2025-09-30-accounts

Tavistock Institute of Human Relations (THE)

Trustees’ Annual Report

1 October 2024 to 30 September 2025

Company registration number: 442517 | Charity registration number: 209706

Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Contents

Who we are............................................................................................................................ 3 Letter from our Chair of Council.............................................................................................. 5 Letter from our CEO ............................................................................................................... 5 Impact Timeline ..................................................................................................................... 6 Research ............................................................................................................................... 7 Public engagement & learning networks................................................................................ 11 Group Relations................................................................................................................... 13 Professional development.................................................................................................... 15 Arts & organisation............................................................................................................... 18 Sharing knowledge and strengthening community................................................................. 19 Organisational structure …………………………………………….……………………………….……………. 22 Financial review .…………………….………………………………………………………………………………… 23 Independent Auditors’ Report …………………………………………………………………………….………….. 26 Consolidated Statement of financial activities …………………………………………………….………… 30 Balance sheet …………………………………………………………………………………….……………………. 31 Consolidated Statement of cash flows ………………………………………………………………………… 32 Notes to the Financial statements ………………………………………………………………………………. 33

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

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

Steve Hearsum

Dr Mónica Velarde Lazarte (from October 2025)

Katharina Müeller (vice chair)

Dr Antonio Sama, Chair of HRMC

Dr Mannie Sher (staff, co vice chair from October 2025)

CEO

Dr Eliat Aram PhD, MSc Occup Psych, MSc G Psych, CBAM, CDir IoD

Company Secretary

Rachel Kelly

Registered office

63 Gee Street, London EC1V 3RS

T: [phone]

E: [e-mail]

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 WC2R0QS Solicitor: Wedlake Bell LLP, 71 Queen Victoria St, London EC4V 4AY

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

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

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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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Letter from our Chair of Council

The economic and commissioning landscape remains profoundly challenging, yet I am continually inspired by the quality of leadership and support we bring to our work. The Tavistock Institute of Human Relations continues to make a remarkable contribution across all our endeavours.

This year has tested our resolve, but it has also demonstrated our capacity to navigate turbulent waters with skill and care.

As you will read in the pages of this report, we delivered positive social impact through our research and consulting, knowledge sharing and professional development programmes and our commitment to excellence in everything we do remains unwavering.

Lucian Hudson

Chair of Council, Tavistock Institute of Human Relations

Letter from our CEO

During this year I have been guided by the wisdom of Hannah Arendt: “ prepare for the worst, expect the best and take what comes ”. This stance steers us all to learn from the past, hold on to hope, and trust in the Human capacity for renewal and making good, while navigating uncertainties and turbulences as they come.

Certainly, as the Chair has pointed out, the year has been testing in many ways, for leading as well as for living and working.

For the Institute in particular, there is the additional ongoing gift and challenge of thriving on the shoulders of giants. As can be seen from the opening below, we are almost completing eight decades of social and organisational impact through the development of theory into practice.

As we approach our 80th birthday, which will be on 21 September 2027, we continue to lead in the world of work internationally, improving and deepening insights into socio-psychological, communal, and organisational dynamics through researching, evaluating and experientially studying them. Meanwhile, we have worked with leaders and change-makers in thoughtful, resourceful and innovative ways, aiming to equip them with improved capacity to navigate and influence the conditions in which we live and to improve working life.

Eliat Aram

CEO, Tavistock Institute of Human Relations

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Impact Timeline

Seven decades of transforming work, care and communities

1951: Work design in coal mines to OD, England

Socio-technical systems theory born . Semi-autonomous work groups in Yorkshire collieries reduce absenteeism by 20% and inspire a global movement in team design, agile structures and participative work systems—now core to organisational development worldwide.

1957 onwards: Learning revolutionised, global

Group relations conferences revolutionise leadership education . Psychodynamic learning methods spread from Leicester to Harvard, INSEAD and organisations across six continents, equipping leaders to navigate complexity, power and unconscious group dynamics.

1972: Social care transformed, United Kingdom

Disability care reframed . Research at Le Court challenges institutional custody, revealing how unconscious anxieties perpetuate exclusion. Findings help establish the social model of disability, influencing community living and the UN Convention on the Rights of Persons with Disabilities.

1990 onwards: Evaluation innovations, UK and Europe

Evaluation as learning process . The Evaluation Development and Review Unit pioneers participatory and developmental evaluation, reshaping how public programmes are assessed and informing UK and EU policy on social inclusion and community support.

