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2024-12-31-accounts

THE RIGHT COURSE

Annual report and financial statements For twelve months to 31[st] December 2024

Registered Charity Number: 1190520 (England & Wales)

THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2024

Contents

Page
Reference and Administration Details 2
Report of the Trustees 3 - 13
Independent Examiner’s Report 14
Statement of Financial Activities 15 -16
Notes to the Financial Statements 17 - 23

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2024

REFERENCE AND ADMINISTRATION DETAILS

Trustees (2-year position)

At date of approval of the financial statements

Fred Sirieix, Chairman

Chief Executive Officer

Simon Sheehan (appointed CEO 1 July 2023, Prior to this date appointed as consultant from 3 May 2021)

(appointed 22 July 2019, Reappointed 12 July 2023)

Michele Caggianese (appointed 22 July 2019, Reappointed 12 July 2023)

Registered Name The Right Course Registered Charity No. 1190520 (England & Wales)

Beverley Campbell

(appointed 21 July 2022, Reappointed 4 September 2024)

Charlie McVeigh

(appointed 21 July 2022, Reappointed 4 September 2024)

Francesco Messinas

(appointed 21 July 2022, Reappointed 4 September 2024)

Ali Zaidi (appointed 22 July 2019, Reappointed 12 July 2023)

Principal office The Right Course 49 Netherwood Road London W14 0BL United Kingdom

Tel: +44 7974 229 183 Email: info@therightcourse.org.uk Website: therightcourse.org.uk

Independent Examiner Berish Hoffman FCA Landau Morley LLP 325-327 Oldfield Lane North Greenford Middlesex UB6 0FX

Bankers CAF Bank Limited 25 Kings Hill Avenue Kings Hill, West Malling, Kent ME19 4JQ

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2024

In this report and financial statement The Right Course is referred to as the “charity”.

STRUCTURE, GOVERNANCE AND MANAGEMENT

The trustees present their report together with the financial statements of The Right Course for the 12 months to the year ended 31 December 2024.

The Right Course is constituted as a Charitable Incorporated Organisation on 22 July 2020 and is a registered charity with the Charity Commission of England and Wales (No. 1190520).

TRUSTEES AND OTHER KEY MANAGEMENT PERSONNEL

The trustees consider that the board of trustees and the charities’ CEO comprise the key management personnel of the charity who oversee the management and control of the charity as well as running and operating it on a day-to-day basis.

The trustees who served during the period from 1 January 2024 to the date that this report was approved are listed on page 2. Trustees hold office for a period of two years and may be re-appointed. New trustees are identified and nominated by existing members.

Trustees can hold positions with any of the charities partners however they remove themselves from any decision if there is a conflict of interest. The trustees are all unpaid volunteers. A trustee may receive reasonable and proper remuneration for professional services rendered to the charity and reasonable out of pocket expenses. Payments made during the year are set out in note 5. Trustee Indemnity Insurance is in place and the premium is paid by the charity.

The Charity has a formal procedure for inducting new trustees to ensure that they are fully familiar with history and current strategies and activities. Training is provided at the request of trustees. On an ongoing basis pertinent Charity Commission briefings as well as charity updates, including budget updates, are provided to all trustees.

ORGANISATION

The trustees meet formally four times a year. Subcommittees or working groups can be formed for specific functions, including finance. Whilst the strategic direction is decided by the trustees, the day-today decision-making process has been delegated to the CEO of the charity within specific parameters. Regular email and telephone updates are provided to the Trustees outside the formal meetings.

STAFF AND ADMINISTRATION

The charity has two members of staff. The trustees authorise the CEO to undertake the day-to day running of the charity, financial and administrative duties, as well as the oversight of the Training and Operations Manager and developing opportunities for growth. All contractual and financial decisions are shared and approved by the Board. Remuneration is bench-marked with similar charities to ensure that the remuneration set is fair and not out of line with that paid for similar roles and responsibilities (see note 5).

PRINCIPAL FINANCIAL MANAGEMENT POLICIES

The charity prepares an annual budget, which is approved by the trustees. Accounts are prepared each quarter to ensure that variances from the budget are monitored. All payments are approved by a nominated subset of Trustees. Accounts are discussed at the trustee meetings.

