Annual Financial Report

RNS Number : 9397I

Morgan Sindall Group PLC

26 March 2018

Morgan Sindall Group plc ('the Company')

Legal Entity Identifier (LEI) number: 2138008339ULDGZRB345

Annual Financial Report

26 March 2018

Further to the release of the Company's Preliminary Results announcement on 22 February 2018, the Company announces that it has today published and issued to shareholders the 2017 Annual Report and Accounts ('Annual Report'), Notice of Annual General Meeting 2018 and the Form of Proxy. The following documents can be downloaded from the Company's website at www.corporate.morgansindall.comwww.morgansindall.com:

· 2017 Annual Report

· Notice of Annual General Meeting 2018

A copy of each document listed above has been submitted to the Financial Conduct Authority's national storage mechanism ('NSM') and will shortly be available via the NSM website at www.hemscott.com/nsm.do.

The Company will hold its Annual General Meeting at 10.00 am on Friday 4 May 2017 at the offices of Jefferies International Limited, Vintners Place, 68 Upper Thames Street, London EC4V 3BJ.

In accordance with the requirements of Rules 4.1 and 6.3.5 of the Disclosure Guidance and Transparency Rules, a description of the principal risks and uncertainties affecting the Group is set out in Appendix 1 to this announcement. The Company's Preliminary Results announcement released on 22 February 2018 contained all other information required by DTR 6.3.5.

ENQUIRIES:

Morgan Sindall Group plc Tel: 020 7307 9200

Clare Sheridan, Company Secretary

Appendix 1

The Group's risk profile has improved with a strong balance sheet, continued focus on contract selectivity and no noticeable impact relating to Brexit.

Our approach

Risk is inherent in our business and cannot be completely eliminated if we are to achieve growth. Our risk governance model ensures that our principal risks and the controls implemented throughout the Group are under regular review at all levels.

Group Board

The Board is responsible for risk management and assesses the principal risks to the Group that threaten our strategy and performance.

Divisional boards	Risk committee
In accordance with our decentralised philosophy, each division identifies the risks facing its business and takes measures to mitigate the impacts. Senior managers take ownership of specific risks and ensure that tolerance levels are not exceeded.	The risk committee consists of heads of key Group functions, including legal, company secretarial, IT, finance, internal audit, tax, treasury and commercial. The committee identifies risks for entering in the Group risk register. It also reviews both the Group and divisional risk registers before they are presented to the Board and audit committee.

Risk reviews	Strategic planning	Delegated authorities	Divisional reporting
Twice a year every division carries out a detailed risk review, recording significant matters in its risk register. Each risk is evaluated, both before and after the effect of mitigation, on its likelihood of occurrence and severity of impact on strategy. The Group head of audit and assurance follows the same process for identifying and reviewing Group risks, conferring with the risk committee.	We view risk management as a fundamental part of our business planning process. Each year objectives and strategies are set that align with the risk appetite defined by the Board.	Our finance director and Group head of audit and assurance have produced a formal document which delegates approval for material decisions throughout the Group to appropriate levels of management. Such decisions include project selection, tender pricing, and capital requirements. Board approval is required before undertaking large, complex projects. The approval system is regularly reviewed.	The divisional risk registers record the activities needed to manage each risk, with mitigating activities embedded in day-to-day operations for which every employee has some responsibility. Rigorous reporting procedures are in place to monitor significant risks throughout the divisions and ensure they are communicated to the Group head of audit and assurance.

Internal audit	Audit committee
The Group head of audit and assurance reviews and collates the divisional risk registers and draws from them when compiling the Group risk register.	The audit committee assists the Board in monitoring risk management and internal control, and formally reviews the Group and divisional risk registers before they are presented to the Board.

Overview of the Group's risk profile

The UK's decision to withdraw from the EU continues to generate uncertainty, however the economy has performed well in the reporting period and this is reflected in our trading position. It is still too early to predict the medium- to long-term effects of Brexit, and we are keeping a close eye on developments. We will adjust our strategy in response to any clear indicators, but are reassured that most of our regeneration schemes and a sizeable portion of our construction order book and pipeline are supported by public sector clients via frameworks and joint venture arrangements.

