \u2014 | \u2014 | 0.1 |
| Recognised | ||||||
| 1 June | in Income | Exchange | Recognised | 31 May | ||
| 2022 | Statement | differences | in equity | Acquisition | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Plant and equipment | 0.2 | \u2014 | \u2014 | \u2014 | \u2014 | 0.2 |
Short-term temporary differences | 6.4 | 2.7 | \u2014 | \u2014 | \u2014 | 9.1 |
IFRS 16 assets/(liabilities) | 0.5 | \u2014 | \u2014 | \u2014 | \u2014 | 0.5 |
Intangible assets | (8.8) | (1.8) | (0.1) | \u2014 | \u2014 | (10.7) |
Share-based payments | 1.5 | (0.9) | \u2014 | (0.1) | \u2014 | 0.5 |
Tax losses | \u2014 | 1.9 | \u2014 | \u2014 | \u2014 | 1.9 |
Total | (0.2) | 1.9 | (0.1) | (0.1) | \u2014 | 1.5 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Plant and equipment | (0.2) | \u2014 |
Short-term temporary differences | (6.3) | \u2014 |
Share-based payments | (0.3) | \u2014 |
Tax losses | (4.1) | (3.5) |
Total | (10.9) | (3.5) |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Dividends paid and recognised in the period/year | 14.5 | 14.5 |
Dividends recognised but not paid in the period/year | 9.8 | \u2014 |
Dividends per share paid and recognised in the period/year | 4.65p | 4.65p |
Dividends per share recognised but not paid in the period/year | 3.15p | \u2014 |
Dividends per share proposed but not recognised in the period/year | 1.5p | 3.15p |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Loss for the period/year attributable to owners of the Company | (32.5) | (4.6) |
| Number | Number | |
| of shares | of shares | |
| m | m | |
Weighted average number of shares in issue | 313.3 | 311.1 |
Less: weighted average holdings by Group ESOT | (1.6) | (0.7) |
Basic weighted average number of shares in issue | 311.7 | 310.4 |
Dilutive effect of share options | 1.5 | 0.8 |
Diluted weighted average shares in issue | 313.2 | 311.2 |
| 2024 | 2023 | |
| Pence | Pence | |
| Loss per ordinary share | ||
Basic | (10.4) | (1.5) |
Diluted | (10.4) | (1.5) |
| Customer | ||||||
| Development | contracts and | Intangibles | ||||
| Goodwill | Software | costs | relationships | sub-total | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Cost: | ||||||
At 1 June 2022 | 322.1 | 18.7 | 12.9 | 176.8 | 208.4 | 530.5 |
Additions | \u2014 | 2.5 | 0.9 | \u2014 | 3.4 | 3.4 |
Disposals (see Note 33) | (1.0) | \u2014 | \u2014 | \u2014 | \u2014 | (1.0) |
Effects of movements in exchange rates | 3.5 | \u2014 | \u2014 | 2.4 | 2.4 | 5.9 |
At 31 May 2023 | 324.6 | 21.2 | 13.8 | 179.2 | 214.2 | 538.8 |
Additions | \u2014 | 1.4 | 1.0 | 0.2 | 2.6 | 2.6 |
Disposals (see Note 33) | (5.9) | (0.6) | (9.9) | \u2014 | (10.5) | (16.4) |
Assets classified as held for sale | (51.9) | \u2014 | (2.5) | \u2014 | (2.5) | (54.4) |
Effects of movements in exchange rates | (9.6) | (0.2) | (0.1) | (9.4) | (9.7) | (19.3) |
At 30 September 2024 | 257.2 | 21.8 | 2.3 | 170.0 | 194.1 | 451.3 |
| Accumulated amortisation and impairment: | ||||||
At 1 June 2022 | (56.0) | (12.7) | (9.8) | (67.3) | (89.8) | (145.8) |
Charge for year | \u2014 | (1.2) | (1.2) | (10.0) | (12.4) | (12.4) |
Impairment | (12.8) | (0.6) | \u2014 | \u2014 | (0.6) | (13.4) |
Effects of movements in exchange rates | \u2014 | \u2014 | (0.1) | (0.4) | (0.5) | (0.5) |
At 31 May 2023 | (68.8) | (14.5) | (11.1) | (7 7.7) | (103.3) | (172.1) |
Charge for year | \u2014 | (2.0) | (1.3) | (12.5) | (15.8) | (15.8) |
Impairment | (31.9) | \u2014 | \u2014 | \u2014 | \u2014 | (31.9) |
Disposals | \u2014 | \u2014 | 8.8 | \u2014 | 8.8 | 8.8 |
Assets classified as held for sale | \u2014 | \u2014 | 2.4 | \u2014 | 2.4 | 2.4 |
Effects of movements in exchange rates | \u2014 | \u2014 | 0.1 | 2.9 | 3.0 | 3.0 |
At 30 September 2024 | (100.7) | (16.5) | (1.1) | (87.3) | (104.9) | (205.6) |
| Net book value: | ||||||
At 31 May 2023 | 255.8 | 6.7 | 2.7 | 101.5 | 110.9 | 366.7 |
At 30 September 2024 | 156.5 | 5.3 | 1.2 | 82.7 | 89.2 | 245.7 |
| Goodwill | Goodwill | |
| 2024 | 2023 | |
| Cash generating units | \u00a3m | \u00a3m |
UK Escode | 22.8 | 22.9 |
North America Escode | 80.1 | 87.2 |
Europe Escode | 7.1 | 7.4 |
Total Escode | 110.0 | 117.5 |
UK and APAC Cyber Security | 44.3 | 44.3 |
North America Cyber Security | \u2014 | 31.6 |
Europe Cyber Security | 2.2 | 62.4 |
Total Cyber Security | 46.5 | 138.3 |
Total Group | 156.5 | 255.8 |
| Decrease in gross margin | |
| of 0.5 percentage points | |
| CGU | \u00a3m |
North America Cyber Security | 2.9 |
| 5% increase | |
| in revenue | |
| CGU | \u00a3m |
Europe Cyber Security | 13.3 |
| Customer | ||||||
| Development | contracts and | Intangibles | ||||
| Goodwill | Software | costs | relationships | sub-total | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Cost: | ||||||
At 1 June 2022 | 322.1 | 18.7 | 12.9 | 176.8 | 208.4 | 530.5 |
Additions | \u2014 | 2.5 | 0.9 | \u2014 | 3.4 | 3.4 |
Disposals (see Note 33) | (1.0) | \u2014 | \u2014 | \u2014 | \u2014 | (1.0) |
Effects of movements in exchange rates | 3.5 | \u2014 | \u2014 | 2.4 | 2.4 | 5.9 |
At 31 May 2023 | 324.6 | 21.2 | 13.8 | 179.2 | 214.2 | 538.8 |
Additions | \u2014 | 1.4 | 1.0 | 0.2 | 2.6 | 2.6 |
Disposals (see Note 33) | (5.9) | (0.6) | (9.9) | \u2014 | (10.5) | (16.4) |
Assets classified as held for sale | (51.9) | \u2014 | (2.5) | \u2014 | (2.5) | (54.4) |
Effects of movements in exchange rates | (9.6) | (0.2) | (0.1) | (9.4) | (9.7) | (19.3) |
At 30 September 2024 | 257.2 | 21.8 | 2.3 | 170.0 | 194.1 | 451.3 |
| Accumulated amortisation and impairment: | ||||||
At 1 June 2022 | (56.0) | (12.7) | (9.8) | (67.3) | (89.8) | (145.8) |
Charge for year | \u2014 | (1.2) | (1.2) | (10.0) | (12.4) | (12.4) |
Impairment | (12.8) | (0.6) | \u2014 | \u2014 | (0.6) | (13.4) |
Effects of movements in exchange rates | \u2014 | \u2014 | (0.1) | (0.4) | (0.5) | (0.5) |
At 31 May 2023 | (68.8) | (14.5) | (11.1) | (7 7.7) | (103.3) | (172.1) |
Charge for year | \u2014 | (2.0) | (1.3) | (12.5) | (15.8) | (15.8) |
Impairment | (31.9) | \u2014 | \u2014 | \u2014 | \u2014 | (31.9) |
Disposals | \u2014 | \u2014 | 8.8 | \u2014 | 8.8 | 8.8 |
Assets classified as held for sale | \u2014 | \u2014 | 2.4 | \u2014 | 2.4 | 2.4 |
Effects of movements in exchange rates | \u2014 | \u2014 | 0.1 | 2.9 | 3.0 | 3.0 |
At 30 September 2024 | (100.7) | (16.5) | (1.1) | (87.3) | (104.9) | (205.6) |
| Net book value: | ||||||
At 31 May 2023 | 255.8 | 6.7 | 2.7 | 101.5 | 110.9 | 366.7 |
At 30 September 2024 | 156.5 | 5.3 | 1.2 | 82.7 | 89.2 | 245.7 |
| Goodwill | Goodwill | |
| 2024 | 2023 | |
| Cash generating units | \u00a3m | \u00a3m |
UK Escode | 22.8 | 22.9 |
North America Escode | 80.1 | 87.2 |
Europe Escode | 7.1 | 7.4 |
Total Escode | 110.0 | 117.5 |
UK and APAC Cyber Security | 44.3 | 44.3 |
North America Cyber Security | \u2014 | 31.6 |
Europe Cyber Security | 2.2 | 62.4 |
Total Cyber Security | 46.5 | 138.3 |
Total Group | 156.5 | 255.8 |
| Decrease in gross margin | |
| of 0.5 percentage points | |
| CGU | \u00a3m |
North America Cyber Security | 2.9 |
| 5% increase | |
| in revenue | |
| CGU | \u00a3m |
Europe Cyber Security | 13.3 |
| Customer | ||||||
| Development | contracts and | Intangibles | ||||
| Goodwill | Software | costs | relationships | sub-total | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Cost: | ||||||
At 1 June 2022 | 322.1 | 18.7 | 12.9 | 176.8 | 208.4 | 530.5 |
Additions | \u2014 | 2.5 | 0.9 | \u2014 | 3.4 | 3.4 |
Disposals (see Note 33) | (1.0) | \u2014 | \u2014 | \u2014 | \u2014 | (1.0) |
Effects of movements in exchange rates | 3.5 | \u2014 | \u2014 | 2.4 | 2.4 | 5.9 |
At 31 May 2023 | 324.6 | 21.2 | 13.8 | 179.2 | 214.2 | 538.8 |
Additions | \u2014 | 1.4 | 1.0 | 0.2 | 2.6 | 2.6 |
Disposals (see Note 33) | (5.9) | (0.6) | (9.9) | \u2014 | (10.5) | (16.4) |
Assets classified as held for sale | (51.9) | \u2014 | (2.5) | \u2014 | (2.5) | (54.4) |
Effects of movements in exchange rates | (9.6) | (0.2) | (0.1) | (9.4) | (9.7) | (19.3) |
At 30 September 2024 | 257.2 | 21.8 | 2.3 | 170.0 | 194.1 | 451.3 |
| Accumulated amortisation and impairment: | ||||||
At 1 June 2022 | (56.0) | (12.7) | (9.8) | (67.3) | (89.8) | (145.8) |
Charge for year | \u2014 | (1.2) | (1.2) | (10.0) | (12.4) | (12.4) |
Impairment | (12.8) | (0.6) | \u2014 | \u2014 | (0.6) | (13.4) |
Effects of movements in exchange rates | \u2014 | \u2014 | (0.1) | (0.4) | (0.5) | (0.5) |
At 31 May 2023 | (68.8) | (14.5) | (11.1) | (7 7.7) | (103.3) | (172.1) |
Charge for year | \u2014 | (2.0) | (1.3) | (12.5) | (15.8) | (15.8) |
Impairment | (31.9) | \u2014 | \u2014 | \u2014 | \u2014 | (31.9) |
Disposals | \u2014 | \u2014 | 8.8 | \u2014 | 8.8 | 8.8 |
Assets classified as held for sale | \u2014 | \u2014 | 2.4 | \u2014 | 2.4 | 2.4 |
Effects of movements in exchange rates | \u2014 | \u2014 | 0.1 | 2.9 | 3.0 | 3.0 |
At 30 September 2024 | (100.7) | (16.5) | (1.1) | (87.3) | (104.9) | (205.6) |