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2024

CHARITABLE ACTIVITY

Within the principal objects laid down by the trustees, the focus of the charity’s activities is on establishing training restaurants within prison environments to teach learners the skills and behaviours to gain employment upon release. Working with our partners to deliver The Right Course’ Curriculum and Standard Operating Procedure, the restaurants offer an authentic experience for learners. Our support continues “through the gate” to work with our learners to identify job opportunities, to arrange interviews and to support them as they begin work. Our support continues for as long as a candidate requires it. By securing employment and accessing additional support, such as housing and travel assistance, we work to enable our learners to rebuild their own lives and determine their own future career, providing alternatives to crime, and therefore reducing reoffending rates.

FUNDRAISING POLICY

The charity does not use fundraising services or external professional fundraisers to undertake its fundraising activities. Additionally, no data is shared with or sold to any external agencies. The charity shares information about its charitable work and fundraising activities on social media. The charity does not undertake Direct Mail. The charity invites individuals and companies to attend events, usually through its business networks or via its supporters, but does not excerpt undue pressure to attend or donate. It does not approach or pressure vulnerable people to support its work. A complaints policy is in place and is accessible on the charity’s website. No complaints were received and no failures to comply were identified in 2020, 2021, 2022, 2023 and 2024. The charity adheres to the Fundraising Code of Practice issued by the Fundraising Regulator.

Fundraising events carried out in aid of and on behalf of the charity are monitored by the Trustees, with regular meetings and contact during the preparation for, and clean up from, the event. All marketing materials and approaches are checked to comply with the Fundraising Code of Practice and a profit and loss file is kept for large events. All related income and expenditure are reported to fundraising volunteers who organise an event on the Charity’s behalf to ensure financial transparency and correct amounts raised. Hawksmoor undertook a voluntary donation campaign with guests from January to March 2024 (Note 8).

INVESTMENT POLICY

There are no restrictions on the charity’s power to invest. The trustees set the investment strategy after considering income requirements and the risk profile. The trustees do not consider high risk or speculative investments as being suitable to invest the charity’s reserves and therefore avoid such types of investments. Due to current levels, reserves are held in cash in short-term deposits that can be accessed readily.

RESERVES POLICY

The trustees have approved a reserves policy. Its objective is to achieve a balance between the need to use voluntary income received to fulfil the charity’s strategic objectives and the need to retain funds to give sufficient financial flexibility to protect the long-term future of the charity’s operations and ensure stability of programme activity. The trustees aim to maintain free reserves in unrestricted funds at a level which equates to approximately 6 months of unrestricted expenditure. The trustees consider that this level will provide sufficient funds to continue charitable activity and ensure that support and governance costs are covered whilst seeking new income.

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2024

RELATED PARTIES

A register is held by the charity of trustees, its key personnel, and their related party’s interests to ensure no conflict of interest with the work of the charity. This declaration is checked at every trustee’s meeting.

RISK MANAGEMENT

The trustees have assessed the major risks to which the charity is exposed, those related to the operations and finances of the charity and are satisfied that systems are in place to manage those risks.

Risk chart

Potential Risk Potential Impact Probability Impact Risk Rating
<5= low
>14= high		 Steps to Mitigate Risk
Governance
Lack of strategy and
forward planning		 •
Issues addressed without
strategic reference
•
Loss of support from
sponsors
•
Financial management
difficulties
•
Loss of reputation		 1 4 4 •
Create strategic plan setting out aims
objectives and policies
•
Include alternative strategies for
maintaining income from diverse
sources in strategic plan
•
Create and monitor financial budgets
•
Monitor operational performance and
obtain volunteer and beneficiary
feedback
Non- renewal of Fred
Sirieix partnership/
involvement		 •
No further fundraising
partnerships with Fred
Sirieix
•
Loss of publicity and industry
links through loss of Fred
Sirieix		 1 4 4 •
Strategic plan to include alternative
strategies for replacing income from
other sources
•
Maintain sufficient reserves to cover
expenditure during change
•
Work with other individuals and
companies to establish similar
relationship
Breakdown of partnership
with Prison, Education
Providers (including Novus,
PeoplePlus) and/or Ministry
of Justice		 •
Unable to continue with The
Right Course in the prison
•
Cannot offer recognised
qualifications		 3 4 12 •
Regular communication with Prison,
Novus and the Ministry of Justice
•
File any reporting requirements on
time
•
Work with other education providers
to establish similar relationship
•
Built network of relationships with
multiple contacts in each organisation
to mitigate staff changes
Conflict of interest •
Decisions not based on
relevant considerations
•
Impact on reputation		 1 4 4 •
Policy for disclosure of potential
conflicts of interest
•
Procedures for standing down on
decisions if conflict exists
•
Trustee selection process
•
Adhering to charity commission
guidelines
Financial
Budgetary control and
financial reporting fraud or
error		 •
Budget does not match key
objectives and priorities
•
Inability to meet
commitments or key
objectives
•
Financial loss
•
Risk to reputation
•
Regulatory action		 2 5 10 •
Budgets linked to strategic plan
•
Timely and accurate monitoring and
reporting
•
Procedures to review credit control,
budgetary expenditure and treasury
management
•
Strict control of fund accounting
•
Segregation of duties
•
Financial control procedures
•
Authorisation limits

