Tavistock Institute of Human Relations (THE) Annual Report
1 October 2023 30 September 2024
Company registration number: 442517
Charity registration number: 209706
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 2 FOR YEAR ENDED 30 SEPTEMBER 2024
Contents
| Who we are....................................................................................................... 3 |
|---|
| Letter from Dr Eliat Aram, Chief Executive Officer............................................. 6 |
| Letter from Lucian Hudson, Chair of Trustees................................................... 7 |
| Create the future: arts and organisations programme ....................................... 8 |
| Nurturing the future through an activist legacy.............8 organisation’s |
| Sustain society and the planet: research and consultancy ................................ 9 |
| Research on neurodiversity in the tech sector...................................... 9 |
| Omved Gardens: Human Centred Ecology ......................................... 10 |
| Strengthen me, my group, my organisation: research and consultancy .......... 11 |
| Supporting social care practitioners.................................................... 11 |
| A sojourn with the University of Westminster..................................... 11 |
| Enabling transformation in a European bank ..................................... 12 |
| Joining the dots in local networks: reducing problem gambling...... 12 |
| FOCUS: Reflective practice in the NHS ............................................... 13 |
| Tavistock Institute Germany (TIG)................................................................... 14 |
| Group Relations .............................................................................................. 16 |
| International Group Relations Programme.......................................... 16 |
| FOCUS: The Leicester Conference 2024 ............................................. 16 |
| Professional development, learning and coaching .......................................... 19 |
| Knowledge sharing and community building ................................................... 21 |
| Human Relations Journal...................................................................... 21 |
| Organisational Aesthetics Journal....................................................... 21 |
| Lunchtime talks ..................................................................................... 22 |
| Tavistock Community ........................................................................... 22 |
| Communications and engagement ...................................................... 23 |
| Organisational structure of the Institute and decision- making process ........... 25 |
| Financial Review............................................................................................. 26 |
| Independent auditors’reporttothemembersoftheAssociationofthe |
| Tavistock Institute for year ended 30 September 2024................................... 29 |
| Consolidated statement of financial activities (incorporating income and |
| expenditure) .................................................................................................... 34 |
| Balance sheet ................................................................................................. 35 |
| Consolidated cash flow statement ................................................................... 36 |
| Notes to the financial statements .................................................................... 37 |
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 3 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Who we are
Council of trustees
Professor Lucian J Hudson, Chair Dr Eliat Aram, ex officio Alexandros Argyropoulos Dr Martin Brigham Professor Eenasul Fateh Hilary Frazer, Honorary Treasurer Georgina Gray Kari Hadjivassiliou (staff) Steve Hearsum Rachel Kelly (staff) Katharina Müeller Antonio Sama, Chair of HRMC Dr Mannie Sher (staff)
CEO
Dr Eliat Aram PhD, MSc Occup Psych, MSc G Psych, CBAM, CDir IoD
Company Secretary
Camilla Child, BA (Hons) Political Science and French; MSc Social Policy; MA Advanced Organisational Consultation; Certificate in Conflict Resolution (acc. Bar Council)
Registered office
63 Gee Street, London EC1V 3RS T: +44 (0)20 7417 0407 E: hello@tavinstitute.org W: www.tavinstitute.org
Company registration number : 00442517
Charity registration number : 209706
Auditor: Goldwins Limited, 75 Maygrove Road, London NW6 2EG
Bank: NatWest, 440 Strand, London WC2R 0QS
Solicitor: Wedlake Bell LLP, 71 Queen Victoria St, London EC4V 4AY
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 4 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Mission
We study how humans relate to each other in groups and organisations around the world, to help individuals and organisations navigate complexity, change, and human dynamics.
Professional development | Research and evaluation | Consulting services | Coaching | Arts & Organisation
We consider the whole system, applying social science methods to address research questions and creative, psychoanalytic and systems approaches to respond to organisational challenges.
Status
We are a UK-based not for profit organisation established with charitable purpose in 1947, with sister organisations in Germany and China and a global programme of work.
We are governed by our Articles of Association dated 20 September 1947 as amended on 25 June 1963, 20 March 1991 and 22 July 2010.
Ultimately accountable to the Association members, a Council of Management act as the board of trustees and work with the CEO and Management team to deliver against the mission and objectives.
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Values
Our values explain how we work. We focus on how humans relate to each other and non-human systems, how we grow in character and how we embrace learning, creativity and change.
We work across and between boundaries
We work across disciplines and draw on a rich mix of expertise and thinking.
We create safe spaces for difficult conversations
We listen, observe and engage in dialogue. We work with and for people in everything we do.
We work with hidden and sometimes unconscious factors
staying grounded in the context and in what might be under the surface.
We put theory and knowledge into practice
Our practice is evidence-based and we depend on data - both that which is derived from rational research methods and that which is derived from explorations of the mind. We are able to play with ideas, myths and stories to deepen the meaning and application of our research outcomes.
We bring rigour, reflection and care to our work
We partner with our clients to achieve the best outcome, journeying with them to access and apply their own resources.
We work with the unexpected
Our expertise is in stepping into the unknown whilst navigating anxieties and uncertainties and all that these bring to the fore. We can take helpful risks for clients to reach the goals of our work together.
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Letter from Dr Eliat Aram, Chief Executive Officer
Reflections on a year of challenge and transformation
This year has been tough financially, structurally, and emotionally. Leading an independent not-for-profit in times of uncertainty is no easy task, and I find myself reflecting deeply on what sustains us. The answer, as always, lies in the relationships we nurture with each other, with our partners, and with the wider world we seek to understand and support.
Across our international programmes, from Berlin to Beijing, from research on climate, neurodiversity, and social care to our work with GambleAware in tackling gambling-related harms, supporting young people in learning and activism through projects like PARCS, and strengthening education and training pathways through CVET and Westminster, we continue to hold space for the complexities of human experience.
Our Arts and Organisation work, our Professional Development and Group Relations programmes have invited us to sit with the unspoken - shame, power, belonging - and to find meaning and authority in what is often hidden beneath the surface.
This year, the Leicester Conference held a mirror to the dynamics of leadership and care, surfacing a striking discourse on mothers, mothering, and the unseen labour of holding things together.
It is a theme that resonates far beyond the conference boundaries. In many ways, our work whether in organisations, communities, or within ourselves is about navigating the tensions between holding and letting go, between tradition and change.
I do not take for granted the commitment, generosity, and sheer perseverance of those who make this work possible. In a year of challenge, I am reminded that leadership is not about having all the answers it is about staying with the questions, together. Thank you to all who continue to walk this path with us.
6 February 2025
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Letter from Lucian Hudson, Chair of Trustees
This Annual Report shines a light on the breadth and depth of the work of The Tavistock Institute of Human Relations, its quality of leadership and teamwork, and unstinting commitment to adding value to every field where it operates.
We live in troubled times which we ourselves are experiencing. We know how easily unsettled people can be under pressure and stress. We know how important it is not to lose sight of the human factor. We strive to give close attention to what is really going on in systems and groups. In so doing, we draw inspiration and energy from the challenges that face the organisations and groups we support. Our creative response can take many forms as this report demonstrates.
What distinguishes us as Tavistockians is an enduring love of human challenge. The way we use Tavistock Institute approaches and methodologies helps to turn tension and conflict into opportunity, avoiding the temptation that modern life brings- a rush to judgment and rush to action.
Over the years, I have seen how international the Institute has become. We draw on different backgrounds and develop more meaningful and productive relationships, thereby realising potential that can be an influence for good.
What resonates most to me in all the pages of this report is that exceptional combination of creativity, compassion and courage that defines our approach to our work.
Unlike many of our consultants and researchers, I do not travel as much as I did. But one visit this year lifted my spirits no end. In working with business leaders in Finland, I found out more what the Finnish concept of sisu means to its people. Sisu can be understood as strength of will, determination and perseverance. It is about acting in the face of adversity. Sisu is indeed about courage, but crucially it is the ability to sustain that courage.
As we conclude one year and embark on another, I am led to hope that we can continue to harness that indefatigable spirit that sustains our Institute, and we work together, more mindful than ever to make that difference that we are renowned for.