2006: Financial inclusion, South Africa

Financial inclusion meets organisational transformation . Systems psychodynamic intervention at ABSA Bank stabilises leadership during rapid expansion, enabling 4 million previously excluded South Africans to access formal banking services.

2013 – 2016: Public engagement, England

Democratic accountability in healthcare . NHS Citizen initiative applies systems

psychodynamic approaches to transform institutional resistance, creating citizens assembly structures that establish new precedents for public participation in major services.

2017 – 2023: Learning and impact, United Kingdom

Women and girls sector strengthened. Learning and impact services build collaborative networks among fragmented organisations, amplifying collective voice and increasing influence on policy and decision-making structures nationwide.

2024: Blueprint for change, Scotland

Comprehensive measurement system aligns climate policy with social equity, providing replicable model for ensuring green transition benefits those who need help most—gaining international traction.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Research

This year, we built on our sustainability and social impact portfolios and Tavistock Institut Germany substantially expanded our programmes of work on labour market policies.

New framework to help measure the Just Transition in Scotland

Client: Scottish Government

the achievement of equitable outcomes during the low-carbon transition, published in December 2024. The report provides specific, measurable outcomes for the Scottish Just Transition and offers a framework for upcoming national, sectoral, and regional plans and evaluations, reflecting national priorities and using a common vocabulary.

Tavistock Institute of Human Relations | Measuring and Evaluating…

Join the dots in local networks: reducing gambling harms

Client: GambleAware

We continued to strengthen multi-agency systems of support for people affected by gambling harms, through this programme of work with GambleAware.

As learning and evaluation partner to the Mobilising Local Systems (MLS) programme, we have worked alongside nine regional boards across Great Britain to consolidate learning from Phase 1 and deepen collaboration between public health, local authority and voluntary-sector partners.

Over the past year, we produced a suite of good-practice vignettes showcasing how regional partnerships are embedding gambling-harm awareness in local systems, launched an end-of-programme survey to capture perspectives from partners across the regions, and convened a series of learning events to share insights and celebrate collective progress.

This work comes at a pivotal moment for the sector, as responsibility for funding shifts from a voluntary to a compulsory levy, creating opportunities to embed the programme’s learning in new national structures. Together, these activities have helped to build a cross-regional community committed to reducing gambling harms through collaboration, reflection and systems learning.

Reducing gambling harm:… | Tavistock Institute of Human Relations

How a bio-psycho-social approach supports people with chronic pain

Client: King's Health Partners

Chronic pain affects approximately 34% of UK adults and has profound impacts beyond physical discomfort, influencing employment, mental health, and quality of life. The burden falls disproportionately on certain populations, with women, people from lower socioeconomic

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

backgrounds, and Black communities experiencing higher prevalence rates. Traditional medical approaches often fail to address the complex interplay of physical, psychological, and social factors that influence chronic pain.

We reported on our independent evaluation of the PEACS (Pain: Equality of Care and Support in the Community) service in March 2025. This was an innovative approach to chronic pain management that adopted the bio-psycho-social model, delivered by King’s Health Partners Mind & Body Programme in collaboration with the StockWellBeing Primary Care Network in Lambeth.

Key findings suggest the bio-psycho-social approach adopted by PEACS effectively balanced reducing unnecessary healthcare utilisation while improving access for previously underserved groups. The report highlights both the successes and challenges encountered, providing practical recommendations for future implementations.

How a bio-psycho-social… | Tavistock Institute of Human Relations

Transform the education of future youth work leaders

Client: UK Youth

leadership development programme for youth workers. Our role included advising on programme design, supporting with the recruitment processes, and mapping the curriculum. This work contributed to transforming the education of future youth work leaders, strengthening the sector’s ability to sustain itself and continue delivering vital local services.

Following the success of this partnership, UK Youth commissioned further support to enhance their training and development offer for grantees across the country. This phase involved creating online training content on monitoring and evaluation, effective governance, and budget management.

As with the leadership development programme, the focus was on equipping youth work organisations with the skills to become financially sustainable and increase their impact on the lives of young people. The training offer was well received and enabled UK Youth to offer a structured, educational programme to grantees alongside funding.

Evaluating online help for people in crisis

Client: Samaritans

In 2024–25, we were commissioned by Samaritans to evaluate the pilot of their Online Chat Service , designed to extend support to people in distress through a confidential digital channel.

