Corporate report

HMPPS Annual Reports and Accounts 2025 to 26: Accountability

Published 29 October 2026

Applies to England and Wales

Corporate governance report

The purpose of the corporate governance report is to explain the composition and organisation of HMPPS and how these arrangements have supported the achievement of its objectives during 2025 to 26.

Statutory background

On 1 April 2008, the National Offender Management Service (NOMS) became an executive agency of the MoJ, bringing together the Probation Service, former NOMS headquarters (HQ) and the Prison Service to enable more efficient and effective delivery of services.

On 1 April 2017, NOMS became HM Prison and Probation Service (HMPPS), an executive agency of the MoJ. A number of former NOMS functions transferred to the MoJ to allow HMPPS to better focus on improving operational performance in prisons, probation and youth custody.

The HMPPS Agency Board and HMPPS Leadership Team

The governance arrangements for HMPPS comprise the HMPPS Agency Board (HAB), the HMPPS Leadership Team (HLT) and supporting sub committees. The HAB meets at least four times a year and focuses on strategic priorities, including performance, risk and investment. The HLT meets fortnightly and oversees delivery across key areas, including people, performance, finance, risk and infrastructure.

The HLT is supported by a range of sub committees and, since September 2024, by the Senior Operations Leadership Team (SOLT), chaired by the Director General Operations and reporting directly to the HLT. From January 2025, every other HLT meeting was expanded to include SOLT members, supporting effective operational and strategic alignment.

Changes to senior leadership during the year are set out under Changes, new members and departures during the reporting period. The remuneration of the Director General Chief Executive Officer is determined in accordance with the Senior Civil Service Management Code. Other members of the HAB and HLT are appointed by the Director General Chief Executive Officer with the agreement of the Permanent Secretary. Further details of directors’ remuneration are included in the remuneration and staff report.

As of 31 March 2026, the structure of the HAB and HLT was as follows.

HAB

Core members:

• Five non‑executive directors (including one chairing)

• Director General Chief Executive Officer

• Director General Operations

• Executive Director, YCS

• MoJ Director, Finance Business Partnering

• MoJ People Group Director, HR Services

In attendance:

• MoJ Policy Group

• MoJ Legal

• Chief Executive Officer’s Office

• Secretariat

HLT

Core members:

• Director General Chief Executive Officer (Chair)

• Director General Operations

• Executive Director, YCS

• Chief Operating Officer, Prisons

• Chief Probation Officer

• Executive Director, Strategy, Performance and Corporate Delivery

• Executive Director, Transforming Delivery

• Executive Director, Capacity Implementation

• Executive Director, Rehabilitation and Change

• MoJ Director, Finance Business Partnering

• MoJ People Group Director, HR Services

• Area Executive Director, London

• Deputy Director, Performance, Assurance and Risk

• SOLT members (for every other meeting)

In attendance:

• MoJ Policy Group

• MoJ Legal

• Chief Executive Officer’s Office

• Secretariat

Additional executive directors and functional lead directors are invited to attend the HAB or HLT for specific discussions related to their area.

Audit and Risk Assurance Committee (ARAC), HAB and HLT members in the year to 31 March 2026

Committee key:

HAB: HMPPS Agency Board
HLT: HMPPS Leadership Team
ARAC: Audit and Risk Assurance Committee

Nick Campsie
Lead Non-Executive Director^{[footnote 1]}
HAB (4 of 4)

Dame Glenys Stacey
Non-Executive Director (from 19 May 2025)
HAB (3 of 4)

Jonathan Flory
Non-Executive Director
HAB (3 of 4)
ARAC 5 of 5)

Rommel Moseley
Non-Executive Director
HAB ( 4 of 4)
ARAC (5 of 5)

Mark Lloyd
Non-Executive Director^{[footnote 2]}
HAB (2 of 2)
ARAC (5 of 5)

Amy Rees
Director General Chief Executive Officer^{[footnote 3]} (until 14 April 2025)
HLT (0 of 0)
HAB (0 of 0)
ARAC (0 of 0)

Phil Copple
Interim Director General Chief Executive Officer (from 1 April 2025 to 12 October
HLT (12 of 13)
HAB (2 of 2)
ARAC (2 of 2)

James McEwen
Director General Chief Executive Officer (from 13 October 2025)
HLT (8 of 9)
HAB (2 of 2)
ARAC (3 of 3)

Michelle Jarman-Howe
Interim Director General Operations (from 1 April 2025)
HLT (19 of 22)
HAB (4 of 4)

Sarah Coccia
Interim Chief Operating Officer, Prisons (from 1 April 2025)
HLT (18 of 22)

Jim Barton
Executive Director, Capacity Implementation
HLT (17 of 22)
ARAC (5 of 5)

Ed Cornmell
Executive Director, YCS (until 8 June 2025)
HLT (4 of 4)
HAB (0 of 0)

Sonia Brooks
Interim Executive Director, YCS (from 18 June 2025 to 21 September 2025)
HLT (4 of 7)
HAB (0 of 0)

Alison Clarke
Executive Director, YCS (from 22 September 2025)
HLT (10 of 10)
HAB (3 of 3)

Matt Grey
Executive Director, Rehabilitation and Change
HLT (18 of 22)

Dominic Herrington
Executive Director, Transforming Delivery
HLT (20 of 22)

Hannah Meyer
Executive Director, Strategy, Performance and Corporate Delivery (until 7 July 2025)
HLT (4 of 6)
ARAC (1 of 1)

Ben Charnock
Interim Executive Director, Strategy, Performance and Corporate Delivery (from 8 July 2025)
HLT (13 of 16)
ARAC (4 of 4)

Kim Thornden-Edwards
Chief Probation Officer
HLT (19 of 22)

Paul Henson
MoJ Director, Finance Business Partnering (to 31 May 2026)
HLT (18 of 22)
HAB (4 of 4)
ARAC (5 of 5)

Louise Alexander
People Director, HMPPS
HLT (17 of 22)
HAB (4 of 4)

Tajinder Singh Matharu
Deputy Director, Performance, Assurance and Risk
HLT (20 of 22)

Gabriel Amahwe
Area Executive Director, London (from 21 April 2025)
HLT (14 of 22)

Ian Blakeman
Director, Priority Projects (from 17 November 2025)
HLT (6 of 7)

From January 2025 onwards, every other HLT meeting was expanded to include SOLT membership, as listed below. They were considered as fully participating members of the HLT for the expanded meetings.

Chris Jennings
Area Executive Director, South‑West, South-Central and Public Protection Group
HLT (9 of 10)

Alan Scott
Area Executive Director, North‑West and Women’s Group
HLT (6 of 10)

Ian Barrow
Executive Director, Wales and CAS
HLT (6 of 10)

Sara Robinson
Area Executive Director, South-East Eastern (from 28 April 2025)
HLT (7 of 9)

Helen Judge
Area Executive Director, North‑East, Yorkshire, The Humber
HLT (7 of 10)

Sarah Chand
Area Executive Director, Midlands
HLT (9 of 10)

Richard Vince
Executive Director, Security
HLT (4 of 10)

Ed Cornmell
Executive Director, Long-Term and High Security Estate (from 9 June 2025)
HLT (5 of 8)

Robin Seaton
Interim Executive Director, Contracted Operational Delivery (until 13 April 2025 and from 14 July 2025)
HLT (3 of 8)

Neil Richards
Executive Director, Contracted Operational Delivery (from 14 April 2025 to 11 July 2025)
HLT (2 of 2)

Linda Kennedy
Executive Director, Prison Supply
HLT (7 of 10)

Changes, new members and departures during the reporting period

Amy Rees
Director General Chief Executive Officer (until 14 April 2025)

Phil Copple
Interim Director General Chief Executive Officer (from 1 April 2025 to 12 October 2025)

Michelle Jarman-Howe
Interim Director General Operations (from 1 April 2025)

Paul Henson
MoJ Director, Finance Business Partnering (to 31 May 2026)

Sarah Coccia
Interim Chief Operating Officer Prisons (from 1 April 2025)

Robin Seaton
Interim Executive Director, Contracted Operational Delivery (until 13 April 2025 and from 14 July 2025)

Neil Richards
Executive Director, Contracted Operational Delivery (from 14 April 2025 to 11 July 2025)

Gabriel Amahwe
Area Executive Director, London (from 21 April 2025)

Sara Robinson
Area Executive Director, South-East Eastern (from 28 April 2025)

Dame Glenys Stacey
Non-Executive Director (from 19 May 2025)

Ed Cornmell
Executive Director, YCS (until 8 June 2025)
Executive Director, Long-Term and High Security Estate (from 9 June 2025)

Sonia Brooks
Interim Executive Director, YCS (from 18 June 2025 to 21 September 2025)

Ben Charnock
Interim Executive Director, Strategy, Performance and Corporate Delivery (from 8 July 2025)

Alison Clarke
Executive Director, YCS (from 22 September 2025)

James McEwen
Director General Chief Executive Officer (from 13 October 2025)

Nick Campsie
Interim Lead Non-Executive Director (to 18 November 2025) Lead Non-Executive Director (from 19 November 2025)

Ian Blakeman
Director, Priority Projects (from 17 November 2025)

Changes to the ARAC, HAB and HLT since 1 April 2026

Paul Henson
MoJ Director, Finance Business Partnering (to 31 May 2026)

Andrew Sanderson
MoJ Director, Finance Business Partnering (from 1 June 2026)

Jim Barton
Interim Director General, Probation (from 22 June 2026)

Michelle Jarman-Howe
Interim Director General, Prisons (from 22 June 2026)

Paul Mott
Interim Executive Director, Directorate of Security (from 29 June 2026)

Sally Cheshire
Non-Executive Director (from 1 July 2026)

Andrej Zele
Non-Executive Director (from 17 August 2026)

Governance statement

Introduction

HMPPS is an executive agency of the MoJ, responsible for implementing the sentences and orders of the courts, protecting the public and rehabilitating offenders. The agency operates in accordance with its published Framework Document, which sets out the arrangements for governance, accountability and operation. It is agreed with the Secretary of State for Justice and the agency Chief Executive Officer and approved by the Chief Secretary to HM Treasury.^{[footnote 4]}

As Director General Chief Executive Officer, I am the Accounting Officer for HMPPS and responsible for the day‑to‑day operations and administration of the agency and leadership of its staff. I am accountable to the MoJ Permanent Secretary and Principal Accounting Officer, and ultimately to Parliament.

Throughout the year, the HLT and the HAB have maintained close scrutiny of day‑to‑day business, risk, performance and financial expenditure through formal governance arrangements. Actions have been taken to respond to issues and mitigate risks to the business as necessary. Specific actions have been taken in response to significant risks and issues, set out in the performance report.

The remainder of this statement explains in more detail the arrangements in place to govern HMPPS from 1 April 2025.

Governance framework

Overall responsibility for HMPPS rests with me as the Director General Chief Executive Officer, supported by the HAB and HLT. I am also a member of the MoJ Departmental Board, chaired by the Secretary of State for Justice, and a member of the MoJ Executive Committee, chaired by the Permanent Secretary.

I have regular meetings with the minister with responsibility for prisons and probation and with the Secretary of State for Justice.

HMPPS has applied the principles of the Corporate Governance Code for Central Government Departments and complied with its provisions where relevant to an executive agency. Where elements are not directly applicable, alternative arrangements are in place through the MoJ governance framework, and the Accounting Officer is satisfied that there were no material departures from the principles of the code during the year.

HMPPS non-executive directors

The HAB’s non‑executive directors collectively provide strong and balanced independent oversight across financial stewardship, regulatory assurance, legal and justice expertise, and cross‑sector partnership working. The board benefits from Nick Campsie’s senior investment and strategic governance experience, including previous service on the MoJ Board, Jonathan Flory’s robust audit and risk expertise as ARAC Chair, and Mark Lloyd’s consistent contribution to financial governance through his role on the ARAC. Dame Glenys Stacey adds authoritative regulatory and legal leadership drawn from senior roles across justice, education and environmental oversight, while Rommel Moseley strengthens the board’s external engagement capability through over two decades of partnership and philanthropic leadership. Together, their combined expertise significantly enhances the quality, independence and effectiveness of HMPPS governance.

The ARAC identified that its effectiveness would be further strengthened through the appointment of non-executive directors with specialist expertise in financial governance and cyber security. Following a recruitment process, Sally Cheshire CBE and Andrej Zele were appointed to the Committee. Sally Cheshire CBE is a Chartered Management Accountant (ACMA). She brings significant experience in financial governance, audit, risk management, and board leadership across public sector organisations.

Andrej Zele is a Fellow of the Chartered Management Institute (FCMI) and a Member of the British Computer Society (MBCS). He has over 15 years’ experience in senior technology, cyber security and digital leadership roles across government, policing, and the regulatory sector, with particular expertise in cyber resilience, digital risk management, and information security governance.

These appointments have enhanced the Committee’s collective capability and addressed the specialist financial and cyber security skills requirements. They have also strengthened the ARAC’s ability to provide independent assurance and effective oversight of HMPPS’s governance, risk management, and internal control arrangements.

Case study: Prison visits are an essential part of the non‑executive director role, providing a direct line of sight from governance to frontline reality. Through my visits across the HMPPS estate, I have been able to see first‑hand how policy, resource decisions and organisational culture translate into the lived experiences of children and adults in custody and the staff who support them. These visits offer invaluable insight into what is working well, where there are barriers to delivery, and how systems and processes can be strengthened to improve outcomes. They also create an important opportunity to engage directly with governors, frontline staff and partners, ensuring that board‑level discussions are grounded in evidence, informed by practice and focused on what will make the greatest difference to safety and rehabilitation.

Rommel Moseley, Non‑Executive Director

HMPPS Agency Board Chair’s report

My commentary last year was optimistic about our improved prospects as a result of the Sentencing Act, and the 2024 Spending Review, which recognised that the root cause of HMPPS’s performance challenges has been structural: more prisoners and people on probation than our supply of staff and physical infrastructure has been able to manage.

This year, on top of the day job of managing and supporting roughly 87,000 prisoners and 250,000 people on probation, we have been preparing to capitalise on the opportunities we now have: delivering new prison capacity, strengthening probation, and preparing prisons and probation for the new sentence structure later this year. HMPPS has been operating at pace across a wide range of priorities. I am pleased with what we have achieved this year but remain conscious of the risks and challenges we still face in delivering the Sentencing Act changes safely and in time, as well as in our day-to-day operations. Over the coming year, the Board will continue to scrutinise capacity, probation delivery, operational resilience, safety, and the safe implementation of the Sentencing Act.

On prison capacity, we have continued to bring forward new spaces and progress the wider capacity pipeline, while managing ongoing cost and delivery pressures. Effective probation is integral to a well-functioning criminal justice system: well-resourced and well-executed, it is our most powerful tool to reduce reoffending. The Sentencing Act will make our probation service more important still, as offenders spend a larger portion of their sentences than previously being monitored and supported in the community. The Our Future Probation Service Programme is taking forward operational, staffing and digital changes to create capacity and improve delivery quality. The Sentencing Act will also impact our prisons, with significant work underway to prepare for the Progression Model and the operational changes it will require.

Visiting our prisons and network of probation offices is humbling. We are blessed with 65,000 employees who give their all to protect the public and support offenders, and are subject to pressure and challenges which rarely see the light of day. Two horrific attacks on probation colleagues this year were a stark reminder of how difficult and, at times, dangerous our employees’ jobs can be. The spirit and compassion with which immediate colleagues and the wider organisation rallied to support the staff targeted showed HMPPS at its best.