6 February 2025
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Create the future: arts and organisations programme
The Arts and Organisation programme of work remains concerned with action research do we learn when we rigorously integrate artistic, sensory and embodied approaches into Tavistock traditions? How might practices concerned
This year has seen several developments in this area of work:
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The completion of projects (PARCs Grows Everybody) elaborated below; The third exhibiting season of Deepening Creative Practice with Organisations offered a mokumentary called Kurat, written and performed by participants and faculty;
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Juliet Scott became editor-in-chief of the Organizational Aesthetics journal with a reflective opening editorial on ritual, spirals, objects and the chair; The stream and Re-evaluation' was convened at the Art of Management & Organisation conference, Nancy, France, August 2024;
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The Creative Digital Futures Lab, launched to imagine, practice and sustain digital futures through participative action research and artistic interventions; Doctoral research in Relational Practices and the TIHR Archive , also nurturing a creative partnership with the Centre for Dance Research at Coventry University.
Nurturing the future through an activist legacy
2024 saw the successful completion of the oral history project, PARCS Grows Everybody, funded by the National Lottery Heritage Fund in 2022.
The aim of the project was to celebrate the history and legacy of the Portsmouth Abuse and Rape Counselling Service (PARCS) whilst developing skills in a new generation of activists challenging violence against women and girls (VAWG) and awareness raising in the sector.
The project was a partnership with Portsmouth History Centre, Aspex Gallery and filmmaking CIC Form and Function.
PARCS Grows Everybody pioneered new methods of relational oral history practice with the Young Feminist Collective at the centre of the work. These included trauma informed practices recorded in the History Safe Toolkit, such as working with consent, time as a safe container and awareness of the field. Other manifestations from the work included a Documentary Film, a launch event, co-curated exhibition and learning programme at Aspex Gallery.
The oral histories are now held at Portsmouth History Centre and learning has also been shared with the National Heritage Lottery Fund policy and implementation team, offering new and best practices for collaborative intangible heritage projects.
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Sustain society and the planet: research and consultancy
This year we took purposeful steps towards reducing our environmental impact, growing our portfolio of projects in the climate space, and engaging staff and board members in collective decision making about the priorities, targets, and actions.
Following our well-established environment policy and our ongoing improvements efforts managed through the ISO 14001 we have taken several key steps towards our environmental goals.
Through a series of whole staff events, we agreed our net zero target of 2035, undertook our baseline carbon footprint assessment, and became early signatories of the Concordat for the Environmental Sustainability of Research and Innovation Practice https://wellcome.org/who-we-are/positions-and-statements/environmentalsustainability-concordat.
Meanwhile we embarked on a series of commissioned projects related to human dimensions of the environment and climate change, for example. The Scottish government commissioned us to undertake an evidence review of the connection between climate change and mental health and wellbeing. We have been exploring the direct effects of, for example, extreme weather as well as the psycho-social responses to awareness of climate change itself sometimes described as ecodistress.
In addition, the Scottish government commissioned us, along with partners at the University of Edinburgh, to support their efforts to conceptualise and evaluate their Just Transition policy. The goal is to avoid the social and economic damage experienced during de-industrialisation in the 20[th] century and promote just outcomes as the country decarbonises. We have worked with a wide range of stakeholders to develop a national level theory of change and have begun to identify possible indicators and data-sources for future tracking of progress.
Research on neurodiversity in the tech sector
In parallel to our work on the human dimensions of climate change, we continue to explore how the social and organisational contexts in which we work and live can enable us to thrive.
The #ChangeTheFace Alliance commissioned us to conduct a global study on neurodiversity in the tech industry, which was completed in 2023. #ChangeTheFace is a collaborative initiative uniting leading global tech companies, since 2021, to champion diversity, equality/equity, and inclusion within the tech industry. Four companies from the Alliance took part in the study: Colt, Nokia, Samsung, and Vodafone.
Working with global leaders of the tech industry, the study explored the intricate
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social dynamics within company culture and workplace systems that impact
The research incorporates findings from the largest global workplace survey on neurodiversity to date in the tech sector. This revealed that nearly half of neurodivergent employees feel impacted by their neurodivergent conditions on most days in the workplace. The study highlights key challenges for neurodivergent employees and improvements in the workplace environment, culture and systems that would make workplaces more accessible and inclusive.
Since we published the study with #ChangeTheFace, Vodafone have publicly announced accessibility measures for neurodivergent applicants to make their
Omved Gardens: Human Centred Ecology
Omved is a garden, exhibition and educational space in North London exploring food, creativity and ecology for health and climate resilience. Towards the end of 2023 TIHR organisational consultants were approached by Omved to facilitate their end of year review process and provide support as the team work towards significant organisational change and a journey of transformation.
The interest in the Tavistock Institute was two-fold:
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to build on a formative experience attending Leicester Conference which challenged founder to reconsider their role and leadership of the garden space;
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social dreaming, the unconscious and group relations and an enquiry around the garden repurposing into a more community and educational context.
The terrain: how to successfully navigate leadership through internal and external ideals.
The work began by exploring rhythm and task in relation to seasonal cycles which then led to dynamic intergroup work on the nature of relations between different parts of the organisation and some individual role analysis work.
With a major building project in process and ambitions to make space for a seedbank and more public involvement in the garden, the organisational development work will continue forward. One aim is to develop more capacity to inclusively manage the boundaries between the garden space and the wider community.
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Strengthen me, my group, my organisation: research and consultancy
Supporting social care practitioners
social care sector, we began a programme of work with children's services departments across the country, with partner Frontline, England's largest social work charity, to improve the practice skills of social care practitioners in a range of settings.
With Oldham Children's Services, for example, we began a redesign of their induction for all staff for systemic family therapy approaches in social work. This involved a refreshed package of training and train the trainer sessions to ensure the new approach is embedded in the organisation.
With Sandwell Children's Trust, we are focused on the development of motivational interviewing skills across the workforce. We started a programme of training for 300 practitioners in motivational interviewing techniques, and a train the trainer work package to ensure the new ways of working are established moving forward.
A sojourn with the University of Westminster
Our work with organisations is at its heart is a partnership. We consider ourselves sojourners, which the Cambridge dictionary describes as a temporary resident who accompanies through various stages of work, progression and challenges.
Within that frame, we have been working with our colleagues at Westminster University. Over several years, there have been many iterations to our partnership.
Our Supervision for Coaches and Consultants was the first interaction as two members of staff joined the programme, which led to a request for supervision for a series of internal complex action learning sets that were to be offered. It was a rich and developmental partnership resulting in the publication of the book Towards the Compassionate University, including an article from one of the Tavistock Institute staff members.
Other work in the University includes delivery of the Self Leadership programme, designed to support young people to explore their identity and how they enter the world of work. In addition, we have accompanied one of the departments in transition and offered supervision for a key support function of the university. It has been a rich and rewarding relationship.
Our work with the University continues to emerge.
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Enabling transformation in a European bank
Following the merger of four government agencies in this north European country, a national development bank sought our input to update its strategy and values.
The first and most important step was to explore the change perspective over time. We encouraged the client to think ahead at least 18 months, beyond our involvement, to enable the high level of alignment and tight cooperation that is crucial in culture change projects.
The bank planned to invest seriously in exploring the current culture, looking at the whole and at the four subcultures brought in by the four different agencies. We facilitated diverse groups of employees at every level to discuss current culture strengths and challenges, revealing hidden roadblocks as well as assets. For example, high levels of professionalism emerged as a strength but also a barrier to effective collaboration across different sectors within the bank.
Working across the organisation, we were able to articulate new values and behaviours, subsequently approved by the Board. There was a high level of energy in the search for values and much curiosity in the final result, reflecting the involvement of people from different levels and places in the organisation. They felt the new values expressed what they were voicing.
In the implementation stage, we created a change methodology and delivered training for Culture Ambassadors, who will help to discuss and make sense of the new values in different parts of the organisation.
We will continue to encourage free flowing conversations and sense-making at quarterly reflections in community meetings with Values Ambassadors and the Board, where they will reflect on change, voice the difficulties and celebrate the wanted changes. We are very lucky to work with clients like this persistent, daring, brave while diving into the unknown and trusting the wisdom they have inside their organisations.
Joining the dots in local networks: reducing problem gambling
The national charity GambleAware is working with us to reduce harm through problem gambling. The overall goal is to strengthen local and regional support for people at risk of gambling-related harms. As learning and evaluation partner, the Institute is engaged in promoting multi-agency collaboration between national, local, and regional stakeholders across nine regional and national boards, through:
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Conversation: we connect the National Gambling Support Network (NGSN) and voluntary community services, local authorities, primary care services, Citizens Advice, and grassroots organisations.