| Net book value: | ||||||
At 31 May 2023 | 255.8 | 6.7 | 2.7 | 101.5 | 110.9 | 366.7 |
At 30 September 2024 | 156.5 | 5.3 | 1.2 | 82.7 | 89.2 | 245.7 |
| Goodwill | Goodwill | |
| 2024 | 2023 | |
| Cash generating units | \u00a3m | \u00a3m |
UK Escode | 22.8 | 22.9 |
North America Escode | 80.1 | 87.2 |
Europe Escode | 7.1 | 7.4 |
Total Escode | 110.0 | 117.5 |
UK and APAC Cyber Security | 44.3 | 44.3 |
North America Cyber Security | \u2014 | 31.6 |
Europe Cyber Security | 2.2 | 62.4 |
Total Cyber Security | 46.5 | 138.3 |
Total Group | 156.5 | 255.8 |
| Decrease in gross margin | |
| of 0.5 percentage points | |
| CGU | \u00a3m |
North America Cyber Security | 2.9 |
| 5% increase | |
| in revenue | |
| CGU | \u00a3m |
Europe Cyber Security | 13.3 |
| Fixtures, | ||||
| Computer | fittings and | Motor | ||
| equipment | equipment | vehicles | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Cost | ||||
At 1 June 2022 | 24.6 | 19.1 | 0.1 | 43.8 |
Additions | 2.7 | 1.2 | \u2014 | 3.9 |
Disposals | \u2014 | \u2014 | (0.1) | (0.1) |
Movement in foreign exchange rates | 0.2 | 0.1 | \u2014 | 0.3 |
At 31 May 2023 | 27.5 | 20.4 | \u2014 | 47.9 |
Additions | 3.8 | 2.4 | \u2014 | 6.2 |
Disposals | (0.1) | (0.2) | \u2014 | (0.3) |
Assets classified as held for sale | (1.1) | (1.2) | \u2014 | (2.3) |
Movement in foreign exchange rates | (0.3) | (0.2) | \u2014 | (0.5) |
At 30 September 2024 | 29.8 | 21.2 | \u2014 | 51.0 |
| Accumulated depreciation | ||||
At 1 June 2022 | (20.2) | (10.6) | (0.1) | (30.9) |
Charge for year | (2.7) | (1.8) | \u2014 | (4.5) |
On disposals | \u2014 | \u2014 | 0.1 | 0.1 |
Movement in foreign exchange rates | (0.1) | \u2014 | \u2014 | (0.1) |
At 31 May 2023 | (23.0) | (12.4) | \u2014 | (35.4) |
Charge for year | (3.4) | (2.0) | \u2014 | (5.4) |
Impairment | \u2014 | (0.4) | \u2014 | (0.4) |
On disposals | 0.1 | 0.1 | \u2014 | 0.2 |
Assets classified as held for sale | 0.9 | 0.3 | \u2014 | 1.2 |
Movement in foreign exchange rates | 0.2 | 0.2 | \u2014 | 0.4 |
At 30 September 2024 | (25.2) | (14.2) | \u2014 | (39.4) |
| Net book value | ||||
At 31 May 2023 | 4.5 | 8.0 | \u2014 | 12.5 |
At 30 September 2024 | 4.6 | 7.0 | \u2014 | 11.6 |
| Land and | Motor | ||
| buildings | vehicles | Total | |
| \u00a3m | \u00a3m | \u00a3m | |
| Cost: | |||
At 1 June 2022 | 35.7 | 4.6 | 40.3 |
Additions | 2.9 | 1.4 | 4.3 |
Disposals | (1.8) | \u2014 | (1.8) |
Impairment | (0.5) | \u2014 | (0.5) |
At 31 May 2023 | 36.3 | 6.0 | 42.3 |
Additions | 5.2 | 4.2 | 9.4 |
Disposals | \u2014 | (1.7) | (1.7) |
Impairment | (3.2) | \u2014 | (3.2) |
Assets classified as held for sale | \u2014 | (0.4) | (0.4) |
At 30 September 2024 | 38.3 | 8.1 | 46.4 |
| Accumulated depreciation: | |||
At 1 June 2022 | (14.9) | (3.4) | (18.3) |
Charge for year | (4.4) | (1.3) | (5.7) |
Disposals | 0.3 | \u2014 | 0.3 |
At 31 May 2023 | (19.0) | (4.7) | (23.7) |
Charge for year | (5.6) | (2.5) | (8.1) |
Disposals | \u2014 | 1.1 | 1.1 |
At 30 September 2024 | (24.6) | (6.1) | (30.7) |
| Net book value: | |||
At 31 May 2023 | 17.3 | 1.3 | 18.6 |
At 30 September 2024 | 13.7 | 2.0 | 15.7 |
| Land and | Motor | ||
| buildings | vehicles | Total | |
| \u00a3m | \u00a3m | \u00a3m | |
At 1 June 2022 | 29.1 | 3.5 | 32.6 |
Additions | 2.2 | 1.4 | 3.6 |
Disposals | (0.2) | \u2014 | (0.2) |
Lease payments | (5.8) | (1.3) | (7.1) |
Interest expense | 1.0 | 0.1 | 1.1 |
At 31 May 2023 | 26.3 | 3.7 | 30.0 |
Additions | 4.7 | 4.2 | 8.9 |
Disposals | \u2014 | (0.7) | (0.7) |
Lease payments | (9.2) | (2.7) | (11.9) |
Interest expense | 1.3 | 0.4 | 1.7 |
Liabilities classified as held for sale | \u2014 | (0.4) | (0.4) |
At 30 September 2024 | 23.1 | 4.5 | 27.6 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Current | 5.7 | 6.0 |
Non-current | 21.9 | 24.0 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Less than one year | 5.7 | 6.0 |
Two to five years | 16.1 | 16.7 |
More than five years | 5.8 | 7.3 |
Total lease liabilities | 27.6 | 30.0 |
| Land and | Motor | ||
| buildings | vehicles | Total | |
| \u00a3m | \u00a3m | \u00a3m | |
| Cost: | |||
At 1 June 2022 | 35.7 | 4.6 | 40.3 |
Additions | 2.9 | 1.4 | 4.3 |
Disposals | (1.8) | \u2014 | (1.8) |
Impairment | (0.5) | \u2014 | (0.5) |
At 31 May 2023 | 36.3 | 6.0 | 42.3 |
Additions | 5.2 | 4.2 | 9.4 |
Disposals | \u2014 | (1.7) | (1.7) |
Impairment | (3.2) | \u2014 | (3.2) |
Assets classified as held for sale | \u2014 | (0.4) | (0.4) |
At 30 September 2024 | 38.3 | 8.1 | 46.4 |
| Accumulated depreciation: | |||
At 1 June 2022 | (14.9) | (3.4) | (18.3) |
Charge for year | (4.4) | (1.3) | (5.7) |
Disposals | 0.3 | \u2014 | 0.3 |
At 31 May 2023 | (19.0) | (4.7) | (23.7) |
Charge for year | (5.6) | (2.5) | (8.1) |
Disposals | \u2014 | 1.1 | 1.1 |
At 30 September 2024 | (24.6) | (6.1) | (30.7) |
| Net book value: | |||
At 31 May 2023 | 17.3 | 1.3 | 18.6 |
At 30 September 2024 | 13.7 | 2.0 | 15.7 |
| Group | Group | |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Interest in unlisted shares | \u2014 | 0.3 |
| Group | Group | |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Goods for resale | \u2014 | 0.8 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Current | ||||
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Prepayments | 12.6 | 10.5 | \u2014 | \u2014 |
Contract costs (see Note 23) | 1.2 | 1.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | \u2014 | \u2014 |
| Non-current | ||||
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Total | 32.2 | 40.9 | 43.1 | 23.2 |
| Disclosed as follows: | ||||
Current assets | 32.2 | 40.9 | \u2014 | \u2014 |
Non-current assets | \u2014 | \u2014 | 43.1 | 23.2 |
32.2 | 40.9 | 43.1 | 23.2 |
| Expected | Expected | |||||
| Gross | credit losses | Net | Gross | credit losses | Net | |
| 2024 | 2024 | 2024 | 2023 | 2023 | 2023 | |
| Group | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
| Trade receivables: | ||||||
Not past due | 7.5 | \u2014 | 7.5 | 15.6 | (0.1) | 15.5 |
Past due 0\u201330 days | 5.6 | \u2014 | 5.6 | 6.8 | \u2014 | 6.8 |
Past due 31\u201390 days | 2.6 | \u2014 | 2.6 | 4.1 | \u2014 | 4.1 |
Past due more than 90 days | 3.2 | (1.6) | 1.6 | 2.2 | (1.9) | 0.3 |
18.9 | (1.6) | 17.3 | 28.7 | (2.0) | 26.7 | |
| Other receivables: | ||||||
Not past due | 1.1 | \u2014 | 1.1 | 2.0 | \u2014 | 2.0 |
Total | 20.0 | (1.6) | 18.4 | 30.7 | (2.0) | 28.7 |
| Expected | |
| credit loss | |
| provision | |
| \u00a3m | |
Balance at 1 June 2022 | (3.5) |
Provision utilised during the year | 1.5 |
Balance at 31 May 2023 | (2.0) |
Provision utilised during the period | 0.4 |
Balance at 30 September 2024 | (1.6) |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Current | ||||
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Prepayments | 12.6 | 10.5 | \u2014 | \u2014 |
Contract costs (see Note 23) | 1.2 | 1.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | \u2014 | \u2014 |
| Non-current | ||||
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Total | 32.2 | 40.9 | 43.1 | 23.2 |
| Disclosed as follows: | ||||
Current assets | 32.2 | 40.9 | \u2014 | \u2014 |
Non-current assets | \u2014 | \u2014 | 43.1 | 23.2 |
32.2 | 40.9 | 43.1 | 23.2 |
| Expected | Expected | |||||
| Gross | credit losses | Net | Gross | credit losses | Net | |
| 2024 | 2024 | 2024 | 2023 | 2023 | 2023 | |
| Group | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
| Trade receivables: | ||||||
Not past due | 7.5 | \u2014 | 7.5 | 15.6 | (0.1) | 15.5 |
Past due 0\u201330 days | 5.6 | \u2014 | 5.6 | 6.8 | \u2014 | 6.8 |
Past due 31\u201390 days | 2.6 | \u2014 | 2.6 | 4.1 | \u2014 | 4.1 |
Past due more than 90 days | 3.2 | (1.6) | 1.6 | 2.2 | (1.9) | 0.3 |
18.9 | (1.6) | 17.3 | 28.7 | (2.0) | 26.7 | |
| Other receivables: | ||||||
Not past due | 1.1 | \u2014 | 1.1 | 2.0 | \u2014 | 2.0 |
Total | 20.0 | (1.6) | 18.4 | 30.7 | (2.0) | 28.7 |
| Expected | |
| credit loss | |
| provision | |
| \u00a3m | |
Balance at 1 June 2022 | (3.5) |
Provision utilised during the year | 1.5 |
Balance at 31 May 2023 | (2.0) |
Provision utilised during the period | 0.4 |
Balance at 30 September 2024 | (1.6) |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Current | ||||
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Prepayments | 12.6 | 10.5 | \u2014 | \u2014 |
Contract costs (see Note 23) | 1.2 | 1.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | \u2014 | \u2014 |
| Non-current | ||||
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Total | 32.2 | 40.9 | 43.1 | 23.2 |
| Disclosed as follows: | ||||
Current assets | 32.2 | 40.9 | \u2014 | \u2014 |
Non-current assets | \u2014 | \u2014 | 43.1 | 23.2 |
32.2 | 40.9 | 43.1 | 23.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Current | ||||
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Prepayments | 12.6 | 10.5 | \u2014 | \u2014 |