The evaluation combined quantitative analysis of service data with in-depth qualitative research led by Peer Researchers – individuals with lived experience of suicidality – ensuring that the voices of users and volunteers were central to understanding the service’s impact. Working closely with Samaritans’ safeguarding and research teams, and with our partners Habitus Collective, we co-designed ethical and trauma-informed approaches to engage children, young people and adults safely. It highlighted the value of the service to users – with more than 90%

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

saying that they would use the service again – and with many examples of the way it helped to lower levels of distress among those accessing the Online Chat Service.

Findings from the study have informed decisions by Samaritans’ senior leadership about the future of digital support and contributed to wider learning on effective online crisis intervention and suicide prevention across the sector.

Evaluation of Samaritans… | Tavistock Institute of Human Relations

Improvements for labour market policies in Europe

Client: European Commission - Research Executive Agency (REA)

In October 2024, a consortium including Tavistock Institut Germany (TIG) secured this large Horizon Europe project.

The aim is to set up a European Observatory of Active Labour Market Policies (ALMPs), an innovative entity to address and rectify the prevalent deficiencies in the formulation, execution, and evaluation of ALMPs among EU Member States. It seeks to create a comprehensive framework to guide policymakers to develop, implement and monitor more effective and equitable labour market interventions.

The observatory will develop a centralized information technology platform, augmented with sophisticated AI tools. These technological advancements will provide indispensable support to policymakers, researchers, and labour market professionals in designing ALMPs that are both innovative and inclusive.

capabilities of the observatory, enabling a deeper and more nuanced understanding of the complexities associated with ALMPs. This is anticipated to lead to the formulation of more targeted and effective labour market strategies.

TIG is leading on evaluation of the research, with a focus on participative development and the fine-tuning of ALMPs and skills policy design. We are also responsible for the German case studies and national report.

https://eu-almpo.eu/

Testing AI tools to help… | Tavistock Institute of Human Relations

Making European education, training and learning systems more

Client: Cedefop

This study, coordinated by Tavistock Institut Germany, analysed and evaluated policies to increase the flexibility of European education, training and learning systems over the last 20 years, at both EU and national levels. We worked in partnership with Istituto per la Ricerca Sociale (IRS Italy) and a number of external country experts (i.e., Finland, the Netherlands and Poland). We also provided internal country experts for France, Ireland and Germany respectively.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

During 2024-2025, the TIG team developed a set of scenarios for lifelong and life-wide learning by 2040, together with exploring policy options and implications for policy makers, education and training providers and individual learners.

The focus was on vulnerable/disadvantaged learners, such as the low-skilled, early school leavers, young people not in employment, education or training, older workers, women, and those with an ethnic minority and/or migrant background. The scenario development process included validation at two online interactive workshops with a wider pool of EU and national-level experts from the study’s eight case study countries. The workshops further enriched the scenario narratives and added nuance to their implications.

Towards 2040 were presented and elaborated by the TIG team on 19th February 2025.

With more than 600 policy-makers at EU and national levels, academics, social partners, education and training institutions from various sub-sectors and levels of education, career and learning advisory services, businesses, and learners, the conference focused on how to promote systems that further encourage entering, re-entering and accumulation of learning across institutions, education and training systems, and countries for all types of learner.

More about the conference :

Modernised adult training supports labour market transitions

Client: Istituto nazionale per l'analisi delle politiche pubbliche (INAPP) (IT)

This project will aim to promote the modernisation of adult vocational education and training in Italy, by aligning them with a rapidly evolving and constantly changing economic and technological context. Commissioned by INAPP, a national public research body supervised by the Italian Ministry of Labour, the comparative study includes a case study on adult education policies in England – interesting because of the more market-oriented perspective – which TIG will carry out.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Public engagement & learning networks

These highlights from our events programme show how we reach out to new audiences and lead thinking on systems psychodynamics, group relations, Socio-technical Systems and organisational change and leadership topics.

Lunchtime Talks

This vibrant series of talks is planned to offer space for thinking about some of the themes running through our work, exploring new evidence and sharing ideas and practice. We aim to feature leaders in different fields and to attract both our regular followers and new audiences in different sectors.

This year, we brought together a varied public audience, with highlights including Dr Jean Cooper’s exploration of Ambivalence, projection and the place of AI in Systems Psychodynamics on September 2025 and Yeshim Harris who shared Lessons from war zones for leaders and organisations in February 2025.

The talks are free but guests are invited to donate to our Bursary Fund to allow us to widen participation at the Leicester Conference and our other Professional Development programmes and we are so grateful to all those who donated this year.

See more about this year’s Lunchtime Talks.