Our diversity of offering through construction and regeneration protects the business from cyclical changes in individual markets. Government commitments continue to support our business model: in house building, expected to be a primary growth driver, and in infrastructure, where our work in the public and private regulated sectors has longer-term visibility.

Based on current trading patterns, a strong balance sheet, high-quality secured order book and visible pipeline of opportunities, our outlook for 2018 looks positive. All businesses remain focused on long-term partnerships, our favoured route to market with more predictable outcomes. Our regeneration activities are mostly non-speculative and underpinned by a long-term pipeline. Residential schemes have shown no short-term impacts since the referendum, with demand continuing to meet expectations. With relatively low interest rates and government support for housing, we are confident that the homes we build will continue to be in demand and affordable. Should the market change, the majority of our schemes are subject to economic viability conditions: future phases can be re-modelled or deferred, which together with robust risk and capital controls would help mitigate negative fluctuations.

Construction's long-term focus on selectivity has significantly improved its risk profile, reflected in its outturn margin, cash and order book. Fit Out, while more susceptible to GDP fluctuations, has a strong secured order book for 2018 and beyond, providing higher visibility of future workload than in previous years.

In terms of resourcing our medium- and long-term plans, we have committed banking facilities until 2022, an improving cash profile and robust cash and capital controls in place. Voluntary staff turnover continues to fall and new people are being recruited who will help us achieve our strategic objectives.

Principal risks

The principal risks to the business are set out overleaf. They have been extensively reviewed but have not changed significantly in the reporting period. The list is not exhaustive but includes those risks currently considered most significant in terms of potential impact. The risks are set out as they relate to our Group strategic priorities, indicating any change in severity and likelihood of impacts compared to 2016 and describing mitigating actions being taken.

Win in targeted markets

Global and UK economic conditions could potentially impact our longer-term strategy in our markets.

Risk and potential impact

Risk change in reporting period¹

Mitigating activities

Trend

Changes in the economy

The number of opportunities in our chosen markets could be reduced or become less profitable. Allocation of resources and capital to the pursuit of declining markets or less attractive opportunities would reduce the Group's profitability and cash generation.

· EU exit negotiations have to date had little impact in the UK market but longer-term effects remain difficult to predict and could affect both investor and consumer confidence.

· The industry relies on a pool of EU labour in order to sustain construction output. To date we have not seen any significant impact, however this is a concern that we need the government to resolve.

· The government remains committed to investment housing supply and infrastructure.

· This commitment complements our business model which is designed to provide a mix of earnings across different market cycles.

· Opportunities have continued to flow in all our markets. There is high demand for our development and regeneration schemes (with high barriers to entry), which are now benefiting from historic investment.

· Competition in construction remains high against a backdrop of lower growth and rising inflation. However we are being selective and our procurement routes, margins, contract terms and order book remain favourable.

· Maintaining a high profile and competency in sectors identified for investment, such as infrastructure, housing and urban regeneration.

· Monitoring changes in the economy, which helps us detect shifts in spending and adapt our strategy if necessary.

· Strategic focus on market spread, geographical capability and diversification to protect against the cyclical effect of individual markets. Business planning that focuses on markets and opportunities consistent with our risk appetite.

· Committing only to viable development schemes, allowing us to maximise our residential portfolio while responding quickly to any market changes.

· High proportion of our construction and regeneration order book secured with public sector and regulated entities.

· Construction and regeneration divisions work together, adding value for clients and offering a scale of service that enables us to compete in areas with higher barriers to entry.

· Regular monitoring and reporting of financial performance, work won, prospects and pipeline of opportunities.

No change

Risk and potential impact

Risk change in reporting period¹

Mitigating activities

Trend

Exposure to UK housing market

The UK housing sector is strongly influenced by government stimulus and consumer confidence. If mortgage availability and affordability are reduced this could make existing schemes difficult to sell and future developments unviable, reducing profitability and tying up capital.

· There continues to be clear support from the government and cross party in terms of housing supply, policy and stimulus, which complements our business model and market positioning.

· Sales volumes, pace and inflation across the regions have all generally held up during EU discussions in both the investor and private markets, albeit with some signs of plateauing in the London market.

· Dialogue continues with local authorities and housing associations, not yet reflected in our pipeline.

