ANNUAL REPORT 2024 t) tempus p4 Table of Contents Chairman's Report ................................................... 01 A message frorn our Leadership Team ............... 03 Our Trustees .............................................................. 05 Presidents and Vice Presidents .............................. Advisory Board ......................................................... 09 Our Team ................................................................... 11 Our Story.................................................................... 13 Aim and Purpose ...................................................... 15 Our two models explained .... 18 How we performed .................................................. 19 Impact in numbers .... 20 Case Studies ............................................................. 21 What some of our partners say .. 23 Our Partners.............................................................. 25 ESG - Environment, Social and Governance .... 27 ESG - Environment, Social and Governance plan for TN ................................................................. 29 New develoments.................................................... 35 Funding ...................................................................... 37 Financials . 39 Looking to the future . Chairman's Report l am pleased to report that 2023 was another extremely successfvl year for Tempus Novo, ak)ove all in terms of fulfilling our core mission of supporting ex-offenders into sustainable employment. 200 ex-offenders found jobs through Tempus Novo last year, a significont increase on the 172 supported into employment in 2022, whilst fully 18 per cent of those secured promotion in their roles. Equally as encouragingly, work continues to prov• itself as the best route OLrt of crime, with Just 3.6% reoffending, a rate once again under S per cent. This is all the more remarkable when considered ogainst the fact that fully 15 per cent of all the ex-offenders on the Tempus Novo programme were Prolific and Priority Offenders (PPOS) during this period. business sense on its own terms. TN graduates have conslstently been shown to be more reliable, more likely to be promoted, and more productive than the regular workforce in the industries into which they are being placed. Accordingly, Tempus Novo is providing a real service. and we continue to seek to make the charlty more robust and sustainoble by Increasing contributions from stakeholders who bénefit from that service. charity into a broader framework Time wlll tell whether this endeavour will succeed. One other area of grecrt importance for the charity is increasing the rigour with which we assess our operation, both internally and externally. To thls end we remoin very grateful for the Knowledge Transfer Partnership (KTP) we have established with Sheffield Hallam University, as well as the work now being done olongside George Mason University in the United States with a view to setting up a pilot based on the Tempus Novo m¢xlel across the Atlantia Part of the KTP is to develop a social Impact tool to enable better independent verification of the impact of the work being done by Tempus Novo, which we hope will be of great benefit to both employers and other prospective stakeholders. The most directly impocted stakeholders are of course employers themselves. and It has been a source of tremendous encouragement to see increased buy-in from employers over the post 12 months. Contributions from employers totolled £94,000 in 2023, representing 21% of annual fvnds raised, an increase from £58,000 in 2022 accordingly. Tempus Novo was olso very pleased to welcome several major new employers this year, amongst them Amazon, AP Moller Maersk, Culina and Ibstock. 2023 was also o successful year financially, not just in terms of the amount of fvnding received, but significantly, where that funding is coming from. It has long been the stated ambition of the Trustees and the executive team to achieve a greoter proportion of income from stakeholders ond a concomitantly reduced reliance on the generosity of foundation trusts and individual philanthropists. Tempus Novo has also seen a number of welcome new additions to the team in the past 12 months, along with one very sad loss. In October 2023, our longest serving trustee, Val Heywood, passed awoy. A former magistrate, Val joined the Trustee Board at the charity's inception and served as both Chair and latterly as Secretary for a number of years. Befitting the wonderful service she gave, the charity established the Val Heywood Outstanding Achiever Award, to be presented annually to an èx-offender who hos goné above-and-beyond since leaving prison, whilst a separate award was also Of course, the biggest stakeholder of all remains the taxpayer, given the staggering economic. but also social cost. of reoffending. The latest figures show that it Is still eheoper to send a boy to Eton (£45,000) than to house an offender in Jail over the same period1£51,600), a ludicrous state of afftiirs. Tempus Novo continues to look to engage with the justice sector to Incorporate the model developed by the Tempus Novo's entire philosophy has always been underpinned by the conviction that hiring ex-offenders isn't slmply a case of doing the 'right thing, from a CSR/ESG perspective. rather thcrt it makes sound 01 established by HMP Hatfield in her memory. 2023 also saw the departure of Gareth Bullen from the Trustee Board owing to work commitments. Gareth joined the Trustees in 2015 and served for many years as Treasurer, deftly stewarding the charity through o perlod of exponential growth, and he is to be warmly thanked for his service. representing as they do the best opportunity to enable serving offenders to pursue employment opportunities whilst released on licence, as well os to continue into full-time work upon release. The partnership with HMP Haffield continues to represent an extraordinary success, with fully 60 per cent of all serving offenders in employment in the prison securing that work through Tempus Novo. Beyond Hatfield, positive relationships continue to be developed with HMP Thorn Cross, HMP Kirk Levington, HMP Sudbury, HMP Askham Grange and, most recently, HMP Kirkham. Replacing Val and Gareth os Trustees are Paul Cotton and Tom King. Paul is a partner at Eversheds-suthefland Solicitors and heads up the employment law teams in Leeds and Manchester. Tom Is o retired solicitor after 34 years in private practice, during which he acted for a number of charities, both pro bono and on o fee-poying basis. Both bring invaluable experience to the Trustee board, specifically with respect to legal and safeguarding considerations. Looking forwards to the coming year, I am more optimistic thon ever that Tempus Novo is developing the right approach, with the right stokeholders, and the right team, to continue the charity's upwards trojectory by supporting more ex-offenders into employment, and in so doing improving not only their own lives and those of their families, but also society as a whole. Tempus Novo was also pleased to welcome Richard Cowlishaw as Executive Director, and Tony Mannix as Vice President. Both Richard and Tony worked at the most senior level at Clipper Logistics, now part of GXO, one of the charity's longest-stonding ond biggest employers, Richard os Group HR Director and Tony os CEO. George Grant Chairman of the Board of Trustees 2023 has beèn an Èqually strong year for Tempus Novo inside the prison gate, in particular with the Category D prisons. 