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Participation and creativity: we are creating action-learning-guided events to build cross-board relationships, exchange insights, and cultivate a
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supportive learning community for the duration of the programme and beyond.
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- Multi-disciplinary and evidence-led team working: we offer expertise in research/evaluation methods, leadership and organisation development, social care, lived experience, and systems change, enabling us to co-produce knowledge alongside local partners working in complex local, regional, and national economies.
FOCUS: Reflective practice in the NHS
Camilla Child has worked with perinatal parent infant mental health teams since July 2018. She currently runs five monthly reflective practice groups for multidisciplinary teams in the community mental health sector across three different NHS Trusts.
Q: Why do you see reflective practice as important?
A: These specialist community teams focus on supporting people who experience mental health difficulties and cases are complex. Reflective practice provides multidisciplinary team members the space to reflect on and share the impact their work has on themselves and on their teams and how they work together across the boundaries of their team disciplines, with acute services, and in some cases across geographical boundaries.
Q: What form do the sessions take?
A: We meet for an hour, or just over, depending on the team, once a month, either always online, always face-to-face or a mixture of these, in turn. Numbers attending range from 25 to three.
Q: What can be achieved in such a short time, often with so many people present?
A: Often different people come each time and I sometimes think: can we go beyond rarely see each other together (except in business meetings)? We do manage it though, through the courage of the individuals to bring their experiences to the session and the curiosity and empathy of their colleagues.
Q: What are the sessions like?
A: They always comfortable! But they can be variously moving, frustrating, and challenging for us all, with issues raised that relate to uncomfortable team or management dynamics.
Q: Camilla, what is your part in the success of these sessions?
hard over many years to environments, where my understanding of unconscious group dynamics, of organisations and systems all come together with my facilitation skills to run these sessions with compassion and challenge.
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Tavistock Institute Germany (TIG)
Research and organisational development in Europe
Since moving Tavistock Institute Germany to Berlin in 2023, we have connected with local organisations and key stakeholders to build a solid presence in Berlin and foster potential collaborations for future projects.
Looking ahead, we secured funds from Horizon Europe to focus on how artificial intelligence (AI) tools can improve the design and implementation of active labour market policies (ALMPs) across the EU. The new project will kick off in January 2025.
Our primary client this year was the European Union and its bodies, where we have strong, ongoing partnerships through our expert team. Our main work in 2023-24 included vocational education and training initiatives for CEDEFOP (European Centre for the Development of Vocational Training). These two programmes ribution to the understanding of vocational education
Promoting lifelong learning of adults through CVET systems and upskilling pathways
In the past year, we successfully completed this Cedefop project which focused on the identification of approaches and strategies across the EU that can inform more effective future continuing vocational education and training (CVET) systems across the EU.
Adopting a lifelong learning approach, these are expected to contribute towards building responsive, sustainable and inclusive European labour markets.
TIG led the Work Assignment focused on scenario building as regards desired transitions.
On 8[th] November 2023, under the auspices of Cedefop, TIG organised a major conference in Brussels where both TIG and Cedefop staff presented the results of the project to key EU level stakeholders, such as the European Commission, European Parliament, EU social partners (employer associations and trade unions), EU sectoral social partners and EU level associations.
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Ensuring transparency and facilitating transferability of learning outcomes; analysing and assessing two decades of European and national initiatives
This Cedefop project aims to analyse and evaluate policy efforts to increase the flexibility of European education, training and learning systems, in the last 20 years at both EU and national levels.
Over the past year, we focused in particular on changes in lifelong learning for individuals, comparing the situation in 2000 with that in 2020. We carried out three in-depth national case studies in Germany, Ireland and France respectively, and contributed to the finalisation and quality assurance of the Cedefop final report.
Meanwhile we used scenario-building techniques to inform future policy options. The key question we are addressing is whether European and national initiatives on transparency and transferability of learning outcomes over the past 20 years have been successful in improving the flexibility and permeability of education, training and learning systems.
On 21[st] February 2024, we presented findings at a Cedefop-organised workshop with 200 stakeholders from across the EU, European Commission, UNESCO and the ILO.
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Group Relations
The Group Relations programme continues to thrive globally. With the Leicester Conference at the helm, we are supporting organisations and initiatives across the world applying the Group Relations methodology.
People attend Group Relations Conferences (GRCs) to deepen their understanding through experiential learning of the forces and factors that influence and shape groups, organisational and social dynamics both consciously and unconsciously. This method is now well established globally, and Institute staff continue to contribute and innovate it.
International Group Relations Programme
We co-sponsored and staffed these Group Relations Conferences (GRCs)
In-person GRCs
Trinidad and Tobago, October 2023 with Caribbean Group Consulting New York, November 2023 with Teachers College, Columbia University Kazakhstan, April 2024 with Group Relations Kazakhstan Italy, Crotone, March 2024 with Il Nodo Group Greece, Thessaloniki, May 2024 with the International Psychoanalytic Association Italy, Lake Como, June 2024 with Il Nodo Group
Lithuania, Vilnius, August 2024 with Lithuanian Group Relations Society and Vilnius University
Online GRCs
February 2024 with The New York Centre for the Study of Groups, Organizations, and Social Systems with the A.K. Rice Institute April 2024 with SIOPSA in South Africa September 2024 with Partners in Confronting Collective Atrocities
FOCUS: The Leicester Conference 2024
Task Authority Organisation: Studying Stuckness, Movement and Hope
This year, the 78[th] Leicester Conference returned to Moor Hall in Sussex for the second time. The conference had 11 staff and 49 members, with six of those in the Deepening Praxis Training Group, and 43 members in the Emerging subconference.
Each point of transition during this conference was characterised by a deep, existential challenge at either the level of the individual, the group or the wider system and at whichever level it had reverberated throughout the conference.
These transitions were all marked by much potential and sometimes manifested
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anxiety, a need to think on the feet and be able to negotiate with various systems.
All had elements of urgency to them, requiring the capacity to work across boundaries in role, staying sympathetic and alert to the impact on members, staff, and venue staff.
sometimes
bureaucratic systems, whilst bearing in mind the context of a GRC which is experiential, here-and-now, and deals with the projective and introjective field where myths, fantasies and the potential to act out are rife.
Robust leadership and collective management were evident alongside the challenges and unconscious responses to what was largely a female-led enterprise.
Throughout the conference the discourse evolved around female leadership because of these challenges, and prompted by the introduction in the brochure, which was - was acknowledged that the conference was well-led regardless of the gender or sex of the staff, and that speaking in terms of female or woman leadership might be reductive.
The impact and contribution of the conference design
The classic GRC structure remains important for the conference directorate: the here-and-now events of Small Study Groups, Large Study Groups, different of Inter-group events and Review & Application Groups were all used.
During the first week we held the inter-group event TAO, named after the first part of the title, Task Authority Organisation. Here, members of the Deepening Praxis Training Group were offered opportunities to pair up with a staff consultant and join them in consulting to the membership during the rest of the event.
During the second week, the afternoons were dedicated to a system-wide event which we named this year SHAME. The acronym was based (initially unconsciously) S tudying) S tuckness, H ope a nd M ovement E vent. The event, like the rest of the conference, was intense and full of learning.
Groups created based on the Primary Task and in relation to the title to explore & and no The group names are always fascinating as they echo and reflect the experiences within the groups as well as the fantasies (relatedness) or experiences (relationships) to the conference management as well as to the event management.
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The staff divided into two arms in the SHAME: management and consultancy. The management of the event consisted of the conference directorate, a seat for the chairs for members which were available on a first-come-first-serve basis for one session per person.
We had another event called BODE (bear-or-dare-event) with 4 sessions (twice in the first and twice in the second week) which was an invitation to offer sessions related to body, mind and spirit exploring other ways of learning and accessing wisdom through the whole self, rather than the usual talking.
The staff were the This event has historically been known for people absenting themselves, as it progresses this did happen to a certain extent, but rather less than previously.
We thought this might have been due to the design which encouraged, and rolemodelled, responsibility and ownership of initiatives. Each session facilitator was enthusiastic about their session, spent much time preparing for it, and made sure to have colleagues sharing in the load of delivering it.