· We are well positioned to support current and future affordable and regeneration housing with high demand across our existing property portfolio.

· Monitoring key UK statistics, including unemployment, lending and affordability.

· A residential portfolio that targets and supports the government's demand for housing supply and partnerships.

· Rigorous three-stage approval process before committing to development schemes.

· A constrained land bank, targeting option type agreements with owners that limit long-term exposure and boost return on capital employed.

· Largely non-speculative, risk share development vehicles, subject to viability conditions that minimise any negative impact from market fluctuations.

· High majority of schemes in partnership with the public sector and in regenerative areas that attract government funding.

· Targeting forward selling sections of large-scale residential schemes to institutional investors.

· Regular forecasting and monitoring of development pipeline and order book.

No change

¹ Risk change in reporting period signifies the Board's opinion of pre-mitigation risk movement.

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Poor contract selection

In a volatile market where competition is high, a division might accept a contract outside its core competencies or for which it has insufficient resources.

Failure to understand the project risks may lead to poor delivery and ultimately result in reputational damage and loss of opportunities.

· A significant proportion of our larger projects continue to be secured with longer-term repeat clients with whom we have good relationships and sensible terms.

· Our forward order book continues to improve. It includes a high proportion of public sector and framework clients with typically healthier risk profiles.

· We continue to be selective when bidding for contracts, enabled by our strong order book and cash position.

· Having improved selectivity in Construction three years ago, we are now benefiting from a business with an improved risk profile delivering better outcomes.

· We have an enhanced understanding of medium-term pipeline quality, enabling us to predict trends more accurately and adjust our strategy in response.

· Clear selectivity, strategy and business plan to target optimal markets, sectors, clients and projects.

· Divisions select projects according to pre-agreed types of work, contract size and risk profile.

· A multi-stage process of bid approval, including tender review boards, risk profiling and sign off by appropriate levels of management.

· Staff planning and profiling to ensure appropriate levels of qualified resource for future work.

· Maturing selectivity strategy and tools, delivering projects with improved outcomes and sustainable margins, and leading to repeat business.

· Initiatives to select supply chain partners who match our expectations in terms of quality, sustainability and availability.

· Regular reporting on sales, pipeline and order book, using customer relationship management software.

· Communication of feedback from the supply chain.

· A deliberately large proportion of projects conducted via framework or joint venture arrangements with repeat clients who share our philosophy and values, making predictable outcomes more likely.

· Construction strategy and culture of prioritising bid selectivity over volume.

Decrease

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Safety or environmental incident

Health, safety and environmental (HSE) impacts will always feature significantly in the risk profile of a construction business. We carry out a significant portion of our work in public areas and complex environments, requiring strict observation of Health and Safety Executive standards.

Incidents that cause harm to an individual or the community could result in legal action, fines, costs and insurance claims as well as project delays and damage to reputation. Poor HSE performance could also affect our ability to secure future work and achieve targets.

· Sentencing guidelines for health and safety introduced in 2016 can impose significant fines. We currently have no material issues that might attract a fine and we continue to focus on managing HSE issues to the standards required to protect individuals, the community and the environment.

· Construction & Infrastructure has embedded its cultural development programme and adopted an innovative approach to fatigue management, known as Readiband.

· Fit Out introduced a health and safety app to improve safety on sites.

· Health and safety leadership team meetings were held during the year to discuss safety matters and trends impacting the business. The meetings were attended by divisional managing directors and health and safety directors.

· Individuals in each division and on the Board with specific responsibility for HSE matters.

· Communication of each division's HSE policy to all staff and senior managers appointed to ensure they are implemented.

· A Group health and safety forum with representatives from all divisions that continues to share best practice and exchange information on emerging risks.

· Established safety systems, site visits, monitoring and reporting procedures including near-miss and potential hazard reporting.

· Investigations and root cause analysis of accidents or incidents and near misses.

· Regular HSE training that includes behavioural change.

· Major incident management plans and business continuity plans that are periodically reviewed and tested.

· HSE report to the Board each month, HSE audits on projects and training schedules and incident investigation reports if necessary.

No change

Develop and retain talented people

We operate in sectors that are technically complex, requiring innovative solutions, and recognise that talented, motivated people improve our performance and contribute to our planned growth. Voluntary staff turnover rates, while falling, can be reduced further.