Contract costs (see Note 23) | 1.2 | 1.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | \u2014 | \u2014 |
| Non-current | ||||
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Total | 32.2 | 40.9 | 43.1 | 23.2 |
| Disclosed as follows: | ||||
Current assets | 32.2 | 40.9 | \u2014 | \u2014 |
Non-current assets | \u2014 | \u2014 | 43.1 | 23.2 |
32.2 | 40.9 | 43.1 | 23.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Current | ||||
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Prepayments | 12.6 | 10.5 | \u2014 | \u2014 |
Contract costs (see Note 23) | 1.2 | 1.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | \u2014 | \u2014 |
| Non-current | ||||
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Total | 32.2 | 40.9 | 43.1 | 23.2 |
| Disclosed as follows: | ||||
Current assets | 32.2 | 40.9 | \u2014 | \u2014 |
Non-current assets | \u2014 | \u2014 | 43.1 | 23.2 |
32.2 | 40.9 | 43.1 | 23.2 |
| Expected | Expected | |||||
| Gross | credit losses | Net | Gross | credit losses | Net | |
| 2024 | 2024 | 2024 | 2023 | 2023 | 2023 | |
| Group | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
| Trade receivables: | ||||||
Not past due | 7.5 | \u2014 | 7.5 | 15.6 | (0.1) | 15.5 |
Past due 0\u201330 days | 5.6 | \u2014 | 5.6 | 6.8 | \u2014 | 6.8 |
Past due 31\u201390 days | 2.6 | \u2014 | 2.6 | 4.1 | \u2014 | 4.1 |
Past due more than 90 days | 3.2 | (1.6) | 1.6 | 2.2 | (1.9) | 0.3 |
18.9 | (1.6) | 17.3 | 28.7 | (2.0) | 26.7 | |
| Other receivables: | ||||||
Not past due | 1.1 | \u2014 | 1.1 | 2.0 | \u2014 | 2.0 |
Total | 20.0 | (1.6) | 18.4 | 30.7 | (2.0) | 28.7 |
| Expected | |
| credit loss | |
| provision | |
| \u00a3m | |
Balance at 1 June 2022 | (3.5) |
Provision utilised during the year | 1.5 |
Balance at 31 May 2023 | (2.0) |
Provision utilised during the period | 0.4 |
Balance at 30 September 2024 | (1.6) |
| 2024 | |||||
| UK | US | Netherlands | Denmark | Total | |
| Asset/(liability) | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Plant and equipment | \u2014 | \u2014 | 0.3 | \u2014 | 0.3 |
Short-term temporary differences | 0.5 | 3.1 | \u2014 | \u2014 | 3.6 |
Intangible assets | (0.8) | (3.1) | (0.8) | \u2014 | (4.7) |
Share-based payments | 0.9 | \u2014 | \u2014 | \u2014 | 0.9 |
Tax losses | \u2014 | \u2014 | \u2014 | \u2014 | \u2014 |
Deferred tax (liability)/asset | 0.6 | \u2014 | (0.5) | \u2014 | 0.1 |
| Analysed as follows: | |||||
Non-current assets | 0.6 | \u2014 | \u2014 | \u2014 | 0.6 |
Non-current liabilities | \u2014 | \u2014 | (0.5) | \u2014 | (0.5) |
| 2023 | |||||
| UK | US | Netherlands | Denmark | Total | |
| Asset/(liability) | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Plant and equipment | 0.2 | (0.3) | 0.3 | \u2014 | 0.2 |
Short-term temporary differences | 0.2 | 8.9 | \u2014 | \u2014 | 9.1 |
IFRS 16 assets | 0.3 | 0.2 | \u2014 | \u2014 | 0.5 |
Intangible assets | (1.4) | (7.6) | (1.7) | \u2014 | (10.7) |
Share-based payments | 0.3 | 0.2 | \u2014 | \u2014 | 0.5 |
Tax losses | 1.7 | 0.2 | \u2014 | \u2014 | 1.9 |
Deferred tax asset/(liability) | 1.3 | 1.6 | (1.4) | \u2014 | 1.5 |
| Analysed as follows: | |||||
Non-current assets | 1.3 | 1.6 | \u2014 | \u2014 | 2.9 |
Non-current liabilities | \u2014 | \u2014 | (1.4) | \u2014 | (1.4) |
| Recognised | ||||||
| 1 June | in Income | Exchange | Recognised | 30 September | ||
| 2023 | Statement | differences | in equity | Acquisition | 2024 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Plant and equipment | 0.2 | 0.1 | \u2014 | \u2014 | \u2014 | 0.3 |
Short-term temporary differences | 9.1 | (5.7) | 0.2 | \u2014 | \u2014 | 3.6 |
IFRS 16 assets/(liabilities) | 0.5 | (0.5) | \u2014 | \u2014 | \u2014 | \u2014 |
Intangible assets | (10.7) | 5.8 | 0.2 | \u2014 | \u2014 | (4.7) |
Share-based payments | 0.5 | 0.4 | \u2014 | \u2014 | \u2014 | 0.9 |
Tax losses | 1.9 | (1.9) | \u2014 | \u2014 | \u2014 | \u2014 |
Total | 1.5 | (1.8) | 0.4 | \u2014 | \u2014 | 0.1 |
| Recognised | ||||||
| 1 June | in Income | Exchange | Recognised | 31 May | ||
| 2022 | Statement | differences | in equity | Acquisition | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Plant and equipment | 0.2 | \u2014 | \u2014 | \u2014 | \u2014 | 0.2 |
Short-term temporary differences | 6.4 | 2.7 | \u2014 | \u2014 | \u2014 | 9.1 |
IFRS 16 assets/(liabilities) | 0.5 | \u2014 | \u2014 | \u2014 | \u2014 | 0.5 |
Intangible assets | (8.8) | (1.8) | (0.1) | \u2014 | \u2014 | (10.7) |
Share-based payments | 1.5 | (0.9) | \u2014 | (0.1) | \u2014 | 0.5 |
Tax losses | \u2014 | 1.9 | \u2014 | \u2014 | \u2014 | 1.9 |
Total | (0.2) | 1.9 | (0.1) | (0.1) | \u2014 | 1.5 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Plant and equipment | (0.2) | \u2014 |
Short-term temporary differences | (6.3) | \u2014 |
Share-based payments | (0.3) | \u2014 |
Tax losses | (4.1) | (3.5) |
Total | (10.9) | (3.5) |
| 2024 | |||||
| UK | US | Netherlands | Denmark | Total | |
| Asset/(liability) | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Plant and equipment | \u2014 | \u2014 | 0.3 | \u2014 | 0.3 |
Short-term temporary differences | 0.5 | 3.1 | \u2014 | \u2014 | 3.6 |
Intangible assets | (0.8) | (3.1) | (0.8) | \u2014 | (4.7) |
Share-based payments | 0.9 | \u2014 | \u2014 | \u2014 | 0.9 |
Tax losses | \u2014 | \u2014 | \u2014 | \u2014 | \u2014 |
Deferred tax (liability)/asset | 0.6 | \u2014 | (0.5) | \u2014 | 0.1 |
| Analysed as follows: | |||||
Non-current assets | 0.6 | \u2014 | \u2014 | \u2014 | 0.6 |
Non-current liabilities | \u2014 | \u2014 | (0.5) | \u2014 | (0.5) |
| 2023 | |||||
| UK | US | Netherlands | Denmark | Total | |
| Asset/(liability) | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Plant and equipment | 0.2 | (0.3) | 0.3 | \u2014 | 0.2 |
Short-term temporary differences | 0.2 | 8.9 | \u2014 | \u2014 | 9.1 |
IFRS 16 assets | 0.3 | 0.2 | \u2014 | \u2014 | 0.5 |
Intangible assets | (1.4) | (7.6) | (1.7) | \u2014 | (10.7) |
Share-based payments | 0.3 | 0.2 | \u2014 | \u2014 | 0.5 |
Tax losses | 1.7 | 0.2 | \u2014 | \u2014 | 1.9 |
Deferred tax asset/(liability) | 1.3 | 1.6 | (1.4) | \u2014 | 1.5 |
| Analysed as follows: | |||||
Non-current assets | 1.3 | 1.6 | \u2014 | \u2014 | 2.9 |
Non-current liabilities | \u2014 | \u2014 | (1.4) | \u2014 | (1.4) |
| Recognised | ||||||
| 1 June | in Income | Exchange | Recognised | 30 September | ||
| 2023 | Statement | differences | in equity | Acquisition | 2024 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Plant and equipment | 0.2 | 0.1 | \u2014 | \u2014 | \u2014 | 0.3 |
Short-term temporary differences | 9.1 | (5.7) | 0.2 | \u2014 | \u2014 | 3.6 |
IFRS 16 assets/(liabilities) | 0.5 | (0.5) | \u2014 | \u2014 | \u2014 | \u2014 |
Intangible assets | (10.7) | 5.8 | 0.2 | \u2014 | \u2014 | (4.7) |
Share-based payments | 0.5 | 0.4 | \u2014 | \u2014 | \u2014 | 0.9 |
Tax losses | 1.9 | (1.9) | \u2014 | \u2014 | \u2014 | \u2014 |
Total | 1.5 | (1.8) | 0.4 | \u2014 | \u2014 | 0.1 |
| Recognised | ||||||
| 1 June | in Income | Exchange | Recognised | 31 May | ||
| 2022 | Statement | differences | in equity | Acquisition | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Plant and equipment | 0.2 | \u2014 | \u2014 | \u2014 | \u2014 | 0.2 |
Short-term temporary differences | 6.4 | 2.7 | \u2014 | \u2014 | \u2014 | 9.1 |
IFRS 16 assets/(liabilities) | 0.5 | \u2014 | \u2014 | \u2014 | \u2014 | 0.5 |
Intangible assets | (8.8) | (1.8) | (0.1) | \u2014 | \u2014 | (10.7) |
Share-based payments | 1.5 | (0.9) | \u2014 | (0.1) | \u2014 | 0.5 |
Tax losses | \u2014 | 1.9 | \u2014 | \u2014 | \u2014 | 1.9 |
Total | (0.2) | 1.9 | (0.1) | (0.1) | \u2014 | 1.5 |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
Plant and equipment | (0.2) | \u2014 |
Short-term temporary differences | (6.3) | \u2014 |
Share-based payments | (0.3) | \u2014 |
Tax losses | (4.1) | (3.5) |
Total | (10.9) | (3.5) |
| 30 September | |
| 2024 | |
| \u00a3m | |
| Assets classified as held for sale: | |
Goodwill | 51.9 |
Intangible fixed assets | 0.1 |
Right-of-use assets | 0.4 |
Property, plant and equipment | 1.1 |
Inventories | 0.6 |
Trade and other receivables | 4.3 |
Contract assets | 3.1 |
Total assets classified as held for sale | 61.5 |
| Liabilities associated with assets classified as held for sale: | |
Trade and other payables | (1.4) |
Deferred revenue | (3.1) |
Lease liabilities | (0.4) |
Provisions | (0.8) |
Total liabilities associated with assets classified as held for sale | (5.7) |
| 30 September | |
| 2024 | |
| \u00a3m | |
| Assets classified as held for sale: | |
Goodwill | 51.9 |
Intangible fixed assets | 0.1 |
Right-of-use assets | 0.4 |
Property, plant and equipment | 1.1 |
Inventories | 0.6 |
Trade and other receivables | 4.3 |
Contract assets | 3.1 |
Total assets classified as held for sale | 61.5 |