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Professional development, learning and coaching
During the year reported, our Professional Development offer has included our modular programmes, shorter workshops and ad-hoc courses, all based on core Tavistock philosophies, theories and methodologies and adapted to what is being called forth from the field: our participants, communities and wider society.
The programmes are about delivering fundamental lasting change for participants and by extension their organisations, rather than quick fixes; bringing cohorts -changing world. To this end we continued to deliver programmes in many different modes wholly online, wholly in-person and in hybrid, making best use of our technology to allow participants to connect across the globe.
Our cohorts were truly international in this reporting period, with participants from over 30+ countries joining us in our London office and online. Our office continues to provide a flexible and bright space that encourages learning but also supports informal conversations and networking a core part of the Tavistock Institute programme.
In 2024 we made changes to some of our suppliers to greener, more environmentally friendly providers in keeping with our mission to reduce our carbon footprint and be kinder to the planet.
New short programmes
We have launched two new short-form programmes our Spring Workshop Series: Writing with the Poetic Lens and Strategic Leadership Circles . Our Spring Workshop Series a three-session series designed for professionals who seek new ways of writing about their work and practice took place with nine participants who used sample texts and peer review to expand their professional (and personal) writing practice.
The programme was great and facilitated skillfully. I appreciated the range of materials with which we engaged and the exercises helped me stimulate my thinking Programme Participant, 2024
Strategic Leadership Circles provided a safe space for healthcare professionals to discuss and explore questions around leadership, personal strengths and career planning with fellow peers who understand the pressure of the healthcare environment.
Both programmes were delivered in conjunction with our Associates and pleased the programmes will continue into 2025.
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Tavistock Institute China
We were very pleased to return in-person to China in 2024, after a long break since the pandemic hit us in 2020, and together with Tavistock Institute China colleagues, we launched cohort 3 of the Green programme which had an enthusiastic group becoming Group Dynamicians on this re-designed modular programme during 2024.
Online learning
In mid-2024, our online learning course Team Working: How to succeed passed 1,000 joiners on the FutureLearn platform. This 5* rated course introduces Tavistock methodologies, including BART, group dynamics and systems thinking. For some of our joiners, we hope the next step is experiencing our programmes in-person.
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Knowledge sharing and community building
Human Relations Journal
This was another great year for our journal, Human Relations.
specialism, lists Human Relations in the top quarter of both the Management JCR
submissions we accepted 3% of these articles. We continue to be healthily read by our audience with over one million downloads, making us one of the top downloaded journals that Sage publishes.
In 2024 a new Co Editor-in-Chief joined our team, Professor Penny Dick of Sheffield University Management School welcome to the team, Penny! On behalf of everyone at Human Relations we give thanks to our other Co- Editor-in-Chief, Professor Smriti Anand, our international Associate Editor team, our Editorial Board, our Editorial Assistant team at Editorial Office and our publishers, Sage Publishing.
also like to acknowledge our reviewers, without whom we could not run such a successful journal. A special thanks to our Reviewer of the Year 2024, Dr Melika Shirmohammadi. You can find out more about the journal by visiting our webpage, https://www.humanrelationsjournal.org/
Interesting articles published in 2024 include topics around power, inclusivity, oppression, transparency, gender and many more all in and around the workplace. All our published issues and online first articles can be found online and many are open access or free to download.
Organisational Aesthetics Journal
The Institute, with Juliet Scott as the incoming editor-in-chief, became a publishing partner with the Art of Management and Organisation in hosting and editing the Organisational Aesthetics journal. The aim is to bring more of a practitioner focus to the journal and to complement the TIHR arts and organisation programme through publishing new artistic practices and research as well as collaborating with new communities of practice through the AOMO network.
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 22 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Lunchtime talks
- a
vibrant, interactive series of events taking place online, in-person and in hybrid form.
These monthly talks are a platform for engagement with a varied and wide public audience, giving opportunities for knowledge sharing, gathering of feedback, and network building. Each talk has an average audience of 50, with a mix of online and in-person attendees.
The talks are free to attend, with an option to make a donation towards our Professional Development Bursary Fund.
Speakers this year
-
Institute staff Elyce Cole, Dave Drabble and Anna-Sophie Hahne, speaking Professional partners Franca Fubini and Susan Long from the Social Dreaming International Network (SDiN);
-
The collaborative doctoral artist-researcher Heni Hale, sharing Graduating students from the Tavistock & Portman NHS Foundation D10D programme in practice and research: consultation and the
Tavistock Community
The Tavistock Community is a self-organising trans-cultural community network for Tavistock thinking. The primary task of the Community is to connect with others, exchange ideas, develop practice, expand learning and think together, all underpinned by Tavistock methodologies. It is like a Garden, where initiatives are self-led and followed, launching from different parts of the world.
The period from 1 October 2023 to 30 September 2024 marked a time of fallow, rest, sabbatical and mourning for the departure of one of our members. The Seventh Year of The Tavistock Community was like a Seventh Day, but also a year of shock and grief, caused by the unfolding tragedies in lands around the world. Our response, Many wars, One Peace Many lands, One Home , a series of meetings around current conflicts, culminated in an experiential online event with the same title on 19 February 2024, followed by an article published in Kav OFEK Journal . Along with What are we holding for Leicester 2024? and Leicester 2014, 10-year RAG , the mindful journey of Still Together and other projects from previous years, continued to evolve.
Alumni and Friends may apply for membership here.
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 23 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Communications and engagement
This was a year of consolidation following the introduction of our new website and brand identity in 2022/23 and we developed a new easy to use brand guide for all external communications. We renewed strategic networks with our core audiences and marketed services and events to existing and new audiences and potential partners and clients, primarily via the website, our email subscribers (now at 4,500 in number) and our highly active LinkedIn communities.
Significant new sections were added to the website, covering our methods, publications and podcasts and a selection of insights into current work, in response to user requests ascertained via a summer electronic survey.
Website
Visitor rates to the website remained stable, and we intend to expand our constituency into new markets and fields in 2024/5. Encouragingly, we have seen dramatically improved pageview rates over this last year. Very low bounce rates indicate that visitors are exploring and finding engaging material on the site once they arrive.
Website pageviews (000s, over three years, Plausible data)
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 24 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Website data (1 Oct 2023 to 30 Sept 2024, Plausible)
LinkedIn and social media snapshot
Meanwhile we saw follower numbers and engagement rates climb steadily across our social media channels, reflecting interest in our news, comment and updates across LinkedIn, Facebook, Instagram and X and a focus on authenticity, value and engagement as defined in our Communications Framework.
In terms of driving audiences to our services, LinkedIn was by far our most effective channel, with 5.2k visitors to our site. Our monthly news updates via Campaign Monitor, which achieve close to 50% open rates each issue, sent 4.1k visitors to our site, our updated Wikipedia pages sent 2.5k and Facebook 861.
Followerships
2023/4 : 11.4k on LinkedIn profile, 8k on LinkedIn business, 7.4k on Facebook, 6.6k on X, 1.1k on Instagram. 2022/3 : 6.9k followers on LinkedIn, 6.6k on Facebook and 6.7k on X.
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 25 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Organisational structure of the Institute and decisionmaking process
As of 2024, the Council holds four meetings a year, plus a fifth dedicated to its development, in the form of an away-day. The CEO provides an update to the trustees at each of the Council meetings. This includes a status update on the key projects and other significant events. An update of the financial status of the Institute is also reviewed at each meeting. Further, the Council has a rolling programme which covers the key activities of the Institute over the course of twelve months.
In addition, the following sub-committees are in operation:
-
The Legacy Pension Fund trustees meet 2-3 times a year and are responsible to the legacy pension fund. Currently we have two pension fund-nominated pension trustees and two employer-nominated pension trustees.
-
The Human Relations Management Committee (HRMC) meets twice a year to discuss and review the activities of the HR journal.
Internally, the CEO holds bi-weekly management meetings.
Salary progression reviews are carried out annually and are normally based on the performance of staff members and business context. All staff are positioned organisationally in a range of salary bands which are directly related to their roles and grade. The bands are as follows: R Researcher, S Senior and P Principal. The difference in grade reflects seniority of knowledge, experience and workload. The majority of the principal grade employees are line managed by the CEO. All Line managers make a recommendation to the Chief Executive and Head of Finance of any increase in salary, performance bonus and/or cost of living allowance, following the annual review of their line managees. This is confirmed as both reasonable and afford the Council either through convening a remuneration committee or the nominations committee acting as the remuneration committee. For 2023/24 all salaries were frozen given the financial challenges as outlined in the Financial Review.