Socio-technical Systems Roundtable in Trondheim, Norway

In 2025, the International Conference on Sociotechnical Organisational Design featured our experiential workshop exploring the impact of AI Notetakers and AI agents on anxiety, agency and the authority of individuals, groups and organisations.

The conference was held at the Norwegian University of Science and Technology, in Trondheim, Norway, from 23-26 September 2025. It brought together 80 Socio-technical Systems (STS) practitioners and researchers from across the world, including North America, Australia, Canada, Japan, the Netherlands, Denmark and Germany.

The AI Notetaker workshop, delivered in collaboration with tech startup Hard Problems, surfaced prominent trends in the STS community (demographic shift, gender dynamics, automation anxiety) and stood out as the only contribution to the conference that examined unconscious group dynamics and the socio-psychological dimension of Human-AI interactions in depth.

Public performance ‘Human-AI Systems Are Here to Stay: what price are you willing to pay?’

Annja Neumann staged a new version and public performance of her Faust Shop project for the British Computer Society, which created a dynamic space for conversations about the impact of AI and extended artistic organisational development practice into new contexts.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

This outreach event was held in the City of London, in July 2025, using experiential learning to engage 60 or so participants from the corporate, public and third sector with AI ethics.

Showcase for doctoral students from the Bowling Green State University (BGSU)

We welcomed the fourth cohort of doctoral students from Bowling Green State University's practice-based doctorate in Organisational Development and Change. The programme has become a valued partnership, bringing professionals engaged in diverse social and organisational change projects across the US public and private sectors to engage with TIHR’s thought and practice.

Over three days, students moved through multiple learning settings that showcased the past, present and future of TIHR’s work including the ever-popular campfire setting where Institute elders shared key influences and highlights of their careers. A session from Entelechy Arts challenged and upended perceptions around leadership and power relations.

At the Wellcome Library, the doctoral students immersed themselves in the Institute's archive while learning from the Library's participatory engagement approaches with an LGBTQ+ community, exploring how archival practices themselves are being transformed. Dr Ruth Piombi's Lunchtime Talk on the experience of being a black woman in the UK workplace brought lived experience to the conversations as well as highlighting the need for further evidence and research in this area.

The learning was enriched by a concurrent visit from doctoral students in Psychology and Psychoanalysis from George Washington University.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Group Relations

Dubai. Trinidad. New York. India. Kazakhstan

We hosted and partnered in a series of Group Relations conferences around the world, leading and promoting group relations methods amongst new audiences and strengthening local GR networks.

Belgirate

In Oct 2024 the Group Relations triannual meeting – Belgirate – took place in Portugal. 62 group relations practitioners from all over the world came together in person at this scientific meeting, sharing research papers with three keynote lectures, focusing on the theme: A new climate for Group Relations, Emergence, Traditions and Innovation .

Leicester Conference 2025

This year, the conference, Authority, Leadership & Organisation | LIFE | Learning In Fragmented Environments brought together 49 members, 20 different nationalities ranging from 25 to over 70 in age from four continents. Intersticia (an Australian organisation promoting leadership in young people) has been sponsoring two members at Leicester for 10 years in 2025.

Participant quote

My own two Leicester experiences were, on the surface, similar in structure and design. Yet, as the inner and outer contexts are never the same, the experiences themselves were profoundly different.

Each conference opened new dimensions of inner life, relational life, and engagement with the world. Leicester offered a disciplined and generative holding environment in which previously unthought material could emerge, be metabolized, and worked with in depth.

I remain a great advocate of Leicester and of your work: the two-week immersion, the international reach, the residential intensity, the generative turbulence, and the disciplined tradition that enables individuals and groups to encounter themselves, and one another, in new ways. There is truly nothing else like it.

Mette Charis Buchman, MA, Org.Psy.M., PhD Candidate

Building TIHR group and organisational practice in China

group and system dynamics across China.

The Institute team trained the third and fourth cohorts of the Green Group Dynamician programme, working closely with Dr Winnie Fei and her team from Tavistock Institute China, whose local expertise and commitment is key to participant engagement, programme sustainability and extending the reach of the work.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

The programme’s experiential design integrates Group Relations Conference methodology with Organisational Development and Change frameworks. This has become a distinctive learning pathway for HR and OD professionals, independent consultants, psychologists, and organisational leaders. The dialogue between Tavistock methodologies and Chinese philosophical traditions has opened a rich space for mutual learning as practitioners integrate concepts of boundaries, authority, unconscious dynamics and social dreaming into their work.