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE PERIOD ENDED 31 DECEMBER 2024

Potential Risk Potential Impact Probability Impact Risk Rating
<5= low
>14= high		 Steps to Mitigate Risk
•
Review of budgets and monthly
management accounts by director
and finance committee
Investment policy •
Financial loss through
inappropriate investment
•
Cash flow difficulties arising
from lack of liquidity
•
Loss incurred by trading
subsidiary company		 1 3 3 •
Creation of adequate investment
policy
•
Adequate reserves policy
•
Regular review by trustees
•
Regular review by trustees of trading
policy, performance, profitability and
viabilityof subsidiarycompany
Reserves policy •
Inability to meet
commitments or planned
objectives
•
Reputational risk		 1 3 3 •
Reserve policies linked to business
plans, activities and identified financial
risks
•
Regular review bytrustees
Management
Employment Issues •
Employment disputes
•
Health and safety issues
•
Claims for injury stress or
unfair dismissal
•
Equal opportunities issues
•
Recruitment costs and lead
times
•
Loss of experience
•
Low morale		 1 3 3 •
Job descriptions, performance
appraisal and feedback
•
Regular health and safety and fire
training
•
Consider working conditions, training
and job satisfaction
•
Fair and open competition for key
posts
•
Interview and assessment process
•
Job training and development
•
Reference and qualification process
•
Recruitment process
•
Regular trustee and staff meetings
•
Review rates ofpay
Health and safety •
Staff injury		 2 2 4 •
Compliance with law and regulation
•
Statement of policy
•
Staff training
Disaster recovery and
planning		 •
Computer system failures
and loss of data
•
Destruction of property and
records through fire or
other disaster		 1 4 4 •
Data backup procedures
•
Data backup procedures
•
Insurance cover
Information Technology •
Systems fail to meet
operational need
•
Failure to innovate or
update
•
Loss or corruption of data		 1 2 2 •
Appraisal of system options
•
Security and authorisation procedures
•
Implementation and development
procedures
•
Disaster recovery procedures
Data Protection •
Loss of data
•
Data miss used or retained
longer than needed
•
Fines, penalties or censure
from licencing or regulators
•
Reputational risks		 1 5 5 •
Data Handling policies and training
•
Encryption and password protection
on all IT equipment
•
Annual review of policies and
procedures
•
Identify key legal and regulatory
requirements
•
Allocate responsibility for key
compliance procedures
Procedure and system
documentation		 •
Lack of awareness of
procedure and policies
•
Action taken without proper
authority		 1 2 2 •
Documentation of policy and
procedure
•
Audit and review of systems
Compliance risks including
•
Charity law
•
Data protection
•
Employment law		 •
Fines, penalties or censure
from licencing or regulators
•
Employee action for
negligence		 2 2 4 •
Identify key legal and regulatory
requirements
•
Allocate responsibility for key
complianceprocedures

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THE RIGHT COURSE REPORT OF THE TRUSTEES

FOR THE PERIOD ENDED 31 DECEMBER 2024

Potential Risk Potential Impact Probability Impact Risk Rating
<5= low
>14= high		 Steps to Mitigate Risk
•
Health and safety law
•
Gambling commission
•
Bribery provisions
•
HMRC gift aid
provisions		 •
Loss of licence to undertake
activities
•
Reputational risks		 •
Compliance monitoring and reporting
•
Preparation for compliance visits
•
Compliance reports from auditors
Volunteer Management
Bullying or
harassment/physical or
emotional abuse between
inmate and volunteer		 •
Bodily or mental harm
towards either individual
•
Loss of visitation to the
prison, and more restrictions
on future volunteers		 2 4 8 •
Complete vetting process and
statements of previous convictions
and/or conflicts of interest.
•
Training and mentorship offered to
volunteers before visiting the prison.
•
Awareness of safe guarding policies
before visiting.
•
Ensure there are enough staff
members supporting the volunteers
duringthe visit.
Data breaches •
Exchanging of data with the
intent to communicate after
release
•
Chance of incident/abuse/
harassment through contact		 2 3 6 •
Inform before visiting that
communication with inmates once
released is strictly forbidden.
•
During the visit, ensure no one is left
without a member of staff
•
Report to someone in charge if a
relationship between a volunteer and
inmate seems too familiar.
Data Protection •
Unaware that we are sharing
personal data with external
partners for vetting
purposes		 2 2 4 •
Confirm that the Volunteer Policy has
been read, understood and signed.
People targeting the charity •
Using the visitation
opportunity to reach an
individual in the prison		 2 4 8 Complete vetting process and statements
of previous convictions and/or conflicts of
interest.