02 A message from our Leadership Team 2024 has so far proved to be our best year and the future looks even more exciting for TN, thanks to the immense work of an incredible team. With a model built on trust, which is purpose-driven and results-focused. we have now established working relationships with John Lewis and Partners, A.P Moller Maersk. GXO logistics, Finsbury Food Group and many more. We have seen the positive impact of these partnerships, and there is little wonder that global brands like these are interested. GXO have employed over 350 ex-offenders over recent years, with many of them going on to be promoted, and an impressive retention rote of over 75%. a trusted brand comes from decades of experience in the criminal justice system and the outstanding results our team achieves. Changing the lives of marginalised people such as ex-offenders, using a model designed by experts gives our employers a level of support and confidence not seen before in this space. With a bespoke safeguarding and risk management system in place, we can be confident our employers are protected and supported, just a few reasons TN is proving popular amongst those businesses that have a purpose beyond profit. The world has changed since the pandemic with more and more people shopping online, meaning more warehouses are being built to cope with the demand and more people are needed to work in them. Our relationship with employers in blue-collar industries, in particular the logistics sector. gives us opportunities to grow with We continually expand the boundaries of what's possible and act on the next game changing opportunity to explore the unknown. TN'S reputation as them and create more jobs along the way; entry level jobs thcrt employers find hord to fill, yet are ideal for many of our cohort (65%) who have the average reading and writing age of a 12-year-old. However, because many of those we recruit work so hard and demonstrate a positive attitude, we find they move on quite quickly to positions with more responsibility and better prospects. look for ways to have a purpose beyond profit, and recruiting through TN helps them to demonstrate this, as well as giving them a more diverse range of employees, also falling in line with their Environmental, Social and Governance Policy IESG). A highlight of the year, of which there are many, must be the success of the partnership we have with HMP Hatfield and GXO, where 65 of the 100 going out on ROTL do so through our corporate partners prior to their release back into society. This partnership has seen Haffield become the UK'S No.I prison on the Justice Minister's league table for numbers of offenders released to jobs. Tempus Novo is an award-winning charity focused on working with serving prisoners and ex-offenders looking for a way out of crime. The Charity works with repeat offenders to get them into employment and break the cycle of crime that damages our country's social fabric and costs the taxpayer several billion pounds every year1£18.1 Billion MOJ 2018 figures). outside prisons to identify offenders committed to transforming their lives by helping prepare them, both practically and emotionally, for the world of work. Part of the attraction for businesses is the fact we work hard as a team to achieve sustainability. The Charity works with a growing number of employers nationally, who share its vision and values and are willing to give offenders a second chance. Tempus Novo does not ask employers to hire its ex-offenders as a gesture of goodwill, but because they are the right people for the job. In fact, our organisation's values can be seen in everything we do, it's part of our DNA. Our aim is to have the biggest positive impact possible for our people, our partners, and our planet. Sustainability is becoming increasingly important amongst businesses as they Tempus Novo's unique strength is its direct links into, and an understanding of. the British prison system and those within it. Founded in 2014 by two serving Senior Prison Officers at HMP Leeds, Tempus Novo operates both inside and 04 Our Trustees George Grant - Chairman George Grant is a former foreign correspondent, policy analyst and Parliamentary candidate who now manages the estate at Stockeld Park, his family home. As Chairman of Board, George is ultimately responsible for the sound governance of Tempus Novo as well as representing the charity on behalf of the Trustees. Slr Charles Forbes Adam Bt, OBE. DL. - Trustee Passionate about reducing reoffending, over eight years ago Charles started and chairs for a fundraising committee for a residential rehabilitation centre in Hull run by the Forward Trust, supporting recovery for addicted ex-offenders. Henry Pearson - Treasurer Henry leads the capital markets team at Octopus EV, a rapidly growing EV leasing business. Prior to joining Octopus, he was a Director in Deloitte's Debt and Capital Advisory team and advised on over 80 transactions across a broad range of products, geographies and industries. He is also a Chartered Accountant. 05 Tom King - Trustee Tom is a retired Solicitor with 34 years of experience in private practice, where he supported various charities. Tom now works part-time focusing on governance for an educational charity. Since November 2022, he has chaired the Harrogate Arts and Mercer Gallery Development Trust, leveraging his firsthand knowledge of the impact well-run charities can have. Paul Cotton - Trustee Poul is a solicitor and Partner at Eversheds Sutherland, leads the Employment Law teams in Leeds and Manchester, specialising in employment aspects of mergers, redundancies, reorganisations, and executive terminations. Paul is recognised as an Eminent Practitioner by Chambers and ranked in the Hall of Fame by Legal SOO, he also features in the 2024 edition of The Best Lawyers in the UK. Paul previously served as Chair of Governors at Horrogate Grammar School for eight years and is Honorary Secretary at The Alwoodley Golf Club in Leeds. 06 Presidents and Vice Presidents Rev. Jonathan Aitken - President Jonathan Aitken is a well-known author, broadcaster, ex-cabinet Minister, ex-MP and ex-prisoner. Through his writings, speeches and broadcasting he hos been a leading voice for the cause of rehabilitating offenders. Dolly Van Tulleken ~ Vlce Presldent t)olly is a policy consultant arKI also a Visiting Researcher at the MRC Epidemiology Unit. Dolly first met Val and Steve whilst working as a researcher at the Centre for Social Justice Think Tank in Westminster, and has been a valued supporter ever since. Slr James Aykroyd - Vlce Presldent Sir James is already a great supporter of many good causes in Yorkshire and is a long-time supporter of Tempus Novo. to help Tempus Novo. He is passionate about Yorkshire and wants to see those in need given a hand up, through programmes like TN. Tony Mannlx - Vlce Presldent Tony has been a valued and long-standing partner of Tempus Novo thanks to his former role as the CEO of former Clipper Logistics PLC. His unrivalled experience in the logistics sector brings new perspectives and insights to our organisation, enabling us to strengthen our position as a leading force in offender rehabilitation and reintegration programs. 