Although they are one step back from the frontline, our senior management team are also subject to the stress and demands of managing what is by its nature a volatile, 24/7 ecosystem, which does not take days off. Reflecting the scope of the opportunities and challenges we have in probation, we have created a new director general role for probation specifically, to which Jim Barton has been appointed on an interim basis. Michelle Jarman-Howe was appointed at the beginning of the year to the equivalent role in respect of prisons, also on an interim basis. Reporting into our Chief Executive Officer James McEwen, and supported by their outstanding executive team colleagues, the Board is confident that we have the experience and talent at the top to lean into another demanding 12 months.

We are in a better place than we were 12 months ago, multiple challenges notwithstanding. I am confident we have the team and strategy in place to ensure that I will be able to say the same again this time next year.

Nick Campsie
HMPPS Agency Board Chair
Lead Non-Executive Director

HMPPS Agency Board
Chair:	HMPPS non‑executive director
Frequency:	Four meetings during the year
Composition as at 31 March 2026:
By position:	Five non‑executive directors, two directors general, three executive directors
By gender:	Six male, four female

Role of the HAB

The HAB oversaw delivery of the agency’s objectives and ensured the following were in place:

• competent and prudent management

• sound planning

• proper procedures for the maintenance of adequate accounting

• other records and systems of internal control and compliance with legislative and corporate governance requirements, including relevant sections of the Corporate Governance Code for Central Government Departments

HAB agendas and papers focused on strategic priorities and delivery, including prison capacity and probation improvement.

The HAB’s responsibilities included:

• agreeing the agency’s vision, strategy and values, consistent with the Civil Service Code

• agreeing governance and controls to support financial management and value for money

• agreeing arrangements to manage financial and performance risks

• supporting the HLT in operational delivery

Key issues discussed during the year included:

• maintaining stability in prisons and probation and managing safety risks

• improving performance through revised frameworks, prioritised metrics, moderated targets and assurance

• overseeing major reform portfolios, including sentencing review, criminal courts reform and cross‑system planning

• managing estate capacity, population pressures and capital projects

• addressing fire safety, compliance and priority works

• overseeing financial planning, budget prioritisation and transparency

• overseeing digital transformation, sentence management systems and AI risks

• maintaining oversight of performance, risk, finance and change, including ARAC reports, the corporate risk register, portfolio updates, management accounts, and prison, probation and YCS performance packs

Managing conflicts of interest

At the beginning of every HAB meeting, all members are asked to declare any new potential conflicts of interest. These are noted in the minutes, along with the appropriate action taken to manage them such as members withdrawing from discussion relating to those interests. HAB and HLT members are also asked to review and update the conflicts of interest record at least annually.

Audit and Risk Assurance Committee Chair’s report

The Audit and Risk Assurance Committee provides advice to the HMPPS Agency Board and to the Chief Executive Officer, in their role as Accounting Officer, on governance, risk management and internal control. During the year, the Committee met formally four times, with additional extraordinary meetings where required, and exercised its review, challenge and advisory functions. Members also attended briefing sessions and visited prison, youth custody and probation settings to maintain a clear understanding of operational realities.

The operating environment for HMPPS remained highly challenging. Prison capacity was a significant concern for much of the year, alongside the need to reshape probation to deliver the new sentencing regime and Progression Model. Probation performance and delivery quality remained a particular area of concern. We supported the move to reduce and refine key performance metrics for prisons and probation and to set annual target expectations where appropriate. The Committee sought assurance on capacity pressures, the prison build programme, probation reform through Our Future Probation Service, and controls in high-risk areas.

The Committee continued to scrutinise the agency’s risk management arrangements. Strategic risk management remains a strength, and the agency risk register was refreshed during the year. However, risk levels remain high. The Committee remains concerned that, while strategic risk management is well established, operational controls and second-line assurance need further strengthening. Capacity strains, major change and operational pressures continue to limit the agency’s ability to bring some risks within tolerance. The Committee has therefore supported stronger focus on control effectiveness, second-line assurance and timely responses to audit recommendations.

Internal audit continues to provide important assurance to the Committee. The Head of Internal Audit’s annual opinion for 2025 to 26 was Limited, reflecting the challenging environment, the scale of change being managed and the number of individual Limited assurance opinions and high priority recommendations. This is a matter of concern. The Committee welcomes constructive engagement with GIAA to improve controls and establish a timely route back to a moderate annual opinion.

On financial stewardship, the Committee scrutinised arrangements for the 2024 to 25 accounts and continued to oversee preparations for the 2025 to 26 accounts. As in previous years, the timetable has been affected by audit cycle pressures and external audit assurance for the Local Government Pension Scheme. It remains regrettable that the accounts are expected to be laid later than desirable.

The Committee also considered significant and emerging risks, including prison security, fire safety, cyber security, data quality, professional standards, youth custody, rehabilitation, counter fraud, bribery and corruption, and use of digital tools and AI. These remain important, alongside scrutiny of probation reform, capacity planning, workforce pressures, performance quality and HMPPS’s control environment.

The ARAC will continue to support and challenge the executive team as HMPPS manages major reform under sustained pressure. Our priority will be to seek assurance that risks are clearly understood, controls are effective, audit recommendations are acted on promptly, and governance remains focused on the areas of greatest concern.

I am grateful to my fellow Committee members for their commitment throughout another demanding year for HMPPS. On behalf of the Committee, I also extend my thanks to the executive team, the Secretariat, colleagues across HMPPS and our partners in internal and external audit for their continued engagement, support and contribution to the Committee’s work. We look forward to continuing this work in the year ahead.

Jonathan Flory
Non-Executive Director, Chair of the HMPPS Audit and Risk Assurance Committee

HMPPS Audit and Risk Assurance Committee
Chair:	HMPPS non‑executive director
Frequency:	Four meetings plus one extraordinary meeting during the year
Composition as at 31 March 2026:
By position:	Three non‑executive directors
By gender:	Three male

Role of the ARAC

The ARAC is an advisory body providing independent advice on governance, risk management and control issues, and on the internal audit work programme. It provides scrutiny of the accounts and considers key recommendations from internal audit reports and the National Audit Office.

Key issues and reports discussed during the year included:

• prison and probation capacity challenges, including implementation readiness for the outcomes of the Independent Sentencing Review

• safeguarding and safer recruitment within the YCS

• the use of AI within HMPPS and associated cyber risks

• business continuity and resilience, including updates on maturity of departmental business continuity arrangements, alignment with digital recovery and the handling of cross‑system incidents

• regular oversight of performance, risk and finance, including the corporate risk register, counter fraud, bribery and corruption updates, the annual report and accounts, and internal audit recommendations, external audit, planning and completion reports and management letters

• climate and sustainability

Managing conflicts of interest

At the beginning of every ARAC meeting, all members are asked to declare any new potential conflicts of interest. These are noted in the minutes, along with the appropriate action taken to manage them such as members withdrawing from discussion relating to those interests.

HMPPS Leadership Team
Chair:	HMPPS Chief Executive Officer
Frequency:	Twice a month
Composition as at 31 March 2026:
By position:	Two directors general, 10 directors, one deputy director and an additional nine executive directors every other meeting when SOLT members are invited
By gender:	13 male, nine female

Role of the HLT

The HLT supports the Director General Chief Executive Officer in the leadership and governance of the agency. It provides collective oversight of performance, risk, finance and operational delivery across prisons, probation and the YCS, and is supported by the SOLT, the Youth Custody Operational Management Committee, and a suite of sub committees which provide more detailed scrutiny and escalation where required.

Key areas of focus included:

• sustaining financial control and affordability, including rigorous scrutiny of in‑year financial performance, medium‑term financial planning and readiness for the Spending Review, ensuring resources were prioritised in line with operational risk, affordability constraints and ministerial direction

• oversight of principal risks and organisational resilience, through regular consideration of the corporate and operational risk profile, strengthening risk tolerance and escalation arrangements, and maintaining close oversight of business continuity, information, cyber and system resilience risks

• operational performance and capacity management, including assurance over prison, probation and YCS performance, estate capacity and flow, and the effectiveness of control arrangements in managing safety, stability and public protection risks in a sustained high pressure operating environment

• security, safety and safeguarding, encompassing scrutiny of serious and emerging security threats, safeguarding and workforce integrity, and assurance that proportionate controls, training and governance arrangements were in place to mitigate risk and protect staff, service users and the public

• governance and assurance of major change and reform, including challenge to the design, prioritisation and delivery of significant transformation and reform programmes, oversight of delivery confidence and interdependencies, and assessment of organisational capacity to implement change safely and effectively

• workforce capability and organisational effectiveness, including oversight of workforce capacity, capability and pay pressures, leadership resilience, and the effectiveness of governance, reporting and decision‑making arrangements to support timely escalation, accountability and delivery

Details of HAB, HLT and ARAC membership and attendance records can be found in The HMPPS Agency Board and HMPPS Leadership Team.

The key governance structures in place as of 31 March 2026

A diagram showing the key governance structures in place as of 31 March 2026.

The HMPPS Leadership Team is an executive committee supported by the Senior Operations Leadership Team and several executive sub-committees. These are: the HMPPS Change Board, the HMPPS Prison Performance Committee, the HMPPS Probation Performance Committee, the Rehabilitation Board, the HMPPS People Board, the HMPPS Estates, Health, Safety and Fire Sub-Committee, and the YCS Operational Management Committee.

The HMPPS Agency Board is a non-executive committee supported by the HMPPS Audit and Risk Assurance Committee, which is a non-executive sub-committee.

HLT sub‑committees as of 31 March 2026

• Senior Operations Leadership Team – to provide oversight and take necessary decisions regarding the cross‑cutting operational issues for prisons and probation.

• YCS Operational Management Committee – to oversee and take any necessary decisions regarding the day‑to‑day delivery of youth custody (public and private sector) including risk, assurance and finances.

• Probation, Prison and YCS Performance Committees – to oversee and take any necessary decisions regarding the performance of probation, prisons and YCS (public and private sector), including issues that are delivered by other directorates, or the wider MoJ, which impact on performance.

• Estates, Health, Safety and Fire Sub‑Committee – to provide strategic oversight and guidance across all prison, probation and YCS estate projects and provide direction to the management of occupational health, safety and fire across HMPPS, ensuring that strategic systems for their management are adequate.

• HMPPS People Board – to support the HLT in its leadership and management of people strategies to improve the co‑ordination of design, decisions and implementation of cross‑cutting programmes of work.

• HMPPS Change Board – to be the decision‑making body for change activity across HMPPS, providing senior leadership and challenge to ensure that delivery and operational impact of change are effectively managed and considered.

Additional executive committees

• Rehabilitation Board – to make cross‑cutting strategic decisions to drive the solutions and system reform required to deliver on the ambitions of the HMPPS Rehabilitation Strategy.

• Finance Advisory Committee – to provide advice and support for financial issues and decisions due to be considered by the HLT, sub‑committees and MoJ finance governance. To provide financial scrutiny of HMPPS, including financial planning, governance, monthly management accounts and wider accounting implications of investment proposals.

Business appointment rules

The business appointment rules set out the process for obtaining approval where employees, including civil servants and special advisers, take up appointments outside the Civil Service. The rules apply for up to two years after leaving and are designed to mitigate risks of perceived or actual conflicts of interest, including inappropriate reward, unfair advantage to a new employer, or misuse of privileged information or contacts.

The MoJ operates a defined process for considering applications for staff at SCS2 and below. Applications for director general (SCS3) and above are considered in liaison with the Civil Service Commission, which determines the outcome and any conditions. To support compliance, the MoJ People and Capability Group ensures that business appointment rules requirements are referenced in contracts, communicated regularly to staff and embedded within leavers’ processes.

During 2025‑26, there were 51 Senior Civil Service (SCS) exits from the department, including six from HMPPS. Nine business appointment rules applications were considered (two SCS3, one SCS1, two Grade 6 and four below Grade 7). No applications were deemed unsuitable and no breaches were identified. All applications below SCS2 were approved with conditions, except for two at delegated grades where no conditions were applied. In line with transparency requirements, the department publishes advice on business appointment rules applications for senior staff, including special advisers, on GOV.UK.^{[footnote 5]} The Civil Service Commission publishes its advice for SCS3 and above.^{[footnote 6]}

Management of outside interests

The Civil Service Code, underpinned by the Constitutional Reform and Governance Act 2010, sets out the core principles for all civil servants, including the requirement to act with integrity.^{[footnote 7]} This underpins the MoJ’s approach to identifying and managing conflicts of interest.

The MoJ’s Declaration and Management of Outside Interests Policy, aligned with Cabinet Office guidance, requires staff to declare actual, potential or perceived conflicts.^{[footnote 8]} Individuals are responsible for ensuring relevant interests are declared, and failure to do so may result in disciplinary action. Where conflicts arise, they are managed promptly to ensure compliance with the Civil Service Code.

A central register of interests is maintained for all senior civil servants, covering financial interests, secondary employment and other relevant declarations. Annual confirmation is required, including nil returns where appropriate. In line with transparency requirements, details of senior civil servants’ secondary paid employment are published on GOV.UK.^{[footnote 9]} Heads of business areas are responsible for ensuring appropriate arrangements are in place to record declarations of interest for all other employees. In line with transparency requirements, ministerial interests and board members’ interests are published on GOV.UK.^{[footnote 10]}

Oversight and assurance arrangements

The HAB provides scrutiny of performance, risk management, systems and financial accounts.

The HLT exercises oversight of the performance of HMPPS on behalf of the HAB by:

• using the performance, risk and planning framework to check progress against delivery of HMPPS’ key priorities

• receiving reports on the in‑year financial position and updates on the progress of major change projects and programmes, based on agreed thresholds, on any issues that arise (for example: overspend and significant risks to delivery)

• agreeing delegations to directorates and throughout the governance structure to ensure the right decisions are being taken by the right people in the right place, while ensuring the HAB is provided with the appropriate level of assurance

The HAB also considered information from a range of external sources which included:

• HM Chief Inspectors of Probation and Prisons and Independent Monitoring Boards

• the Prisons and Probation Ombudsman

• the National Audit Office

• the Youth Justice Board

In addition, one of the key sources of independent assurance within HMPPS came from the internal audit service delivered by the GIAA. Arrangements are in place to ensure that the Accounting Officer is made aware of any significant issues which indicate that key risks are not being effectively managed.

As Accounting Officer, I am assured that the internal audit service complies with the Public Sector Internal Audit Standards.

Government Internal Audit Agency

The GIAA provided an overall Limited annual opinion on the adequacy and effectiveness of HMPPS’s governance, risk management and internal control framework for the year ended 31 March 2026. This is a deterioration from the previous year’s Moderate opinion and reflects significant weaknesses requiring improvement, driven by challenging operating conditions, a downward trend in assurance, an increased number of Limited ratings and more high‑priority recommendations.

The opinion was based on internal audit work covering HMPPS’s principal risks and key operational and corporate systems. Findings identified weaknesses in governance, risk management and control that increase residual risk and require timely remedial action, particularly in core operational areas where delivery pressures and resource constraints affected the pace of improvement.

Audit work also highlighted recurring themes around clarity of accountability and roles and responsibilities, indicating that further work is needed to embed organisational changes and strengthen consistent ownership and oversight across the system.

GIAA also identified areas of strength, including well‑established strategic risk management arrangements, with risks and controls clearly articulated and regularly reported to support senior management and ARAC oversight.