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024

OBJECTIVES AND ACTIVITIES

The objects of the charity provide a public benefit by promoting the education of offenders, ex-offenders or those at risk of offending by providing or assisting in the provision of:

PUBLIC BENEFIT

The charity benefits the public by working to reduce reoffending by providing offenders and ex-offenders with the skills, behaviours and opportunities to secure employment in the hospitality sector.

Our vision is of a world where prison leavers have the aspiration, skills and opportunities to rebuild their life, away from crime, and contribute back to society. Our mission is therefore to provide them with the tools, opportunities and support to transform their own lives through experiencing authentic and relevant training in staff restaurants; facilitating employment opportunities; and industry mentoring. The trustees confirm that they referred to the guidance contained in the Charity Commissions general guidance on public benefit when reviewing the Charity’s aims and objectives and in planning future activities.

PRINCIPAL ACTIVITIES

The trustees determined that the principal focus should be on facilitating the opening of new training restaurants in prisons across the UK; working with education providers to deliver The Right Course curriculum; arranging mentoring and inspirational training from industry volunteers; and brokering job interviews and employment for learners.

REVIEW OF ACTIVITIES

In 2025 we began working at a new training restaurant at HMP Sudbury in partnership with PeoplePlus. We also began developing plans and designs for training restaurants at HMP Hindley, HMP Channings Wood, HMP Belmarsh and HMP Dovegate. These involved funding submissions to the Ministry of Justice’s Academies programme to potentially contribute towards refurbishment work, which has protracted the process. We also continued to support our existing five sites by monitoring operations, providing industry expertise, supporting refurbishment and equipment needs, facilitating employer masterclasses, and, most importantly, supporting our learner. Our learner support includes identifying aspirations, showcasing roles within the industry, facilitating interviews pre-release, support through the gate, facilitating job opportunities and financial support for work travel, uniforms and equipment.

Our aim is that over 90% of our learners will get at least one qualification and of those eligible for release over 50% secure employment in hospitality. This target allows for those learners returning to existing jobs or disappearing on release, which remains our biggest barrier to securing employment for those released. We also signpost graduates to other jobs as required. In 2024 87% of our learners have secured at least one qualification. Of those learners who have been released, 56% have secured employment (or 85% of those who are in contact post release). Working with our partners, individual training restaurant outcomes for 2024 have been (Please note: figures for the year are based on the date the learner started the course even if our support is spanning over multiple years):

HMP/YOI Isis – The Cookout in partnership with NOVUS

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024

The Escape Restaurant at HMP Wormwood Scrub is in partnership with NOVUS

Bertie’s at HMP Lincoln, in partnership with PeoplePlus

Bwyty Cyfle (Restaurant Opportunity) at HMP Berwyn, in Partnership with NOVUS Cambria

Secret Diner at HMP Sudbury, in Partnership with PeoplePlus (since Sept 2024)

Some examples of learner journeys:

“D” – worked at Bertie’s at HMP Lincoln from January 2024, completing Level 2 Food Preparation at Bertie’s. Attended three masterclasses, winning the MasterChef event held with Greene King. Prior to release an interview was arranged with Bespoke Hotels who offered him a role in Scotland that came with accommodation. To enable “D” to begin work we purchased his train ticket, a replacement SIM card so he could remain in contact with his family, Chef’s whites, knives, and shoes as well as toiletries and a warm coat to enable him start work. We continue to support “D” as he settles into his new role.

“G” – worked at The Escape at HMP Wormwood Scrubs completing Level 2 Food Production & Catering NVQ. Working with KERB+ he enrolled on their Streets Ahead Course to help him achieve his aspiration to have his own food truck business. Whilst juggling family commitments and the course, “G” secured parttime work at Seven Dials Market. He submit a business plan to McCain secured a £10,000 grant to open his business. He also began HGV training to improve his financial stability.

“J” – worked at The Escape at Wormwood Scrubs, having no prior hospitality experience. Completed his Level 2, transferred out to open prison HMP Hollelsey Bay Feb 2024. He has since secured a role working in

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024

their prison café to continue his learning. He was cleared for ROTL and has secured a front of house position at Prezzo.