08 Advisory Board Philip Weights Philip is the Founder arKJ MD of Swiss based "Ambassadors of Private Banking LLC". Philip is also the Founder and MD of Enhanced Banking Governance GmbH in Zurich. He is a Director and Vice President of the Swiss Finance+Technology Association in Zurich, and Chairman of the World Innovation Economics organization. Philip has over 50 years global banking experience and was previously Chief Audit Executive for EFG Internationall, a stock exchange listed privcrte banking group. Claire Bottle Clare Bottle FCILT is Chief Executive of the UK Warehousing Association and Vice-chair of Women in Logistics UK. Having joined the logistics industry in the 90s she has worked across a number of sectors including chemicals, construction and more recently in food and drink as Associate Director of Warehousing at Coca-cola Europacific Partners. In July 2021, she joined the UKWA, a leoding trade association with 900 members, where lan Acheson lan Acheson has worked at operational, command and board level positions within the UK Criminal Justice system and wider public sector for 25 years. lan led the 'landmark' independent review of extremism in prisons and probation for the UK Government in 2016. lan now works nationally and internationally with governments and organisations to help them understand and combat violent extremism. lan runs hid own executive coaching company, Reboot, which combines a unique combination of walking and talking business 'therapy' for C-suite senior managers. He also works port time for Sampson Hall, a unique leadership and management consultancy which specialises in building mental toughness and resilience. Mark Goldstone Mark heods up the Chamber's business representation activities advising local authorities, politicians, government departments and ministers on regional business issues and sentiment. He is responsible for the Chamber's economic research function providing evidence and intelligence on issues as ftjr afield as planning and infrastructure investment to overseas trade, education and skills. Mark sits on the British Chambers of Commerce Education and Skills Group which works closely with Whitehall and Westminster to help shape Government policy. Mark is a founding member of UTC Leeds, West Yorkshire's first University Technical College. Mark is also a director of Bradford based engineering apprentice training provider, Appris. 10 Our Team tempus novo. Organisational chart Jonathan Aitk•n President Sir James Aykroyd Vice President His Honour John Sarnu•ls QC Vice President Tony Mannix Vice President Torn King Secretary Charle5 Forbes Adam Trustee Henry Pearson Treasurer Paul Cotton Trustee G•org• Grant Chairrnan St•v• Fre•r CEO Val Wawrosz MD Richard Cowllshaw Executive Director Flona Mann•rs Operations Manager Yorkshire M•lanl• Brook Operations er North- est L•ann• Smlth Office Monager Chln•du N•vo KTP Associate Ro Hall•y Operations Manager Midlands Llsa Daley Operations er Emlly Waln Assistant Caseworker Charll Gray Caseworker 12 Our Story How it started Employment 66% of those entering prison haven't got a job and only 18% of offenders are in paye employment 6 weeks after leaving prison. Research has demonstrated that securing sustainable employment for an offender reduces the probability of re-offending by half. i.e., it is, by a long way, the best method of reducing offending. Tempus Novo was established as a charity in 2014 to improve employment prospects and outcomes for offenders. It was founded by 2 then serving senior prison officers Val Wawrosz and Steve Freer who had seen generations of offender's pass through their hands. Many seemed to be making some progress whilst in prison but re-offended and were returned to prison soon after release. Getting and keeping a job gives an offender income, the means to keep a roof over their head and money for living costs and in many cases, for their families. It also gives them self-respect and the basis for rebuilding their lives. Steve and Val were determined to challenge this age old problem and TN was the ftuit of their erKleavours. TN has come a long way over the lost 9 years from being a volunteer run project working only in Leeds Prison, to on organisation operating across Yorkshire and further afield with a growing staff team and increases in the number of offenders we have supported. 60% of those committing crime are repeat offenders, who have had a poor start in life. People born into families where crime and poverty are well entrenched and prison is almost inevitable. By giving them a "hand up" we are breaking the cycle of crime and lifting them out of poverty. 13 How we work TN works across several prisons in the Yorkshire region including Leeds itself, Wealstun, New Hall, Hatfield, and Askham Grange Women's Prison. We are also developing a service across the UK linking in with the Category D prisons including HMP Springhill, South, HMP Sudbury, Midlands, HMP Thorn Cross North West, HMP Kirk Levington, North East, all providing free office space. Our most critical role is to match each person to a job-vacancy as quickly as possible so that participants rapidly have access to income and structure to their lives and prevent them from falling back into previous lifestyles and re-offending. We then provide support both for the offenders and their employers for a minimum of12 months. We place a great deal of emphasis on recruiting employers willing to offer sustainable jobs (no zero-hour contracts). TN now has a bank of over SO employers across the UK. window cleaning, textiles, engineering, catering, construction, and food manufacturing. We have particularly close links with the logistics industry. Since 2014 Tempus Novo have placed nearly1000 people into work. Over that period TN received 5188 referrals of which 2305 were interviewed and risk assessed, 780 went on to secure jobs with only 33 returning to prison, giving a re-conviction rcrte of 4.23% compared to the National average of 50% re-offending within 12 months of release and 64% re-offending within 2 years. 32% of these were some of the most complex offenders, known as PPOS Iprolific and Priority Offenders)". We have consistently achieved a retention rate of over 70% remaining in work over 6 months and we saw an improvement to over 90% during 2023. This is better than the mainstream recruitment. Just one reason our business partners love working with us. wlth offend•rs whllst stlll In prlson or after release under the supervislon of the Probatlon Servlce. Each prlsoner Is allocated a case-worker. providing one to one support and coachlng for a mlnlrnum of 12 months. We have placed offenders into a wide range of jobs including logistics, driving, Supportli prlson leavers as they approach thelr release and 'through the gate,, Ilalslng wlth other support agencl6s where needed &g. houslng, drug treatment. health et This has been no mean feat. According to the Department for Work & Pensions, 75% of employers discriminate against applicants because of a criminal record, with 50% of employers saying they would not knowingly recruit ex-offenders. service users to appty for Jobs and provlding support before they get a job, including support from ex-offenders as mentors. 