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Failure to attract and retain talented people

Talented people are needed to provide excellence in project delivery and customer service.

Skills shortages in the construction industry remain an issue for the foreseeable future.

· In divisions where voluntary staff turnover was higher than it should have been, improvements have been made to the working environment and investment made in technology and leadership training.

· Our investment in graduate, trainee and apprenticeship schemes is now well established, with a continuing number of participants progressing to more senior positions.

· Our leadership development programme is proving popular, and progressing well.

· There is a stretch in the labour market which has been manageable in the short term. However it would be exacerbated if the government were unable to secure EU skills mobility.

· Our current success is helping us attract and retain people, reflected in our falling voluntary staff turnover rates.

· Continued implementation of the People Promise¹ to help employees fulfil their potential.

· Annual appraisals providing two-way feedback on performance.

· Training and development plans to build skills and experience.

· Attractive remuneration packages benchmarked where possible.

· Providing industry leading working environments, technology tools and software to enrich people's working experience.

· Giving people empowerment and responsibility together with clear leadership and support.

· Monitoring future skills requirements.

· Succession plans in all businesses.

· Debriefs with leavers and joiners to understand the reasons for their decision.

· Divisional 'people boards' that meet twice a year to review talent in the business.

· Employee engagement surveys.

· Monthly HR reports to the Board including a report on leavers and joiners.

· Monitoring recruitment.

Decrease

¹ Our People Promise given to all employees explains what they can expect from the Group and their team members and, in turn, what is expected from them.

Disciplined use of capital

Our long-term success depends not only on our disciplined use of capital but also the liquidity of our clients, partners and suppliers, which could be affected by overtrading in an increasingly uncertain market.

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Insolvency of key client, subcontractor, joint venture (JV) partner or supplier

An insolvency could disrupt project works, cause delay and incur the costs of finding a replacement, resulting in bad debt and significant financial loss. There is a risk that credit checks undertaken in the past may no longer be valid.

· A high proportion of our current order book is public sector focused. Outside of this we seek to obtain relevant securities in the form of guarantees, bonds, escrow and/or favourable payment terms.

· Our current JV project portfolio has not suffered any material impact as a result of recent industry insolvency issues.

· Construction & Infrastructure continues to develop long-term relationships with financially sound subcontractors.

· A business strategy focused on the public sector and commercial clients in sound market sectors.

· Rigorous due diligence and credit checks on clients, partners and suppliers.

· Obtaining financial security where necessary, such as bonds, guarantees, specific preferential payment terms or escrow accounts.

· Formal approval process before entering contracts, supported by tender review boards.

· Formal JV selection due diligence papers and approval at Group executive director level.

· JV agreements contain protection relating to bank accounts and resource employed by a defaulting party.

· Working with preferred or approved suppliers wherever possible, which ensures visibility of both financial and workload commitments.

· Regular meetings with key supply chain members to exchange feedback and maintain dialogue, resulting in meaningful relationships and a greater understanding of their business.

· Monitoring supply chain utilisation to ensure we do not overstress either their finances or operational resource.

· Monitoring work in progress (uninvoiced income), debts and retentions to ensure optimal cash conversion and identify potentially stressed businesses.

No change

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Inadequate funding

A lack of liquidity could impact our ability to continue to trade or restrict our ability to achieve market growth or invest in regeneration schemes.

· Debt availability and terms continue to be favourable for the Group, our clients and our supply chain.

· Our average cash improved once again in the period, providing a clear indication of the health of the business and its cash-backed nature.

· We have recently renewed our banking facility which together with our strong cash position provides significant headroom.

· Our robust balance sheet gives us greater opportunity to explore further investment in new regeneration schemes and continue to be selective in Construction.

· Securing medium-term committed banking facilities to 2022.

· A three-stage process requiring approval at Group level for all development and investment-related schemes, which gives an early indication of potential long-term balance sheet commitments and risks.

· A Group-led disciplined allocation process for significant project-related capital which considers all future requirements and return on investment.

· Daily monitoring of cash levels and regular forecasting of future cash balances and facility headroom.

· Regular stress-testing of long-term cash forecasts.