| Liabilities associated with assets classified as held for sale: | |
Trade and other payables | (1.4) |
Deferred revenue | (3.1) |
Lease liabilities | (0.4) |
Provisions | (0.8) |
Total liabilities associated with assets classified as held for sale | (5.7) |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade payables | 4.6 | 6.3 | \u2014 | \u2014 |
Non-trade payables | 17.5 | 8.6 | 9.8 | \u2014 |
Accruals | 24.7 | 29.8 | \u2014 | \u2014 |
Amounts owed to Group companies | \u2014 | \u2014 | 0.1 | 0.2 |
Total | 46.8 | 44.7 | 9.9 | 0.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade payables | 4.6 | 6.3 | \u2014 | \u2014 |
Non-trade payables | 17.5 | 8.6 | 9.8 | \u2014 |
Accruals | 24.7 | 29.8 | \u2014 | \u2014 |
Amounts owed to Group companies | \u2014 | \u2014 | 0.1 | 0.2 |
Total | 46.8 | 44.7 | 9.9 | 0.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade payables | 4.6 | 6.3 | \u2014 | \u2014 |
Non-trade payables | 17.5 | 8.6 | 9.8 | \u2014 |
Accruals | 24.7 | 29.8 | \u2014 | \u2014 |
Amounts owed to Group companies | \u2014 | \u2014 | 0.1 | 0.2 |
Total | 46.8 | 44.7 | 9.9 | 0.2 |
| Onerous | ||||
| Loss-making | property | Other | ||
| contracts | costs | provisions | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Balance as at 31 May 2022 and 1 June 2022 | 1.8 | 1.0 | 0.7 | 3.5 |
Provisions created in the year | \u2014 | 0.7 | 0.3 | 1.0 |
Provisions utilised during the year | (0.8) | (0.3) | (0.7) | (1.8) |
Balance as at 31 May 2023 and 1 June 2023 | 1.0 | 1.4 | 0.3 | 2.7 |
Provisions created in the period | 0.3 | 3.0 | 0.1 | 3.4 |
Provisions released during the period | \u2014 | (0.2) | \u2014 | (0.2) |
Provisions utilised during the period | (0.5) | (1.0) | (0.3) | (1.8) |
Transferred to assets held for sale | (0.8) | \u2014 | \u2014 | (0.8) |
Balance as at 30 September 2024 | \u2014 | 3.2 | 0.1 | 3.3 |
| Analysed as follows (2024): | ||||
Current | \u2014 | 1.3 | 0.1 | 1.4 |
Non-current | \u2014 | 1.9 | \u2014 | 1.9 |
| Analysed as follows (2023): | ||||
Current | 0.6 | 0.3 | 0.3 | 1.2 |
Non-current | 0.4 | 1.1 | \u2014 | 1.5 |
| Group | Group | |
| 2024 | 2023 | |
| \u00a3m | \u00a3m | |
| Analysed as follows: | ||
Current | 50.7 | 51.6 |
Non-current | 2.8 | 3.3 |
53.5 | 54.9 |
| Group | Group | ||
| 2024 | 2023 | ||
| Notes | \u00a3m | \u00a3m | |
Receivables, which are included in trade and other receivables | 16 | 17.3 | 26.7 |
Contract assets \u2013 accrued income | 20.1 | 17.2 | |
Contract costs \u2013 costs to obtain | 16 | 1.2 | 1.7 |
Contract liabilities \u2013 deferred revenue | 22 | (53.5) | (54.9) |
| Expected | Expected | |||||
| Gross | credit losses | Net | Gross | credit losses | Net | |
| 2024 | 2024 | 2024 | 2023 | 2023 | 2023 | |
| Group | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
| Contract assets: | ||||||
Not past due | 21.1 | (1.0) | 20.1 | 17.4 | (0.2) | 17.2 |
Total | 21.1 | (1.0) | 20.1 | 17.4 | (0.2) | 17.2 |
| Expected | |
| credit loss | |
| provision | |
| \u00a3m | |
Balance at 1 June 2022 | (0.2) |
Charged to the Income Statement | \u2014 |
Balance at 31 May 2023 | (0.2) |
Provision created during the period | (0.8) |
Balance at 30 September 2024 | (1.0) |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Cash and cash equivalents | 29.8 | 34.1 | 9.8 | 15.0 |
Bank overdraft | (13.6) | (1.8) | \u2014 | \u2014 |
Total cash at bank and in hand | 16.2 | 32.3 | 9.8 | 15.0 |
| Group | Group | Company | Company | ||
| 2024 | 2023 | 2024 | 2023 | ||
| Maturity | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Non-current liabilities: | |||||
Revolving credit facility | 2026 | 61.5 | 81.9 | \u2014 | \u2014 |
Total borrowings | 61.5 | 81.9 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Two to five years | 61.5 | 81.9 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Non-current | ||||
| Variable rate: | ||||
Revolving credit facility | (61.5) | (81.9) | \u2014 | \u2014 |
Total loans and borrowings (excluding lease liabilities) | (61.5) | (81.9) | \u2014 | \u2014 |
| Current | ||||
Cash | 29.8 | 34.1 | 9.8 | 15.0 |
Bank overdraft | (13.6) | (1.8) | \u2014 | \u2014 |
Net (debt)/cash (excluding lease liabilities) 1 | (45.3) | (49.6) | 9.8 | 15.0 |
| Non-current | ||||
Lease liabilities | (21.9) | (24.0) | \u2014 | \u2014 |
| Current | ||||
Lease liabilities | (5.7) | (6.0) | \u2014 | \u2014 |
Net (debt)/cash 1 | (72.9) | (79.6) | 9.8 | 15.0 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Cash and cash equivalents | 29.8 | 34.1 | 9.8 | 15.0 |
Bank overdraft | (13.6) | (1.8) | \u2014 | \u2014 |
Total cash at bank and in hand | 16.2 | 32.3 | 9.8 | 15.0 |
| Group | Group | Company | Company | ||
| 2024 | 2023 | 2024 | 2023 | ||
| Maturity | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Non-current liabilities: | |||||
Revolving credit facility | 2026 | 61.5 | 81.9 | \u2014 | \u2014 |
Total borrowings | 61.5 | 81.9 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Two to five years | 61.5 | 81.9 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
| Non-current | ||||
| Variable rate: | ||||
Revolving credit facility | (61.5) | (81.9) | \u2014 | \u2014 |
Total loans and borrowings (excluding lease liabilities) | (61.5) | (81.9) | \u2014 | \u2014 |
| Current | ||||
Cash | 29.8 | 34.1 | 9.8 | 15.0 |
Bank overdraft | (13.6) | (1.8) | \u2014 | \u2014 |
Net (debt)/cash (excluding lease liabilities) 1 | (45.3) | (49.6) | 9.8 | 15.0 |
| Non-current | ||||
Lease liabilities | (21.9) | (24.0) | \u2014 | \u2014 |
| Current | ||||
Lease liabilities | (5.7) | (6.0) | \u2014 | \u2014 |
Net (debt)/cash 1 | (72.9) | (79.6) | 9.8 | 15.0 |
| 2024 | 2023 | |
| Group | \u00a3m | \u00a3m |
| Revolving credit facility/bank term loan: | ||
Drawdown on facility | 57.8 | 70.8 |
Repayment of facility | (75.0) | (115.6) |
Transaction costs | \u2014 | (1.7) |
Release of deferred arrangement fees | 0.6 | 1.0 |
Foreign exchange movement | (3.8) | 1.8 |
Movement in borrowings | (20.4) | (43.7) |
| IFRS 16 lease liability: | ||
New leases entered into | 8.9 | 3.6 |
Disposals | (0.7) | (0.2) |
Principal element of lease payments | (10.2) | (6.0) |
Lease liabilities held for sale (see Note 18) | (0.4) | \u2014 |
Movement in lease liabilities | (2.4) | (2.6) |
2024 | 2023 | |||||
| Level 1 | Level 2 | Level 3 | Level 1 | Level 2 | Level 3 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Financial liabilities at fair value through profit or loss | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
Total financial instruments | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
| Restated\u200a* | ||||
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Contract assets | 20.1 | 17.2 | \u2014 | \u2014 |
Contingent consideration receivable | \u2014 | 3.8 | \u2014 | \u2014 |
Cash and cash equivalents | 29.8 | 34.1 | 9.8 | 15.0 |
Total | 68.3 | 83.8 | 52.9 | 38.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| Trade and other receivables by geographical segment | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
UK | 8.0 | 14.6 | \u2014 | \u2014 |
APAC | 1.1 | 1.2 | \u2014 | \u2014 |
North America | 4.9 | 6.3 | \u2014 | \u2014 |
Europe | 4.4 | 6.6 | \u2014 | \u2014 |
Total | 18.4 | 28.7 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| Trade and other receivables by business segment | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Cyber Security | 15.7 | 25.1 | \u2014 | \u2014 |
Escode | 2.5 | 1.8 | \u2014 | \u2014 |
Central and head office | 0.2 | 1.8 | \u2014 | \u2014 |
Total | 18.4 | 28.7 | \u2014 | \u2014 |
| Carrying | Contractual | 1\u20132 | 2-5 | 5+ | ||
| amount | cash flows | <1 year | years | years | years | |
| At 30 September 2024 | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Borrowings | (61.5) | (73.9) | (3.8) | (3.8) | (66.3) | \u2014 |
Bank overdraft | (13.6) | (13.6) | (13.6) | \u2014 | \u2014 | \u2014 |
Lease liabilities | (27.6) | (32.5) | (8.0) | (6.6) | (13.6) | (4.3) |
Trade and other payables | (46.8) | (46.8) | (46.8) | \u2014 | \u2014 | \u2014 |
| Carrying | Contractual | 1\u20132 | 2+ | 5+ | ||
| amount | cash flows | <1 year | years | years | years | |
| At 31 May 2023 | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Borrowings | (81.9) | (98.0) | (4.9) | (4.9) | (88.2) | \u2014 |
Bank overdraft | (1.8) | (1.8) | (1.8) | \u2014 | \u2014 | \u2014 |
Contingent consideration payable | (1.0) | (1.0) | (1.0) | \u2014 | \u2014 | \u2014 |
Lease liabilities | (30.0) | (33.6) | (6.9) | (6.1) | (12.6) | (8.0) |
Trade and other payables | (44.7) | (44.7) | (44.7) | \u2014 | \u2014 | \u2014 |
2024 | 2023 | |||||||||
| Sterling | EUR | USD | Other | Total | Sterling | EUR | USD | Other | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade receivables | 7.6 | 2.0 | 7.4 | 0.3 | 17.3 | 11.0 | 7.0 | 7.1 | 1.6 | 26.7 |