14 Aim and Purpose Tempus Novo's core aim is to assist offenders in gaining and retaining employment, and by so doing, improving their chances of leading a positive life and reducing offending. Offending is damaging to perpetrators, their families and, most of all, their victims. It's olso a massive financial cost to society. In 21/22, the UK averaged 84,200 people in prison at a cost of £5.63 billion with the prison population forecast to increase to100,000 by 2026. Yet 50% of those leaving prison re-offend within 3 years. In short, the UK has one of the highest uses of prison in the developed world, some of the longest sentences and worst re-offending. The annual cost of re-offending is £18.1 billion per year IMOJ 2018>. Our costs are higher and our outcomes poorer. Of great concern to TN is the number of people who commit crime due to poverty; 80% of those that we help have had a poor start in life. Re-offending figures vary, as the information collected has changed over the years, but on average 50% of those leaving prison reoffend within 3 years. A longer-term study reported that 75% of offenders re-offend within 9 years of release. 15 Offenders Ilve In a vory hostlle Justlc• •nvlronm•nt which includes: Punitive sentencing regimes. Limited attempts at rehabilitation within prison regimes because of overcrowding and low staffing levels. Similarly, limited attempts to address issues such as drug use, mental health problems and learning disabilities. Limited support for those leaving prison. Prisons can be unsafe. The latest figures show that :_ Assaults on prisoners 13,788 increase of17% Assaults on Staff 7356 an increase of 7% Incidents of Self harm 700 an increase of 5% There ar•, however, Wa￿ in which far better outcomes can be achleved. 16 The ROTL Model (Release on Temporary Llcense) Tempus Novo work with serving prisoners in Category D prisons (low risk) who attend work and then return to prison after their shift has finished. Extensive multi-agency risk assessments are completed before a serving prisoner can be granted ROTL and given permission to attend work. Tempus Novo then use our assessment process to determine whether a candidate is 'work ready,. A caseworker will be assigned to the Service User and will then support them into finding a suitable job position and the employment process begins. This caseworker will then continue to support the Service User and the employer for12 months after the Service Users release date. The Communlty Model At Tempus Novo we also offer employment opportunities to people In the community who have criminal records. These Service Users may not necessarily have been to prison but find barriers into employment because of their criminal records. Referrals for these Service Users come from a variety of places including Probation, DWP , Prisons, Police. local Hostels and self Referrals. We invite those referred in for an assessment and determine whether they are 'work reody, through our thorough assessment process. We ensure all candidates for employment will hove all the required documents including CV, proof of ID, National Insurance number and bank accounts. Our two models explained A caseworker will then support both the employer and the Service User for a minimum of 12 months. 18 How we performed Post Covid, we still faced huge challenges trying to generate referrals from probation, with many still working from home and shortage of Probation Officers across the country. We have managed to combat this by utilizing the existing staff who have been really flexible and spent time driving the referrals constantly. 2014 2017 2018 2019 2020 2021 2022 2023 2016 Total •l•rral• soo 717 761 814 613 894 698 Total rvl•w•d 214 278 366 387 339 398 473 rf¢ 103 148 In 200 rr•ntly In Work 79 104 132 urn•d 12 xppo 51% 35% 25% 26% 17% 11% tlon R¢rt• 74% 73% 75% 85% 77% 19 J"iogs and benefits: Impact in numbers Prison costs per prisoner currently at £5.850M £51.724pa Our cost to place and support someone into work for12 months is only Benefits @15k pa £3,OOOpa Government statistics show that 50% of people leaving prison will reoffend within 12m of release. By placing people into sustainable jobs, this is reduced to under 5%. To date we have placed 953 people into work. Using the Ministry of Justice IMOJ) statistics that 50% remain crime free without intervention, this still means 476 have stayed out of prison thanks to the TN model. £1.170M Going back into the economy via tax and N.1 contributions Average @ £3k pa 476 x £51.724 = £24.65M Prison costs @ Sl.724k pa 20 IT Case Studies Delvln Meet Delvln, an Insplrfng Individual whose Journey as one of our servlce users, and now •mploy•• at Woodlands Group, Is an admlrable success story. with Woodlands helped him to get his foot in the door. Following that, it was Delvin's strong work ethic and timekeeping skills that caught the attention of his supervisors and colleagues, and contributed to his recent promotion. Not only that, but Del actively supports his team members and identifies opportunities for improvement within the organisation. Delvin's contributions were instrumental in streamlining processes and enhancing efficiency at Woodlands. Now a Senior Opercrtive at Woodlands, one of our valued corporate partners, Delvin's story is a testament to the positive impact of providing opportunities and fostering a supportive environment. Delvin experienced the struggle of competing ft)r vacancies due to his criminal record, but our close relationship Nathan Nathan's troubl•d childhood to a life of crime and chaos. As an adult. hls Ilfe splraled Into drugs and crlme. resultlng In prlson tlme. After release, hls chaotlc Ilfe perslsted wlth drugs, crime, and hostility. He harbored resentment toward authority and showed Ilttl• remors• lor hls vlctlm Nathan approached Tempus Novo In April 2021 looking to turn his life around and find a way into employment. After his assessment, he was put forward for an interview at GXO Sheffield - which is now Boohoo. He started as a picker in the warehouse and within 3 months of working had been promoted to a Shift Supervisor. Nathan worked hard and successfully applied to become a trainer for all new storters coming into the warehouse. Nathan also became a Peer mentor for TN in 2022 to help ensure that the men in Hatfield were given all the relevant information they required to progress further with their own rehabilitation. Whilst still serving his sentence, Nathan started a BA Hons degree in Psychology and Health and Sociol care, showing his commitment to change. Yhere is no doubt that having a good job with the support from my caseworker Fiona at Tempus Novo has made all the difference in me being able to make that transformation, from repeat offender with no hope, to where l am now.. Nathan and his caseworker, Fiona Watch Natharfs story here 22 What some of our partners say A major partner in this has been Hatheld prison How do you m•a$ur• succ•s$? In South Yorkshire. Wlth support from TN, As we know success is often difficult to measure Haffield has consistently achieved the highest and can often be subjective. Tempus Novo's success breaks the results in the UK for placing ROTL prisoners into mould. They have shown success can be tangible, can be permanent jobs. Mick Mills. the governor of meaningful and above all can be measurable. Their success is Hatfield prison, recently had this to say about shown in our outcomes, their success is shown in our reoffending Its partnership with Tempus Novo. rates, their success is above all shown in the faces of the prisoners whose lives they have changed both whilst in custody and on release. cempus I no Since January 2021 despite the Covid 19 pandemic our prison has been able to expand our paid outworker provision by115%, on any given day half our external workforce are working under the guidance and support of our Tempus Novo colleagues. In January 2022 our prison became the most successful at getting prisoners into employment on release, primarily due to the partnership working between us. Tempus Novo and GXO logistics. pus vo. mpus ovo. t) Recently the Deputy Prime Minister Dominic Raab visited Tempus Novo at HMP Haffield to see for himself the amazing work that is taking place between us. He was able to see Tempus Novo interviewing a further 26 prisoners giving real life opportunities and more importantly hope to each individual. 