HMPPS continues to operate in a highly pressurised environment, with system capacity pressures remaining a key risk. These pressures have affected operational delivery and the pace at which known issues can be addressed. In response, HMPPS has established a coordinated, senior‑led portfolio of change activity to support key reforms and move towards a more sustainable operating position.

Priority areas for strengthening the control environment include effective delivery of major change programmes to address capacity pressures, clearer accountabilities and stronger policy frameworks, prioritised improvement in core operational services, and better alignment and coverage of assurance activity to provide confidence that key risks are being managed.

Progress against agreed management actions will be monitored through established governance and assurance arrangements, including oversight by senior management and the ARAC.

Internal assurance

As well as the GIAA, sources of internal assurance from which the Accounting Officer draws include:

• annual assurance statements from each of the directors covering the key systems for which they are responsible

• a second line assurance function, reviewing operational delivery

• bilateral meetings with the lead non‑executive director to discuss any concerns they may have

• regular reports from managers on the steps they are taking to manage risks in their areas of responsibility including progress reports on key projects

• corporate oversight of high‑value contracts and operational assurance activity to confirm the quality of contractual service delivery

• a report from the Chair of the ARAC

• attendance at the ARAC

The Accounting Officer is supported by an established assurance framework which provides confidence that HMPPS is managing its responsibilities effectively. This framework is based on the recognised model of first, second and third line assurance and is designed to support the Accounting Officer in discharging their responsibilities for risk management, internal control and governance.

Operational management provides the first line of assurance through the delivery of services and the management of risks on a day‑to‑day basis. Second line assurance is provided through central functions, independent from frontline delivery, which take a co‑ordinated and risk‑based approach to oversight across HMPPS services. Third line assurance is provided through independent audit and inspection, including the GIAA and HM Inspectorates.

Assurance from these sources is brought together and reported through established governance structures, including performance committees, enabling senior leadership and the Accounting Officer to oversee performance, identify key risks and take appropriate action where required.

Independent oversight of assurance arrangements

HMPPS is subject to independent external scrutiny and oversight in a number of areas, including by the:

• Parliamentary Public Accounts Committee and Justice Select Committee inquiries, National Audit Office reports (including value for money) and financial audit reports

• HM Chief Inspector of Prisons publications and annual report

• HM Chief Inspector of Probation publications and annual report

• Prisons and Probation Ombudsman

• feedback from the Major Projects Review Group

• Independent Monitoring Board regular reports

• Ofsted reports

• lay observers

Functional standards

Corporate and professional functions play a vital role in HMPPS and are provided centrally by the MoJ to support more effective collaboration, drive efficiency and strengthen the organisation. These include analytical services, commercial, communications, counter fraud, debt, digital, finance, grants, people, project delivery, property and security. The centralised functional leadership model brings together specialists into single unified teams and is in line with operating requirements set through the overarching government functional standards.

The maturity of functions is assessed through regular ‘health checks,’ supported by self‑assessments using Cabinet Office continuous improvement assessment frameworks. HMPPS holds a functional partnership agreement with each of the MoJ functions which sets out our shared objectives and agreed ways of working. These agreements are under regular review as part of continuous improvement to strengthen the functional offer and ensure a high standard of service.

Quality of information

HMPPS recognises the importance of providing the HAB, HLT and sub‑committees with high‑quality information to support effective decision‑making. The Board Secretariat works with teams to ensure papers are clear, consistent and of good quality, using standard templates that highlight risks and resource implications and support appropriate challenge. The structure and content of regular agenda items have been reviewed and improved during the year. The HAB confirmed that the information it received was timely, comprehensive and subject to robust validation arrangements.

Financial delegations

During 2025‑26, following my appointment as Chief Executive Officer in October 2025, the Permanent Secretary issued me with a delegation letter setting out my responsibilities as Accounting Officer for HMPPS, including the conditions under which the agency’s expenditure must be managed. Equivalent delegations were issued to my predecessor at the start of the financial year.

HMPPS operates a scheme of delegation that flows from the Permanent Secretary to the Chief Executive Officer and onwards to budget holders across the organisation, including frontline probation units and public sector prisons. While budgets may be delegated, accountability for their proper use remains with the designated budget holder. Compliance with delegation conditions is monitored through line management arrangements, supported by finance business partners and regular management information. Other specialist finance support may be accessed via the finance business partners as and when required.

The agency operates within departmental and cross‑government spending controls set by HM Treasury, the Cabinet Office and the MoJ. These controls are communicated through the delegation process and reinforced through mandatory training. Additional safeguards are in place to reduce the risk of fraud or error, including system controls within the departmental finance system and appropriate segregation of duties.

Value for money and financial performance

HMPPS ensures it has transparency and control over value for money and financial performance through a variety of control mechanisms. Budget holders are supported in their duties by a team of professional finance business partners who act as critical friends to the business and provide specialist advice as required. Oversight and challenge is achieved through the following arrangements.

Control frameworks

Detailed monthly reporting is given to the HLT on in‑year financial performance against delegated resource and capital budgets. Corrective actions are identified and implemented if required. This is supported by regular meetings I hold with budget holders across the agency on financial performance with clear lines of accountability on budget and commercial delegations. The agency met its financial allocation on both resource and capital in 2025‑26 despite inflationary pressures, increased demand across the system and the challenging operating environment.

Budgets are agreed through an allocation process which requires HLT discussion and approval while reviewing the agency priorities and pressures, including changes in prison and probation population, pay and non‑pay inflation, and ministerial priorities.

Resource and capital budget allocations are aligned to the priorities set out in the department’s Outcome Delivery Plan and are delegated to budget holders in line with our formal processes.

Budgets and in‑year financial performance are approved and regularly monitored by the HAB, informed by timely data and insight produced by the finance function.

Individual decisions for approval by the HLT require exposition of any financial implications including affordability.

The HMPPS Finance Advisory Committee identifies and initiates actions to address any financial and management accounting issues as required.

Formal review and oversight is provided by the ARAC. The HLT continues to focus on improving financial management, to ensure spend is tracked and actively re‑prioritised to maximise opportunities and mitigate risks and pressures while taking the wider MoJ financial position into account. This includes quarterly reviews of in‑year and medium‑term financial plans, and a continued focus on encouraging realistic and accurate forecasting.

Key changes and improvements

The budget framework and financial management of operational budgets have been redesigned so that they continue to support the new area model of delivery in regions which was embedded as part of the One HMPPS programme during 2024‑25.

We continue to focus on capital forecasting, as part of a wider cross‑government focus on ensuring we continue to improve our performance, with planned spending significantly increasing.

We are seeking to improve the cost estimates that inform our business cases for building on existing good practice to ensure we have confidence in our modelling and understanding of financial risk.

As well as the above, I, as HMPPS Accounting Officer, receive formal Accounting Officer advice on all major business cases such as the prison capacity programme and other significant decisions. The advice covers the four Accounting Officer responsibilities of regularity, propriety, value for money and feasibility to ensure that I discharge my responsibilities in line with HM Treasury policy.

Risk management

In 2025‑26, HMPPS continued to develop our risk management maturity through the application of the Orange Book.^{[footnote 11]} To support this, the GIAA checks HMPPS systems and whether they follow the rules, using an agreed audit plan. The plan is reviewed and signed off by the HMPPS Accounting Officer, the HLT and the ARAC.

HMPPS is getting better at understanding and managing the big, connected risks that affect prisons, probation and youth custody. Lack of space remains one of the biggest issues. Prison capacity pressures fluctuated during the year but stabilised at times due to changes to recall rules and planning for the Sentencing Act 2026. Even so, longer-term forecasts still show pressure points. These are driven by the work needed to meet fire safety standards, deterioration across parts of the estate, and staffing risks.

HMPPS is now tracking more major risks than before. New top risks include information and cyber security, and the Long‑Term and High Security Estate (including safety and escape risk). These changes reflect a tougher threat picture: more cyber risk, changes in organised crime and older buildings that make it harder to manage the highest‑risk prisoners. HMPPS also depends on other parts of government and on fast‑changing technology, so it is important to work together and invest in stronger resilience and security.

Risks linked to people and staffing remain high. Recruiting and keeping staff has become harder, especially in probation and some high‑security prisons. Workloads also add pressure and increase risk. HMPPS has made some positive moves, including launching an Independent Review, Resolution and Investigation Service after the Rademaker Review, and continuing leadership and capability programmes. These steps should help tackle concerns about culture, wellbeing and workloads.

Across HMPPS, setting clear limits for how much risk is acceptable, and developing plans (‘flightpaths’) to bring risks down, has helped leaders keep a firmer grip on performance. New work such as the Capacity Delivery Portfolio and the growing Our Future Probation Service Programme also helps teams see how different parts of the system depend on each other, and where action is most needed.

As HMPPS moves into 2026‑27, the focus is on strengthening how it is run and overseen. This includes setting up a Finance, Risk and Performance Committee. The aim is to make sure controls and decisions match both current pressures and expected changes (such as the Sentencing Act 2026), and to support how money is allocated during the year to address the biggest risks.

Information security and assurance

HMPPS is committed to ensuring effective information management and security and is alert to the risks surrounding information assets.

The HMPPS Senior Information Risk Owner (SIRO) continues to form part of the functional and executive agency SIRO board which meets every quarter as an Information and Security Risk Board. This enables active senior monitoring of the department’s key and cross‑cutting security information and personal data risks which have been captured in a department‑wide information and security risk register.

All new SIROs and information asset owners receive training to ensure they are following best practice and Cabinet Office policies. A programme of work continues to review and update security policies and guidance to ensure they are fit for purpose and align with government functional standards.

The MoJ Chief Security Officer oversees the security, information management, data protection and counter fraud divisions of the MoJ. This also includes the responsibility for HMPPS information and security assurance.

The Security and Information Directorate:

• investigates information security‑related incidents when required

• oversees records management on behalf of the HMPPS estate

• sets security and data protection standards for suppliers and partners that HMPPS works with

• provides support to ensure compliance with data protection standards

MoJ information security team

The MoJ’s Cyber Security Strategy, published in October 2023, sets the approach for improving the cyber resilience of critical services across the department. In HMPPS, this is supported through the application of GovAssure, the government cyber assurance framework, to provide assurance over the security of critical services.

Work has continued to address risks associated with legacy technology and complex system environments. A supply chain assurance framework has also been established to strengthen the understanding and management of cyber risks arising from contracts and third‑party suppliers.

Security support is provided across HMPPS to ensure that information and cyber security risks are identified, managed and appropriately controlled, and that assurance is provided to service and contract owners. Cyber risks and key controls are reported to the ARAC to support senior oversight.

Arrangements for managing information and cyber security incidents continue to improve, with strengthened reporting mechanisms and enhanced processes for managing major incidents.

Data protection

All security and personal data‑related incidents are triaged by the data protection team and are reviewed, investigated and reported in a timely manner in line with statutory and departmental requirements.

In October 2024, the Information Commissioner’s Office (ICO) audited three YOIs, focusing on governance and accountability, and information and cyber security. The ICO has now concluded this audit and has recognised the significant progress made across all three youth custodial sites.

There was one significant personal data incident reported to the ICO during 2025‑26.

Date of incident	10 April 2025
Date reported to ICO	16 April 2025
Nature of incident	CCTV footage from a YOI was shared anonymously by email with the governor
Nature of data involved	CCTV footage of an altercation in prison, including images of the data subjects (some of which were children)
Number of people potentially affected	14
Notification steps	The ICO closed their investigation on Wednesday 1 October 2025, taking no further action

Counter fraud, bribery and corruption activity

HMPPS operates a zero tolerance approach to fraud, bribery and corruption. Overall responsibility for counter fraud across the department sits with the MoJ Chief Financial Officer.

Arrangements for counter fraud in HMPPS are aligned with the MoJ Counter Fraud, Bribery and Corruption Centre of Expertise and the relevant Cabinet Office functional standards. Counter fraud activity forms part of the work of the HMPPS Counter Corruption Unit and supports a culture of awareness, clarifies staff responsibilities and provides operational support in response to suspected fraud incidents.

Suspected fraud cases are investigated in line with departmental arrangements, with complex cases referred to the GIAA where appropriate. HMPPS reports fraud and losses in accordance with the requirements of the Government Financial Reporting Manual.

Whistleblowing

HMPPS is committed to maintaining high standards of conduct. The MoJ whistleblowing policy provides clear, confidential routes for raising concerns. In 2025, 72% of staff in the department reported being aware of how to raise a concern under the Civil Service Code (an increase of four percentage points), and 70% were confident that concerns would be investigated appropriately.

The department continues to strengthen arrangements and promote awareness through internal communications, awareness activity, participation in the cross­‑government ‘Speak Up’ campaign and engagement from the whistleblowing champion.

A network of 13 trained nominated officers provides an independent and confidential route for raising concerns, offering impartial advice and support. Officers are trained in the Public Interest Disclosure Act and meet regularly to share good practice.

The department contributes to cross‑government activity to improve whistleblowing arrangements, including a whistleblower experience survey to support continuous improvement and wider learning.

The MoJ reports annually to the Cabinet Office. In 2025‑26, 22 whistleblowing cases were closed across the department and its executive agencies.

Complaints to the Parliamentary and Health Service Ombudsman

The Parliamentary and Health Service Ombudsman addresses complaints made by members of the public, brought to its attention by MPs, where there has been alleged maladministration by government departments and other bodies in their jurisdiction. The Ombudsman’s annual analysis of the complaints it has received for each government department can be found at: www.ombudsman.org.uk

HMPPS’ performance for 2025‑26 is shown below. Where complaints are upheld or partly upheld, we review the case to ensure any learning is identified and improvements are made.

	Number	Percentage
Complaints accepted for investigation	1
Completed investigations	1
Investigations upheld or partly upheld	1	100%
Investigations not upheld	0	0%
Investigations resolved without a finding or discontinued	0	0%

The number of Ombudsman recommendations
Complied with	Not complied with	Total
2	0	2

Environmental sustainability

The Accounting Officer is responsible for ensuring that HMPPS delivers environmental improvements in line with the Greening Government Commitments and relevant sustainability reporting requirements.^{[footnote 12]} These include the Government Financial Reporting Manual 2025‑26, as well as the associated sustainability reporting guidance and Task Force on Climate-Related Financial Disclosures-aligned disclosure guidance.^{[footnote 13]}

Environmental, climate and sustainability risks are integrated into the HMPPS risk management framework, with the principal risk pertaining to climate and sustainability reported quarterly to the ARAC. The ARAC provides scrutiny of performance, expenditure, and risk, supporting assurance to the HAB. The Executive Director for Strategy, Performance and Standards is tasked with overseeing the strategic delivery of environmental initiatives and management of the principal environmental, climate and sustainability risk.

The MoJ and HMPPS Climate Change and Sustainability Unit provides expert leadership, assurance, and oversight to the agency, co‑ordinating all relevant governance activities. The MoJ’s Climate Change and Sustainability Strategy sets the pathway towards a more sustainable organisation.^{[footnote 14]} HMPPS is required to comply with the Greening Government Commitments. As the 2026 to 2030 commitments have not yet been published, the MoJ and HMPPS have extended the 2021 to 2025 targets for an additional year.

Quarterly performance data is analysed and validated externally. Oversight is provided by the MoJ’s Senior Sustainability Board, comprising senior representatives from HMPPS. The MoJ reports annually to the Department for Environment, Food and Rural Affairs on HMPPS progress.