“W” - worked at The Escape at HMP Wormwood Scrubs where he completed Level 2 NVQ. Upon release he secured Commis Chef role at London Hilton on Park Lane.

Numerous discussions and exploratory visits have been undertaken with prisons across the England and Wales to identify potential new project sites. Developing projects plans, designs and preliminary budgets have identified funding requirements, which is the biggest stumbling block to further development. The appointment of a fulltime Training and Operations Manager has resulted improved operations at existing sites, the development of more training materials and better outcomes for our learners, with 10% more remaining in contact post release.

Objective Strategy Update
Learners inspired to
work in hospitality
industry. Increased
learners participating on
course with over 80%
securing at least one
qualification. Secure
employment for over
75% of graduating
learners that have been
released.		 Improve curriculum, menu
and implement a regular
series of masterclasses from
hospitality professionals to
inspire learners. Build
networks and regular
communication channels
with project sites to ensure
links and opportunities are
established with learners
prior to release. Encourage
graduates to remain in
contact post release.		 In 2024, 87% of learners achieved at least one
qualification. Of those learners who have been
released, 56% have secured employment (or 85%
of those who are in contact post release), and
increase from 53% in 2023. Work still needs to be
done in encouraging graduates keeping in contact
post release however the employment of our
Training and Operations Manager has seen a 15%
increase in contact post release since joining in
April, with 70% remaining in contact. Though our
partnership with Only A Pavement Away we have
developed access to a network of employers.
Additionally, we have our own network of engaged
employers who help with job opportunities,
masterclasses and inspiring our learners into the
sector. We continue to work on expanding our
employers geographical spread to accommodate
learners beingreleased into different areas.
Training restaurants:
Expand training
restaurant network,
especially in women’s
prisons. Improve
consistency of delivery
and learner journey.		 Build networks with the
Ministry of Justice, Prisons,
New Future Networks and
education providers to
identify potential new sites
and budgets required.
Develop business case and
operational model required
to run the training
restaurants. Currently four
operational training
restaurants. Develop
standard menu for all
restaurants as well as		 One new training restaurants partnership started in
2024 at HMP Sudbury in partnership with
PeoplePlus. We also expanded links with seven
other prisons where our graduates have been
transferred to. We also have developed restaurant
plans and mapped potential funding streams for
three other prisons, which we hope to open in
2025. Thanks to links with the MOJ and New
Future Networks we are exploring other prisons,
especially a women’s prison. Early 2025 we are
holding an initial engagement even at HMP
Downview (F) in partnership with Hilton.
Engagingwith our existingsites we continue to

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024

improve the consistent
implementation of the
Standard Operation
Procedure.		 build a library of menus that are used to standardise
food delivery. Our Training and Operations
Manager has introduced a traffic light monitoring
system to ensure consistent delivery at our
operational sites.
Fundraising support:
secure a pipeline of
support to build up a
year’s reserves and
specific fund for
refurbishment of new
sites.		 Regular applications to
Trusts and Foundations;
Explore government funding
to deliver training
programmes and day to day
delivery of the restaurants.
Explore fundraising events,
balancing the ROI on time
and effort involved; and
identify opportunities to be
charity of choice or recipient
of donations.		 We have focussed on strategic funding partners and
been able to gain support from some hight net-
worth individuals who gave their support after
visiting one of our training restaurants. As well as
supporting named projects donors are asked to
contribute to central cost. We have secured
enough funds to cover current operations and for
new projects as well as to cover expansion of our
team. We have also explored bidding for MOJ
tenders as well funding from New Future
Networks’ Academies initiative.
Storytelling: improve
storytelling and sharing
impact with key
audiences: new prisons,
employers, existing
learners and potential
learners.		 Implement new brand and
develop marketing materials
for learners and the
restaurant to articulate The
Right Course’ vision and
values.		 Thanks to the pro-bono support from the branding
agency, WITHOUT as well as help with articulating
our vision and values from Larkenby, we have been
rolled out our new brand identity, logo and values
and showcased our impact and case studies. This
has resulted in increased brand recognition, growth
in followers, and opened up conversations with
new employer partners, new prisons and
maintained engagement from our network of
partners and supporters.

FINANCIAL REVIEW

Income from restricted and unrestricted grants as well as fundraising activities totalled £223,968 of which £223,177 was restricted (2023: £251,968 of which £195,688 was restricted).