23 lands J¢)hn lfjjnrdl Partner a Heod of Distributi￿1 Operotions ot John Lewis thy Cooke, rea Head of Delivery UK and IE at Maersk Ckna, Head Opwotions Woodlands Recruiting people through Tempus Novo is a great way of John Lewis and Partners supporting the local communty. However, this is not Pure￿ altruistic as the business has beneffted from some hard working and loyal employees, who are rK>W valued members of the company. We are beyond delighted to form a lasting partnership with Tempus Novo, Maersk s scale of growth means we will be able to support Steve. Val and their team to provide security in employment for anyone either leaving prison. or adopting the ROTL model to help offerKlers and ex offenders to integrate back into society, to give them the opportunity to change their lives, once and for all, for them and their familie5. We all need someone to believe in us, and we all deserve a second Cl￿nce. Between Maersk and Tempus Novo, we will do exactly that. We have been working with Tempus Novo for several years now. The quality and care of their service makes it easy to do the right thing. Their work doesn't just offer a positive change for their placements, but also a positive change for how we look at ourselves as a business. Tempus Novo can make a real impact on people's lives, making things better for them, their families, and the whole community. We are proud of our partnership and look forward to being proud for many years to come. Tempus Novo have a brand we are proud to be associated with and they operate with a similar set of values to ourselves, where "people" come first. They are very much about qualrty over quantity, and they have a business model that was put together by experts from the criminal justice system that's fit for purpose. This includes a strong focus on safeguarding and reputational risk. Sustainability is one of ￿SineSseS biggest challenges, and we must think different. The TN partnership shows we are enterprising and that we are committed to our ESG policy of running a business with purpose, kirKlness and striving to make the world a happier place." We are realty proud of Tempus Novo. and excited to join them on this incredible joumey. "Worfd leadlng In their approath to rehabilitation." Guyo perman MP, Minister r Employment 24 Our Partners Tempus Novo is undertaking a pioneering role in making the Logistics Industry a major source of employment for offenders. We have placed offenders in a number of companies including; GXO Logistics a global organisation with over100,000 employees and Leeds based Tuffiiells. John Lewis and Partners, Finsbury Foods Group. GXO FF insbury Loglstlcs al f ull pot•ntlal Food Gi oup JOHN LEWIS {? culina amazon cosy Ibstock At the heart of building 26 ESG Environment, Social and Governance K>enefits include: £51,724 pa per person savlng on prlson costs £15,000 pa er person savlng to D￿P In benefits More tax and Nl contrlbutlons Smart and responsible businesses are looking for different ways of working that will positively impact the planet, from planting trees / reducing their carbon footprint (environment) to having a more diverse and inclusive workforce (social). Recruiting from marginalised groups such as ex-offenders gives meaning to the S in their ESG, lifting people out of poverty who otherwise would be struggling on benefits, many of them returning to crime. Safer Streets Posltlve Impact on thelr chlldren. Our data proves that when given an opportunity with a purpose-driven company this often results in a win for the employer who gets a loyal, hardworking and gratefvl employee, a win ft>r the person hired and their families. and a win for society as we see less crime and less victims. Companles that ractlce consclous ca Ita Ism perft>rm IOX better In the ong run than those that don't because It facllltates personal growth and Is a source of fulfillment. (Harvard Buslnoss Reviw, 2013) Without any doubt our amazing staff are our biggest asset, and we work hard to ensure they feel valuod and supported and have a sense of belonging. Consclous buslnesses have hlgher purposes that serve. align and Integrat• the Interests of all thelr major stakeholders. They cultlvate authentlc, carlng cultures that create endurlng values We share a commitment and a common understanding that it's not what or how we do, but"WHY" we do that is most important at TN. When you find partners with similar sets of values and a passion to do good, that is when the magic happens! 28 ESG Environment, Social and Governance plan for TN Introductlon At Tempus Novo, we ar• commltted to upholdlng the hlghest standards ol Envlronmental. Soclal. and Gov•rnanc• (ESG) prlnclples In all aspects of our operatlons. Our ESG strategy reflects our dedicatlon to creating posltlve Impacts on soclety. th• envlronment. and governanc• practices. Through thls strategy• w• alrn to allgn our mlsslon of transformlng the Ilv•s of •x-offenders and th•lr famllles wlth Sustainable and responsible business practices, also d•monstratlng our Soclal Value Impact on th• communltl•s In whlch we operat•. Environment toinability: tiatives: te Action: J, Implementation of sustainable practices in our operations, including recycling and reducing energy consumption, including, where practicable, the leasing of electric vehicles as part of our essential care use fleet, and minimising waste. Promoting green transportation options for staff and participants. Educating staff, participants. and the community on the importance of environmental conservation and climate action. Acquisition of e-bikes to enable prisoners on Release on Temporary License (ROTL) to attend work. Monitoring and reporting our carbon footprint regularly, taking steps to reduce it year-on-year by utilising standardised conversion factors. Supporting initicrtives that contribute to biodiversity and environmental conservation. Collaboration with suppliers and partners to prioritise sustainable services. Encouraging the use of digital communication and reducing paper consumption. Promoting staff and all partners to engage more in virtual meetings such as Zoom and/or Microsoft Teams. 