Other receivables | 1.1 | \u2014 | \u2014 | \u2014 | 1.1 | 2.0 | \u2014 | \u2014 | \u2014 | 2.0 |
Contract assets | 7.9 | 3.4 | 6.5 | 2.3 | 20.1 | 5.5 | 3.9 | 6.7 | 1.1 | 17.2 |
| Cash and cash | ||||||||||
equivalents | 18.0 | 4.1 | 4.5 | 3.2 | 29.8 | 17.0 | 5.0 | 9.4 | 2.7 | 34.1 |
Bank overdraft | (11.9) | \u2014 | (1.7) | \u2014 | (13.6) | (1.8) | \u2014 | \u2014 | \u2014 | (1.8) |
Borrowings | (19.0) | \u2014 | (42.5) | \u2014 | (61.5) | (18.6) | \u2014 | (63.3) | \u2014 | (81.9) |
Lease liabilities | (16.0) | (3.2) | (4.9) | (3.5) | (27.6) | (19.6) | (2.0) | (6.7) | (1.7) | (30.0) |
Trade and other payables | (32.7) | (3.9) | (7.6) | (2.6) | (46.8) | (31.8) | (9.2) | (1.6) | (2.1) | (44.7) |
Total | (45.0) | 2.4 | (38.3) | (0.3) | (81.2) | (36.3) | 4.7 | (48.4) | 1.6 | (78.4) |
| 2024 | 2023 | |
| Group | \u00a3m | \u00a3m |
Sterling denominated financial assets | 18.0 | 17.0 |
Euro denominated financial assets | 4.1 | 5.0 |
US Dollar denominated financial assets | 4.5 | 9.4 |
Other denominated financial assets | 3.2 | 2.7 |
Total | 29.8 | 34.1 |
| 2024 | 2023 | |
| Company | \u00a3m | \u00a3m |
| Financial assets | ||
Sterling denominated financial assets | 9.8 | 15.0 |
Amounts owed by Group undertakings | 43.1 | 23.2 |
Total | 52.9 | 38.2 |
| Financial liabilities | ||
Sterling denominated financial liabilities | 9.8 | \u2014 |
Amounts owed to Group undertakings | 0.1 | 0.2 |
Total | 9.9 | 0.2 |
2024 | 2023 | |||||||||
| Sterling | EUR | USD | Other | Total | Sterling | EUR | USD | Other | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Less than one year | (34.9) | (5.0) | (9.1) | (3.4) | (52.4) | (36.6) | (10.3) | (3.0) | (2.6) | (52.5) |
Two to five years | (28.6) | (2.1) | (46.0) | (2.8) | (79.5) | (28.1) | (0.9) | (68.4) | (1.2) | (98.6) |
More than five years | (4.0) | \u2014 | \u2014 | \u2014 | (4.0) | (7.2) | \u2014 | (0.1) | \u2014 | (7.3) |
Total | (67.5) | (7.1) | (55.1) | (6.2) | (135.9) | (71.9) | (11.2) | (71.5) | (3.8) | (158.4) |
| 2024 | 2023 | |
| Group | \u00a3m | \u00a3m |
| Revolving credit facility/bank term loan: | ||
Drawdown on facility | 57.8 | 70.8 |
Repayment of facility | (75.0) | (115.6) |
Transaction costs | \u2014 | (1.7) |
Release of deferred arrangement fees | 0.6 | 1.0 |
Foreign exchange movement | (3.8) | 1.8 |
Movement in borrowings | (20.4) | (43.7) |
| IFRS 16 lease liability: | ||
New leases entered into | 8.9 | 3.6 |
Disposals | (0.7) | (0.2) |
Principal element of lease payments | (10.2) | (6.0) |
Lease liabilities held for sale (see Note 18) | (0.4) | \u2014 |
Movement in lease liabilities | (2.4) | (2.6) |
2024 | 2023 | |||||
| Level 1 | Level 2 | Level 3 | Level 1 | Level 2 | Level 3 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Financial liabilities at fair value through profit or loss | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
Total financial instruments | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
| Restated\u200a* | ||||
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Contract assets | 20.1 | 17.2 | \u2014 | \u2014 |
Contingent consideration receivable | \u2014 | 3.8 | \u2014 | \u2014 |
Cash and cash equivalents | 29.8 | 34.1 | 9.8 | 15.0 |
Total | 68.3 | 83.8 | 52.9 | 38.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| Trade and other receivables by geographical segment | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
UK | 8.0 | 14.6 | \u2014 | \u2014 |
APAC | 1.1 | 1.2 | \u2014 | \u2014 |
North America | 4.9 | 6.3 | \u2014 | \u2014 |
Europe | 4.4 | 6.6 | \u2014 | \u2014 |
Total | 18.4 | 28.7 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| Trade and other receivables by business segment | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Cyber Security | 15.7 | 25.1 | \u2014 | \u2014 |
Escode | 2.5 | 1.8 | \u2014 | \u2014 |
Central and head office | 0.2 | 1.8 | \u2014 | \u2014 |
Total | 18.4 | 28.7 | \u2014 | \u2014 |
| Carrying | Contractual | 1\u20132 | 2-5 | 5+ | ||
| amount | cash flows | <1 year | years | years | years | |
| At 30 September 2024 | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Borrowings | (61.5) | (73.9) | (3.8) | (3.8) | (66.3) | \u2014 |
Bank overdraft | (13.6) | (13.6) | (13.6) | \u2014 | \u2014 | \u2014 |
Lease liabilities | (27.6) | (32.5) | (8.0) | (6.6) | (13.6) | (4.3) |
Trade and other payables | (46.8) | (46.8) | (46.8) | \u2014 | \u2014 | \u2014 |
| Carrying | Contractual | 1\u20132 | 2+ | 5+ | ||
| amount | cash flows | <1 year | years | years | years | |
| At 31 May 2023 | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Borrowings | (81.9) | (98.0) | (4.9) | (4.9) | (88.2) | \u2014 |
Bank overdraft | (1.8) | (1.8) | (1.8) | \u2014 | \u2014 | \u2014 |
Contingent consideration payable | (1.0) | (1.0) | (1.0) | \u2014 | \u2014 | \u2014 |
Lease liabilities | (30.0) | (33.6) | (6.9) | (6.1) | (12.6) | (8.0) |
Trade and other payables | (44.7) | (44.7) | (44.7) | \u2014 | \u2014 | \u2014 |
2024 | 2023 | |||||||||
| Sterling | EUR | USD | Other | Total | Sterling | EUR | USD | Other | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade receivables | 7.6 | 2.0 | 7.4 | 0.3 | 17.3 | 11.0 | 7.0 | 7.1 | 1.6 | 26.7 |
Other receivables | 1.1 | \u2014 | \u2014 | \u2014 | 1.1 | 2.0 | \u2014 | \u2014 | \u2014 | 2.0 |
Contract assets | 7.9 | 3.4 | 6.5 | 2.3 | 20.1 | 5.5 | 3.9 | 6.7 | 1.1 | 17.2 |
| Cash and cash | ||||||||||
equivalents | 18.0 | 4.1 | 4.5 | 3.2 | 29.8 | 17.0 | 5.0 | 9.4 | 2.7 | 34.1 |
Bank overdraft | (11.9) | \u2014 | (1.7) | \u2014 | (13.6) | (1.8) | \u2014 | \u2014 | \u2014 | (1.8) |
Borrowings | (19.0) | \u2014 | (42.5) | \u2014 | (61.5) | (18.6) | \u2014 | (63.3) | \u2014 | (81.9) |
Lease liabilities | (16.0) | (3.2) | (4.9) | (3.5) | (27.6) | (19.6) | (2.0) | (6.7) | (1.7) | (30.0) |
Trade and other payables | (32.7) | (3.9) | (7.6) | (2.6) | (46.8) | (31.8) | (9.2) | (1.6) | (2.1) | (44.7) |
Total | (45.0) | 2.4 | (38.3) | (0.3) | (81.2) | (36.3) | 4.7 | (48.4) | 1.6 | (78.4) |
| 2024 | 2023 | |
| Group | \u00a3m | \u00a3m |
Sterling denominated financial assets | 18.0 | 17.0 |
Euro denominated financial assets | 4.1 | 5.0 |
US Dollar denominated financial assets | 4.5 | 9.4 |
Other denominated financial assets | 3.2 | 2.7 |
Total | 29.8 | 34.1 |
| 2024 | 2023 | |
| Company | \u00a3m | \u00a3m |
| Financial assets | ||
Sterling denominated financial assets | 9.8 | 15.0 |
Amounts owed by Group undertakings | 43.1 | 23.2 |
Total | 52.9 | 38.2 |
| Financial liabilities | ||
Sterling denominated financial liabilities | 9.8 | \u2014 |
Amounts owed to Group undertakings | 0.1 | 0.2 |
Total | 9.9 | 0.2 |
2024 | 2023 | |||||||||
| Sterling | EUR | USD | Other | Total | Sterling | EUR | USD | Other | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Less than one year | (34.9) | (5.0) | (9.1) | (3.4) | (52.4) | (36.6) | (10.3) | (3.0) | (2.6) | (52.5) |
Two to five years | (28.6) | (2.1) | (46.0) | (2.8) | (79.5) | (28.1) | (0.9) | (68.4) | (1.2) | (98.6) |
More than five years | (4.0) | \u2014 | \u2014 | \u2014 | (4.0) | (7.2) | \u2014 | (0.1) | \u2014 | (7.3) |
Total | (67.5) | (7.1) | (55.1) | (6.2) | (135.9) | (71.9) | (11.2) | (71.5) | (3.8) | (158.4) |
2024 | 2023 | |||||
| Level 1 | Level 2 | Level 3 | Level 1 | Level 2 | Level 3 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Financial liabilities at fair value through profit or loss | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
Total financial instruments | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
2024 | 2023 | |||||
| Level 1 | Level 2 | Level 3 | Level 1 | Level 2 | Level 3 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Financial liabilities at fair value through profit or loss | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
Total financial instruments | \u2014 | 0.8 | \u2014 | \u2014 | 0.6 | \u2014 |
| Restated\u200a* | ||||
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade receivables | 17.3 | 26.7 | \u2014 | \u2014 |
Other receivables | 1.1 | 2.0 | \u2014 | \u2014 |
Amounts owed by Group undertakings | \u2014 | \u2014 | 43.1 | 23.2 |
Contract assets | 20.1 | 17.2 | \u2014 | \u2014 |
Contingent consideration receivable | \u2014 | 3.8 | \u2014 | \u2014 |
Cash and cash equivalents | 29.8 | 34.1 | 9.8 | 15.0 |
Total | 68.3 | 83.8 | 52.9 | 38.2 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| Trade and other receivables by geographical segment | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
UK | 8.0 | 14.6 | \u2014 | \u2014 |
APAC | 1.1 | 1.2 | \u2014 | \u2014 |
North America | 4.9 | 6.3 | \u2014 | \u2014 |
Europe | 4.4 | 6.6 | \u2014 | \u2014 |
Total | 18.4 | 28.7 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| Trade and other receivables by business segment | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Cyber Security | 15.7 | 25.1 | \u2014 | \u2014 |