Modern slavery

The MoJ’s commitment to tackling modern slavery in its supply chains is set out in the UK government’s modern slavery statement 2022. The Commercial Directorate continues to embed the identification and management of modern slavery risks across procurement and contract management, in line with Procurement Policy Note (PPN) 009.

Updated in 2025 to reflect the Procurement Act 2023 and Procurement Regulations 2024, PPN 009 continues to underpin MoJ commercial activity. Modern slavery risk is considered across new procurements and existing contracts, supported by proportionate risk assessment and due diligence tools that enhance supply chain visibility and support effective risk management.

Statement of Accounting Officer’s responsibilities

Under the Government Resources and Accounts Act 2000, HM Treasury has directed HMPPS to prepare for each financial year a statement of accounts in the form and on the basis set out in the Accounts Direction.

The accounts are prepared on an accruals basis and must give a true and fair view of the state of affairs of HMPPS and of its income and expenditure, Statement of Financial Position and cash flows for the financial year.

In preparing the accounts, the Accounting Officer is required to comply with the requirements of the Government Financial Reporting Manual and in particular to:

• observe the Accounts Direction issued by HM Treasury, including the relevant accounting and disclosure requirements and apply suitable accounting policies on a consistent basis

• make judgements and estimates on a reasonable basis

• state whether applicable accounting standards as set out in the Government Financial Reporting Manual have been followed and disclose and explain any material departures in the accounts

• prepare the accounts on a going concern basis

• confirm that the annual report and accounts as a whole are fair, balanced and understandable and take personal responsibility for the annual report and accounts and the judgements required for determining that they are fair, balanced and understandable

The Principal Accounting Officer of the MoJ has designated the Chief Executive Officer of HMPPS as Accounting Officer. The responsibilities of an Accounting Officer, including responsibility for the propriety and regularity of the public finances for which the Accounting Officer is answerable, for keeping proper records and for safeguarding the assets of HMPPS, are set out in Managing Public Money published by HM Treasury.

As the Accounting Officer, I have taken all the steps that I ought to have taken to make myself aware of any relevant audit information and to establish that HMPPS’ auditors are aware of that information. So far as I am aware, there is no relevant audit information of which the auditors are unaware.

Conclusion

I am satisfied that I have effective governance arrangements and the necessary policies and procedures in place to provide a sound system of internal control to support HMPPS in delivering its statutory duties and to meet the aims and objectives set by ministers while safeguarding the public funds and assets for which I am personally responsible, in accordance with the responsibilities assigned to me in my letter of delegation and in Managing Public Money.

James McEwen
Chief Executive Officer
22 October 2026

Sustainability report

Scope

Information is prepared in accordance with the Government Financial Reporting Manual 2025‑26, sustainability reporting guidance 2025 to 26 and Task Force for Climate-Related Financial Disclosures‑aligned disclosure application guidance (July 2025).^{[footnote 15]}

Performance

HMPPS tracks its progress against the Greening Government Commitment targets.^{[footnote 16]} These targets came to term in March 2025, which the MoJ and HMPPS have extended to March 2026, while we await confirmation of future government targets. This report shows progress for 2025‑26, against a 2017‑18 baseline. The non‑financial indicators for 2024-25 have been restated to show the full financial year up to March 2025.

Data governance

HMPPS and the MoJ use a structured governance approach to ensure sustainability data, as required by the Greening Government Commitments and HM Treasury guidance, is accurate, transparent and reliable, drawing on internal systems and external suppliers, with quality assurance, clear use of estimations, and explanations of known data gaps. Performance is tracked against a 2017‑18 baseline, with a new 2025‑26 baseline being created for the 2026 to 2030 Greening Government Commitments period. Ongoing improvements to data capture and contract reporting are being implemented and for this reporting year we have brought private prison energy, emissions, water and waste data into scope.

Tackling climate change

Task Force for Climate‑Related Financial Disclosures compliance statement

HMPPS considers environment, climate and sustainability issues a principal risk, and has therefore complied with the Task Force for Climated-Related Financial Disclosures’ recommended disclosures on:

• governance: (a) board oversight and (b) management’s role

• strategy: (a) risks, (b) impacts and (c) resilience

• risk management: (a) identification, (b) management and (c) integration

• metrics and targets: (a) metrics, (b) emissions/risks and (c) targets

Governance: board oversight and management’s role

HMPPS maintains the following governance and management arrangements over climate‑related risks and opportunities.

• Board oversight – Climate‑related risks and opportunities are embedded within the HMPPS risk management framework. A principal climate and sustainability risk is reported quarterly to the Risk Advisory Group and the ARAC, who advise the HAB as required.

• Management’s role – The HMPPS Executive Director for Strategy, Performance and Standards oversees the strategic management of the HMPPS climate and sustainability principal risk and owns the risk to prison services within the UK’s 2023 to 2028 Third National Adaptation Programme (NAP3). The MoJ and HMPPS Climate Change and Sustainability Unit provides functional leadership, expertise and assurance to HMPPS and co‑ordinates climate‑related risk identification, assessment and integration and reporting.

In 2025‑26, we have improved our climate‑related governance and management, completing a deep‑dive review of our climate‑related and sustainability principal risk and reporting to our Risk Advisory Group, HLT and ARAC. We have agreed to develop a new action plan in 2026‑27 with clear improvement roles, responsibilities and accountabilities across HMPPS, alongside measures to maximise the environmental outcome of our financial spend.

Strategy

Risks, opportunities and time horizons

Climate change is increasingly affecting operations, with ongoing scenario analysis assessing physical (chronic and acute) and transition risks and opportunities across short (2030s), medium (2050s) and long‑term (2080s) time frames.

The 2030s (now-2040), 2050s (2041-2060) and 2080s (2061-2100) provide a short, medium and long-term view, and align with common UK climate projection periods and allow comparison of how risks develop over time under different climate scenarios.

• Short term – Represents climate impacts that are already emerging and relevant to current planning and investment decisions.

• Medium term – Aligns with major decarbonisation and adaptation milestones, including the UK’s net zero 2050 target, and when climate risks become more pronounced.

• Long term – Allows assessment of the full long-term impacts of climate change and the divergence between different warming scenarios.

Risk description		Time horizon	HMPPS controls
Acute physical risks	Extreme high temperature – heatwaves pose increased health and safety risks and increase the likelihood of prison violence	Short, medium and long	First climate change risk assessment (CCRA1) Overheating studies Heatwave guidance
	Extreme precipitation – flooding poses disruption to prison and probation operations, threatening capacity and damage to assets	Short, medium and long	CCRA1 Flood risk assessments and business continuity plans
	Severe windstorms – strong winds can interrupt critical local power supply and damage assets	Short, medium and long	CCRA1
	Droughts – prolonged low rainfall can result in water shortages	Short, medium and long	In‑scope for second climate change risk assessment (CCRA2)
	Wildfires – near HMPPS sites pose risk to buildings, security and safety	Short, medium and long	In‑scope for CCRA2
	Long‑term average temperature changes – reduce estate resilience and disrupt HMPPS operations by increasing overheating and health risks, and affecting staff and offender behaviour and wellbeing	Medium to long	In‑scope for CCRA2
Chronic physical risks	Long‑term average precipitation change – reduces estate resilience and HMPPS operations through more frequent flooding and surface water events	Medium to long	In‑scope for CCRA2
	Sea level rise – increased frequency and severity of coastal flooding and erosion threatens coastal assets, causing site closures	Medium to long	CCRA1 Land Use Forum
	Policy and legal – new regulatory requirements increase litigation or enforcement risks, raise asset upgrade and decarbonisation costs, and potentially delay prison expansion or refurbishment where planning, permitting, or environmental standards are not met, affecting capacity and operational resilience	Short, medium and long	Horizon scanning of obligations Cost modelling Net Zero Strategy and Climate Adaption Strategy Sustainable Construction Policy BREEAM ‘excellent’ ratings targeted for prison new builds and expansions
Transition risks	Technology – decarbonisation may require rapid adoption of new, unproven or capital intensive technologies (such as low carbon heating, electrification and digital systems), which disrupt operations during retrofits, significantly increase capital and maintenance costs, expose services to supply chain and skills shortages, and risk reliability issues if technologies are not suited to custodial environments	Short to medium	Piloting technologies in custodial settings (heat pumps, heat networks and electric vehicles) Renewable energy programmes
	Market – market dynamics drive up energy, water, construction and retrofit costs, creating volatile utility prices and supply chain shortages, increasing reliance on scarce skills and materials, and squeezing maintenance and capital budgets, which can delay upgrades, threatening estate resilience and operational capacity	Short to medium	Forward purchasing/hedging of energy supplies Solar power installations Wind feasibility studies District heating connections
	Reputation – if our estate and operations are seen to be poorly managed, unsafe or non‑compliant with climate expectations, it may potentially lead to greater scrutiny, legal challenge and opposition to prison expansion	Short, medium and long	Leadership position taken on climate risk BREEAM ‘excellent’ ratings targeted for prison new builds and expansions

HMPPS has opportunities to improve efficiencies, resilience and wider justice outcomes by:

• reducing resource use to lower operating costs and improving asset performance

• strengthening energy security and cost stability through low carbon energy

• enhancing offender rehabilitation and employability via green upskilling

• improving operational resilience through preventative climate adaptation

• reducing supply chain disruption via sustainability requirements in procurements

Impacts on business, strategy and financial planning

Business and operations

Climate hazards are already disrupting service delivery through flooding and overheating, while decarbonising our buildings and operations will increasingly involve retrofitting our assets. These disruptions affect prisons, increasing the likelihood of asset downtime, temporary closures and increased maintenance. Over time, these impacts are expected to intensify under all pathways where global temperatures increase.

Strategy

Climate change will increasingly shape long‑term strategic decisions, particularly:

• affecting estate configuration, decarbonisation and energy resilience

• management of flood risk and water resilience during acute weather events

• offender and workforce wellbeing during extreme heat

• informing wider justice outcomes such as green upskilling and rehabilitation

Financial planning

HMPPS faces material financial exposure from climate‑related physical and transition risks, with scenario analysis highlighting long‑term costs linked to meeting net zero commitments, managing overheating and flooding climate hazards, and growing market and supply chain volatility.

Next steps for HMPPS include strengthening the use of scenarios in business cases and capital prioritisation, aligning estate and financial strategies to avoidable disruption and long‑term cost, and informing resource decision‑making with ‘invest to avoid’ adaptation cases.

Scenario analysis and resilience

HMPPS has used scenario analysis to better understand our risk against two climate futures:

• a lower warming 2°C pathway with early, orderly mitigation and management of risks

• a higher warming 4°C pathway characterised by delayed action, significantly higher physical risks, greater disruption and increased long‑term cost pressures

Ongoing analysis indicates that:

• across both pathways, risks rise in the near term, with the 2030s representing the peak pressure period as transition delivery, cost escalation and climate hazards coincide

• under a lower warming pathway, early investment and disciplined delivery enable risks to ease after the transition peak, improving long‑term resilience and value for money

Next steps for 2026‑27 include using the scenario outputs to inform property investment decisions, building scenario thinking into business continuity and programme governance, and developing metrics that can track the operational impacts of heat extremes and flooding.

Risk management

Ongoing risk identification and assessment

In-depth assessments, such as our climate change risk assessment, flood risk assessments, scenario analysis, risk deep dives, climate change research and modelling, are all used to inform our climate-related and sustainability transition principal risk. Climate-related risk significance is scored using the MoJ/HMPPS risk severity and likelihood definitions, as used within the HMPPS risk management system, enabling a direct comparison to other principal risks.

Risk management

The climate-related and sustainability principal risk is managed using the established HMPPS processes and framework, which is aligned to the Orange Book, as explained in the risk analysis section in the performance report.

Overall integration

Climate‑related risks are integrated into the HMPPS principal risk management processes and reporting framework, reviewed and reported quarterly to the Risk Advisory Group and ARAC. In addition, climate‑related risks are accounted for and embedded within key programmes (prison expansion) and business continuity planning (flood risk).

Looking forward to 2026‑27, we will be conducting our second climate change risk assessment (identifying the risks to our estate and operations using the latest climate projections and scenarios), mobilising for the next UK National Adaptation Programme (NAP4) and drafting climate risk reduction objectives for the 2028 to 2033 delivery plan.

Targets and metrics

Mitigating climate change: working towards net zero 2050

HMPPS has reduced overall emissions from the 2017‑18 baseline, but progress remains insufficient to meet targets, largely due to estate capacity constraints, security requirements and maintenance backlogs, which together limit our ability to retrofit buildings at the scale and pace required.

Through 2025‑26, we have been establishing a new performance baseline, against which future progress can be compared, resulting in the inclusion of private prison energy use and emissions, improved data health and the addition of oil consumption data used in our temporary heating plant. Consequently, our performance now shows only a 9% reduction in overall emissions versus target, compared to the previous year’s annual report and accounts which stated a 21% reduction. In 2025‑26, action focused on:

• strengthening environmental assessment of capital investment

• reframing our risks to target energy inefficiencies and supply resilience

• working to unblock power connections, fleet electrification and funding challenges

• co‑ordinating heat network opportunities and securing Department for Energy Security and Net Zero funding for heat network efficiency works and prison expansion energy saving interventions

• delivering window, LED, solar and heat recovery and optimisation projects

• feasibility proposals for wind projects

Next steps for 2026‑27 include refreshing our emissions reduction plans, strengthening internal policies and standards, and maturing a multi‑year programme to target the highest value carbon reduction opportunities.

Adaptation and resilience to climate change

HMPPS has not yet established formal objectives or targets for adaptation. HMPPS currently has adaptation commitments under the Third National Adaptation Programme (NAP3), which comes to term in 2028. Government has committed to setting stronger measurable adaptation objectives and delivery plans through the Fourth National Adaptation Programme (NAP4) 2028 to 2033, and HMPPS and MoJ will be inputting into these through 2026-27.

HMPPS has made progress in strengthening climate resilience. In 2025 to 26, we:

• further developed our evidence base by conducting flood risk assessments

• developed partnerships with academia to understand the impacts of overheating

• developed a MoJ and HMPPS Climate Resilience Plan

• piloted climate resilience interventions including sustainable drainage systems

Next steps for 2026‑27 include continuing to embed adaptation considerations across policies, standards and processes, furthering the implementation of interventions, continuing to improve our understanding of climate risk which will inform the MoJ’s second climate change risk assessment, and informing the development of NAP4.

Case study: Sustainable drainage systems at HMP Hollesley Bay

Sustainable drainage systems were installed at temporary accommodation units at HMP Hollesley Bay, as part of the planning application to make the units a permanent feature. The below ground drainage works manage surface water run‑off by mimicking natural processes – slowing, storing and infiltrating water close to its source rather than rapidly piping it away. The completed sustainable drainage system enabled planning compliance, the long‑term use of accommodation units, and more sustainable and efficient management of water at the prison.