30 Social Community Engagement: Actively engaging with local communities to understand their needs and contribute positively. Employee Well-being: Client Support: Fostering a learning culture within TN and actively invest in the learning and staff development Tailoring our programmes and services to meet the specific needs of ex-offenders, providing holistic support for their reintegration into society. Supporting community initiatives and events through volunteering and partnerships. Ensuring we have a well-defined reward and recognition strategy that rewards staff for their valuable work. Offering mentorship programs and skills development workshops to enhance employability and social integration. Providing educational workshops and support services for community members on topics such as financial literacy and employability skills. Benchmarking operations against similar organisations in the charity sector. Collaborating with employers to create inclusive workplaces for individuals with criminal records, promoting fair hiring practices, and showcasing them as ethical capitalists, promoting their focus on people, planet and profit (the Triple Bottom Line). Prioritising the health and well-being of our employees with comprehensive wellness programs. Diversity and Inclusion: Fostering a diverse and inclusive workplace that values different perspectives and backgrounds. Offering flexible work arrangements and promoting a healthy work-life balance. Ensuring equal opportunities for all individuals, regardless of race, gender, or background. Providing access to mental health resources and support services for staff and their families. Implementing diversity training programs for staff and volunteers to promote understanding and inclusivity. 31 Governance Ethical Business Practices: Upholding the highest standards of integrity, transparency, and accountability in all our operations. Board Diversity and Independence: Risk Mangement: Ensuring regulatory compliance with a diverse and independent Board of Trustees representing various backgrounds and expertise. Implementing a comprehensive risk management framework to identify, assess, and mitigate risks across all areas of our operations. Implementing robust internal controls and governance frameworks to ensure compliance with regulations and ethical standards. Promoting a culture of constructive challenge and oversight to drive effective governance. Ensuring continuity and resilience in our programs and services through proactive risk management strategies. Conducting regular audits and assessments to monitor our governance practices and identify areas for improvement. Stakeholder Engagement: Ensuring that all of our electronic systems, databases and networks are fully secure and protect the integrity and confidentiality of users, personally identifiable information. Implementing a comprehensive risk management framework to identify. assess, and mitigate risks across all areas of our operations. Full compliance with all labour laws, Charity Commission laws and Regulations and other laws (such as GDPR). Ensuring continuity and resilience in our programs and services through proactive risk management strategies. Management System Investment into a new management system that further enhances compliance with GDP and data security. 32 Concluslon At Tempus Novo, our ESG strategy is not just a commitment; it's a fundarnental part of who w• ar• and what we stand lor. GXO, also formerly as Clipper Logistics PLC, has impacted as follows: We know that by Integratlng envlronmental, social, and governance considerations into our day-to-day operations, we can create lasting positive impacts ft>r ex~offenders, communitles, and soclety as a whol•. Prison savings: 150 x 51.724k Thls strategy wlll gulde our actlons as we contlnu• to strive for excellence In our mlssion to transform Ilv•s and bulld a more sustalnabl• and Incluslv• futur•. £2.25M+ Benefits saved: 150 x 15k Tax and N.1 contributions: 1SOx3k New Developments Collaboratlons Collaboration has always been at the heart of Tempus Novo's mission, and our partnerships with Sheffield Hallam University (SHU) and the Knowledge Transfer Partnership (KTP) are prime examples of this. We are proud to be working on a groundbreaking project funded by Innovate UK to the tune of £200k, with Chinedu leading the research on building resilience around our funding strategy and ensuring long-term sustainability for Tempus Novo. This collaboration is more than just an acodemic exercise, it is a vital step in securing the future of our model. Moreover, Val and Steve's roles as Executives in Residence at SHU, where they also sit on the employment advisory team, further strengthen our ties with the university. Their involvement not only enhances the academic environment but also ensures that Tempus Novo remoins at the forefront of innovative employment strategies. Additionally, we've engaged SHU students in a series of research projects, challenging them to uncover the reasons behind Tempus Novo's success. Their findings, presented to both our team and local business leaders, have provided invaluable insights, reinforcing the effectiveness of our model and offering fresh perspectives on how we can continue to evolve. Funding Strategy Tempus Novo has achieved a groundbreaking milestone by securing financial contributions from business partners in exchange for the valuable services we provide. This is a first in the UK, and possibly the world. This unprecedented step underscores the significant value we bring to these partnerships, as businesses recognise transformative imF￿ct our model has on their operations. By directly investing in our services. our partners are not just supporting our mission; they are acknowledging the essential role we play in driving their success. This development marks a significant step forward, setting a new standard for how our model will evolve and thrive in the future. Sheffield Hallam University 35 Milestones Tempus Novo has reached some significant milestones, reflecting our continued growth and impact. • We have also welcomed two n•w trustees, Poul Cotton and Tom King, whose expertise will enhance the governance of our charity. . We are proud to have placed our I,OOOth Indlvldual Into sustalnabl• •mployrnent, a testament to the effectiveness and reoch of our model. . A hugely significant achievement this year has been our success in increasing revenue from business partners, reducing our reliance on grants. • Among a sample of 200 of our groduates, an impressive 18% hod gone on to r•c•lv• • We have grown our busln•ss rnv•nu• from promotlons, highlighting the enduring 10% In 2022/23 to 22% In 2023124. success and potential of those we support. demonstrating our ability to deliver substantiol value to our portners and paving the way for a more sustainable future. Our operations hove also expanded. with us now actively working in six Cat•gory D prlsons across five regions. These milestones are a powerful affirmation of our mission and the collective efforts of our team, partners, and supporters. . This geographic growth has been paralleled by an increas• in the numb•r of individuals plac•d into •mploym•nt. rlslng from 178 In 2022/23 to 201 In 2023/24. 