Escode | 2.5 | 1.8 | \u2014 | \u2014 |
Central and head office | 0.2 | 1.8 | \u2014 | \u2014 |
Total | 18.4 | 28.7 | \u2014 | \u2014 |
| Carrying | Contractual | 1\u20132 | 2-5 | 5+ | ||
| amount | cash flows | <1 year | years | years | years | |
| At 30 September 2024 | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Borrowings | (61.5) | (73.9) | (3.8) | (3.8) | (66.3) | \u2014 |
Bank overdraft | (13.6) | (13.6) | (13.6) | \u2014 | \u2014 | \u2014 |
Lease liabilities | (27.6) | (32.5) | (8.0) | (6.6) | (13.6) | (4.3) |
Trade and other payables | (46.8) | (46.8) | (46.8) | \u2014 | \u2014 | \u2014 |
| Carrying | Contractual | 1\u20132 | 2+ | 5+ | ||
| amount | cash flows | <1 year | years | years | years | |
| At 31 May 2023 | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m |
Borrowings | (81.9) | (98.0) | (4.9) | (4.9) | (88.2) | \u2014 |
Bank overdraft | (1.8) | (1.8) | (1.8) | \u2014 | \u2014 | \u2014 |
Contingent consideration payable | (1.0) | (1.0) | (1.0) | \u2014 | \u2014 | \u2014 |
Lease liabilities | (30.0) | (33.6) | (6.9) | (6.1) | (12.6) | (8.0) |
Trade and other payables | (44.7) | (44.7) | (44.7) | \u2014 | \u2014 | \u2014 |
2024 | 2023 | |||||||||
| Sterling | EUR | USD | Other | Total | Sterling | EUR | USD | Other | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Trade receivables | 7.6 | 2.0 | 7.4 | 0.3 | 17.3 | 11.0 | 7.0 | 7.1 | 1.6 | 26.7 |
Other receivables | 1.1 | \u2014 | \u2014 | \u2014 | 1.1 | 2.0 | \u2014 | \u2014 | \u2014 | 2.0 |
Contract assets | 7.9 | 3.4 | 6.5 | 2.3 | 20.1 | 5.5 | 3.9 | 6.7 | 1.1 | 17.2 |
| Cash and cash | ||||||||||
equivalents | 18.0 | 4.1 | 4.5 | 3.2 | 29.8 | 17.0 | 5.0 | 9.4 | 2.7 | 34.1 |
Bank overdraft | (11.9) | \u2014 | (1.7) | \u2014 | (13.6) | (1.8) | \u2014 | \u2014 | \u2014 | (1.8) |
Borrowings | (19.0) | \u2014 | (42.5) | \u2014 | (61.5) | (18.6) | \u2014 | (63.3) | \u2014 | (81.9) |
Lease liabilities | (16.0) | (3.2) | (4.9) | (3.5) | (27.6) | (19.6) | (2.0) | (6.7) | (1.7) | (30.0) |
Trade and other payables | (32.7) | (3.9) | (7.6) | (2.6) | (46.8) | (31.8) | (9.2) | (1.6) | (2.1) | (44.7) |
Total | (45.0) | 2.4 | (38.3) | (0.3) | (81.2) | (36.3) | 4.7 | (48.4) | 1.6 | (78.4) |
| 2024 | 2023 | |
| Group | \u00a3m | \u00a3m |
Sterling denominated financial assets | 18.0 | 17.0 |
Euro denominated financial assets | 4.1 | 5.0 |
US Dollar denominated financial assets | 4.5 | 9.4 |
Other denominated financial assets | 3.2 | 2.7 |
Total | 29.8 | 34.1 |
| 2024 | 2023 | |
| Company | \u00a3m | \u00a3m |
| Financial assets | ||
Sterling denominated financial assets | 9.8 | 15.0 |
Amounts owed by Group undertakings | 43.1 | 23.2 |
Total | 52.9 | 38.2 |
| Financial liabilities | ||
Sterling denominated financial liabilities | 9.8 | \u2014 |
Amounts owed to Group undertakings | 0.1 | 0.2 |
Total | 9.9 | 0.2 |
2024 | 2023 | |||||||||
| Sterling | EUR | USD | Other | Total | Sterling | EUR | USD | Other | Total | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Less than one year | (34.9) | (5.0) | (9.1) | (3.4) | (52.4) | (36.6) | (10.3) | (3.0) | (2.6) | (52.5) |
Two to five years | (28.6) | (2.1) | (46.0) | (2.8) | (79.5) | (28.1) | (0.9) | (68.4) | (1.2) | (98.6) |
More than five years | (4.0) | \u2014 | \u2014 | \u2014 | (4.0) | (7.2) | \u2014 | (0.1) | \u2014 | (7.3) |
Total | (67.5) | (7.1) | (55.1) | (6.2) | (135.9) | (71.9) | (11.2) | (71.5) | (3.8) | (158.4) |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
August 2018 | 7 years | August 2021\u2013August 2028 | \u00a32.20 | \u2014 |
September 2019 | 7 years | September 2022\u2013September 2029 | \u00a31.79 | 161,998 |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
March 2020 | 3 years | May 2023\u2013October 2023 | \u00a31.84 | \u2014 |
March 2020 | 3 years | May 2023\u2013October 2023 | \u00a31.84 | \u2014 |
May 2021 | 3 years | May 2024\u2013October 2024 | \u00a32.15 | 78,406 |
May 2021 | 3 years | May 2024\u2013October 2024 | \u00a32.15 | 137,171 |
May 2022 | 3 years | May 2025\u2013October 2025 | \u00a31.52 | 219,962 |
May 2022 | 3 years | May 2025\u2013October 2025 | \u00a31.52 | 273,634 |
May 2023 | 3 years | June 2026\u2013November 2026 | \u00a31.26 | 165,320 |
May 2023 | 3 years | June 2026\u2013November 2026 | \u00a31.26 | 388,754 |
May 2024 | 3 years | June 2027\u2013November 2027 | \u00a30.99 | 348,786 |
May 2024 | 3 years | June 2027\u2013November 2027 | \u00a30.99 | 1,529,982 |
| 2024 | ||||
| Expected term | Exercise | Number | ||
| Date of grant | of options | Exercisable in | price | outstanding |
May 2023 | 1 year | May 2024 | \u00a31.26 | \u2014 |
May 2024 | 1 year | May 2025 | \u00a31.09 | 360,960 |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
September 2019 | 7 years | September 2022\u2013September 2029 | \u00a31.82 | 21,976 |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
September 2019 | 3 years | June 2022\u2013August 2023 | \u00a3nil | \u2014 |
March 2020 | 3 years | June 2022\u2013August 2024 | \u00a3nil | \u2014 |
May 2021 | 3 years | June 2023\u2013August 2025 | \u00a3nil | \u2014 |
November 2021 | 3 years | June 2024\u2013November 2031 | \u00a3nil | 529,259 |
October 2022 | 3 years | October 2025\u2013October 2032 | \u00a3nil | 683,559 |
November 2022 | 3 years | November 2025\u2013November 2032 | \u00a3nil | 113,521 |
October 2023 | 3 years | October 2026\u2013October 2033 | \u00a3nil | 1,926,725 |
February 2024 | 3 years | February 2027\u2013February 2034 | \u00a3nil | 98,988 |
June 2024 | 3 years | October 2027\u2013June 2034 | \u00a3nil | 3,659,199 |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
May 2021 | 3 years | June 2023\u2013August 2023 | \u00a30.01 | \u2014 |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
May 2021 | 2/3 years | 50% exercisable August 2022 to August 2031, | \u00a3nil (\u00a30.01 in the | 36,500 |
| 50% exercisable August 2023 to August 2031 | US and Canada) | |||
November 2021 | 2/3 years | 50% exercisable October 2023 to August 2032, | \u00a3nil (\u00a30.01 in the | 434,381 |
| 50% exercisable October 2024 to August 2032 | US and Canada) | |||
October 2022 | 2/3 years | 50% exercisable October 2024 to October 2032, | \u00a3nil (\u00a30.01 in the | 546,672 |
| 50% exercisable October 2025 to October 2032 | US and Canada) | |||
November 2022 | 2/3 years | 50% exercisable November 2024 to November 2032, | \u00a3nil (\u00a30.01 in the | 30,272 |
| 50% exercisable November 2025 to November 2032 | US and Canada) | |||
October 2023 | 2/3 years | 50% exercisable September 2025 to September 2033, | \u00a3nil (\u00a30.01 in the | 1,571,352 |
| 50% exercisable September 2026 to September 2033 | US and Canada) | |||
February 2024 | 2/3 years | 50% exercisable February 2026 to February 2034, | \u00a3nil (\u00a30.01 in the | 56,619 |
| 50% exercisable February 2027 to February 2034 | US and Canada) |
| 2024 | ||||
| Expected term | Exercise | Number | ||
| Date of grant | of options | Exercisable in | price | outstanding |
October 2021 | 2 years | October 2023 | \u00a3nil | \u2014 |
October 2022 | 2 years | October 2024 | \u00a3nil | \u2014 |
October 2023 | 2 years | October 2025 | \u00a3nil | 12,207 |
August 2024 | 2 years | August 2026 | \u00a3nil | 174,434 |
| 2024 | ||||
| Expected term | Exercisable | Exercise | Number | |
| Date of grant | of options | between | price | outstanding |
September 2019 | 3 years | September 2022\u2013September 2023 | \u00a3nil | \u2014 |
July 2021 | 3 years | August 2022\u2013July 2031 | \u00a3nil | 1,500 |
November 2021 | 3 years | October 2023\u2013November 2031 | \u00a3nil | \u2014 |
| Expected | Option | Risk free | ||
Scheme | Grant date | volatility | expected term | interest rate |
CSOP scheme | August 2018\u2013September 2019 | 48.0%\u201352.8% | 7 years | 0.35%\u20132.00% |
Sharesave scheme | March 2020\u2013May 2024 | 37.6%\u201355.7% | 3 years | 0.13%\u20134.63% |
ESPP scheme | May 2023\u2013May 2024 | 53.9%\u201355.7% | 1 year | 1.15%\u20134.63% |
Special Award (CEO) | September 2022 | n/a | 2 years | n/a |
ISO scheme | September 2019 | 77.0% | 7 years | 0.38% |
LTIP scheme | September 2019\u2013June 2024 | 37.4% | 3 years | 0.21% |
RSU scheme | May 2021 | 42.3% | 3 years | 0.32% |
RSP scheme | May 2021\u2013February 2024 | n/a | 10 years | n/a |
Deferred shares | October 2023\u2013August 2024 | n/a | 2 years | n/a |
Phantom schemes | September 2019\u2013November 2021 | 53.8% | 3 years | 2.2% |
| Weighted average | Weighted average | ||||
| Fair value at | fair value at | Exercise | exercise value at | ||
Scheme | Grant date | measurement date | measurement date | price | measurement date |
CSOP scheme | August 2018\u2013September 2019 | \u00a30.55\u2013\u00a30.63 | \u00a30.55 | \u00a31.79\u2013\u00a32.09 | \u00a31.80 |
Sharesave scheme | March 2019\u2013May 2024 | \u00a30.39\u2013\u00a30.86 | \u00a30.54 | \u00a30.99\u2013\u00a32.15 | \u00a31.20 |