Table 1: Performance against climate‑related targets

Greening Government Commitments‑aligned targets	Deadline	2025‑26 performance	Target achieved
Reduce overall greenhouse gas emissions by 41% from the 2017‑18 baseline	March 2026	-9%	No
Reduce direct greenhouse gas emissions by 23% from the 2017‑18 baseline	March 2026	+24%	No
Ensure 100% of the car and van fleet is zero emission by 2027	December 2027	6%	No
Reduce domestic business flight emissions by 30% from the 2017‑18 baseline	March 2026	-89%	Yes

Table 2: Non‑financial, financial and risk climate‑related metrics

Climate‑related metrics	2017‑18 baseline	2024‑25 (restated)	2025‑26 performance
Non‑financial indicators
Scope 1 emissions (direct) (tCO2e)	155,192	153,833	219,072
Scope 2 emissions (energy indirect) (tCO2e)	120,552	70,312	92,046
Scope 3 business travel emissions (tCO2e)	6,845	9,026	12,592
Total emissions (tCO2e)[footnote 17]	282,589	233,171	323,710
Electricity consumption (MWh)	342,770	339,259	351,908
Renewables on site (MWh)	29	1,660	1,611
Natural gas consumption (MWh)	748,520	703,261	829,973
Other energy sources (MWh)	37,999	81,111	119,496
Total energy use (MWh)	1,129,318	1,125,291	1,302,988
Financial indicators (£)
Electricity purchased (£million)	N/A	£91m	£82m
Natural gas purchased (£million)	N/A	£50m	£44m
Other energy sources purchased (£million)	N/A	£10m	£10m
Total gross expenditure on energy (£million)	£69m	£151m	£136m
Climate‑related risks
Percentage of prisons at high or very high risk of flooding – present day[footnote 18]	N/A	N/A	89%
Percentage of prisons at high or very high risk of flooding – future 4°C warming scenario[footnote 18]	N/A	N/A	90%
Percentage of probation sites at high or very high risk of flooding – present day[footnote 18]	N/A	N/A	35%
Percentage of probation sites at high or very high risk of flooding – future 4°C warming scenario[footnote 18]	N/A	N/A	43%
Percentage of prisons sites at high or very high risk of overheating – 2°C warming scenario, 2020 to 2039	N/A	71%	71%
Percentage of prisons sites at high or very high risk of overheating – 4°C warming scenario, 2020 to 2039	N/A	98%	98%
Percentage of probation sites at high or very high risk of overheating – 2°C warming scenario, 2020 to 2039	N/A	25%	25%
Percentage of probation sites at high or very high risk of overheating – 4°C warming scenario, 2020 to 2039	N/A	100%	100%
Operational energy use intensity (kWh/m2/year)	N/A	258	248
Operational carbon emission intensity (kgCO2e/m2/year)	N/A	54	50
Percentage of car/van fleet ultra‑low emission vehicle	0%	13%	13%
Percentage of car/van fleet zero emission at tailpipe	0%	5%	6%
Percentage of HMPPS assets reliant on coal heating	N/A	0.2%	0.2%
Percentage of assets reliant on oil heating	N/A	7%	7%
Percentage of assets reliant on liquified petroleum gas	N/A	1%	1%

Minimising waste and promoting resource efficiency

Over 100 prisons have dedicated recycling centres, where more than 1,000 prisoners work sorting, preparing for reuse and recycling waste, which saves the taxpayer over £4.5 million per year.^{[footnote 19]} National refurbishment schemes, including a TV repair programme that has repaired over 30,000 televisions, have delivered a further £1.2 million in savings since inception. In 2025‑26, there was expansion in the prison estate, which included the opening of HMP Millsike. Notably, for the first time, all private prisons operating within the estate provided waste data. Even with these additional pressures, the total waste tonnage has decreased and the percentage of waste recycled has increased compared to the figures from 2024‑25. In 2026‑27, recycling pilots will be expanded to deliver additional savings and meaningful prisoner activity.

Table 3: Performance against waste and resource efficiency targets

Waste targets	Deadline	2025‑26 performance	Target achieved
Reduce the overall waste generated by 15% from the 2017‑18 baseline	March 2026	-1%	No
Reduce waste going to landfill to less than 5% of overall waste	March 2026	3%	Yes
Increase the proportion of waste recycled or reused to at least 70% of overall waste	March 2026	57%	No

The table below presents absolute values (in metric tonnes) for waste generated across the estate by category, covering both administrative and operational activities.

Table 4: Waste generation and disposal metrics 2025‑26

Waste metrics[footnote 20]	2017‑18 baseline	2024‑25 restated[footnote 21]	2025‑26 performance
Waste recycled (tonnes)	20,851	16,971	19,675
Total waste composted / food waste (tonnes)	–	4,292	4,111
Waste incinerated with energy recovery (tonnes)	14,440	18,572	14,882
Waste incinerated without energy recovery (tonnes)	21	618	405
Waste to landfill (tonnes)	5,337	1,255	1,091
Total waste arising (tonnes)	40,649	41,708	40,164

Case study: Prison TV Repair Programme

We have reduced the price of prisoner in‑cell televisions from £101 to £77, reflecting smarter procurement and the expansion of the national Prison TV Repair Programme, which extends the life of existing prison TVs and reduces the demand for new TVs. There are currently six prison TV repair workshops in operation with 80 prisons actively using the service. In 2025‑26, more than 11,000 TVs have been repaired, saving over £300,000 in avoided procurement and preventing the release of almost 300 tonnes of embodied carbon emissions. The programme also provides purposeful employment and technical skills to around 60 prisoners, supporting rehabilitation and reducing reoffending on release.

Reducing our water use

We have strengthened our water efficiency programme to reduce water consumption and save money across the estate. A data‑led approach using smart meters and detailed analysis has enabled us to identify priority sites with abnormal water use, enabling targeted leak detection and repair at multiple sites. This work has delivered significant cost savings exceeding £4 million in annualised avoided costs and water savings of 800,000m3 in 2025‑26, and led to the project receiving a Government Impact Award for the programme.

Table 5: Performance against water use targets

Water target	Deadline	2025‑26 performance	Target achieved
Reduce water consumption by at least 8% from the 2017‑2018 baseline	March 2026	+14%	No

Table 6: Water use and financial metrics 2025‑26

Water metrics	2017‑18 baseline	2024‑25 restated[footnote 22]	2025‑26
Non‑financial indicators (m3)
Water consumption	9,543,928	9,929,650	10,187,737
Financial indicators (£)
Water supply costs	£23 million	£31 million	£37 million

Nature

Specific nature‑related achievements in 2025‑26 are listed below.

• HMP Standford Hill was successful in a woodland creation offer.

• HMP Eastwood Park won the MoJ Nature and People Award for best practice due to their site‑wide holistic approach to grounds management and demonstrative leadership.

• Prisons continue to support habitat creation and green skills hedge‑whip growing, and HMP Bullingdon initiated a plug plant nursery for future habitat schemes.

• Community payback ran a successful pilot with the Environment Agency, utilising unpaid work sentences to maintain community flood alleviation schemes.

• The Design Principles for Prison Landscapes were published in partnership with the University of Birmingham, detailing how custodial environments can maintain prison safety while best capturing the multiple benefits of nature into operations.

• HMP Leyhill has commenced the creation of a large area to the south of the prison to deliver the biodiversity net gain planning requirements of the prison expansion, using this opportunity to deliver prisoner vocational training in rural skills and tractor driving.

Case study: HMP Kirkham and the sustainable farming incentive

HMP Kirkham operates a 40‑hectare prison farm of native livestock and grazing, permanent grassland and hedgerows. In December 2025 the prison entered a three‑year sustainable farming incentive agreement with the Department for Environment, Food and Rural Affairs, which supports land managers to deliver environmental benefits alongside food production: improving resilience, biodiversity and soil condition while providing reliable income. The agreement demonstrates how the prison estate can successfully combine sustainable land management, skills development and secure revenue alongside the normal prison regime.

Remuneration and staff report

Remuneration policy

The remuneration of senior civil servants is set by the Prime Minister following independent advice from the Review Body on Senior Salaries.

In reaching its recommendations the review body is to have regard to the following considerations:

• the need to recruit, retain and motivate suitably able and qualified people to exercise their different responsibilities

• regional and local variations in labour markets and their effects on the recruitment and retention of staff

• government policies for improving the public services including the requirement on departments to meet the output targets for the delivery of departmental services

• the funds available to departments as set out in the government’s departmental expenditure limits

• the government’s inflation target

The review body takes account of the evidence it receives about wider economic considerations and the affordability of its recommendations.

Further information about the work of the Review Body on Senior Salaries can be found at: www.gov.uk/government/organisations/review-body-on-senior-salaries.

Service contracts

The Constitutional Reform and Governance Act 2010 requires Civil Service appointments to be made on merit on the basis of fair and open competition. The Recruitment Principles published by the Civil Service Commission specify the circumstances when appointments may be made otherwise.

Unless otherwise stated below, the officials covered by this report hold appointments which are open‑ended. Early termination, other than for misconduct, would result in the individual receiving compensation as set out in the Civil Service Compensation Scheme.

Further information about the work of the Civil Service Commission can be found at:
https://civilservicecommission.independent.gov.uk

Remuneration

The following sections provide details of the remuneration and pension interests of the most senior management of HMPPS (that is, members of the HAB).

Salary

‘Salary’ includes the gross salary, overtime, reserved rights to London weighting or London allowances, recruitment and retention allowances, and any other allowance to the extent that it is subject to UK taxation. This report is based on accrued payments made by HMPPS and recorded in these accounts.

Taxable benefits

Taxable benefits include all benefits in kind and taxable cash benefits. The monetary value of benefits in kind covers any benefits provided by HMPPS and treated by HM Revenue and Customs as a taxable emolument. Benefits recognised relate to travel and subsistence. Benefits in kind are an estimate, as the final value is to be agreed between the Secretary of State for Justice and HM Revenue and Customs.

Bonuses

Directors’ bonuses are determined by the MoJ SCS pay committees – chaired by the MoJ Permanent Secretary for SCS1 and SCS2. Bonuses for SCS3 are determined by the Permanent Secretary in line with the SCS Pay Practitioners Guide.

Working within the set parameters for the management of senior level pay, an individual can only be awarded a bonus if they have exceeded at least one finance and efficiency objective.

Bonuses are based on performance levels attained and are made as part of the appraisal process.

Bonus payments made in 2025‑26 are for bonuses awarded in both 2024‑25 and 2025‑26. Bonus payments made in 2024‑25 are for bonuses awarded in both 2023‑24 and 2024‑25.

Pension benefits

The value of pension benefits accrued during the year is calculated as 20 times the real increase in pension plus the real increase in any lump sum less the contributions made by the individual. The real increases exclude increases due to inflation or any increases or decreases due to a transfer of pension rights.

Total remuneration (audited)

Officials			2025‑26					2024‑25
	Total amount of salary and fees £’000	All taxable benefits (to nearest £100)	Bonus payments £’000	Pension related benefits (to nearest £1,000)	Total £’000	Total amount of salary and fees £’000	All taxable benefits (to nearest £100)	Bonus payments £’000	Pension related benefits (to nearest £1,000)	Total £’000
Amy Rees[footnote 23] Director General Chief Executive Officer (until 14 April 2025)	5‑10 (annualised 175‑180)	400	10‑15	1,000	20‑25	175‑180	40,200	15‑20	25,000	255‑260
Phil Copple Director General Operations (until 31 March 2025) Interim Director General Chief Executive Officer (from 1 April 2025 to 12 October 2025)	95-100 (annualised 180-185)	–	10-15	33,000	140-145	175-180	–	15-20	128,000	320-325
James McEwen Director General Chief Executive Officer (from 13 October 2025)	80-85 (annualised 175-180)	–	0-5	43,000	125-130	N/A	N/A	N/A	N/A	N/A
Michelle Jarman‑Howe Interim Director General Operations (from 1 April 2025)	155‑160	–	15‑20	219,000	390‑395	N/A	N/A	N/A	N/A	N/A
Ed Cornmell Executive Director, YCS (until 8 June 2025)	25-30 (annualised 125-130)	–	5-10	9,000	35-40	125-130	–	–	75,000	200-205
Sonia Brooks Interim Executive Director, YCS (from 18 June 2025 to 21 September 2025)	30‑35 (annualised 120‑125)	–	–	35,000	65‑70	N/A	N/A	N/A	N/A	N/A
Alison Clarke Executive Director, YCS (from 22 September 2025)	70-75 (annualised 130-135)	–	–	77,000	145-150	N/A	N/A	N/A	N/A	N/A
Paul Henson[footnote 24] MoJ Director, Finance Business Partnering – Interim (from 10 March 2025)	105‑110	–	0‑5	41,000	150‑155	5‑10 (annualised 100‑105)	–	–	2,000	5‑10
Louise Alexander[footnote 25] People Director, HMPPS (from 29 July 2024)	130‑135	–	5‑10	52,000	185‑190	85‑90 (annualised 125‑130)	–	–	35,000	120‑125

Both this table and the pension benefits table on in the performance report show directors and their relevant posts throughout the 2024‑25 and 2025‑26 financial years. Changes from 1 April 2026 onwards are described in the corporate governance report in the performance report.

Accrued pension benefits included in this table for any individual affected by the Public Service Pensions Remedy have been calculated based on their inclusion in the legacy scheme for the period between 1 April 2015 and 31 March 2022, following the McCloud judgement. The Public Service Pensions Remedy applies to individuals who were members, or eligible to be members, of a public service pension scheme on 31 March 2012 and were members of a public service pension scheme between 1 April 2015 and 31 March 2022. The basis for the calculation reflects the legal position that impacted members have been rolled back into the relevant legacy scheme for the remedy period and that this will apply unless the member actively exercises their entitlement on retirement to decide instead to receive benefits calculated under the terms of the alpha scheme for the period from 1 April 2015 to 31 March 2022.

Fair pay disclosures (audited)

Reporting bodies are required to disclose the relationship between the remuneration of the highest paid director in their organisation and the lower quartile, median and upper quartile remuneration of the organisation’s workforce. Within the tables, salaries for agency staff that have a day rate over a certain threshold are reported at the actual rate paid to that agency worker and have not been annualised.

Percentage change from previous year in total salary and bonuses for the highest paid director and the staff average

		2025‑26		2024‑25
	Total salary	Bonus payments	Total salary	Bonus payments
Staff average	9%	21%	6%	-21%
Highest paid director	3%	-24%	9%	-6%

Ratio between the highest paid director’s total remuneration and the pay and benefits of employees in the lower quartile, median and upper quartile

	Lower quartile	Median	Upper quartile
2025‑26	6.1:1	5.2:1	4.3:1
2024‑25	7.8:1	6.5:1	5.5:1

Lower quartile, median and upper quartile for staff pay for salaries and total pay and benefits

		Lower quartile		Median		Upper quartile
	2025‑26	2024‑25	2025‑26	2024‑25	2025‑26	2024‑25
Salary component of total pay and benefits	29,106	27,670	29,611	28,472	37,679	35,130
Total pay and benefits	32,256	29,657	38,109	35,702	45,743	41,975

The banded annualised remuneration of the highest paid director in HMPPS in 2025‑26 was £195,000 to £200,000 (2024‑25: £230,000 to £235,000). This was 5.2 times (2024‑25: 6.5) the median remuneration of the workforce, which was £38,109 (2024‑25: £35,702). The decrease in the highest paid director’s remuneration is due to a change in personnel and an associated decrease in benefits in kind.

No employees received remuneration in excess of the highest paid director in either 2025‑26 or 2024‑25. Remuneration ranged from £20,000-£25,000 to £195,000‑£200,000 (2024‑25: £25,000‑£30,000 to £230,000‑£235,000).

For the purposes of fair pay disclosures, total remuneration includes salary, non‑consolidated performance‑related pay and benefits in kind. It does not include severance payments, employer pension contributions and the cash equivalent transfer value of pensions.