36 Funding To date, most TN fundlng has come from grant-giving trusts and privato donations. Thls has boon groat, giving us the freedom to develop our model of contractual r•qulr•ments and stay true to our valu•s. It wlll also b• crltlcal golng forward as w• attempt to develop and Innovat• th• servlce. However. thls funding Is short-torm. We ar• therefore worklng on a strategy that Includes annual donatlons from our corporat• partners. Several of our ethical corporate partners hav• made a financial contribution to our running costs, as they see the added value we bring. This added value comes in many different forms: higher staff retention / less staff sick days / appr•clatlv• hard workers. It also h•lps them to demonstrate thelr adhemnce to company Diversity and Inclusion. and ESG pollcies. 47 Tempus Novo Funders In the period March 2023 to February 2024 Tempus Novo received income totalling £529,619, of which £339,081 was from charitable doncrtions, listed below as follows: How Tempus Novo have used the monles Total expenses over the period totolled £552,925, of which £406,125 was accounted for as salaries paid to members of the Executive Team and employees. No salaries were paid to any Trustees, over this reporting period. All other monies spent went to cover operating expenses, principally: Forr•sters Trust ........... £2S,000 Triangle Trust .............. £15,436 Henry Smith Trust ....... £90,000 Garfield Weston Trust. £25,000 Tudor Trust.................. £40,$22 HCD Memorlal Trust... £28,000 Harrfson Trust ............. V+O,000 Bernard Sunley Trust.. £35,123 Charles Plater Trust £25,000 Belpech Trust ........ .. . £5,000 29 May 1901 Trust £10,000 Buslness plan consultancy costs, Fund wrltlng applicatlons. Design, prlnt work and webslte, Internet access. Telephones. x2 mobiles. Laptop computers, x Accountants, f•• Subscriptions, Travel expenses, TOTAL £339.0 38 Financials Independent examlner's report to the trustees of Tempus Novo ('the CharitY) I report to the charity trustees on my èxamincrtion of the occounts of the Charity for the year ended 29 February 2024. accordance w5th the methods and princlples of the Statement of Recommended Practice for accounting and reporting by charities (appllcable to charities preparing their occounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102)). R•sponslbllltl•s and basls of r•port As the charity's trustees of the Charity, you are responsible for the preparation of the occounts in accordance with the requirements of the Choritles Act 20111'the 2011 Act.). I have no concerns and have come across no other matters in connection with the exominotion to which ottention should be drawn in this report to enoble a proper understanding of the accounts to be reoched. Ind•p•nd•nt •xamln•r's stat•m•nt Having satisfied myself that the accounts of the Chority are not required to be oudited and ore eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under sectlon 145 of the Charities Act 2011 ('the 2011 Act,). In carrying out my examination I hove followed the Directions given by the Charity Commission under section 145151 Ib) of the 2011 Act. I have completed my examinotion. I confirm thot no matters have come to my ottentlon in connection with the examlnation glving me cause to believe: Matthew Barton BA (Hons) FCA CTA The Institute of Chortered Accountants in England and Wales Evelyn Partners (Leeds) 3rd Floor 56 Wellington Street Leeds West Yorkshlre LSI 2EE l. accounting records wère not kept in respect of the Chority as required by section 130 of the 2011 Act; or 2. the accounts do not accord with those records,. or 3. the accounts do not comply with the opplicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulotions 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered os port of an independent examination; or 4. the accounts have not been prepared in Date: 09/12/24 40 Not• Unr•strlct•d R•strlct•d funds funds Total 2024 Total 2023 onations and legacies 73,596 339,081 412,677 449,391 nvestment income 1,392 1,392 138 74,988 339,081 414,069 449,529 r incoming resour 115,550 115,550 10,soo otal Incomlng resources 190,538 339,081 529,619 460.029 •￿Ure•S •x •nd•d overnance costs 191,106 361,819 552,925 399,418 otal I•￿Ure•S •xp•nd 191,106 361,819 552,925 399,418 •t Incorn• lor th• y•ar •t mov•m•nt In lunds 1568) 122,738) (23,306) 60,611 und balance at March 2023 204.269 112,$90 316,859 256,248 urKI balanc• at 8 February 2024 203,701 89,852 293,$53 316,8S9 41 Not• 2024 2024 2023 2023 nglbl• aM•ts 16.773 uTY•nt ass•ts btors 91,063 3,9SI sh at bank and In hon 200,846 306,812 291,909 310,703 r•dltors: amounts lallln u• wlthln on• y•ar 10 05,129) 15,106) •t curr•nt ou•ts 276,780 305,659 al oss•ts l•M curr•nt abllltl 293,553 316,859 r•dltorL' amounts du• ft•r mor• thon on• •t ass•ts 293,$53 316,859 com• fvnds estricted funds 89.852 112.590 nrestricted funds 203,701 204,269 293,553 316,859 ovement in funds 123,306) 60,611 42 Reconciliation of net surplus/(deficit) to net cash flow from operating activities 2024 2023 2024 2023 Net surplus for the reportlng p•rlod (as p•r statement of Ilnanclal actfvltl•s) ash flow Irom flnanclng ctlvltles: (23,306) 60,611 taff loan 1500) Depreciation charges 11,212 11,034 eceipt from staff In Interest from investments 1,392 139 hang• In cash and cash ulval•nts In th• y•ar Ilncrease)/Decrease in debtor {86,784) (2,786) 1105,966) 65.549 Increose/Decrease) in C￿ditO 10,02S 936 ath and cath •qulval•nts at h• b•glnnlng ol th• year 306,812 241.263 N•t cash provld•d by /(us•d I op•ratlon actlvltl (87,461) ash and cash •qulval•nts at •nd of th• y•ar 200,846 306,812 Cash flow from op•ratlng actfvltl•$ N•t cosh provlded by/lus•d I operatlng actlvltl•s (87,461) The accounts were approve the Trustees on Cash flo￿ from Investlng aCtfvltl￿. 07/10/24 Interest from investments D,391 1139) Purchase of fixed assets 116,785) (4.246) Mr H Pearson Treasurer 43 l.0 Accountlng pollcy l.l Basls of pieperatlon The financial statements of the chority, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) 'Accounting and ReF)orting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reportlng Standard applicable in the UK and Republic of Ireland (FRS 102) (effective I January 2019),, Flnoncial Reporting Standard 102 The Flnancial Reporting Standard applicable in the UK ond Republic of Ireland, and the Charities Act 2011. The financial statements have been prepared under the historlcal cost convèntlon. 1.4 Interest receivable Inte￿st on fvnds held on deposit is included when receivable and the amount can be measured reliably by the company", this is normally upon notificotlon of the interest paid or poyoble by the Bank. 1.5 Exp•ndlturn Liabilities are recognised as expendlture as soon as there is a legal or constructive obligation committing the charity to that expenditure, St Is probable that a transfer of economic benefits will be required In settlement and the amount of the obligation can be measured reliably. Expenditure is accounted for on an accruals basis and has been clossified under headings that aggregote all cost related to the category. Where costs cannot be directly attributed to headings, they have been allocated to activities on a basis consistent with the use of resources. 1.2 Golng Conc•m The financial statements have been prepared on a going concern bosis. The Trustees have reviewed and considered relevant information in making their ossessment. Given the measures that could be undertaken to mitigate the current adverse conditions, and the current resources availoble, the Trustees hove concluded that they can continue to odopt the going concern basis in preparing the annual report and accounts. 