ESPP scheme | May 2023\u2013May 2024 | \u00a30.30\u2013\u00a30.37 | \u00a30.37 | \u00a31.09\u2013\u00a31.26 | \u00a31.09 |
Special Award (CEO) | September 2022 | \u00a32.30 | \u00a3nil | \u00a3nil | \u00a3nil |
ISO scheme | September 2019 | \u00a30.54 | \u00a30.54 | \u00a31.82 | \u00a31.82 |
LTIP scheme | September 2019\u2013June 2024 | \u00a30.90\u2013\u00a32.31 | \u00a31.38 | \u00a3nil | \u00a3nil |
RSU scheme | May 2021 | \u00a32.87 | \u00a32.87 | \u00a30.01 | \u00a30.01 |
RSP scheme | May 2021\u2013February 2024 | \u00a30.90\u2013\u00a32.85 | \u00a31.40 | \u00a3nil | \u00a3nil |
Deferred shares | October 2021\u2013August 2024 | \u00a31.11\u2013\u00a31.55 | \u00a31.52 | \u00a3nil | \u00a3nil |
Phantom schemes | July 2021 | \u00a32.87 | \u00a32.87 | \u00a3nil | \u00a3nil |
| 2024 | 2023 | |||
| Number | 2024 | Number | 2023 | |
| \u2019000 | WAEP | \u2019000 | WAEP | |
Outstanding at beginning of period/year | 11,220 | \u00a30.61 | 11,431 | \u00a30.68 |
Granted during the period/year | 10,474 | \u00a30.23 | 5,114 | \u00a30.55 |
Exercised during the period/year | (2,049) | \u00a30.23 | (1,488) | \u00a30.10 |
Forfeited in the period/year | (6,083) | \u00a30.70 | (3,837) | \u00a30.96 |
Outstanding at end of period/year | 13,562 | \u00a30.33 | 11,220 | \u00a30.61 |
Exercisable at end of period/year | 1,690 | \u00a30.48 | 1,598 | \u00a31.00 |
| Number of | |||||
| Number of | Instruments | instruments | |||
| instruments | granted | Options | as at | ||
| as at | during | exercised in | Forfeitures | 30 September | |
| Scheme | 1 June 2023 | the period | the period | in the period | 2024 |
CSOP schemes | 284,898 | \u2014 | \u2014 | (122,900) | 161,998 |
Sharesave/SAYE schemes | 3,512,804 | 2,058,142 | \u2014 | (2,428,931) | 3,142,015 |
ESPP schemes | 604,321 | 360,960 | (363,014) | (241,307) | 360,960 |
Special Award | 222,222 | \u2014 | (222,222) | \u2014 | \u2014 |
ISO schemes | 49,446 | \u2014 | \u2014 | (27,470) | 21,976 |
LTIP schemes | 3,239,193 | 5,867,593 | (357,806) | (1,737,729) | 7,011,251 |
RSU schemes | 138,554 | \u2014 | (41,565) | (96,989) | \u2014 |
RSP scheme | 3,023,704 | 1,993,719 | (942,805) | (1,398,822) | 2,675,796 |
Deferred shares | 91,616 | 193,137 | (98,112) | \u2014 | 186,641 |
Phantom schemes | 53,345 | \u2014 | (23,250) | (28,595) | 1,500 |
11,220,103 | 10,473,551 | (2,048,774) | (6,082,743) | 13,562,137 |
| 2024 | 2023 | |||
| Number | Number | 2024 | 2023 | |
| Allotted, called up and fully paid | of shares | of shares | \u00a3m | \u00a3m |
Ordinary shares of 1p each at the beginning of the period/year | 312,128,892 | 309,967,243 | 3.1 | 3.1 |
Ordinary shares of 1p each issued in the period/year | 2,395,738 | 2,161,649 | \u2014 | \u2014 |
Ordinary shares of 1p each at the end of the period/year | 314,524,630 | 312,128,892 | 3.1 | 3.1 |
| 2024 | 2023 | |||
| Number | Number | 2024 | 2023 | |
| Allotted, called up and fully paid | of shares | of shares | \u00a3m | \u00a3m |
Ordinary shares of 1p each at the beginning of the period/year | 312,128,892 | 309,967,243 | 3.1 | 3.1 |
Ordinary shares of 1p each issued in the period/year | 2,395,738 | 2,161,649 | \u2014 | \u2014 |
Ordinary shares of 1p each at the end of the period/year | 314,524,630 | 312,128,892 | 3.1 | 3.1 |
| 2024 | 2023 | |||
| Number | Number | 2024 | 2023 | |
| Allotted, called up and fully paid | of shares | of shares | \u00a3m | \u00a3m |
Ordinary shares of 1p each at the beginning of the period/year | 312,128,892 | 309,967,243 | 3.1 | 3.1 |
Ordinary shares of 1p each issued in the period/year | 2,395,738 | 2,161,649 | \u2014 | \u2014 |
Ordinary shares of 1p each at the end of the period/year | 314,524,630 | 312,128,892 | 3.1 | 3.1 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Salary costs (including bonus) | 2.7 | 1.8 | \u2014 | \u2014 |
Social security costs | 0.4 | 0.3 | \u2014 | \u2014 |
Post-employment benefits | \u2014 | \u2014 | \u2014 | \u2014 |
Share-based payments | 0.3 | 0.2 | \u2014 | \u2014 |
Total | 3.4 | 2.3 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Salary costs (including bonus) | 2.7 | 1.8 | \u2014 | \u2014 |
Social security costs | 0.4 | 0.3 | \u2014 | \u2014 |
Post-employment benefits | \u2014 | \u2014 | \u2014 | \u2014 |
Share-based payments | 0.3 | 0.2 | \u2014 | \u2014 |
Total | 3.4 | 2.3 | \u2014 | \u2014 |
| Group | Group | Company | Company | |
| 2024 | 2023 | 2024 | 2023 | |
| \u00a3m | \u00a3m | \u00a3m | \u00a3m | |
Salary costs (including bonus) | 2.7 | 1.8 | \u2014 | \u2014 |
Social security costs | 0.4 | 0.3 | \u2014 | \u2014 |
Post-employment benefits | \u2014 | \u2014 | \u2014 | \u2014 |
Share-based payments | 0.3 | 0.2 | \u2014 | \u2014 |
Total | 3.4 | 2.3 | \u2014 | \u2014 |
| Shares in Group | |
| undertakings | |
| Company | \u00a3m |
At 1 June 2022 | 276.9 |
Increase in subsidiary investment for share-based charges | 2.2 |
At 31 May 2023 | 279.1 |
Increase in subsidiary investment for share-based charges | 2.3 |
Increase in subsidiary investment for below market value loan arrangement | 9.7 |
At 30 September 2024 | 291.1 |
Subsidiary undertakings | Country of incorporation | Principal activity | Registered office |
NCC Group Holdings Limited | England and Wales | Holding company | XYZ Building, 2 Hardman Boulevard, |
| Spinningfields, Manchester M3 3AQ | |||
(XYZ 1 ) | |||
NCC Group (Solutions) Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Corporate Limited | England and Wales | Corporate cost centre | XYZ 1 |
NCC Group Finance Limited | England and Wales | Financing company | XYZ 1 |
The National Computing Centre Limited | England and Wales | Dormant | XYZ 1 |
NCC Group Software Resilience Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Software Resilience (UK) Limited | England and Wales | Holding company | XYZ 1 |
NCC Services Limited | England and Wales | Escode | XYZ 1 |
NCC Group Escrow Limited | England and Wales | Dormant | XYZ 1 |
NCC Group Software Resilience (Europe) B.V. | Netherlands | Holding company | Barbara Strozzilaan 201, 1083HN |
| Amsterdam, Netherlands | |||
NCC Group GmbH | Germany | Escode | c/o Deloitte Legal |
| Rechtsanwaltsgesellschaft mbH, | |||
| Rosenheimer Platz 6, 81669, Munich, | |||
| Bavaria, Germany | |||
NCC Group Deutschland GmbH | Germany | Cyber Security | Leopoldstrasse Business Centre |
| GmbH, Konrad-Zuse-Platz 8, 81829, | |||
| Munich, Germany | |||
NCC Group Escrow Europe B.V. | Netherlands | Escode | Barbara Strozzilaan 201, 1083HN |
| Amsterdam, Netherlands | |||
NCC Group Escrow Europe (Switzerland) AG | Switzerland | Escode | Ibelweg 18A, 6300 Zug, Switzerland |
| NCC Group Software Resilience | England and Wales | Holding company | XYZ 1 |
| (MEA-APAC) Limited | |||
NCC Group FZ-LLC | United Arab Emirates Escode | F01-004, Building 5, Dubai, Media | |
| City, Dubai, United Arab Emirates | |||
NCC Group Cyber Security Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Cyber Security (UK) Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Security Services Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Audit Limited | England and Wales | Cyber Security | XYZ 1 |
ArmstrongAdams Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Signify Solutions Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Accumuli Security Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Cyber Security (Europe) B.V. | Netherlands | Holding company | Fox-IT 3 |
Subsidiary undertakings | Country of incorporation | Principal activity | Registered office | ||
NCC Group A/S | Denmark | Cyber Security | Lautruph\u00f8j 1, 2750 Ballerup, Denmark | ||
NCC Group Cyber Portuguesa, Unipessoal, LDA | Portugal | Cyber Security | Av. Ant\u00f3nio Augusto de Aguiar n\u00ba 19 | ||
| \u2013 4\u00ba, 1050-012 Lisboa, Portugal | |||||
NCC Group Security Services Espana SLU | Spain | Cyber Security | Plaza Manuel G\u00f3mez Moreno, | ||
| n\u00famero 2, Edificio Alfredo Mahou, | |||||
| planta 19\u00aa, letra B, 28020, Madrid, | |||||
| Spain | |||||
Cyber Assurance Sweden AB | Sweden | Cyber Security | c/o Advokatfirman Delphi, P.O. Box | ||
1432, | 111 84 Stockholm | ||||
Fox-IT Holding B.V. | Netherlands | Holding company | Olof Palmestraat 6, 2616 LM Delft, | ||
Netherlands (Fox-IT 3 ) | |||||
Fox-IT Group B.V. | Netherlands | Holding company | Fox-IT 3 | ||
Fox-IT B.V. | Netherlands | Cyber Security | Fox-IT 3 | ||
Fox-IT Operations B.V. | Netherlands | Dormant | Fox-IT 3 | ||
Fox Crypto B.V. | Netherlands | Cyber Security | Fox-IT 3 | ||
NCC Group Cyber Security (APAC) Limited | England and Wales | Holding company | XYZ 1 | ||
NCC Group Pte Limited | Singapore | Cyber Security | Unit #10-09 PLUS Building, 20 Cecil | ||
| Street, Singapore (049705) | |||||