Alumni from earlier cohorts are now applying Tavistock methodologies within their organisations and client systems, introducing frameworks for understanding systemic dynamics.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Professional development

The Professional Development offer includes our modular programmes, shorter workshops, and ad-hoc courses — all grounded in core Tavistock philosophies, theories, and methodologies, and continually adapted to respond to our participants, communities, and the wider social context.

Our programmes remain focused on delivering fundamental and lasting change for participants and, by extension, their organisations, rather than quick fixes. Our cohorts together have reflected on what it means to work and lead in today’s complex, fast-changing world.

As in previous years, we have delivered programmes in a variety of formats - wholly online, wholly in-person, and hybrid - making the best use of technology to enable participants to connect across the globe. Our London office continues to provide a flexible, bright, and welcoming space that supports both learning and the informal conversations and networking that are such an integral part of the Tavistock Institute experience.

Professional Development Programme Report Cards

A year-long programme developing deeper understanding of organisational life and methods for supporting workplace and community change through theory, practice and reflection.

With whom: Professionals from health, education, local government, charities and private organisations in people, culture and change roles.

Impact: Participants became more reflective and effective practitioners with greater confidence to navigate complex systems and support sustainable organisational change.

Advanced coaching training using psychodynamic theory to explore emotional and relational dynamics in leadership.

With whom: Coaches, consultants and organisational leaders seeking to work at emotional depth.

Impact: Participants learned to support leaders in understanding unconscious patterns, contributing to healthier leadership cultures and more ethical, compassionate workplaces.

Training for experienced coaches and consultants to become supervisors guiding others in reflective practice and professional ethics.

With whom: Senior practitioners from across the UK and internationally.

Impact: Graduates now provide supervision within professional networks, raising standards of reflective practice, ethical awareness and emotional support in the helping professions.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

transformational leadership

Executive-level programme exploring human and systemic dynamics shaping boardroom leadership, relationships and decision-making.

With whom: Board members, senior leaders and governance professionals from public service, charities and corporate sectors.

Impact: Improved collaboration, trust and strategic alignment at leadership level, supporting more effective governance and socially responsible leadership.

Team Working: How to succeed

Four-week online learning course: join any time. Focused on effective team collaboration and communication grounded in real-world practice.

For: Professionals at all levels seeking practical insights into group dynamics.

Impact: problem-solving, supporting healthier workplace cultures.

Reading Seminars: Organisational Consultancy & Change

Reading seminars exploring leadership and change management through foundational texts and current debates in organisational consultancy.

With whom:

Impact: the field's contribution to social progress.

Spring Workshop Series: Writing with the Poetic Lens

personal development.

With whom:

Impact: ethical leadership, whilst supporting well-being and creative language use.

Strategic Leadership Circles

Transformative conversations for senior healthcare leaders

With whom: Senior health and care managers and clinicians from public and private sector hospitals and primary care.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Impact: “ Not only do we provide a superior work environment for staff, but better care for our patients”, said John, a 2024 participant. The Circles, led by Michael Fischer and Dr Rachel Gibbons, offered space for reflection, supporting wellbeing and performance amongst the participating healthcare leaders.

Overall Social Value

compassion, critical thinking and ethical awareness into their workplaces and communities.

The Tavistock Institute advances social value by improving relationships, leadership and systemic understanding in organisations, contributing to the public good in tangible, human ways

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Arts & organisation

Arts & Organisation has maintained its commitment to artistic disciplines contributing and enriching our organisational change and research work.

Marie Beauchamps, a Deepening Creative Practice alumnus, delivered a second series of Writing with a Poetic Lens workshops, demonstrating the programme's continuing legacy.

In a social care context, we gave team supervision to an artist group who work with residents in palliative care settings to transform attitudes to end-of-life care.

We launched 'Transformational Bodies' , an interdisciplinary collaboration with the Centre for Dance Research at Coventry University and Entelechy Arts, with a sandpit workshop at the Institute where various practitioners from the partner organisations shared their different practices to develop an ‘ensemble’ approach to researching the role of the body in transforming change.

PhD supervision work has expanded internationally, supporting Italian PhD student Valentina Filice's research on artistic activities in community development and circular economy at the University of Calabria.

Engaging with the TIHR archive

Heni Hale is now in her third year of a 4 year full time collaborative doctoral award, using embodied and creative methods of engaging with TIHR archive materials, through the Centre for Dance Research at Coventry University.