In 2024‑25, pay deals were implemented for HMPPS employees. The Prison Service pay award was implemented for 2025‑26 on the recommendations of the Prison Service Pay Review Body with effect from 1 April 2025, following approval from HM Treasury and ministers. At 31 March 2026, negotiations regarding the Probation Service pay award for 2025‑26 remained ongoing and the award had not been formally agreed. Subsequent to the reporting date, agreement was reached and as negotiations were sufficiently advanced at 31 March 2026 to permit a reliable estimate of the obligation, an accrual has been recognised in the financial statements. The implementation of the pay awards in 2025‑26 increased average staff remuneration.

Non‑executive directors’ remuneration (audited)

			2025‑26			2024‑25
	Fees (excluding bonuses paid) £’000	All taxable benefits (to nearest £100)	Bonus payments £’000	Fees (excluding bonuses paid) £’000	All taxable benefits (to nearest £100)	Bonus payments £’000
Nick Campsie[footnote 26] Non‑Executive Director (until 20 March 2025) Interim Lead Non‑Executive Director (from 21 March 2025 to 18 November 2025) Lead Non‑Executive Director (from 19 November 2025)	15‑20	–	–	10‑15	–	–
Jonathan Flory Non‑Executive Director	15‑20	–	–	15‑20	–	–
Rommel Moseley Non‑Executive Director	10‑15	–	–	10‑15	–	–
Mark Lloyd Non‑Executive Director (from 1 October 2025)	5-10 (annualised 10-15)	200	–	N/A	N/A	N/A
Dame Glenys Stacey Non‑Executive Director (from 19 May 2025)	10‑15 (annualised 10‑15)	200	–	N/A	N/A	N/A

Pension benefits (audited)

Cash equivalent transfer value

A cash equivalent transfer value (CETV) is the actuarially assessed capitalised value of the pension scheme benefits accrued by a member at a particular point in time. The benefits valued are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. A CETV is a payment made by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued as a consequence of their total membership of the pension scheme, not just their service in a senior capacity to which disclosure applies.

The figures include the value of any pension benefit in another scheme or arrangement which the member has transferred to the Civil Service pension arrangements. They also include any additional pension benefit accrued to the member as a result of them buying their own additional pension benefits at their own cost.

CETVs are calculated in accordance with The Occupational Pension Schemes (Transfer Values) (Amendment) Regulations 2008 and do not take account of any actual or potential reduction in benefits resulting from Lifetime Allowance Tax which may be due when pension benefits are taken.

CETV figures are calculated using the guidance on discount rates for calculating unfunded public service pension contribution rates that was extant at 31 March 2026. HM Treasury last published updated guidance on 27 April 2023. This guidance has been used in the calculation of 2025‑26 CETV figures.

Real increase in CETV

This reflects the increase in CETV that is funded by the employer. It does not include the increase in accrued pension benefit due to inflation or contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement), and uses common market valuation factors for the start and end of the period.

Officials	Accrued pension at pension age as at 31 March 2026 and related lump sum £’000	Real increase in pension and related lump sum at pension age £’000	CETV at 31 March 2026 £’000	CETV at 31 March 2025 £’000	Real increase in CETV £’000	Employer contribution to partnership pension account Nearest £100
Amy Rees[footnote 27] Director General Chief Executive Officer (until 14 April 2025)	N/A	N/A	N/A	N/A	N/A	1,000
Phil Copple Director General Operations (until 31 March 2025) Interim Director General Chief Executive Officer (from 1 April 2025 to 12 October 2025)	85‑90 plus lump sum of 210‑215	0‑2.5	1,954	1,859	22	N/A
James McEwen Director General Chief Executive Officer (from 13 October 2025)	70‑75	0‑2.5	1,208	1,157	27	N/A
Michelle Jarman‑Howe Interim Director General Operations (from 1 April 2025)	60‑65 plus lump sum of 150‑155	10‑12.5 plus lump sum of 20‑22.5	1,402	1,128	204	N/A
Ed Cornmell Executive Director, YCS (until 8 June 2025)	45‑50 plus lump sum of 115‑120	0‑2.5	978	966	5	N/A
Sonia Brooks Interim Executive Director, YCS (from 18 June 2025 to 21 September 2025)	40‑45 plus lump sum of 105‑110	0‑2.5 plus lump sum of 2.5‑5	838	801	28	N/A
Alison Clarke Executive Director, YCS (from 22 September 2025)	50‑55 plus lump sum of 125‑130	2.5‑5 plus lump sum of 5‑7.5	1,147	1,055	68	N/A
Paul Henson MoJ Director, Finance Business Partnering – Interim (from 10 March 2025)	20‑25	0‑2.5	291	256	20	N/A
Louise Alexander People Director, HMPPS (from 29 July 2024)	35‑40	2.5‑5	553	494	34	N/A

Accrued pension benefits included in this table for any individual affected by the Public Service Pensions Remedy have been calculated based on their inclusion in the legacy scheme for the period between 1 April 2015 and 31 March 2022, following the McCloud judgement. The Public Service Pensions Remedy applies to individuals who were members, or eligible to be members, of a public service pension scheme on 31 March 2012 and were members of a public service pension scheme between 1 April 2015 and 31 March 2022. The basis for the calculation reflects the legal position that impacted members have been rolled back into the relevant legacy scheme for the remedy period and that this will apply unless the member actively exercises their entitlement on retirement to decide instead to receive benefits calculated under the terms of the alpha scheme for the period from 1 April 2015 to 31 March 2022.

There were no employer contributions to the Local Government Pension Scheme (LGPS) in relation to HMPPS directors.

Civil Service pensions

Pension benefits are provided to employees of HMPPS (excluding LGPS members) through the Civil Service pension arrangements. Before 1 April 2015, civil servants participated in the Principal Civil Service Pension Scheme (PCSPS). The PCSPS has four sections: three providing benefits on a final salary basis (classic, premium or classic plus) with a normal pension age of 60, and one providing benefits on a whole career basis (nuvos) with a normal pension age of 65. From 1 April 2015 a new pension scheme for civil servants was introduced – the Civil Servants and Others Pension Scheme or alpha, which provides benefits on a career average basis. All newly appointed civil servants, and the majority of those already in service, joined the new scheme.

The PCSPS and alpha are unfunded statutory schemes with both employees and employers making contributions. Employee contributions are salary dependent and range between 4.6% and 8.05%. The balance of the cost of benefits in payment is met by monies voted by Parliament each year. Pensions in payment are increased annually in line with the pensions increase legislation.

In alpha, pension builds up at a rate of 2.32% of pensionable earnings each year, with the total amount accrued being adjusted annually in line with a pension increase rate set by HM Treasury.

Members may opt to give up (commute) pension for a lump sum up to the limits set by the Finance Act 2004. All members who switched to alpha from the PCSPS had their PCSPS benefits ‘banked’, with those with earlier benefits in one of the final salary sections of the PCSPS having those benefits based on their final salary when they leave alpha.

The accrued pension figures quoted in this report are the pension the member is entitled to receive when they reach normal pension age, or immediately on ceasing to be an active member of the scheme if they are already at or over normal pension age. Normal pension age is 60 for members of classic, premium, and classic plus, 65 for members of nuvos, and the higher of 65 or state pension age for members of alpha.

The pension figures in this report show pension earned in the PCSPS or alpha. Where a member has benefits in both the PCSPS and alpha, the figures show the combined value of their benefits in the two schemes but note that the constituent parts of that pension may be payable from different ages.

When the government introduced new public service pension schemes in 2015, there were transitional arrangements which treated existing scheme members differently based on their age. Older members of the PCSPS remained in that scheme, rather than moving to alpha. In 2018, the Court of Appeal found that the transitional arrangements in the public service pension schemes unlawfully discriminated against younger members.

As a result, steps have been taken to remedy those 2015 reforms, making the pension scheme provisions fair to all members. The Public Service Pensions Remedy was made up of two parts.^{[footnote 28]} The first part closed the PCSPS on 31 March 2022, with all active members becoming members of alpha from 1 April 2022. The second part removed the age discrimination for the remedy period, between 1 April 2015 and 31 March 2022, by moving the membership of eligible members during this period back into the PCSPS on 1 October 2023. This is known as ‘rollback’.

For members who were in scope of the Public Service Pensions Remedy, the calculation of benefits for the purpose of calculating CETV and a single total figure of remuneration has been rolled back into the PCSPS. In due course, members will be given the option to decide whether that period should count towards PCSPS or alpha benefits.

The partnership pension account is an occupational defined contribution pension arrangement which is part of the Legal & General Mastertrust. The employer makes a basic contribution of between 8% and 14.75%, depending on the age of the member. The employee does not have to contribute but, where they do make contributions, the employer matches these up to a limit of 3% of pensionable salary, in addition to the employer’s basic contribution. Employers also contribute a further 0.5% of pensionable salary to cover the cost of centrally provided risk benefit cover (death in service and ill health retirement).

Further details about the Civil Service pension arrangements can be found at the website www.civilservicepensionscheme.org.uk.

Local Government Pension Scheme

The scheme is administered under the Local Government Pension Scheme (LGPS) 2014. Under the LGPS 2014 scheme the pension added for each member, each year, is based on 1/49th of their earnings (1/98th if they opted to be a member of the 50/50 section of the scheme). Individual pension accounts are increased each year by the Consumer Price Index up to retirement, providing a career average revalued earnings pension.

This is a change from the LGPS 2008 scheme, under which benefits accrue at the rate of 1/60th of the pensionable salary for service from 1 April 2008 with no automatic lump sum. For pensionable service up to 31 March 2008, benefits accrued at the rate of 1/80th of pensionable salary for each year of service. In addition, a lump sum of three times the annual pension is payable on retirement.

For the 12 months to 31 March 2026, HMPPS paid employer pension contributions of £490.2 million to the PCSPS and £200.9 million to Greater Manchester Pension Fund (LGPS). Further details of these schemes and related costs and liabilities are in Note 18 to the accounts.

Staff costs, numbers and composition

The following sections are included to satisfy parliamentary reporting and accountability requirements.

Staff costs (audited)

	2025‑26	2024‑25
	£’000	£’000
Permanent staff – wages and salaries	2,703,711	2,537,983
Permanent staff – social security costs	366,061	274,955
Permanent staff – pension costs	595,148	602,211
Agency staff costs	43,043	38,249
Departures and severance payments	27,584	27,347
Inward secondments	5,000	4,756
Sub‑total	3,740,547	3,485,501
Recoveries in respect of outward secondments	(4,924)	(6,178)
Total net costs	3,735,623	3,479,323

Pension costs (audited)

Details of pension costs and associated balances are in Note 18 to the accounts.

Consultancy costs

Expenditure on consultancy was £1.4 million in 2025‑26 (2024‑25: £1.6 million). Consultancy services were engaged where specialist skills were not available internally or where independent assurance was required.

Agency costs

Agency costs have reduced across the Probation Service where permanent staff are now in position. There has been an increase in relation to the provision of escort services by operational agency staff. These escorts are a requirement for project work taking place within a prison environment.

Senior Civil Service (SCS) salaries

The following table shows the number of substantive SCS staff employed by HMPPS by salary bands as at 31 March 2026. Salary ranges represent full‑time equivalent (FTE), and bonuses are not included.

Employees	March 2026	March 2025
SCS 3 (£170,000 to £179,000)	1	2
SCS 2 (£110,000 to £159,000)	18	16
SCS 1 (£80,000 to £119,000)	36	39

Staff numbers (audited)

The average number of FTE people, including senior management, employed during the year was as follows:

			2025‑26			2024‑25
	Permanently employed staff	Other	Total	Permanently employed staff	Other	Total
Directly employed	64,496	–	64,496	64,824	–	64,824
Other	–	887	887	–	957	957
Total	64,496	887	65,383	64,824	957	65,781

Reporting of Civil Service and other compensation schemes – exit packages (audited)

Redundancy and other departure costs have been paid in accordance with the provisions of the Civil Service Compensation Scheme: a statutory scheme made under the Superannuation Act 1972. Where HMPPS has agreed early retirements, the additional costs are met by HMPPS and not by the PCSPS. Ill‑health retirement costs are met by the pension scheme and are not included in the table below.

			2025‑26			2024‑25
Exit package cost and band	Number of compulsory redundancies	Number of other departures agreed	Total number of exit packages by cost band	Number of compulsory redundancies	Number of other departures agreed	Total number of exit packages by cost band
Less than £10,000	–	183	183	–	196	196
£10,001 – £25,000	–	96	96	–	104	104
£25,001 – £50,000	–	101	101	–	83	83
£50,001 – £100,000	–	221	221	–	242	242
£100,001 – £150,000	–	28	28	–	35	35
More than £150,000	–	9	9	–	4	4
Total number of exit packages	–	638	638	–	664	664
Total cost of exit packages (£’000)	–	26,831	26,831	–	27,275	27,275

Exit costs are accounted for in full within the departures and severance costs table in the year in which the exit package is confirmed. These costs reflect an element of pension costs which crystallise on confirmation of departure.

In 2025‑26, the figures include the costs of departures for HMPPS staff members leaving under a voluntary departure scheme. Where HMPPS has early retirements, with agreed employer‑funded top‑up for early access to pensions, the employer top‑up costs are met by HMPPS alongside compensation for loss of office. In the interests of transparency, the figures within the above table include the employer top‑up costs payable by HMPPS. The total cost to HMPPS will therefore be higher than the amounts received by individuals.

Voluntary departure schemes also ran in 2024‑25 and are included in the comparative figures in the table above.

Also included in the table above within ‘other departures agreed’ are efficiency departure exit packages. Efficiency departures are authorised in the interests of the continued efficiency of the service and the wellbeing of the individual, under section 6.3 of the Civil Service Management Code.

Professional standards and behaviour

In the 2025 People Survey, 12% of HMPPS staff indicated that they had experienced bullying and/or harassment (12% in 2024). This compares with 8% in the Civil Service as a whole. 49% said they had reported the behaviour (up one percentage point), while 25% said appropriate action was taken (up two percentage points).

In the same survey, 13% of staff reported in 2025 that they had experienced discrimination (up one percentage point), compared with 7% in the Civil Service as a whole. The most common types of discrimination reported are related to disability, mental health, age, gender, grade, working pattern and ethnicity.

The complex and challenging nature of our operational environment affects the nature and prevalence of unacceptable behaviour in ways that share similarities with other public sector uniformed services. This leads to disproportionately high levels of reporting compared with other Civil Service departments whose environments and cultures differ from those of HMPPS. This is unacceptable and we are committed to making meaningful, lasting change.

In 2023, HMPPS commissioned MoJ Non‑Executive Director, Jennifer Rademaker, to review its approach to improving professional standards and tackling bullying, harassment and discrimination. The HMPPS Professional Standards Review was published on 6 May 2025 and made 12 recommendations for change, to improve our approach, improve confidence among our staff in speaking out and help quicken the pace of change towards a more positive culture.^{[footnote 29]} HMPPS accepted all the recommendations, and the following sections outline some of the actions taken in response.

In response to the Professional Standards Review, our new Independent Review, Resolution and Investigation Service (IRRIS) launched in January 2026, building on the work done by the Tackling Unacceptable Behaviours Unit over the previous five years, including continuing the provision of a helpline for staff, mediation, climate assessments and investigations.

IRRIS operates our interim grievance process which enables staff to raise a grievance about bullying, harassment, discrimination or victimisation directly to the team, who will ensure that the grievance is considered fairly by someone suitably experienced and independent.