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 26 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Financial Review
Financial Results for the year 2023/24
The Institute generated an operating deficit of c.-£360k inclusive of FRS102 related pension costs vs a surplus of £248k in 2022/23. This represents a very disappointing year financially given the performance of the Institute over recent years which has generated an annual operating surplus. A number of factors contributed to the deficit including the reduction of income from royalties, a lack of new project work being won impacting billable time and a number of professional development programmes recruiting lower than optimal levels.
However, the Institute benefited from actuarial gains related to the defined benefit pension scheme of £396k which helped offset the operational deficit and resulted with the overall movement in funds at £36k (2022/23: £682k). The previous surpluses that contributed to the unrestricted fund in the balance sheet have been challenge going forward is to rebuild its unrestricted reserves through operational and strategic goals as set out by the Chief Executive Officer.
Institut gGmbH, which continues to look to increase its portfolio of project work with research and evaluation as well as consultancy.
The income from project activities income for the year was significantly Professional Development income, although this was lower than forecasted. income from Human Relations were as expected reflecting the continued challenges of Open Access on academic journals.
The Institute managed to minimise the level of deficit by reducing costs where possible through cost savings and tight controls on expenditure. Cashflow was also impacted by the lower levels of income but has been actively managed to ensure payment obligations were met.
The Institute continues to hold a provision of £117,585 at the end of September 2024 for potential costs related to its membership of the Menon Network EEIG following the bankruptcy of a fellow member of the EEIG and which will impact the EEIG and its members.
The Institute, to be prudent, is retaining the provision to cover any further payment settlements related to EEIG projects.
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 27 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
Reserves policy
The Trustees recognise the need to hold reserves both to enable the Institute to progress its long-term projects and to protect its current activities. The Institute believes that a reserves level of three income is appropriate for the ongoing operations of the organisation.
Of the accumulated reserves on 30 September 2024 of £44,834 (excluding the pension fund liability), an amount of £63,076 is invested in operational assets. This resulted in the unrestricted free reserves at -£18,245 and therefore below the three months level of reserve required. The Institute believes this will return to normal levels subject to the Institute returning to normal levels of operating surpluses.
The Institute continues to fulfil its agreement as per the revised pension recovery plan agreed in early 2024 with the pension trustees (approved by the pensions regulator) whereby the deficit will be paid within 8 years. During the year ended 30 September 2024 the Institute paid £348k in accordance with this plan. The actuarial valuation of the Tavistock Institute of Human Relations Retirements Benefit Scheme at 30 September 2024 for the purposes of FRS102 showed a decreased funding deficit of £220k (2022/23: £924k). This represents a further reduction that the Institute has seen over last few years driven by various market conditions and underlying assumptions.
Risk management and internal control
The Trustees have a duty to identify and review the strategic, business and operational risks that the Institute is exposed to, and to ensure that appropriate controls are in place to provide reasonable assurance against fraud and error.
In order to achieve this, the Trustees and management team have undertaken an assessment of the risks that the organisation is exposed to and have produced a risk register which assigns management of these risks to specific individuals and recommends actions to be taken, where necessary, in order to manage the likelihood and impact of these risks. The risk assessment and resulting risk register are reviewed and updated on a regular basis.
The most up to date review, in May 2024, confirmed the current primary risks included and cashflow due to operating deficit risks partly driven by challenging markets conditions due to ongoing economic uncertainty and volatility impacting opportunities in the UK, Europe and the rest of the world. We continue to monitor staff numbers to ensure capacity is maintained and scalable to support current and future activities and opportunities.
Appointment of Auditor
Goldwins Limited, Chartered Accountants, have agreed to continue their appointment as external auditor.
Audit Information
Each of the directors has confirmed that so far as they are aware, there is no relevant audit information of which the company's auditor is unaware, and that they have taken all the
TAVISTOCK INSTITUTE OF HUMAN RELATIONS (THE) 28 ANNUAL REPORT FOR YEAR ENDED 30 SEPTEMBER 2024
steps that they ought to have taken as a director in order to make themselves aware of any relevant audit information and to establish that the company's auditor is aware of that information.
Statement of responsibilities for an incorporated Charity
The trustees (who are also directors of the Tavistock Institute of Human Relations for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charitable company for that period. In preparing these financial statements, the trustees are required to:
-
select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP;
-
make judgments and accounting estimates that are reasonable and prudent; state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements, and
-
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company [and the group] and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In so far as the trustees are aware:
-
there is no relevant audit information of which the charitable company's auditors are unaware; and
-
the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
BY ORDER OF THE COUNCIL
Tavistock Institute of Human
Relations (THE) for year ended 30 September 2024
29
Opinion
We have audited the financial statements of Tavistock Institute of Human Relations inancial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
Opinion on financial statements
In our opinion the financial statements:
-
give a true and fair view of the state of the affairs as at 30 September 2024 and of its income and expenditure for the year then ended:
-
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
-
have been prepared in accordance with the requirements of the Companies Act 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Tavistock Institute of Human
Relations (THE) for year ended 30 September 2024
30
Conclusions relating to going concern
In auditing the financial statements, we have concluded that the use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.
Other information
The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
Tavistock Institute of Human
Relations (THE) for year ended 30 September 2024
31
Opinion on other matter prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit:
-
the information given in the report (incorporating the report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
-
the report (incorporating the report) has been prepared in accordance with applicable legal requirements.
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
-
adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or the financial statements are not in agreement with the accounting records and returns; or
-
certain disclosures of remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit.
Responsibilities of the trustees
(who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so.
Tavistock Institute of Human
Relations (THE) for year ended 30 September 2024
32
Our responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.
In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:
-
We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity's policies and procedures relating to:
-
identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of non-compliance;
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Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
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The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.
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We inspected the minutes of meetings of those charged with governance. We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the charity from our professional and sector experience. We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
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We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.
Tavistock Institute of Human Relations (THE) for year ended 30 September 2024
33
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting website at: [www.frc.org.uk/auditorsresponsibilities]. This description forms part of our report.
Use of our report
accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the members those matters we are required to state to them in an and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to work, for this report, or for the opinions we have formed.