This last year she offered a workshop session in June 2025 to Tavistock Community members, sharing her practices that cultivate kinaesthetic sensibilities (attending to the perception of movement through all the senses) when encountering and witnessing archive materials. These practices are about generating affective resonances as responses to the materials and collectively co-creating new meanings as artistic expressions.

Heni was also awarded research development funding from Midlands 4 Cities to form a group performance project, making associations with Group Relations theories, that presented a live art installation and discussion event at Wellcome Collection.

Over the summer she was engaged in a three-month Placement with Wellcome’s research and development team and archive staff and has written a reflective piece entitled The Archive Production line: A Kinaesthetic approach .

This research was presented at University of Kingston’s Experimental Archives conference, University of Nottingham’s Cultural Heritage: Management and Conservation conference, and via a British Council supported engage programme Kinaesthetic Heritage with University of Grenoble Alps.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Sharing knowledge and strengthening community

Human Relations Journal

Human Relations continues to demonstrate exceptional performance and impact within the academic community. The journal achieved a 2024 Impact Factor of 5.4 (up 20% from 2023), positioning it 85th out of 420 journals in the Management category and 9th out of 271 in Social Sciences, Interdisciplinary. The journal's 5-Year Impact Factor reached 7.3, reflecting sustained influence, whilst the CiteScore climbed to 14.0, an 11% increase. With over 1 million full-text downloads in 2024 and a Google Scholar h5-index of 71, the journal maintains strong global readership and citation patterns.

and diverse author representation. Human Relations received 1,547 original submissions in 2024, maintaining a selective 3% acceptance rate that ensures publication of only the highest-quality research. The journal achieved an impressive average time to first decision of 22 days in 2024. Geographic diversity remains strong, with submissions from 354 Chinese institutions, 233 from the UK, and 148 from the US, reflecting the journal's international reach whilst maintaining connections to its institutional home.

Strategic marketing and engagement initiatives have strengthened Human Relations' and community connections. Social media engagement and targeted campaigns successfully promoted special issues, the Paper of the Year Award for Coping with personhood limbo: Personhood anchoring work among undocumented workers in Italy, and our monthly featured articles.

With 918 package subscribers with Open Access agreements and inclusion in Sage Premier (accessed by institutions globally), the journal continues to expand accessibility whilst supporting TIHR's mission of combining psychoanalytic thinking, social science, and the arts to address contemporary organisational and societal challenges.

Thanks to our Co- Editors-in-Chief, Professor Smriti Anand and Professor Penny Dick, our international Associate Editor team, our Editorial Board, our Editorial Assistant team at Editorial Office and our publishers, Sage Publishing. We would 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 TingTing Chen of Lingnang University, Hong Kong, China.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Organizational Aesthetics Journal: A Seat for Everyone

Organizational Aesthetics is an open-access, peer-reviewed journal examining how the senses and artistry are part of organisational life. This is the second year the journal has been hosted by the Tavistock Institute and during this period we have continued to strengthen its connection to action research and arts-based methodologies that align with our Arts and Organisation programme.

The journal is led by Editor-in-Chief Juliet Scott (TIHR), with Associate Editors Ralph Bathurst (Massey University), Dr Annja Neumann (TIHR), Professor Eenasul Fateh (TIHR), Thomas W. Richter (Berlin University of the Arts), and Antonio Sama (Canterbury Christ Church University/Università della Calabria). Founding Editor (emeritus) Steven S. Taylor continues to contribute to the journal’s development.

The journal provides a scholarly and practitioner platform where aesthetic inquiry challenges instrumental organisational paradigms, advancing theory and practice through attention to more artistic and embodied experience of working life and ultimately leads to improved wellbeing and more inclusive organisational culture. The open-access model ensures wide dissemination to international audiences of scholars and practitioners.

Volume 14, Issue 1 published in August 2025, featured a collective/collaboratively written editorial ‘theatre’: A Seat for Everyone: A Play in Three Acts and a commentary from editorial board member Ralph Bathurst.

Tavistock Community

The Tavistock Community was founded in London in 2017 to give graduates of the Leicester Conference and other Tavistock PD programmes an opportunity for a closer exchange. Members have been meeting online monthly since 2018 and many personal connections and initiatives have emerged.

This year, again, the community was confronted with loss: the death of one of its members, and of one member’s beloved wife; but also with hope. New initiatives have been launched: A Peer Supervision Group gives us an opportunity to discuss our own cases in a structured yet familiar, collegial environment. Defining Group Relations Theory inspires thoughtful reflections about human relations, still in progress. The 'Many wars, One Peace – Many lands, One Home ' initiative is in its second year. One notable initiative was the organisation of a 10-year RAG of the 2014 Leicester Conference and the 5th hybrid Annual Gathering, titled 'Coming Home' , took place on 18 July 2025: the difficult period of Covid-19 is still being bridged.