Decrease

Mismanagement of working capital

Poor management of working capital leads to insufficient liquidity and funding problems.

· Overall working capital continues to improve following the settling of long-standing accounts, phasing of scheme starts and completions in regeneration schemes, plus the continuing benefits from positive cash generation in construction.

· Cash management continues to improve in Construction due to a combination of improved returns, cash optimisation and cash conversion.

· Our average net cash for the period underlines our strong performance and working capital management, but there are still areas for improvement.

· Monitoring and management of working capital with acute focus on any overdue work in progress, debtors or retentions.

· Reinforcing a culture in the bidding and project teams of focusing on generating positive cash outcomes.

· Daily monitoring of cash levels and weekly cash forecast reports.

· Cash profiling of key opportunities at an early stage to ensure they meet the Group's expectations.

· Efficient management of capital on regeneration schemes, such as phased scheme delivery, seeking institutional and government funding solutions, and forward selling where possible.

Decrease

Maximise efficiency of resources

Contract terms need to reflect risks arising from the nature and duration of the works. Projects must be properly resourced to ensure successful delivery for clients.

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Mispricing a contract

If a contract is incorrectly costed this could lead to loss of profitability that reduces overall gross margin. It might also damage the relationship with the client and supply chain.

· Contract procurement routes and terms have remained favourable, as reflected in our outturn margins and quality of forward order book.

· We have maintained our focus on selecting projects that are right for the business and match our risk appetite, thus offering a higher probability of success.

· We provide for increases in bids where appropriate in order to hedge against supply chain costs that are exposed to exchange rate or inflation fluctuations.

· We continue to secure projects with repeat clients via negotiation, open book and framework style arrangements, with limited, selective open market bids.

· A well-established bidding process with experienced estimating teams.

· Robust review of pipeline at key stages, with rigorous due diligence and risk assessment, and senior level approval.

· Our order book quality and strong cash position mean we can remain selective in our bidding.

· Construction strategy and culture in prioritising bid selectivity over volume.

· Tender reviews at three key stages of pre-qualification, pre-tender and final tender submission, with each stage approved by senior management via tender review boards.

· Using the tender review process to challenge and mitigate any impacts of rising supply chain costs.

Decrease

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Changes to contracts and contract disputes

Changes to contracts and contract disputes could lead to costs being incurred that are not recovered, loss of profitability and delayed receipt of cash. Ultimately we may need to resort to legal action to resolve disputes which can prove costly with uncertain outcomes, as well as damaging relationships.

· The high proportion of framework related, two-stage and negotiated work in our current order book has reduced the likelihood of unforeseen changes and disputes.

· Improvements in early warning tools and metrics flag potential issues in Construction earlier than before.

· Further development has continued on electronic project management and commercial controls to improve trend analysis and early warning intervention.

· Construction's order book contains a greater proportion of repeat client work, meaning we are more likely to achieve sustainable and predictable outcomes via negotiated settlement.

· Carrying out work under standard terms wherever possible.

· Reviewing contract terms at tender stage and ensuring variations are approved by the appropriate level of management.

· Well-established systems of measuring and reporting project progress and estimated outturns that include contract variations.

· Regular project reviews including feedback from peers, to provide a level of positive challenge around progress and project performance.

· Continued use and development of electronic dashboards for project management and commercial metrics designed to highlight areas of focus and provide early warnings.

· Regular reporting on all projects with a particular focus on matters likely to impact on programme, cost and quality.

· Where legal action is necessary, taking appropriate advice and making suitable provision for costs.

· All material disputes notified to the Board as they occur.

· Monthly monitoring of financial and operational performance on projects.

· Use of electronic change control tools to inform clients and project teams of the status of the final account and programme at each stage of construction.

Decrease

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Poor project delivery

Failure to meet client expectations could incur costs that erode profit margins and lead to the withholding of interim cash payments which impacts working capital. It may also result in reduction of repeat business and client referrals.

· Maturing early warning tools are flagging problems in project delivery, enabling earlier intervention and provisioning.

· Our continued focus on project selectivity reduces risk in the order book and the probability of poor performance.

· Various initiatives in Construction are underway that focus on improvements in product quality, predictability and customer experience.