12 February 2025
Anthony Epton (Senior Statutory Auditor) for and on behalf of Goldwins Limited Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead, London NW6 2EG
| 2024 | 2023 | ||||
|---|---|---|---|---|---|
| Unrestricted | Total | Unrestricted | Total | ||
| Note | £ | £ | £ | £ | |
| Income from: | |||||
| Charitable activities | 2 | ||||
| -Research evaluation and | |||||
| organisational development | 678,949 | 678,949 | 1,503,721 | 1,503,721 | |
| -Strategic growth | 8,742 | 8,742 | 874 | 874 | |
| -Professional development | 656,498 | 656,498 | 586,517 | 586,517 | |
| -Royalties from publications | 638,595 | 638,595 | 819,269 | 819,269 | |
| 1,982,784 | 1,982,784 | 2,910,381 | 2,910,381 | ||
| TavistockInstitut gGmbH income | 13 | 226,600 | 226,600 | 254,191 | 254,191 |
| Investments | 3 | 12,050 | 12,050 | 10,568 | 10,568 |
| Other | 4 | 4,117 | 4,117 | 373 | 373 |
| Total income | 2,225,551 | 2,225,551 | 3,175,513 | 3,175,513 | |
| Expenditure on: | |||||
| Charitable activities | 5 | ||||
| -Research evaluation and | |||||
| organisational development | 1,873,945 | 1,873,945 | 2,109,182 | 2,109,182 | |
| -Strategic Initiatives | 8,664 | 8,664 | 14,610 | 14,610 | |
| -Professional development | 301,187 | 301,187 | 345,270 | 345,270 | |
| -Royalties from publications | 139,425 | 139,425 | 178,759 | 178,759 | |
| TavistockInstitut gGmbHexpenditure | 13 | 262,060 | 262,060 | 279,700 | 279,700 |
| Total expenditure | 2,585,281 | 2,585,281 | 2,927,521 | 2,927,521 | |
| Net income / (expenditure) before net gains / | |||||
| (losses) on investments | (359,730) | (359,730) | 247,992 | 247,992 | |
| Net gains / (losses) on investments | - | - | - | - | |
| Net income / (expenditure) for the year | 6 | (359,730) | (359,730) | 247,992 | 247,992 |
| Transfers between funds | - | - | - | - | |
| Net income / (expenditure) before other | |||||
| recognised gains and losses | (359,730) | (359,730) | 247,992 | 247,992 | |
| Actuarial gains / (losses) on definedbenefit | |||||
| pension schemes | 396,000 | 396,000 | 434,000 | 434,000 | |
| Net movement in funds | 36,270 | 36,270 | 681,992 | 681,992 | |
| Reconciliation of funds: | |||||
| Total funds brought forward | (211,436) | (211,436) | (893,428) | (893,428) | |
| Total funds carried forward | (175,166) | (175,166) | (211,436) | (211,436) |
| The Group | The Group | The Charity | The Charity | ||
|---|---|---|---|---|---|
| 2024 | 2023 | 2024 | 2023 | ||
| Note | £ | £ | £ | £ | |
| Fixed assets: | |||||
| Intangible assets | 1 1 | 45,729 | 58,816 | 45,729 | 58,816 |
| Tangible assets | 12 | 17,350 | 24,328 | 17,350 | 24,328 |
| Investment | 13 | - | - | 21,535 | 21,535 |
| 63,079 | 83,144 | 84,614 | 104,679 | ||
| Current assets: | |||||
| Debtors | 14 | 491,794 | 648,431 | 491,794 | 648,431 |
| Cash at bank and in hand | 722,484 | 1,395,408 | 552,154 | 1,128,262 | |
| 1,214,278 | 2,043,839 | 1,043,948 | 1,776,693 | ||
| Liabilities: | |||||
| Creditors: amounts falling duewithin one year | 15 | (1,232,523) | (1,414,419) | (1,105,785) | (1,226,322) |
| Net current assets / (liabilities) | (18,245) | 629,420 | (61,837) | 550,371 | |
| Total assets less current liabilities | 44,834 | 712,564 | 22,777 | 655,050 | |
| Creditors: amounts falling due after one year | - | - | - | - | |
| Net assets excluding pension asset / (liability) | 44,834 | 712,564 | 22,777 | 655,050 | |
| Defined benefit pension scheme asset / (liability) | 17 | (220,000) | (924,000) | (220,000) | (924,000) |
| Total net assets / (liabilities) | (175,166) | (211,436) | (197,223) | (268,950) | |
| The funds ofthecharity: | 19 | ||||
| Unrestricted income funds: | |||||
| General funds | (175,166) | (211,436) | (197,223) | (268,950) | |
| Total unrestricted funds | (175,166) | (211,436) | (197,223) | (268,950) | |
| Total charityfunds | (175,166) | (211,436) | (197,223) | (268,950) |
| Note | 2024 | 2024 | 2023 | 2023 | |
|---|---|---|---|---|---|
| £ | £ | £ | £ | ||
| Cash flows from operating activities | 20 | ||||
| Net cash provided by / (used in) operating activities | (672,974) | (298,755) | |||
| Cash flows from investing activities: | |||||
| Dividends, interest and rents from investments | 12,050 | 10,568 | |||
| Proceeds from the sale of fixed assets | - | - | |||
| Website cost | - | (43,280) | |||
| Purchase of fixed assets | (12,000) | (4,464) | |||
| Proceeds from sale of investments | - | - | |||
| Purchase of investments | — | - | |||
| Net cash provided by / (used in) investing activities | 50 | (37,176) | |||
| Change in cashand cashequivalents in the year | (672,924) | (335,931) | |||
| Cash and cash equivalents at the beginning of the | |||||
| year | 1,395,408 | 1,731,339 | |||
| Change in cash and cash equivalents due to | |||||
| exchange rate movements | - | - | |||
| Cash andcashequivalents at the end of the year | 21 | 722,484 | 1,395,408 |
| Income fromcharitableactivities | |||
|---|---|---|---|
| 2024 | 2023 | ||
| Unrestricted | Total | Total | |
| £ | £ | £ | |
| Contractsand fees receivable: | |||
| Sage Publications- Royalties | 638,595 | 638,595 | 819,269 |
| Conference fee attendance | 656,498 | 656,498 | 586,517 |
| Consultancy | 456,108 | 456,108 | 353,212 |
| Research & Evaluation | 522,535 | 522,535 | 571,723 |
| Project funds surplus/(deficit) | (299,694) | (299,694) | 578,786 |
| Strategic growth | 8,742 | 8,742 | 874 |
| Total income from charitable activities | 1,982,784 | 1,982,784 | 2,910,381 |
| Income frominvestments | |||
|---|---|---|---|
| 2024 | 2023 | ||
| Unrestricted | Total | Total | |
| £ | £ | £ | |
| Investment income | 12,050 | 12,050 | 10,568 |
| 12,050 | 12,050 | 10,568 | |
| Other incomes | |||
| 2024 | 2023 | ||
| Unrestricted | Total | Total | |
| £ | £ | £ | |
| Others | 4,117 | 4,117 | 373 |
| 4,117 | 4,117 | 373 |
| TheTavistockInstituteOf Human Relations | TheTavistockInstituteOf Human Relations | |||||||
|---|---|---|---|---|---|---|---|---|
| Notes to the financial statements | ||||||||
| For | the year ended 30September 2024 | |||||||
| 5 | a. Analysis of expenditure | |||||||
| Charitable activities | ||||||||
| Research | ||||||||
| Evaluation and | ||||||||
| Organisational | Strategic | Professional | Royalties from | Support | 2023 | |||
| Development | Initiatives | development | publications | costs | 2024Total | Total | ||
| £ | £ | £ | £ | £ | £ | £ | ||
| Staff costs (Note 7) | 1,085,727 | 495 | 58,250 | 7,562 | 329,467 | 1,481,501 | 1,610,689 | |
| Direct cost | ||||||||
| Other direct cost | - | - | 85 | - | 85 | 1 1,641 | ||
| Conference fees and expenses | 6,768 | - | 9,818 | 1,434 | 3,431 | 21,451 | 51,166 | |
| Consultancy fees | 80,956 | 6,517 | 81,609 | 119,863 | 29,319 | 318,264 | 459,716 | |
| Travelling and meeting expenses | 30,783 | 897 | 111,807 | 1,903 | 1,842 | 147,232 | 182,781 | |
| Support cost | ||||||||
| Other staff costs | 91 | — | — | 278 | 18,130 | 18,499 | 42,905 | |
| Rent, rate & service charge | - | - | - | - | 114,799 | 114,799 | 1 1 1,054 | |
| Books and subscription | 784 | - | 6 | - | 3,345 | 4,135 | 2,189 | |
| Marketing | - | - | - | - | 5,776 | 5,776 | 5,335 | |
| Insurance | - | - | - | - | 13,441 | 13,441 | 12,954 | |