IRRIS is now significantly expanding its investigations team to support HMPPS to manage cases more quickly and consistently. It is working with policy teams and recognised trade unions to consider enhanced grievance and conduct and discipline policies in 2026‑27.

The behavioural interventions and practical support team provides evidence‑informed, tailored support to help leaders prevent poor behaviour and improve professional standards across HMPPS, with a focus on understanding underlying behavioural and cultural issues and designing practical solutions. Through targeted interventions, advice, coaching, training and specialist work, the team aims to deliver sustained improvements in behaviour, leadership and workplace culture.

Communications and staff engagement

The HMPPS communications team supports the agency and its senior leaders in delivering their strategic objectives. Communications can range from urgent and crisis communications, operational updates, national recruitment campaigns and timely information for staff, prisoners, people on probation and their families. Messages are created for specific audiences and shared in the most effective way across internal and external channels including the intranet, weekly senior leaders’ bulletin, global updates, a suite of social media channels, GOV.UK, Launchpad and weekly probation news. We work closely with partners such as National Prison Radio, Wayout TV and prison newspaper ‘Inside Time’ to continue to inform and engage with prisoners.

The 2025 Civil Service People Survey was completed by 42,307 (42%) of MoJ employees, a decrease of two percentage points from 2024. The Civil Service-wide response rate also decreased by two percentage points, from 61% in 2024 to 59% in 2025, but remained considerably higher than the MoJ response rate. HMPPS saw a four percentage point decrease, from 38% to 34%.

The HMPPS Employee Engagement Index score decreased to 59% in 2025, having remained at 60% for the three previous years. HMPPS scores fell across five of nine core themes, with the largest drop in ‘learning and development’ (by three percentage points). ‘My work’ (by one percentage point), ‘my team’ (by two percentage points), ‘inclusion and fair treatment’ (by one percentage point) and ‘pay and benefits’ (by one percentage point) were the other four themes showing a decrease. Other themes remain unchanged since 2024, so no overall improvement.

HMPPS is committed to acting on the survey results. 28% of HMPPS colleagues believe action was taken last year – a decrease of one percentage point from 2024. 37% believe action will be taken this year (no change from 2024).

Changes to the Civil Service People Survey in 2025 mean that the 2024 results have been adjusted to allow fair comparison. Some core themes were recalculated, while others were unchanged. Earlier years have not been adjusted, so longer‑term trends are not directly comparable.

Staff wellbeing

HMPPS recognises that work in prisons, probation and youth custody can be rewarding but demanding, and that staff often face sustained pressure. During the year, continued effort was made to strengthen a supportive workplace culture that promotes wellbeing and helps staff feel supported and perform at their best. This includes ensuring staff and managers understand what support is available and how to access it, which is supported by a new central Wellbeing Resource Library.

We continued to embed our wellbeing model in 2025‑26. Area staff support and wellbeing leads have co‑ordinated wellbeing activity, overseen volunteer peer support, supported post‑incident care, and worked closely with HR and partners to ensure wellbeing is a shared responsibility.

Delivery against area wellbeing plans has continued, informed by staff survey insight. Targeted actions helped managers identify and address workload pressures and stress early, alongside appropriate wellbeing and attendance support. Reflective sessions also continued, giving staff and senior leaders time to reflect on the impact of their work.

HMPPS continued to provide a broad range of support through the Employee Assistance Programme, delivered by PAM Wellness, offering access to confidential support which can include free counselling or computerised cognitive behavioural therapy.

Volunteer‑led peer support programmes, including trauma risk management, mental health allies and care teams, continue to provide frontline support following workplace incidents. During 2025‑26, a review of peer support arrangements identified opportunities to strengthen consistency, governance and assurance.

Supporting attendance and enabling staff to remain in or return to work safely remained a priority. The MoJ supporting attendance policy launched in September 2024, and we continued to embed this across HMPPS, supported by guidance and a new sickness absence dashboard.

Development activity also continued through the people management essentials offer, including the introduction of a wellbeing module and management of attendance training to strengthen leadership capability and confidence.

Alongside core provision, staff access to occupational health support continues through Optima Health. The MoJ Workplace Adjustment Service provides independent advice to help ensure workplace adjustments are consistent and legally compliant, support complex cases, help to reduce unnecessary absence and improve staff retention.

HMPPS recognised trade union relationships

HMPPS recognises 10 trade unions. Relationships have been constructive and supported by a central employee relations team and a comprehensive structure of formal and informal meetings to support engagement and resolve areas of disagreement at the earliest opportunity.

For prisons, YCS and HQ, these are:

• Prison Officers Association (POA)

• Prison Governors Association (PGA)

• NTUS (comprising PCS, UNITE, FDA, PROSPECT and GMB)

For the Probation Service, these are:

• National Association of Probation Officers (NAPO)

• GMB Society of Chief Officers of Probation (SCOOP)

• Unison

During 2025‑26, a key focus of engagement and consultation with these recognised trade unions has been on maintaining stability in industrial relations against a backdrop of safety and system‑wide capacity challenges to enable operational decisions and reform priorities to be progressed.

All trade unions have been constructively engaged in support of the delivery of the necessary changes (including temporary measures) to prison working arrangements and probation roles (as part of Our Future Probation Service) to meet the requirements of the 2026 Sentencing Act. In the Probation Service, this has included significant joint work with trade unions to introduce new measures and working arrangements to reduce workload and streamline professional input.

This work has progressed alongside important consultations on new policy arrangements in support of the recommendations made through the Professional Standards Review and to introduce legislative changes in employment law (The Worker Protection Act and Employment Rights Act). Trade unions have been important stakeholders in the implementation of safety improvement recommendations further to the serious assaults on staff at HMP Frankland and the Preston Probation Delivery Unit in 2025.

The recognised Prison Service trade unions welcomed the timelier outcome of the 2025‑26 Prison Service Review Body process with all recommendations accepted. Protracted pay negotiations with probation trade unions have also secured outcomes for probation staff and a commitment to pay reform talks for 2026‑27.

Our probation workforce

At 31 March 2026, there were 22,180 FTE staff in Probation Service grades – an increase of 784 (3.7%) FTE on last year.^{[footnote 30]}

As at 31 March 2026, we had 1,604 FTE Band 5 senior probation officers, 5,573 FTE Band 4 probation officers and 5,785 FTE Band 3 probation services officers in post.^{[footnote 30]}

Our probation staff bring essential expertise that is vital to protecting the public and supporting people to make positive changes in their lives. In 2025‑26, the Probation Service exceeded its trainee target of 1,300, successfully onboarding 1,389 trainees. The government has committed to onboarding at least 1,300 more trainees in 2026‑27.

We recognise that recruitment takes time and that several emerging challenges affected recruitment performance in 2025‑26. Filling vacancies and managing changes in demand for probation services remain priorities as a large number of qualified officers come through the pipeline. Plans are in place to strengthen centralised probation recruitment and support workforce growth by improving attraction to key roles, reducing time to hire and vetting delays, and enhancing onboarding.

HMPPS uses a joined‑up approach to address retention challenges across probation and prisons. The framework brings together data, research and insight to understand why staff leave, target support where it is most needed and embed retention as a core part of delivery, in line with the People Strategy.

The enhanced overtime and overtime bonus scheme has been extended until March 2028 which supports the provision of additional resource to help alleviate capacity pressures.

Improving safety for probation staff remains a priority for HMPPS. Following serious incidents involving probation officers, HMPPS has begun piloting enhanced safety and security measures in seven selected probation sites, alongside work to strengthen personal safety and incident response. These measures include enhanced personal safety training, the introduction of security screening equipment and body‑worn video cameras in pilot locations. Improvements are also being made at probation sites to improve safety with the introduction of visitor lockers, bleed kits and defibrillators. This reflects a commitment to learning lessons from recent events and improving protection for our staff working in increasingly complex and challenging environments.

The Probation Service professional register provides assurance that probation‑qualified staff have the skills and knowledge to manage risk effectively. Over 8,000 staff are now registered in key public protection roles, with voluntary registration extended in 2025 and preparations under way for mandatory registration of probation services officers from September 2026. Early evidence shows registration has improved completion of priority learning and begun to embed a culture of continuous development, supported by external scrutiny from the independent probation professional register panel.

A new apprenticeship for probation services officers, delivered in partnership with Liverpool John Moores University and the University of Portsmouth, successfully launched in January 2026. It provides a high‑quality, sustainable qualification and strengthens learning and development.

Our offer to senior leaders continues to grow. Delivery of the Empowered Senior Leaders Programme commenced in June 2025 to three early adopter cohorts. ‘Leading and managing as a senior probation officer’ continues to be delivered, with 89% of those eligible having either completed or currently undertaking the learning.

The Probation Service concluded a three‑year pay deal in March 2025. Following a ballot, trade unions accepted a 2025‑26 probation pay offer in April 2026. Backdated to April 2025, the award includes a 6% pay uplift for all staff, a 6% increase to cash allowances, and average pay progression of 3.44% for eligible staff. The agreement represents an overall increase of 8.4% (£86.5 million per year), exceeding Civil Service pay guidance, and is the largest pay rise for probation staff since joining HMPPS in 2014. Delays reflected the late publication of the Civil Service pay remit guidance and the additional approvals required. Ministers are committed to streamlining the process in future.

Our prison workforce

As of 31 March 2026, there were 21,984 FTE Band 3-5 prison officers in post (a decrease of 732 FTE or 3.2% since March 2025). Nationally we are at 92% of our target staffing figure for prison officers (using hours adjusted FTE).^{[footnote 30]}

As at 31 March 2026, the resignation rate for prison officers was 6.0%, which is a decrease of 2.3 percentage points since the year ending 31 March 2025.^{[footnote 30]}

Having skilled, confident and experienced prison officers is fundamental to delivering safe, secure and rehabilitative prisons. We are upskilling our hardworking staff, but we know it takes time and training to build confidence, capability and essential jailcraft skills. We know that staff experience contributes to better outcomes and, while recruitment of new staff has been lower due to delays to pre‑employment checks and high standards at assessment, we remain focused on supporting the development of our staff.

April 2025 saw the launch of the Future Prison Leaders Programme to recruit and train the next generation of prison leaders. The first cohort started in December 2025 and are working as officers during the first year of this three‑year programme which will prepare them to help shape the future of the service.

An induction programme for new and accredited aspiring prison governors has been set up to support them through their first year in role, improving skills to allow them to better support and lead their staff. A new Governor Development Programme has also been introduced for existing governors.

The Enable Programme aims to transform the working environment in prisons and improve training, support and leadership offers by promoting strong, positive relationships between staff and prisoners. In 2025‑26, Enable worked with more than 20 sites and a new regional delivery model pilot commenced for the London prison group in January 2026. Early focus has been on core continuing professional development packages for officers with less than two years’ experience. The Custodial Manager Portfolio, aimed at boosting confidence and supporting custodial managers’ development, was launched as part of the Enable Programme in January 2026 and is being rolled out across the estate. It includes a blend of in‑person and online learning.

Further products will be developed during 2026‑27 and once tested will be available to more sites. While it is too early to fully assess the benefits that Enable is having, the early indications are encouraging that the programme is having a positive effect at the sites worked with so far.

We continue work to develop a child‑centred qualification process for youth justice workers, ensuring it aligns with the needs of the custodial environment. This will provide a structured qualification pathway and ensure new staff are prepared for their roles, enhancing the quality of care and support provided to children. This went out to tender in 2025‑26, and a provider was selected in August 2026.

The 2026‑27 Prison Service pay award delivered a pay rise of at least 3.5% for all frontline prison staff, with a targeted focus on the lowest‑paid roles. Operational support grades received the award on top of the National Living Wage increase, and the national starting salary for entry‑level prison officers increased from £35,875 to £37,131. Announced on 26 March 2026, the award was brought forward by nearly two months, ensuring staff received the increase closer to the start of the pay year.

Staff data

As at 31 March 2026 the breakdown of employees was as follows:

Breakdown of HMPPS employees by gender – as at 31 March 2026

	Male	Female	Total
	Headcount (%)	Headcount (%)	Headcount (%)
Senior managers[footnote 31]	48 (54.5%)	40 (45.5%)	88 (100%)
Executive board members	1 (33.3%)	2 (66.7%)	3 (100%)
All other staff	30,962 (44.8%)	38,093 (55.2%)	69,055 (100%)
Total HMPPS staff	31,011 (44.8%)	38,135 (55.2%)	69,146 (100%)

Employees in post where ethnicity has been declared

Employees	at 31 March 2023	at 31 March 2024	at 31 March 2025	at 31 March 2026
Ethnic minority	12.6	14.2	16.1	18.0
White	87.4	85.8	83.9	82.0

Employees in post where disability status has been declared

Employees	at 31 March 2023	at 31 March 2024	at 31 March 2025	at 31 March 2026
Disabled	16.7	16.9	17.6	18.0
Non-disabled	83.3	83.1	82.4	82.0

Employees in post where sexual orientation has been declared

Employees	at 31 March 2023	at 31 March 2024	at 31 March 2025	at 31 March 2026
LGBO (Lesbian, Gay, Bisexual or other non-heterosexual orientation)	7.4	7.7	7.9	8.1
Heterosexual	92.6	92.3	92.1	91.9

Sick absence data

The overall rate of HMPPS staff sickness in 2025‑26 was 12.4 days (compared to 11.8 days in 2024‑25). The workforce is predominantly operational and delivers face‑to‑face services across prisons, probation and youth custody. This contributes to higher sickness absence levels than in less operational departments.

Sickness absences are driven mainly by long‑term sickness absence, particularly mental ill health, with the greatest impact in probation and frontline operational roles.

The supporting attendance policy, updated in September 2024, strengthens early intervention, workplace adjustments and support for long‑term sickness absence. Attendance deep dives are targeting priority sites to address local drivers of absence, supported by improved dashboards and practical toolkits.

HMPPS has a comprehensive wellbeing offer, including occupational health, fast‑track trauma referrals, and a strengthened Employee Assistance Programme (see the Accountability Report).

Staff turnover and departmental turnover

In 2025‑26, HMPPS staff turnover was 8.6% (2024‑25: 10.3%) and the departmental turnover was 9.2% (2024‑25: 11.0%).^{[footnote 32]}

There is a comprehensive approach to tackle retention challenges across HMPPS. The Employee Experience and Retention Framework (formerly strategy) sets out how data, research and insight should be used to understand local and national drivers of attrition, guide targeted interventions and embed retention as a core, ongoing workforce priority aligned to the People Strategy.

The retention toolkit, informed by research into the drivers of attrition, supports local, regional and national interventions and is used alongside structured exit interviews to gather feedback and shape future actions. A retention oversight process includes deep dives to understand causes at high‑attrition sites, and the Retention Delivery Committee co‑ordinates national interventions ensuring strategic alignment.

Off‑payroll engagements

During the financial year 2025‑26, HMPPS reviewed off‑payroll engagements where we are required to consider the intermediaries (IR35) legislation using HM Revenue and Customs’ guidance and online status indicator. We have advised our contracting body of the outcome of the status determinations so that, where appropriate, tax deductions are made at source from payments made in respect of the engagement with HMPPS. Further details of off‑payroll engagements are shown in the off‑payroll tables in Annex A and form part of the accountability report.

Parliamentary accountability

The following sections are included to satisfy parliamentary reporting and accountability requirements and are subject to audit.