Expenditure totalled £191,318 of which £123,549 (65%) was on charitable activities (for 2023 £198,619 of which £79,606 (40%) was on charitable expenditure). This improvement is primarily due to not undertaking a fundraising partnership with other charities, that previously resulted in the gross income being shown in the 2023 accounts. At 31 December 2024 the charity’s total fund balance was £142,828 an increase of 30% on 2023, consisting of £9,571 unrestricted and £133,257 restricted (2023: £110,179 a 94% increase on the previous year).

RESTRICTED FUNDS

Due to grant restrictions, the following restricted funds exist (see Note 9 of Notes to the Financial Statements for more details):

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024

GENERAL RESERVES

The trustees consider that the average level of unrestricted funds not committed or invested in tangible fixed assets should represent at least 6 months of unrestricted expenditure. The trustees review the reserves policy annually as part of the consideration of the budgetary parameters for the forthcoming financial year.

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THE RIGHT COURSE REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024

FUTURE DEVELOPMENTS

Objective Strategyand measure
Improving learner outcomes: Increased learners
participating on course (2024 totalled 93 learners),
with over 90% securing at least one qualification
(currently 87%). Increasing contact post release to
80% (currently 70%). Secure employment for over
75% of graduating learners that have been released
(currently 56%).		 • Working with prison regimes to ensure greater
throughput of learners.
• Improve curriculum, menu and increase number
of masterclasses from hospitality professionals to
inspire learners (current average of one per
quarter per site).
• Build networks and regular communication
channels with project sites to ensure links and
opportunities are established with learners prior
to release.
• Measure learners’ behavioural journey with the
implementation of Learner Survey at key
milestones.
Training restaurants: Expand training restaurant
network, especially in women’s prisons. Improve
consistency of operations delivery and learner
journey. Expand from 5 operational restaurants to
8. Increase the network of Support Sites
(transferred graduates, potentially on ROTL) to 10
(currently7).		 • Identify new sites, develop designs and
operational plans and secure funding for
implementation and any refurbishment
requirements.
• Engage with new opportunities identified by New
Future Network.
Fundraising support: secure a pipeline of support to
cover operational costs, allow for an additional post
for operational support, and develop specific funds
for refurbishment of new sites.		 • Regular applications to Trusts and Foundations.
• Bid for MOJ tenders and explore funding
opportunities from Department of Work and
Pensions for employment support activities.
• Increase donor engagement to recognise existing
support.
Storytelling: Continue to articulate impact and
learner journeys. Improve storytelling with key
audiences: new prisons, employers, existing learners
and potential learners. Increase followers by 15%
(currently 1083 on X and 654 on Instagram). A
quarterlyfeature in industry publications.		 • Increase social media following through regular
posting of engaging updates and sector news.
• Coordinate storytelling opportunities with MOJ
and partners.
• Develop sector links and orchestrate features in
sectorpublications.

The Trustees’ Report has been approved by the Trustees on 28 May 2025 and signed on their behalf by:

Fred Sirieix Founder and Chairman of the Trustees

Ali Zaidi Trustee

13

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF THE RIGHT COURSE

I report to the trustees on my examination of the financial statements of The Right Course (the charity) for the period ended 31 December 2024.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the charity as required by section 130 of the 2011 Act; or

  2. the financial statements do not accord with those records; or

  3. the financial statements do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Berish Hoffman FCA

Landau Morley LLP 325-327 Oldfield Lane North Greenford Middlesex UB6 0FX

Dated: 04 Jun 2025

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THE RIGHT COURSE STATEMENT OF FINANCIAL ACTIVITIES FOR THE 12 MONTHS TO 31 DECEMBER 2024

Notes
Income from
Donations & Legacies
2
Fundraising Events
2
Charitable Activities
Investments
3
Total Income
Expenditure on
4, 5
Raising funds
Governance
Charitable activities
Total Expenditure
Net income
Net gains/(losses) on
investments
Transfers between funds
Net movement in funds
Reconciliation of funds
Total funds brought
forward
Total funds carried
forward		 Unrestricted
Funds
Restricted
Funds
Total
2024
Unrestricted
Funds 2023
Restricted
Funds 2023
Total
2023
£
£
£
£
£
£
517
220,764
221,281
56,061
128,541
184,601
-
2,413
2,413
-
67,147
67,147
-
-
-
-
-
-
274
-
274
219
-
219
791
223,177
223,968
56,280
195,688
251,968
9,284
53,044
62,328
49,184
65,984
115,168
5,441
-
5,441
3,845
-
3,845
35
123,514
123,549
26,789
52,817
79,606
14,760
176,558
191,318
79,818
118,801
198,619
(13,969)
46,619
32,650
(23,538)
76,887
53,349
-
-
-
-
-
-
18,000
(18,000)
-
-
-
-
4,031
28,619
32,650
(23,538)
76,887
53,349
5,541
104,638
110,179
29,079
27,751
56,830
9,571
133,257
142,828
5,541
104,638
110,179

All of the above results are derived from continuing activities. All gains and losses recognised in the 12 months are included above.