NCC Group Pty Limited | Australia | Cyber Security | Suite 23.01, Level 23, 45 Clarence | ||
| Street, Sydney, NSW 2000 | |||||
Escode Australia Pty Limited | Australia | Software Resilience | Suite 23.01, Level 23, 45 Clarence | ||
| Street, Sydney, NSW 2000 | |||||
NCC Group Japan KK | Japan | Cyber Security | Level 18, Yesibu Garden Place Tower, | ||
| 4-20-3 Ebisu Shibuya-Ku, Tokyo | |||||
NCC Group (Americas) Inc. | USA | Holding company | 650 | California Street, Suite 2950, | |
| San Francisco, CA 94108, USA (North | |||||
America HQ 2 ) | |||||
NCC Group, LLC | USA | Escode and central/ | North America HQ 2 | ||
| head office costs | |||||
NCC Group Cyber Security (Americas), LLC | USA | Holding company | North America HQ 2 | ||
NCC Group Security Services, Inc. | USA | Cyber Security | North America HQ 2 | ||
NCC Group Secure Registrar, Inc. | USA | Domain services | North America HQ 2 | ||
NCC Group Domain Services, Inc. | USA | Domain services | North America HQ 2 | ||
NCC Group Security Services Corporation | Canada | Cyber Security | Suite | 270 | 0, The Stack, 1133 Melville |
| St, Vancouver, BC V6E 4E5 | |||||
Payment Software Company, Inc. | USA | Cyber Security | North America HQ 2 | ||
Payment Software Company Limited | England and Wales | Cyber Security | XYZ 1 | ||
NCC Group Software Resilience (Americas) LLC | USA | Holding company | North America HQ 2 | ||
NCC Group Escrow Associates, LLC | USA | Escode | North America HQ 2 | ||
NCC Group Software Resilience (NA), LLC | USA | Escode | North America HQ 2 | ||
NCC Group Asia, Inc | Philippines | Cyber Security | 37F Seven/NEO, 4th Avenue | Bonifacio Global City, Taguig City, | |
| Metro Manila, 1634 |
Undertaking | % interest | Country of incorporation | Principal activity |
Deposit AB | 24% | Sweden | Escode |
| Shares in Group | |
| undertakings | |
| Company | \u00a3m |
At 1 June 2022 | 276.9 |
Increase in subsidiary investment for share-based charges | 2.2 |
At 31 May 2023 | 279.1 |
Increase in subsidiary investment for share-based charges | 2.3 |
Increase in subsidiary investment for below market value loan arrangement | 9.7 |
At 30 September 2024 | 291.1 |
Subsidiary undertakings | Country of incorporation | Principal activity | Registered office |
NCC Group Holdings Limited | England and Wales | Holding company | XYZ Building, 2 Hardman Boulevard, |
| Spinningfields, Manchester M3 3AQ | |||
(XYZ 1 ) | |||
NCC Group (Solutions) Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Corporate Limited | England and Wales | Corporate cost centre | XYZ 1 |
NCC Group Finance Limited | England and Wales | Financing company | XYZ 1 |
The National Computing Centre Limited | England and Wales | Dormant | XYZ 1 |
NCC Group Software Resilience Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Software Resilience (UK) Limited | England and Wales | Holding company | XYZ 1 |
NCC Services Limited | England and Wales | Escode | XYZ 1 |
NCC Group Escrow Limited | England and Wales | Dormant | XYZ 1 |
NCC Group Software Resilience (Europe) B.V. | Netherlands | Holding company | Barbara Strozzilaan 201, 1083HN |
| Amsterdam, Netherlands | |||
NCC Group GmbH | Germany | Escode | c/o Deloitte Legal |
| Rechtsanwaltsgesellschaft mbH, | |||
| Rosenheimer Platz 6, 81669, Munich, | |||
| Bavaria, Germany | |||
NCC Group Deutschland GmbH | Germany | Cyber Security | Leopoldstrasse Business Centre |
| GmbH, Konrad-Zuse-Platz 8, 81829, | |||
| Munich, Germany | |||
NCC Group Escrow Europe B.V. | Netherlands | Escode | Barbara Strozzilaan 201, 1083HN |
| Amsterdam, Netherlands | |||
NCC Group Escrow Europe (Switzerland) AG | Switzerland | Escode | Ibelweg 18A, 6300 Zug, Switzerland |
| NCC Group Software Resilience | England and Wales | Holding company | XYZ 1 |
| (MEA-APAC) Limited | |||
NCC Group FZ-LLC | United Arab Emirates Escode | F01-004, Building 5, Dubai, Media | |
| City, Dubai, United Arab Emirates | |||
NCC Group Cyber Security Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Cyber Security (UK) Limited | England and Wales | Holding company | XYZ 1 |
NCC Group Security Services Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Audit Limited | England and Wales | Cyber Security | XYZ 1 |
ArmstrongAdams Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Signify Solutions Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Accumuli Security Limited | England and Wales | Cyber Security | XYZ 1 |
NCC Group Cyber Security (Europe) B.V. | Netherlands | Holding company | Fox-IT 3 |
Subsidiary undertakings | Country of incorporation | Principal activity | Registered office | ||
NCC Group A/S | Denmark | Cyber Security | Lautruph\u00f8j 1, 2750 Ballerup, Denmark | ||
NCC Group Cyber Portuguesa, Unipessoal, LDA | Portugal | Cyber Security | Av. Ant\u00f3nio Augusto de Aguiar n\u00ba 19 | ||
| \u2013 4\u00ba, 1050-012 Lisboa, Portugal | |||||
NCC Group Security Services Espana SLU | Spain | Cyber Security | Plaza Manuel G\u00f3mez Moreno, | ||
| n\u00famero 2, Edificio Alfredo Mahou, | |||||
| planta 19\u00aa, letra B, 28020, Madrid, | |||||
| Spain | |||||
Cyber Assurance Sweden AB | Sweden | Cyber Security | c/o Advokatfirman Delphi, P.O. Box | ||
1432, | 111 84 Stockholm | ||||
Fox-IT Holding B.V. | Netherlands | Holding company | Olof Palmestraat 6, 2616 LM Delft, | ||
Netherlands (Fox-IT 3 ) | |||||
Fox-IT Group B.V. | Netherlands | Holding company | Fox-IT 3 | ||
Fox-IT B.V. | Netherlands | Cyber Security | Fox-IT 3 | ||
Fox-IT Operations B.V. | Netherlands | Dormant | Fox-IT 3 | ||
Fox Crypto B.V. | Netherlands | Cyber Security | Fox-IT 3 | ||
NCC Group Cyber Security (APAC) Limited | England and Wales | Holding company | XYZ 1 | ||
NCC Group Pte Limited | Singapore | Cyber Security | Unit #10-09 PLUS Building, 20 Cecil | ||
| Street, Singapore (049705) | |||||
NCC Group Pty Limited | Australia | Cyber Security | Suite 23.01, Level 23, 45 Clarence | ||
| Street, Sydney, NSW 2000 | |||||
Escode Australia Pty Limited | Australia | Software Resilience | Suite 23.01, Level 23, 45 Clarence | ||
| Street, Sydney, NSW 2000 | |||||
NCC Group Japan KK | Japan | Cyber Security | Level 18, Yesibu Garden Place Tower, | ||
| 4-20-3 Ebisu Shibuya-Ku, Tokyo | |||||
NCC Group (Americas) Inc. | USA | Holding company | 650 | California Street, Suite 2950, | |
| San Francisco, CA 94108, USA (North | |||||
America HQ 2 ) | |||||
NCC Group, LLC | USA | Escode and central/ | North America HQ 2 | ||
| head office costs | |||||
NCC Group Cyber Security (Americas), LLC | USA | Holding company | North America HQ 2 | ||
NCC Group Security Services, Inc. | USA | Cyber Security | North America HQ 2 | ||
NCC Group Secure Registrar, Inc. | USA | Domain services | North America HQ 2 | ||
NCC Group Domain Services, Inc. | USA | Domain services | North America HQ 2 | ||
NCC Group Security Services Corporation | Canada | Cyber Security | Suite | 270 | 0, The Stack, 1133 Melville |
| St, Vancouver, BC V6E 4E5 | |||||
Payment Software Company, Inc. | USA | Cyber Security | North America HQ 2 | ||
Payment Software Company Limited | England and Wales | Cyber Security | XYZ 1 | ||
NCC Group Software Resilience (Americas) LLC | USA | Holding company | North America HQ 2 | ||
NCC Group Escrow Associates, LLC | USA | Escode | North America HQ 2 | ||
NCC Group Software Resilience (NA), LLC | USA | Escode | North America HQ 2 | ||
NCC Group Asia, Inc | Philippines | Cyber Security | 37F Seven/NEO, 4th Avenue | Bonifacio Global City, Taguig City, | |
| Metro Manila, 1634 |
Undertaking | % interest | Country of incorporation | Principal activity |
Deposit AB | 24% | Sweden | Escode |
| 2024 | |
| \u00a3m | |
Attributable goodwill | (5.9) |
Intangible fixed assets | (1.4) |
Trade and other receivables | (1.5) |
Trade and other payables | 0.1 |
Deferred revenue | 2.8 |
Deferred tax liability | 0.3 |
Net assets disposed of | (5.6) |
Consideration | 8.2 |
Transaction costs | (1.0) |
Gain on disposal \u2013 recognised as an individual significant item (Note 4) | 1.6 |
| Satisfied by: | |
Cash and cash equivalents | 8.2 |
Total consideration | 8.2 |
| 2023 | |
| \u00a3m | |
Attributable goodwill | (1.0) |
Trade and other receivables | (1.2) |
Trade and other payables | 1.2 |
Net assets disposed of | (1.0) |
Consideration | 5.8 |
Transaction costs | (0.1) |
Gain on disposal | 4.7 |
| Satisfied by: | |
Cash and cash equivalents | 2.0 |
Contingent consideration | 3.8 |
Consideration | 5.8 |
Company name | Company registration no. |
Payment Software Company Limited | 10059024 |
NCC Group Holdings Limited | 13325653 |
NCC Group (Solutions) Limited | 03742757 |
NCC Group Corporate Limited | 13247138 |
NCC Group Cyber Security (APAC) Limited | 13294684 |
NCC Group Audit Limited | 04323323 |
NCC Group Signify Solutions Limited | 03915262 |
NCC Group Finance Limited | 13350193 |