Communications

This year, the website has been further enriched with news and explanatory content about our methods and activities. We developed a revised navigation plan and AI assisted search system to improve user experience for implementation in 2025/6 and we saw stable visitor numbers.

Website snapshot for 30 Sept 2024 to 1 Oct 2025

Total visits 103k

Total pageviews 483k

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

The most popular page was the Homepage, followed by the Who We Are pages and Professional Development pages, notably the Leicester Conference.

Our followership continues to grow, with email subscriptions now at 5,676. Each email generates between 40-51% open rate, giving us a direct line to a dedicated group of core followers.

Social media update

On LinkedIn, our corporate page performed well in using organic (ie not funded) posts, generating 3.2k visitors to our website. We reached 66,828 LinkedIn members and generated 131,640 impressions, driving 262 reactions and 161 comments. We had 9,658 followers to the LinkedIn page, with 1,840 new followers in 2025. The Tavistock Group on LinkedIn (for anyone interested in the Leicester conference and group relations) is growing steadily year by year – it now has 3,431 members.

The Bluesky account failed to deliver traction for us and was discontinued in late 2025 after a six-month trial. Facebook is used as a secondary channel to LinkedIn and we plan to expand our use of Meta channels in 2026.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025

Organisational structure of the Institute and decision-

making process

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 affordable by the Head of Finance. The CEO’s salary is reviewed independently by the Council either through convening a remuneration committee or the nominations committee acting as the remuneration committee. For 2024/25 all salaries were frozen given the financial challenges as outlined in the Financial Review.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025 Financial Review

Financial Results for the Year 2024/25

102 pension-related costs. This represents another challenging financial year following a period in which the Institute had reported annual operating surpluses. A number of factors contributed to the shortfall, including difficulties in securing new project work, which reduced billable time, and lower-than-planned recruitment onto several professional development programmes.

environment. Professional Development income increased year-on-year, although it remained below forecast. Royalty income from Human Relations was broadly in line with expectations, reflecting continued pressures on academic publishing arising from Open Access.

controls. Cash flow was affected by lower income levels but was actively managed to ensure that all payment obligations were met.

helped offset the operating deficit and resulted in a net movement of funds £157,805 (2023/24: £36,270).

As at 30 September 2025, the (consolidated) unrestricted fund stood at negative £188,361, partially offset by a positive pension reserve of £171,000, giving total net assets/liabilities funds of negative £17,361. The key challenge going forward is to rebuild the unrestricted reserves through the operational and strategic priorities set out by the Chief Executive Officer.

Reserves Policy

The trustees recognise the need to hold reserves both to support long-term projects and to protect ongoing activities. The Institute considers a reserves level equivalent to three months’ income to be appropriate.

At 30 September 2025, the Institute’s accumulated unrestricted reserves (excluding the pension liability) were negative £185,972, of which £69,470 was invested in operational assets (including Tavistock Institut gGmbH). This resulted in unrestricted free reserves (net current assets) of negative £255,442 — below the target reserves level. The priority remains to generate operating surpluses and return to a positive unrestricted reserve.

pension scheme to ensure sufficient liquidity for day-to-day operations. The Institute is working with the pension trustees on a repayment plan from 2026 onwards. The actuarial valuation of the Tavistock Institute of Human Relations Retirement Benefit Scheme as at 30 September 2025 showed a funding surplus of £171,000 (2023/24: deficit £220,000), reflecting a continued gradual improvement influenced by investment strategy, market conditions and actuarial assumptions.

Risk Management and Internal Control

The trustees are responsible for identifying and reviewing the strategic, business and operational risks faced by the Institute and for ensuring that appropriate controls are in place to provide reasonable assurance against fraud and error.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025 Financial Review

Management and trustees maintain a risk register that assigns ownership of key risks and sets out actions to manage both likelihood and impact. The register is reviewed and updated regularly.

cash flow pressures arising from operating deficits, driven in part by uncertain and volatile market conditions in the UK, Europe and internationally. The Institute continues to monitor staffing levels carefully to ensure capacity remains aligned to current and future opportunities.

Appointment of Auditor

Goldwins Limited, Chartered Accountants, have agreed to continue their appointment as external auditor.