15

THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

Notes
FIXED ASSETS
Tangible assets
6
Investments
CURRENT ASSETS
Cash at bank and in hand
7
Debtors
CREDITORS:
Amounts falling due within
one year
8
NET CURRENT ASSETS
FUNDS
9
Restricted funds
Unrestricted funds:
General reserves
TOTAL FUNDS		 2024
£
-
-
-
144,421
5,000
149,421
(6,593)
142,828
133,257
9,571
142,828		 2023
£
-
-
-
102,459
12,000
114,459
(4,280)
110,179
104,638
5,541
110,179

The financial statements were approved by the trustees on 28 May 2025 and signed on their behalf by:

Fred Sirieix Ali Zaidi Founder and Chairman of the Trustees Trustee

The notes which follow form an integral part of these financial statements.

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THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

1. ACCOUNTING POLICIES

The principal accounting policies adopted are as follows:

The accounts have been prepared under the historical cost convention, as modified by the inclusion of investments at market value, and in accordance with the Statement of Recommended Practice “Accounting and Reporting by Charities, applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” and the Charities Act 2011. The Charity is a public benefit entity as defined by FRS 102.

The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.

1.2 Fund accounting

The financial statements of a charity must differentiate between restricted and unrestricted funds.

The nature and purpose of each fund are set out in Note 9 to the financial statements.

1.3

Income recognition

All incoming resources are included in the period in which they are receivable, which is when the charity becomes entitled to the resource. Fundraising income, merchandising income and investment income are recognised on an accruals basis.

1.4 Expenditure recognition

Expenditure is accounted for on an accruals basis. Expenditure is allocated by reference to its functional classification and not by type of expense. The expenditure heads in the statement of financial activities include both direct costs and allocated overheads. Overheads are apportioned on a staff time basis.

Staff and office costs are divided into the areas of activity of the Charity: fundraising, charitable expenditure and governance, on the basis of the cost of related staff time. The charity’s annual leave policy states that it runs on the calendar year and no holiday can be rolled over into future years.

Fundraising activities costs are those incurred in organising fundraising events and in seeking voluntary contributions and do not include costs of disseminating information in support of the charity’s charitable activities.

1.5

Tangible fixed assets and depreciation

Tangible fixed assets costing £500 or more are capitalised at cost and depreciated. Depreciation is provided by the straight-line method, calculated to write off assets over their estimated useful lives at the following rates:

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THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

1.6 Investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The statement of financial activities includes the net gains and losses arising on revaluation and disposals throughout the year.

All gains and losses are taken to the statement of financial activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised investment gains are combined with investment income in the statement of financial activities. The Charity does not acquire put options, derivatives or other complex financial instruments.

The main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within certain sectors or sub sectors.

1.8 Value added tax

The Charity is not registered for value added tax (VAT), and therefore input tax is not recoverable. Expenditure incurred by the Charity is therefore recorded inclusive of VAT.

1.9 Foreign currencies

Monetary assets and liabilities denominated in foreign currencies are translated into sterling at the rates of exchange ruling at the accounting date. Transactions in foreign currencies are recorded at an average monthly rate at the accounting reference date. All differences are charged to the profit and loss account.

1.10 Pensions

All staff are entitled to participate in the Charity’s pension scheme. The Charity’s contributions are restricted to the contributions disclosed in note 5 to the financial statements. The Foundation has no liability beyond making its contributions and paying across the deductions for the employee's contributions. There were no outstanding contributions at the period end.

The scheme is a defined contribution scheme managed by NEST and invests contributions made by the employee and employer in separate investment funds to build up over the term of the plan. The pension fund is converted into a pension upon the employee reaching their normal retirement age. Contributions are made at the following rates of 4% or more (employees) and 4% (employer).

1.11 Financial instruments

The Charity only has financial assets and liabilities of a kind that qualify as basic financial instruments, including its debtors and creditors. These are initially recognised at transaction value and subsequently valued at their settlement value.

1.12 Judgements and key sources of estimation uncertainty

Judgements and key sources of estimation uncertainty are detailed in the above accounting policies where applicable.