| Printing, postage and stationery | 2,069 | 488 | 2,065 | 13 | 3,050 | 7,685 | 9,019 | |
| Website and computer expenses | 33,500 | 267 | 192 | 69 | 79,236 | 113,264 | 72,408 | |
| Telephone and internet | 4,076 | - | 287 | 194 | 8,038 | 12,595 | 18,410 | |
| Office expenses | 37 | - | 147 | - | 19,401 | 19,585 | 16,081 | |
| Sundry | - | - | - | - | 55 | 55 | - | |
| Depreciation & disposal of fixed assets | - | - | - | - | 18,978 | 18,978 | 19,691 | |
| Profit andloss on exchange | - | - | - | - | 5,579 | 5,579 | 1 1,849 | |
| Legal and professional | 575 | - | - | 589 | 2,218 | 3,382 | 335 | |
| Audit fees | - | - | - | - | 5,765 | 5,765 | (1,661) | |
| Bank charges | 237 | - | 3,583 | 750 | 6,580 | 11,150 | 11,259 | |
| 1,245,603 | 8,664 | 267,764 | 132,740 | 668,450 | 2,323,221 | 2,647,821 | ||
| Support costs | 628,342 | - | 33,423 | 6,685 | (668,450) | - | - | |
| Total expenditure 2024 | 1,873,945 | 8,664 | 301,187 | 139,425 | - | 2,323,221 | 2,647,821 | |
| Totalexpenditure 2023 | 2,109,182 | 14,610 | 345,270 | 178,759 | - | 2,647,821 |
| b.Analysis ofexpenditure(prior year) | ||||||
|---|---|---|---|---|---|---|
| Charitable activities | ||||||
| Research | ||||||
| Evaluation and | ||||||
| Organisational | Strategic | Professional | Royalties from | Support | ||
| Development | Initiatives | development | publications | costs | 2023 | |
| £ | £ | £ | £ | £ | £ | |
| Staff costs (Note 7) | 1,097,359 | 3,123 | 62,835 | 9,313 | 438,059 | 1,610,689 |
| Direct cost | ||||||
| Other direct cost | 11,350 | — | — | 90 | 201 | 11,641 |
| Conference fees and expenses | 6,686 | 33 | 9,683 | 32,086 | 2,678 | 51,166 |
| Consultancy fees | 223,060 | 4,574 | 93,231 | 106,726 | 32,125 | 459,716 |
| Travelling and meeting expenses | 23,358 | 1,944 | 136,938 | 17,079 | 3,462 | 182,781 |
| Support cost | ||||||
| Other staff costs | 8,782 | — | 120 | 189 | 33,814 | 42,905 |
| Rent, rate& service charge | - | - | - | - | 111,054 | 111,054 |
| Books and subscription | 20 | - | (339) | - | 2,508 | 2,189 |
| Marketing | 2,404 | - | 529 | 2,402 | - | 5,335 |
| Insurance | - | - | - | 334 | 12,620 | 12,954 |
| Printing, postage and stationery | 2,939 | - | 2,304 | 859 | 2,917 | 9,019 |
| Website and computer expenses | 29,154 | 374 | 96 | 546 | 42,238 | 72,408 |
| Telephone and internet | 6,361 | - | 368 | 288 | 11,393 | 18,410 |
| Office expenses | 161 | - | 143 | 344 | 15,433 | 16,081 |
| Depreciation & disposal of fixed assets | - | - | - | - | 19,691 | 19,691 |
| Profit andloss on exchange | - | - | - | - | 11,849 | 11,849 |
| Legal and professional | - | 4,562 | - | 485 | (4,712) | 335 |
| Audit fees | - | - | - | - | (1,661) | (1,661) |
| Bank charges | 201 | - | 2,269 | 597 | 8,192 | 11,259 |
| 1,411,835 | 14,610 | 308,177 | 171,338 | 741,861 | 2,647,821 | |
| Support costs | 697,347 | 37,093 | 7,421 | (741,861) | ||
| Total expenditure 2023 | 2,109,182 | 14,610 | 345,270 | 178,759 | - | 2,647,821 |
| This is statedafter charging / crediting: | ||
|---|---|---|
| 2024 | 2023 | |
| £ | £ | |
| Depreciation | 32,065 | 26,310 |
| Operatinglease rentals: | ||
| Property | 93,529 | 82,310 |
| Auditors' remuneration (excluding VAT): | ||
| Audit | 5,400 | 5,400 |
| Staff costs were as follows: | ||
|---|---|---|
| 2024 | 2023 | |
| £ | £ | |
| Salaries and wages | 1,147,912 | 1,198,923 |
| Social security costs | 123,806 | 132,990 |
| Employer’s contribution to defined contribution pension schemes | 209,783 | 278,776 |
| 1,481,501 | 1,610,689 |
| 2024 | 2023 |
|---|---|
| No. | No. |
1 |
1 |
| 2024 | 2023 | |
|---|---|---|
| No. | No. | |
| Raising funds | ||
| Scientific Staff | 17.7 | 20.2 |
| Support | 6.3 | 6.4 |
| 24.0 | 26.6 |
| Website | ||||
|---|---|---|---|---|
| development | Total | |||
| £ | £ | |||
| Cost | ||||
| At the start of the year | 65,435 | 65,435 | ||
| Additions in year | - | - | ||
| Disposals in year | - | - | ||
| At the end ofthe year | 65,435 | 65,435 | ||
| Depreciation | ||||
| At the start of the year | 6,619 | 6,619 | ||
| Charge for the year | 13,087 | 13,087 | ||
| Eliminated on disposal | - | - | ||
| At the end ofthe year | 19,706 | 19,706 | ||
| Netbookvalue | ||||
| At the end of the year | 45,729 | 45,729 | ||
| At the start of the year | 58,816 | 58,816 | ||
| Tangible fixed assets-Group/Charity | ||||
| Fixtures, | ||||
| Leasehold | Computer | fittings and | ||
| Improvements | Equipment | Equipment | Total | |
| £ | £ | £ | £ | |
| Cost | ||||
| At the start of the year | 191,562 | 166,771 | 34,501 | 392,834 |
| Additions in year | 1 1,147 | 853 | 12,000 | |
| Disposals in year | - | - | - | - |
| At the end ofthe year | 191,562 | 177,918 | 35,354 | 404,834 |
| Depreciation | ||||
| At the start of the year | 189,736 | 151,344 | 27,426 | 368,506 |
| Charge for the year | - | 16,054 | 2,924 | 18,978 |
| Eliminated on disposal | - | - | - | - |
| At the end ofthe year | 189,736 | 167,398 | 30,350 | 387,484 |
| Netbookvalue | ||||
| Atthe end of the year | 1,826 | 10,520 | 5,004 | 17,350 |
| At the start of the year | 1,826 | 15,427 | 7,075 | 24,328 |
| 2024 | 2023 |
|---|---|
| £ | £ |
| 21,535 | 21,535 |
| 21,535 | 21,535 |
| Investments- Charity (CONT.) | ||||
|---|---|---|---|---|
| Subsidiaries | ||||
| Details of the charity's subsidiaries | at 30 September 2024 are as follows: | |||
| Nameofundertaking | Registered | Nature | Sharesheld | |
| office | ||||
| TavistockInstitut gGmbH | Germany | A | not for profit company | 100% |
| (gGmbH) | ||||
| The aggregate reserves and the result for the year ofthe subsidiaries noted | above was as follows: | |||
| 2024 | 2023 | |||
| £ | £ | |||
| Incoming resources: | ||||
| Research | 44,240 | 52,633 | ||
| EUGrant income | 181,997 | 201,558 | ||
| Other | 363 | 0 | ||
| 226,600 | 254,191 | |||
| Outgoing resources: | ||||
| Project partners | (132,888) | (58,951) | ||
| Other project costs | (95,391) | (183,775) | ||
| Staff costs | (30,802) | (25,821) | ||
| Legal and professional | - | (9,695) | ||
| Bank charges | (601) | (513) | ||
| Accountancy | (710) | (2,140) | ||
| Exchange(loss)/gain | (1,668) | 1,195 | ||
| Net income / (expenditure) | (35,460) | (25,509) | ||
| Funds brought forward | 57,513 | 83,022 | ||
| Reserves | 22,053 | _ | 57,513 |
| The Group | The Charity | The Charity | ||
|---|---|---|---|---|
| 2024 | 2023 | 2024 | 2023 | |
| £ | £ | £ | £ | |
| Amounts recoverable on contracts | 298,941 | 564,692 | 298,941 | 564,692 |
| Prepayments | 69,091 | 38,980 | 69,091 | 38,980 |
| Accrued income | 123,762 | 44,759 | 123,762 | 44,759 |
| 491,794 | 648,431 | 491,794 | 648,431 | |
| Creditors: amountsfalling duewithin one year | ||||
| The Group | The Charity | |||
| 2024 | 2023 | 2024 | 2023 | |
| £ | £ | £ | £ | |
| Tradecreditors | 213,359 | 250,470 | 79,072 | 54,875 |
| Taxation and social security | 63,155 | 52,148 | 63,155 | 52,148 |
| Amounts due to group undertaking | - | - | 9,637 | 9,637 |
| Accruals | 297,940 | 403,848 | 295,852 | 401,709 |
| Deferred income | 658,069 | 707,953 | 658,069 | 707,953 |
| 1,232,523 | 1,414,419 | 1,105,785 | 1,226,322 |
| Deferred | income comprises the payments on account of contracts a | nd fees recevied in advance. | |
|---|---|---|---|
| 2024 | 2023 | ||
| £ | £ | ||