Audit Information

which the company's auditor is unaware, and that they have taken all the 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 trustees’ 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).

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

• 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

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025 Financial Review

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.

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

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025 Independent Auditors’ Report to the members of the Association

Opinion

the year ended 30 September 2025 which comprise the consolidated Statement of Financial Activities, the group and parent Charity’s Balance Sheets, group’s statement of cash flows and notes to the financial 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).

• give a true and fair view of the state of the group’s and Charity’s affairs as at 30 September 2025 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 Auditor ʼ s 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 FRC ʼ s 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.

Conclusions relating to going concern

of accounting in the preparation of the financial statements is appropriate.

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.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025 Independent Auditors’ Report to the members of the Association

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 auditor ʼ s 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.

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.

Opinion on other matter prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• year for which the financial statements are prepared is consistent with the financial statements; and

• the trustees’ report (incorporating the directors’ 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 the Trustees’ Annual Report.

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

• we have not received all the information and explanations we require for our audit.

Responsibilities of the trustees

As explained more fully in the Trustees’ Responsibilities Statement, 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.

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Tavistock Institute of Human Relations Trustees’ Annual Report for the Year Ended 30 September 2025 Independent

Auditors’ Report to the members of the Association

continue as a going concern, disclosing, as applicable, matters 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.

free from material misstatement, whether due to fraud or error, and to issue an auditor ʼ s 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

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;

• Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;

• The internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations.

• 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.

• assess compliance with applicable laws and regulations.

• 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.

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Tavistock Institute of Human Relations Trustees’ Annual

Report for the Year Ended 30 September 2025 Independent

Auditors’ Report to the members of the Association

Financial Reporting Council ʼ s website at: [www.frc.org.uk/auditorsresponsibilities]. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in 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 charity’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s members as a body, for our audit work, for this report, or for the opinions we have formed.

……………………………….

Anthony Epton (Senior Statutory Auditor)

for and on behalf of

Goldwins Limited

Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG

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Tavistock Institute of Human Relations

(incorporating an income and expenditure account) For the year ended 30 September 2025

30

As at 30 September 2025

Tavistock Institute of Human Relations Balance Sheet

22nd January 2025

31

Tavistock Institute of Human Relations

For the year ended 30 September 2025

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Tavistock Institute of Human Relations For

the year ended 30 September 2025

33

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

34

Tavistock Institute of Human Relations For

the year ended 30 September 2025

35

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

36

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

37

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

38

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

39

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

40

Tavistock Institute of Human Relations For

the year ended 30 September 2025

41

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2025

42

Tavistock Institute of Human Relations Notes to the financial statements For the year ended 30 September 2￿25 20 ReconcllSation of ner income I lexpendlturel to nei cash flow from optrating artivltSes 2025 2024 Net Income I lexpenditurel for the reporting period las per the statement of flnancial actlvitles) Dépreciation charges and disposal Interest, rent and diwdend5 frorn investrnent5 FR5102 denned benefit penslon scheme adlusimeni Ilncreaselldecreast in debTors Increa5ellde(reasel in crediior5 1244,1951 lJ59,730) 26.049 16,5251 11.000 115.3391 158,9321 32,065 112,0501 1308.000) 156.637 1181.8961 Nei cash provided by I Iu5ed inl Dperating acrivities 1287.9421 1672,974} 21 Analysls of cash and cash equlvalents The Group At30 Seprember 2025 At l OctobEr 2024 her change5 Cash flows Cash In hand 722.484 1292.3221 4JO,16Z Total rash and cash equlvalent5 722,484 (292,322) 430,162 At30 September 2024 At l OctobEr 2023 her change5 Cash flows Cash In hand 1.395,408 1672,9241 722,484 Total (ash and cash eouivalents 1.395.408 1672.9241 722.484 22 Operatlng lease commitments- Group at)d Charity Total future minlmum lease payments under non-on£ellable operatin9 leases are as folbws.. Property 2025 202S Less than one year One to fwe years 54.575 60.000 54.575 54.575 134,575 At 7rh June 2021 the Insriivre had annual comrnltmenis under operaiing ￿oSe5 In respect of offlce premlses. The ￿n[ payable was for the year from 7thlune 202 1 of £46.666 per annum and ihereafter £80.000 per annum untll the eNJ of the term. The lease temi 15 S years from 7th June 2021 and expiring on 6th June 2026. 23 Legal 5tatU5 of the charlry The charity is a company limited by 9uaranree and has no share capital. The liabiliry of each member In the event ol viindlng up Is limlted to £1.