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THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

2. DONATIONS AND FUNDRAISING ACTIVITIES

2.
DONATIONS AND FUNDRAISING ACTIVITIES
General Donations & Charitable Activities
Commercial Trading Income
3.
INVESTMENT INCOME
Investment income receivable
Interest receivable		 2024
£
223,694
-
223,694
2024
£
-
274
274		 2023
£
251,749
-
251,749
2023
£
-
219
219

4. EXPENDITURE ON

EXPENDITURE ON
Fundraising
activities		 Charitable
expenditure		 Investment
Costs		 2024
Total		 2023
Total
£ £ £ £ £
Allocated Payroll
costs		 41,280 80,469 - 121,748 108,050
Allocated Office costs 6,083 10,665 - 16,748 3,124
Allocated Communication
costs		 1,170 2,051 - 3,221 160
Direct
expenditure		 1,079 43,080 - 44,159 83,440
Apportioned governance
costs		 1,976 3,465 - 5,441 3,845
Total 2024 51,587 139,730 - 191,318
Total 2023 115,092 83,527 - 198,619

Payroll (staff and consultants), communications and office costs are divided into the areas of activity based on time spent undertaking these activities.

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THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

4. EXPENDITURE ON (continued)

EXPENDITURE ON (continued)
Governance Costs
Allocated Staff costs
Allocated Office costs
Legal and Professional Fees
Accountancy Fees
STAFF COSTS
Salary costs
Social security costs
Pension costs

The average headcount of employees
during the year was:		 2024
£
2,841
260
60
2,280
5,441
2024
£
107,433
12,629
10,050
130,112
2024
Number
2		 2023
£
2,159
0
66
1,620
3,845
2023
£
25,249
10,251
3,500
39,000
2023
Number
1

5. STAFF COSTS

KEY MANAGEMENT PERSONNEL

One employee received remuneration between £70,000 - £80,000 during the year. The Charity grew from one parttime member of staff to two fulltime members of staff. The total value of the CEO’s remuneration package was £78,000 (2023: £39,000). During the year, the trustees received £nil reimbursement of travel expenses (2023: £666). No emoluments were paid to trustees in the current period.

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THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

6. TANGIBLE FIXED ASSETS

The Charity doesn’t have any tangible fixed assets.

7. DEBTORS

DEBTORS
Prepayments and accrued
income
CREDITORS:
AMOUNTS FALLING DUE WITHIN ONE
Taxation and social security
Accountancy Fees		 2024
£
5,000
5,000
YEAR
2024
£
4,913
1680
6,593		 2023
£
12,000
12,000
2023
£
2,660
1,620
4,280

8. CREDITORS:

AMOUNTS FALLING DUE WITHIN ONE YEAR

AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

Creditors 2024
£
-
-		 2023
£
-
-

21

THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS

FOR THE 12 MONTHS TO 31 DECEMBER 2024

9.
FUNDS
RESTRICTED FUNDS
Fishmongers (1)
NOVUS Cambria (2)
Southampton Row Trust (3)
Hilton UK Foundation (4)
Luke Johnson (5)
Charles Gladstone (6)
Hilton Event (7)
Hawksmoor (8)
Sudbury (9)
DESIGNATED FUNDS(10)
GENERAL RESERVES(11)
TOTAL FUND BALANCE		 At 1 Jan
2024
Total
Income/GainsTotal Expenditure Transfers
At 31 Dec
2024
£
£
£
£
£
240
20,000
(18,240)
(2,000)
0
7,034
0
(4,128)
-
2,905
31,500
10,000
(2,341)
(1,000)
38,159
11,028
150,000
(144,676)
(15,000)
1,352
31,500
0
(720)
-
30,780
15,730
0
(4,479)
-
11,251
7,606
0
-
-
7,606
0
40,764
(1,200)
-
39,564
0
2,413
(773)
-
1,640
104,638
223,177
(176,558)
(18,000)
133,257
-
-
-
-
-
5,541
791
(14,760)
18,000
9,571
110,179
223,968
(191,318)
-
142,828

The purposes of the charity’s funds are detailed below:

22

THE RIGHT COURSE NOTES TO THE FINANCIAL STATEMENTS FOR THE 12 MONTHS TO 31 DECEMBER 2024

for training support, refurbishment costs of the restaurant as well as associated costs for the community meals and employment support.

10. RELATED PARTY TRANSACTIONS

The Trustees keep a record of related parties, which is reviewed at each meeting, and recorded no conflict of interested throughout the year. No donations or payments were made from or to related parties.

23