1.6 Tanglbl• fix•d ass•ts and d•pr•clatlon Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of eoch osset over its expected useful life, as follows: 1.3 Incom• All income is recognised in the Statement of Financial Activities once the chority has entitlement to the funds, it is probable that the income will be received. ond the amount can be measured reliably. Donated services or facilities are recognised when the company hos control over the item. any conditions as%>ciated with the donated item have been met, the receipt of economic benefit from the use of the company of the item is probable and that economic benefit can be m￿Sured rèliably. Computer equipment Motor vohiclé 3 years 4 years 1.7 Taxatlon The charity is exempt ftom corporcrtion tox on its choritable activities. 1.8 Fund Accountlng Unrestricted fvnds can be used in accordance with the charitoble objectives at the discretion of the trustees. Unr•rtrlct•d R•rtrict•d Funds £ Funds £ Total 2024 £ Total 2023 £ Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. 2. Donatlons and L•ga¢h$ Donations and gifts 73,596 339,081 412,677 449,391 Further explanatlon of the nature and purpose of each fund is included in the notes to the financial statements. 3. Inv•rtm•nt Incom• Interest receivoble 1,392 138 1.9 P•nslon costs and past r•tlr•m•nt ben•ffts The charitable company opercrtes a defined contribution pension scheme. Contributions payable to the charitable compony's pension scheme are charged to the Statement of Financial Activities in the period to which they relate. 4. Oth•r In¢om• r•sourc•s Service fees received 115,$50 10,500 1.10 D•btorA Short term debtors are measured ot transaction price, less any impairment. 115,550 10,500 1.11 Cash ond cosh •quFvol•nt Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of not more than 24 IK)urs. Cash equivalents are highly liquid investments that mature in no more than three mnths from the date of ocquisition and that are readily convertible to known amounts of cash with insignificont risk of chonge in volue. Total 2024 £ Staff D•pr•clatlon Costs £ Total 2023 £ S. Total rnsourc•s •xp•nd•d Governance costs 406,152 11,212 135,561 552,925 399,418 1.12 Cr•dltors Short term creditors are measured at the transaction price. 45 6.0 Trust••s There were no trustees, remuneration or other beneffts for the year ended 28 February 2023 nor for the year ended 28 February 2022. Staff Costs w•r• 0$ lollr/• 2023 There were trustees. expenses of £249 (2023~£26) paid for the year ended 29 February 2024. Employm•nt Costs 7.0 Employees There were no employees with beneffts exceeding £60,000 (2023-Nil). Regular reviews are carried out by Tempus Novo to ensure staff have the right professional focus, strotegic direction, and sector knowledge. Wages and solaries 276,240 Termination costs 24,263 Social security costs 30.891 23,531 The total employee benefits. includlng penslon contrlbution of the key monagement personnel were £l52,46l12023- £112,098). The Leadership team comprises the CEO, Manoglng Director, Head of Operations and Head of Fundraising. In September 2023 the charity introduced two new staff to the executive team. to diversify the risk of loss of key personnel and support its Inclusive culture by offering part-time senior roles. Other pension costs 6,034 5,437 406.152 305.208 Th• av•rag• numb•r ol •mploy••s durlng th• y•ar waL 2024 2023 Staff Numb•rs Support Governance Projects Comput•r qulpm•nt Total 2024 2023 V•hlcl•s 8. Tanglbl• fix•d ass•ts D•btors Cost 41.829 9,000 SO,829 Accrued income At l March 2023 16,683 100 16,783 Other debtors 2,313 3,951 Additlons 91.063 3,951 Disposal of ossets 58.512 9,100 67.612 10. Cr•dltors: amounts falllng du• wlthln l y•ar rr At 29 F•bruary 2024 Accruals 15,129 5.106 D•pr•clotlon 30,627 9,000 39,627 15,129 5,106 At l Marth 2023 11,187 25 11,212 11. P•nslons arKI oth•r post-r•tlrement benefit commltm•nts Chorge for the year Disposal 41,814 9,025 50,839 D•fin•d contrlbutlons At 29 F•bNary 2024 Contributions payable by the company fof the year N•t book valu• 6,034 5,437 At F•bruary 2024 16,698 16,773 At 28 February 2023 11,202 11.202 47 Unr•strfct•d R•strict•d Funds Funds Total 11 Anafysls ol n•t ass•ts b•tw••n lunds Fund balanc• at 29 F•bruary 2024 ar• r•pr•s•nt•d Targ•t Ilx•d au•ts 16,773 16,773 CurY•nt ass•ts 202.057 89.852 361, 909 Cr•dltor&' amount falllng du• wlthln on• y•or (15,129) n5,129) Cr•dltorL' amount falllng du• aft•r mor• thon on• y•ar 203,701 89,852 293,553 At N•t 01/03/23 mov•rn•nt 29/02/24 In fvnds £ 14. R•lat•d porty dlsclosur•s There were no related party transactions for the year ended 29 February 2024. Administrative Information 11 Mov•m•nt In fvnds Charlty numb•r: IIS7079 Unr•strlct•d fundj Trust•• Ilst: George Gront - Chalrperson Henry Pearson - Treasurer Charles Forbes-Adam - Trusteè Tom King ~ Trustee Paul Cotton - Trustee General funds 204,269 (5681 203.701 R•strlct•d funds 112,590 (22.7381 89,852 Total fundi 316,859 (23,306) 293.$53 Reglst•red offic• addr•u: 84A Akeferry Road Graizelound Hoxey Doncoster South Yorkshire DN9 2NF Incomlng R•sourc•s Mov•m•nt r•sourc•s •xp•nd•d In fvrKIs Prlnclpal plac• ol work addr•ss: Radley House Richordshaw Road Pudsey Leeds LS28 6LE Doncaster South Yorkshlre DN9 2NF Unr•strlct•d fvnds General funds 190.538 191.106 (568) R•strlcted fvnds 339,081 361,819 (22,738) Total fvnds 529.619 552,925 123,306) 49 li •-It. Looking to the Future As we look towards 2024 and beyond, we have a clear vision and strategy on how to scale TN, so that more people can be lifted out of poverty and lead a productive life away from crime. We will expand our presence in those category D prisons we feel have the caF)acity to deliver and, in a way, we know works best for our business partners, ensuring we achieve the best possible sustainable outcomes, whilst at the same time increasing our business portfolio with national companies that have a genuine desire to use business as a force for good. We want Tempus Novo to continue to be the world leader in the sector and to be the organisation of choice for businesses. To achieve that means a lot of hard work, staying true to our values our purpose even in the tough times and we are up for the challenge because we are in this to change lives. Tempus Novo is an organisation where positive 'impact" can be seen on many different levels both socially and economically: on the individual we place onto sustainable employment, on the family members, the criminal justice system, on society, on business. But to achieve all of these incredible results we need to continue to partner with like minded stakeholders for which we are eternally gratefvl. 51 Plan for 2024/25 To increase business revenue by 20%. To increase numbers Into sustainable employment by 25% to 250. To introduce a new purposè-built management system. To create a social volue impact tool in collaboration with SHU. To work with more Catagory D prisons, increasing to 7 which will be 50% of all Cat D prisons in the UK. To recruit o fundraiser to strengthen our overall fundraising strategy and improve resilience. To provide our bigger corporates with an annual report that demonstrates the social and economical impact they are making in society. This report will help with their ESG credentials and be attractive for social investors and new employees.