| Balance | at the beginning ofthe year | 707,953 | 1,161,091 |
| Amount | released to income in the year | (707,953) | (1,161,091) |
| Amount | deferred in the year | 658,069 | 707,953 |
| Balance | at the endof the year | 658,069 | 707,953 |
| The major assumptions used by the actuary in assessingliabilit | ies on a FRS 102 basis were: | |
|---|---|---|
| Assumptions as at | 30 September 2024 | 30 September 2023 |
| Discount rate | 5.1% | 5.4% |
| Inflation (RPI) | 3.4% | 3.5% |
| Rate of increase in pension in payment capped at 5% | 3.4% | 3.5% |
| Rate of increase in pension in payment capped at 2.5% | 2.5% | 2.5% |
| The average futurelife expectancies at age 65 are summarised | below: | |
| Males | Females | |
| Retiring today | 20.9 | 23.4 |
| Retring in 20 years | 22.6 | 25.2 |
| The major categories of scheme assets | 30 September 2024 | 30 September 2023 |
| £'000 | £'000 | |
| UK Bonds (including LDI) | 1,464 | 1,356 |
| Equities | 1,945 | 1,695 |
| Diversified growth funds (DCFs) | 1,946 | 1,500 |
| Cash | 129 | 16 |
| 5,484 | 4,567 | |
| **Net defined benefit pension liability recognised in the balance ** | sheet | |
| 30 September 2024 | 30 September 2023 | |
| £'000 | £'000 | |
| Present value of funded obligations | (5,704) | (5,491) |
| Fair value of scheme assets | 5,484 | 4,567 |
| Net pensionliability | (220) | (924) |
| Changes in the present value of the defined benefit obligation | ||
| 30 September 2024 | 30 September 2023 | |
| £'000 | £'000 | |
| Opening definedbenefit obligation | (5,491) | (6,005) |
| Current service cost | ||
| Interest cost | (293) | (301) |
| Employee contributions | ||
| Actuarial (losses) /gains | (59) | 615 |
| Benefits paid | 139 | 200 |
| Defined benefit obligation at endof year | (5,704) | (5,491) |
| 30 September 2024 | 30 September 2023 | |
|---|---|---|
| £'000 | £'000 | |
| Opening fair value of scheme assets | 4,567 | 4,390 |
| Interest income | 252 | 227 |
| Actuarial gains / (losses) | 455 | (181) |
| Employer contributions | 349 | 331 |
| Administration expenses | ||
| Benefits paid | (139) | (200) |
| Fair value of scheme assets at the year end | 5,484 | 4,567 |
| The amounts recognised in P&L /income statement | ||
|---|---|---|
| 30 September 2024 | 30 September 2023 | |
| £'000 | £'000 | |
| Service cost | ||
| Interest cost | (293) | (301) |
| Interest income | 252 | 227 |
| Net charges to P&L /income statement | (41) | (74) |
| Remeasurement gains / (losses) recognised in other comprehensive income | ||
| Return on scheme assets (excluding interest) | 455 | (181) |
| Actuarial gains I (losses) on defined benefit obligation | (59) | 615 |
| Total actuarial gains / (losses) | "396 | 434 |
| Total amount charged to the Statement ofFinancial | ||
| Activities | 355 | 360 |
| Year to 30 | Year to 30 | Year to 30 | Year to 30 | Year to 30 | |
|---|---|---|---|---|---|
| September | September | September | September | September | |
| 2024 | 2023 | 2022 | 2021 | 2020 | |
| £'000 | £'000 | £'000 | £'000 | £'000 | |
| Fair value of employer assets | 5,484 | 4,744 | 4,390 | 5,676 | 4,835 |
| Present value definedbenefit obligation | (5,704) | (4,977) | (6,005) | (9,745) | (10,598) |
| Deficit | (220) | (233) | (1,615) | (5,763) | (5,962) |
| Experience gains / (losses) on liabilities | (59) | 615 | 3,792 | 918 | (111) |
| Adjustment due to change in assumption: | - | - | - | - | 234 |
| Experience gains / (losses) on assets | 455 | (181) | (1,555) | 564 | (103) |
| Actuarial (loss) / gain | 396 | 434 | 1,482 | 20 | (1,951) |
| Analysis of net assets between fund | s- Group | |||||
|---|---|---|---|---|---|---|
| General | ||||||
| unrestricted | Pension fund | Restricted | Total funds | |||
| £ | £ | £ | £ | |||
| Inangible fixed assets | 45,729 | - | - | 45,729 | ||
| Tangible fixed assets | 17,350 | - | - | 17,350 | ||
| Net current assets / (liability) | (18,245) | - | - | (18,245) | ||
| Defined benefit pension scheme asset / (liability) | - | (220,000) | - | (220,000) | ||
| Net assets at the end of the year | 44,834 | (220,000) | - | (175,166) | ||
| Analysis of net assets between funds- Charity | ||||||
| unrestricted | Pension fund | Restricted | Total funds | |||
| £ | £ | £ | £ | |||
| Inangible fixed assets | 45,729 | - | - | 45,729 | ||
| Tangible fixed assets | 38,885 | - | - | 38,885 | ||
| Net current assets / (liability) | (61,837) | - | - | (61,837) | ||
| Defined benefit pension scheme asset / (liability) | - | (220,000) | - | (220,000) | ||
| Net assets at the end of the year | 22,777 | (220,000) | - | (197,223) | ||
| Movements in funds | ||||||
| Incoming | Outgoing | |||||
| At | the start of | resources & | resources & | At the end of | ||
| the year | gains | losses | Transfers | the year | ||
| £ | £ | £ | £ | £ | ||
| Unrestricted funds: | ||||||
| Charity general funds | 655,050 | 1,998,951 | (2,323,221) | (308,000) | 22,780 | |
| Subsidiary general funds | 57,514 | 226,600 | (262,060) | - | 22,054 | |
| Total unrestricted funds | 712,564 | 2,225,551 | (2,585,281) | (308,000) | 44,834 | |
| Pension fund | (924,000) | 396,000 | - | 308,000 | (220,000) | |
| Total funds | (211,436) | 2,621,551 | (2,585,281) | - | (175,166) | |
| Movements in funds (prioryear) | ||||||
| Incoming | Outgoing | |||||
| At | the start of | resources & | resources & | At the end of | ||
| the year | gains | losses | Transfers | the year | ||
| £ | £ | £ | £ | £ | ||
| Unrestricted funds: | ||||||
| Charity general funds | 638,551 | 2,921,322 | (2,647,821) | (257,000) | 655,052 | |
| Subsidiary general funds | 83,021 | 254,191 | (279,700) | - | 57,512 | |
| Total unrestricted funds | 721,572 | 3,175,513 | (2,927,521) | (257,000) | 712,564 | |
| Pension fund | (1,615,000) | 434,000 | - | 257,000 | (924,000) | |
| Total funds | (893,428) | 3,609,513 | (2,927,521) | - | (211,436) |
| Reconciliation of netincome / (expenditure) to net cash flow from operat | ing activities | |
|---|---|---|
| 2024 | 2023 | |
| £ | £ | |
| Net income_I_ (expenditure) for thereportingperiod | (359,730) | 247,992 |
| (as per the statementof financial activities) | ||
| Depreciation charges and disposal | 32,065 | 26,310 |
| Interest, rent and dividends from investments | (12,050) | (10,568) |
| FRS102 definedbenefit pension scheme adjustment | (308,000) | (257,000) |
| (lncrease)/decrease in debtors | 156,637 | (128,086) |
| lncrease/(decrease) in creditors | (181,896) | (177,403) |
| Net cash provided by / (used in) operating activities | (672,974) | (298,755) |
| The Croup | |||||
|---|---|---|---|---|---|
| At 30 | |||||
| At 1 October | Other | September | |||
| 2023 | Cash flows | changes | 2024 | ||
| £ | £ | £ | £ | ||
| Cash | in hand | 1,395,408 | (672,924) | 722,484 | |
| Total | cash and cash equivalents | 1,395,408 | (672,924) | - | 722,484 |
| At 30 | |||||
| At 1 October | Other | September | |||
| 2022 | Cash flows | changes | 2023 | ||
| £ | £ | £ | £ | ||
| Cash | in hand | 1,731,339 | (335,931) | - | 1,395,408 |
| Total | cash and cash equivalents | 1,731,339 | (335,931) | - | 1,395,408 |
| Property | |||
|---|---|---|---|
| 2024 | 2023 | ||
| £ | £ | ||
| Less | than one year | 80,000 | 80,000 |
| One | to five years | 54,575 | 134,575 |
| 134,575 | 214,575 |