· We have successfully settled older project disputes via a combination of expert advice and sensible dialogue, negating significant legal costs and prolonged uncertainty.

· Fit Out's sophisticated initiative to drive customer service and experience is maturing and continues to differentiate their offering.

· Our electronic snagging and handover technology improves the way we manage project close outs.

· Incentivising project teams on Perfect Delivery¹ outcomes to achieve high levels of client satisfaction.

· Strategic supply chain trading arrangements to help ensure consistent quality.

· Electronic project management tools which help improve quality and efficiency.

· Continued application of early warning tools to highlight delivery issues.

· An escalation process to ensure senior management intervention at an early stage if necessary.

· Formal internal peer reviews that highlight areas of improvement and share best practice and 'lessons learned' exercises.

· Collection and analysis of client feedback.

· Monthly monitoring of project performance and electronic dashboards for project management and commercial metrics.

· Regular formal and informal stakeholder feedback to ensure our performance is meeting expectations

Decrease

¹Perfect Delivery status is granted to projects that meet four customer service criteria specified by each division.

Pursue innovation

Innovation drives quality, efficiency and competitive advantage and continued investment in technology will improve our delivery and service. Business continuity depends on secure and resilient IT systems and the persistent
threat of cyber-risks continues to present a challenge.

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Failure to innovate

A failure to produce or embrace new products and techniques could diminish our delivery to clients and reduce our competitive advantage. It could also make us less attractive to existing or prospective employees.

· All divisions have continued to develop solutions to improve efficiency, customer service and employee satisfaction. Examples range from Fit Out's new health and safety app to Partnership Housing's research into underutilised public land.

· Infrastructure has worked on some of the UK's leading projects, including the Lee Tunnel, Crossrail, HS2, Sellafield and Heathrow. These clients encourage innovation and optimised construction techniques, sharing in the risk and reward.

· One of our core values is to challenge the status quo and innovation is strongly encouraged. New ideas are welcomed from every employee, partner and supplier.

· Our involvement in major infrastructure projects puts us at the forefront of new innovation in construction, management and project control techniques. This allows us to compete in areas with high barrier to entry while sharing new ideas across the Group.

· Our employees enjoy working on high profile, innovative projects that provide them with the ability to enhance their knowledge and experience.

· Business improvement and IT forums review, sponsor and promote new innovations across the business.

· The successful centralisation of our IT team has given the businesses the confidence to initiate and introduce a number of new technology-led tools. Examples range from a new electronic snagging tool in Construction & Infrastructure to a Group-wide online expenses processing system.

No change

Risk and potential impact

Risk change in reporting period

Mitigating activities

Trend

Failure to invest in information technology

Investment in IT is necessary to meet the future needs of the business in terms of expected growth, security and innovation, and enables its long-term success.

· Our centralised team works to ensure a stable and resilient IT environment.

· We moved to a new data centre in 2017 to ensure sustained performance of our IT network to meet our future needs. Continued investment has allowed us to focus with confidence on delivering new and improved technology into the business.

· Our IT team has seen a significant increase in demand for new technology from operational teams and we foresee this trend continuing. New software tools have focused on quality, supply chain analytics, change and information management, commercial management, risk, design and project dashboards, with many more initiatives in the pipeline.

· We previously upgraded our Group-wide financial software and are now exploring options to add construction-specific features.

· Security levels and data resilience continue to be a focus. Our dedicated and accredited information security and compliance team are continuing the rollout of endpoint encryption, active monitoring and threat analysis of external web-based threats, and data protection and information security training.

· Ongoing strategic projects to improve security include updating our Active Directory of authenticated users, preparing for compliance with the EU General Data Protection Regulation and ISO 27001 accreditation.

· A centralised IT service that improves efficiency, oversight, reporting, security and performance, with localised divisional resource providing business-specific product support.

· Group-wide and divisional IT forums that discuss and report IT strategy and operations.

· Continuing investment to improve infrastructure, application service and new technology.

· A dedicated information security team certified and accredited by key industry bodies in data protection and information security.

· Group-wide risk and security strategies that address creating awareness, threat alert, risk and vulnerability prioritisation and response.

· Government-accredited security installations and certification to hold protectively marked information, including under the government's Cyber Essentials Scheme.

No change

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