Regularity of expenditure

Losses and special payments

The following losses and special payments are included within the Statement of Comprehensive Net Expenditure (SoCNE) in the financial statements. Special payments, including those that were court ordered, are disclosed at the point that payment is made:

		2025‑26		2024‑25 restated
	Cases	£’000	Cases	£’000
Cash losses	494	40	312	25
Losses of accountable stores	190	307	748	639
Constructive losses	5	31,330	4	40,791
Fruitless payments	1	1,263	–	–
Claims waived or abandoned	19	2	14	53
Administrative write‑offs	–	–	–	–
Losses statement	709	32,942	1,078	41,508
Special payments to staff	578	7,820	561	8,308
Special payments to offenders	7,060	17,848	5,803	18,461
Special payments to third parties	218	2,946	232	3,544
Special payments	7,856	28,614	6,596	30,313

We have reconsidered the classification of certain items previously reported as losses of accountable stores and concluded that these do not represent a loss under Managing Public Money. These are therefore excluded from the table above and the prior year figures restated for comparison.

In 2025‑26 HMPPS made six (2024‑25: four) loss payments over £300,000.

During 2025‑26, HMPPS recognised three constructive losses totalling £23.9 million arising from the prison capacity programme. These include expected further costs associated with projects disclosed in the prior year’s losses statement. The losses primarily arose from the write-off of construction costs incurred on projects at existing prison sites that were subsequently descoped. As part of delivering 20,000 additional prison places, the portfolio is kept under continuous review to ensure investment remains focused on the most deliverable and value-for-money projects. During the year, HMPPS also undertook an affordability review of the overall programme, which informed decisions on the composition of the portfolio.

A constructive loss of £4.8 million arose from the discontinuation of development of the Resettlement Passport digital tools in light of more up-to-date technological solutions.

During 2025 to 26 HMPPS recognised a £2.6 million constructive loss relating to temporary prison accommodation units purchased in 2020 whose installation was significantly delayed. Changes in the intervening period meant the design was no longer fit for its intended purpose.

A write-off of £1.3 million relates to fruitless payments for utility infrastructure works supporting prison expansion, where recovery is not possible following contractor insolvency.

In 2025‑26, HMPPS made 11 special payments over £300,000 (2024‑25: 12):

• five compensation payments were made to operational members of HMPPS staff: £821,045, £408,653 (in addition to £17,000 payments disclosed in previous financial years), £449,785 (in addition to £405 payments disclosed in previous financial years), £363,281 (in addition to £29,250 payments disclosed in previous financial years), and £315,000 (in addition to £130,000 payments disclosed in previous financial years)

• three payments were made to third parties: £690,600 (in addition to £4,400 payments disclosed in previous financial years), £396,979 and £318,750

• three payments were made to prisoners: £3,405,637 (in addition to £455,000 payments disclosed in previous financial years), £678,546 (in addition to £5,943,353 payments disclosed in previous financial years), and £438,000

A significant periodic payment order was granted in year which will be made annually for the remainder of the claimant’s life. The first of these payments is included in the disclosures above.

Remote contingent liabilities

As required by Managing Public Money, in addition to contingent liabilities disclosed in accordance with International Accounting Standard 37 in Note 17 to the accounts, HMPPS discloses, for parliamentary reporting and accountability purposes, certain statutory and non‑statutory contingent liabilities where the likelihood of transfer of economic benefit is remote.

HMPPS has the following remote contingent liabilities.

• The Secretary of State for Justice has given assurance to the Heathrow Airport Holdings Limited and other third parties (for example, airlines) that may be affected by our operations. This assurance covers the following amounts:

  – up to £50 million for damage or injury per incident to third parties caused airside in the event of negligence by HMPPS

  – up to £250 million for damage or injury to third parties per incident in the event of negligence by HMPPS while on board an aeroplane

  – personal accident and/or sickness for HMPPS staff while on escorting duties

The likelihood of a liability arising from these contingencies is considered to be remote.

HMPPS would be liable as provider of last resort for continuity of service at the privately operated prisons.

James McEwen
Chief Executive Officer
22 October 2026

The certificate and report of the Comptroller and Auditor General to the House of Commons

Opinion on financial statements

I certify that I have audited the financial statements of His Majesty’s Prison and Probation Service (HMPPS) for the year ended 31 March 2026 under the Government Resources and Accounts Act 2000.

The financial statements comprise HMPPS’s

• Statement of Financial Position as at 31 March 2026;

• Statement of Comprehensive Net Expenditure, Statement of Cash Flows and Statement of Changes in Taxpayers’ Equity for the year then ended; and

• the related notes including the significant accounting policies.

The financial reporting framework that has been applied in the preparation of the financial statements is applicable law and UK adopted international accounting standards.

In my opinion, the financial statements:

• give a true and fair view of the state of HMPPS’s affairs as at 31 March 2026 and its net expenditure for the year then ended; and

• have been properly prepared in accordance with the Government Resources and Accounts Act 2000 and HM Treasury directions issued thereunder.

Opinion on regularity

In my opinion, in all material respects, the income and expenditure recorded in the financial statements have been applied to the purposes intended by Parliament and the financial transactions recorded in the financial statements conform to the authorities which govern them.

Basis for opinions

I conducted my audit in accordance with International Standards on Auditing (UK) (ISAs UK), applicable law and Practice Note 10 Audit of Financial Statements and Regularity of Public Sector Bodies in the United Kingdom (2024). My responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of my certificate.

Those standards require me and my staff to comply with the Financial Reporting Council’s Revised Ethical Standard 2024. I am independent of HMPPS in accordance with the ethical requirements that are relevant to my audit of the financial statements in the UK. My staff and I have fulfilled our other ethical responsibilities in accordance with these requirements.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Conclusions relating to going concern

In auditing the financial statements, I have concluded that HMPPS’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work I have performed, I have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on HMPPS’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.

My responsibilities and the responsibilities of the Accounting Officer with respect to going concern are described in the relevant sections of this certificate.

The going concern basis of accounting for HMPPS is adopted in consideration of the requirements set out in HM Treasury’s Government Financial Reporting Manual, which requires entities to adopt the going concern basis of accounting in the preparation of the financial statements where it is anticipated that the services which they provide will continue into the future.

Other information

The other information comprises information included in the Annual Report, but does not include the financial statements and my auditor’s certificate and report thereon. The Accounting Officer is responsible for the other information.

My opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in my certificate, I do not express any form of assurance conclusion thereon.

My responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

If I identify such material inconsistencies or apparent material misstatements, I am required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work I have performed, I conclude that there is a material misstatement of this other information, I am required to report that fact.

I have nothing to report in this regard.

Opinion on other matters

In my opinion the part of the Remuneration and Staff Report to be audited has been properly prepared in accordance with HM Treasury directions issued under the Government Resources and Accounts Act 2000.

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

• the parts of the Accountability Report subject to audit have been properly prepared in accordance with HM Treasury directions issued under the Government Resources and Accounts Act 2000;

• the information given in the Performance and Accountability Reports for the financial year for which the financial statements are prepared is consistent with the financial statements and is in accordance with the applicable legal requirements.

Matters on which I report by exception

In the light of the knowledge and understanding of HMPPS and its environment obtained in the course of the audit, I have not identified material misstatements in the Performance and Accountability Reports.

I have nothing to report in respect of the following matters which I report to you if, in my opinion:

• adequate accounting records have not been kept by HMPPS or returns adequate for my audit have not been received from branches not visited by my staff; or

• I have not received all of the information and explanations I require for my audit; or

• the financial statements and the parts of the Accountability Report subject to audit are not in agreement with the accounting records and returns; or

• certain disclosures of remuneration specified by HM Treasury’s Government Financial Reporting Manual have not been made or parts of the Remuneration and Staff Report to be audited is not in agreement with the accounting records and returns; or

• the Governance Statement does not reflect compliance with HM Treasury’s guidance.

Responsibilities of the Accounting Officer for the financial statements

As explained more fully in the Statement of Accounting Officer’s Responsibilities, the Chief Executive as Accounting Officer is responsible for:

• maintaining proper accounting records;

• providing the C&AG with access to all information of which management is aware that is relevant to the preparation of the financial statements such as records, documentation and other matters;

• providing the C&AG with additional information and explanations needed for his audit;

• providing the C&AG with unrestricted access to persons within HMPPS from whom the auditor determines it necessary to obtain audit evidence;

• ensuring such internal controls are in place as deemed necessary to enable the preparation of financial statements to be free from material misstatement, whether due to fraud or error;

• preparing financial statements which give a true and fair view and are in accordance with HM Treasury directions issued under the Government Resources and Accounts Act 2000;

• preparing the annual report, which includes the Remuneration and Staff Report, in accordance with HM Treasury directions issued under the Government Resources and Accounts Act 2000; and

• assessing HMPPS’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Accounting Officer anticipates that the services provided by HMPPS will not continue to be provided in the future.

Auditor’s responsibilities for the audit of the financial statements

My responsibility is to audit, certify and report on the financial statements in accordance with the Government Resources and Accounts Act 2000.

My 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 a certificate that includes my 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.

Extent to which the audit was considered capable of detecting non-compliance with laws and regulations, including fraud

I design procedures in line with my responsibilities, outlined above, to detect material misstatements in respect of non-compliance with laws and regulations, including fraud. The extent to which my procedures are capable of detecting non-compliance with laws and regulations, including fraud is detailed below.

Identifying and assessing potential risks related to non-compliance with laws and regulations, including fraud

In identifying and assessing risks of material misstatement in respect of non-compliance with laws and regulations, including fraud, I:

• considered the nature of the sector, control environment and operational performance including the design of HMPPS’s accounting policies.

• inquired of management, HMPPS’s head of internal audit and those charged with governance, including obtaining and reviewing supporting documentation relating to the HMPPS’s policies and procedures on:

  – identifying, evaluating and complying with laws and regulations;

  – detecting and responding to the risks of fraud; and

  – the internal controls established to mitigate risks related to fraud or non-compliance with laws and regulations including HMPPS’s controls relating to HMPPS’s compliance with the Government Resources and Accounts Act 2000 and Managing Public Money.

• inquired of management, HMPPS’s head of internal audit and those charged with governance whether:

  – they were aware of any instances of non‑compliance with laws and regulations;

  – they had knowledge of any actual, suspected, or alleged fraud,

• discussed with the engagement team and the relevant external specialists, including property valuations and pensions where specialist expertise was engaged on the audit regarding how and where fraud might occur in the financial statements and any potential indicators of fraud.

As a result of these procedures, I considered the opportunities and incentives that may exist within HMPPS for fraud and identified the greatest potential for fraud in the following areas: revenue recognition, posting of unusual journals, complex transactions, bias in management estimates including the valuation of the prison estate and the valuation of the defined benefit pension scheme. In common with all audits under ISAs (UK), I am required to perform specific procedures to respond to the risk of management override.

I obtained an understanding of HMPPS’s framework of authority and other legal and regulatory frameworks in which HMPPS operates. I focused on those laws and regulations that had a direct effect on material amounts and disclosures in the financial statements or that had a fundamental effect on the operations of HMPPS. The key laws and regulations I considered in this context included Government Resources and Accounts Act 2000, Managing Public Money, employment law and tax legislation.

Audit response to identified risk

To respond to the identified risks resulting from the above procedures:

• I reviewed the financial statement disclosures and testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described above as having direct effect on the financial statements;

• I enquired of management, the Audit and Risk Assurance Committee concerning actual and potential litigation and claims;

• I reviewed minutes of meetings of those charged with governance and the Board; and internal audit reports; and

• I addressed the risk of fraud through management override of controls by testing the appropriateness of journal entries and other adjustments; assessing whether the judgements on estimates are indicative of a potential bias; and evaluating the business rationale of any significant transactions that are unusual or outside the normal course of business.

I communicated relevant identified laws and regulations and potential risks of fraud to all engagement team members including and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.

A further description of my responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of my certificate.

Other auditor’s responsibilities

I am required to obtain sufficient appropriate audit evidence to give reasonable assurance that the expenditure and income recorded in the financial statements have been applied to the purposes intended by Parliament and the financial transactions recorded in the financial statements conform to the authorities which govern them.

I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control I identify during my audit.

Report

I have no observations to make on these financial statements.

Gareth Davies
Comptroller and Auditor General

26 October 2026

National Audit Office
157–197 Buckingham Palace Road
Victoria, London, SW1W 9SP

1. Became Lead Non-Executive Director from 19 November 2025. ↩

2. Mark Lloyd joined the HAB from 1 October 2025. ↩

3. Date corrected from HMPPS annual report and accounts 2024‑25. ↩

4. Ministry of Justice and HM Prison and Probation Service (2024): Framework Document between the Ministry of Justice and HM Prison and Probation Service. Available at: https://assets.publishing.service.gov.uk/media/687a5a71a5561a5a7e726ba3/MOJ-HMPPS_Framework_2025_web.pdf ↩

5. Ministry of Justice (2016): MoJ business appointment rules. Available at: www.gov.uk/government/publications/moj-business-appointment-rules ↩

6. Civil Service Commission: Business appointment rules. Available at: https://civilservicecommission.independent.gov.uk/business-appointment-rules ↩

7. The Constitutional Reform and Governance Act 2010. Available at: www.legislation.gov.uk/ukpga/2010/25/contents ↩

8. Cabinet Office (2022): Declaration and management of outside interests in the Civil Service. Available at: www.gov.uk/government/publications/declaration-and-management-of-outside-interests-in-the-civil-service ↩

9. Ministry of Justice (2023). Ministry of Justice senior civil servant secondary paid employment. Available at: www.gov.uk/government/publications/ministry-of-justice-register-of-senior-civil-servant-secondary-paid-employment ↩

10. Independent Adviser on Ministerial Standards (2011): List of ministers’ interests. Available at: www.gov.uk/government/publications/list-of-ministers-interests. Ministry of Justice (2020): Ministry of Justice register of board members’ interests. Available at: www.gov.uk/government/publications/ministry-of-justice-register-of-board-members-interests ↩

11. HM Treasury (2026): The Orange Book Management of Risk – Principles and Concepts. Available at: www.gov.uk/government/publications/orange-book/the-orange-book-management-of-risk-principles-and-concepts ↩

12. Department for Environment, Food and Rural Affairs and Cabinet Office (2016): Green Government Commitments. Available at: www.gov.uk/government/collections/greening-government-commitments ↩

13. HM Treasury (2025): Sustainability reporting guidance 2025‑26. Available at: www.gov.uk/government/publications/sustainability-reporting-guidance-2025-26. HM Treasury (2025): TCFD‑aligned disclosure guidance for public sector annual reports. Available at: www.gov.uk/government/publications/tcfd-aligned-disclosure-application-guidance ↩

14. Ministry of Justice (2024): Climate Change and Sustainability Strategy. Available at: www.gov.uk/government/publications/climate-change-and-sustainability-strategy-moj ↩

15. HM Treasury (2025): Government Financial Reporting Manual: 2025‑26. Available at: www.gov.uk/government/publications/government-financial-reporting-manual-2025-26. HM Treasury (2025): Sustainability reporting guidance 2025‑26. Available at: www.gov.uk/government/publications/sustainability-reporting-guidance-2025-26. HM Treasury (2025): TCFD‑aligned disclosure guidance for public sector annual reports. Available at: www.gov.uk/government/publications/tcfd-aligned-disclosure-application-guidance ↩

16. Department for Environment, Food and Rural Affairs (2022): Greening Government Commitments 2021 to 2025. Available at: www.gov.uk/government/publications/greening-government-commitments-2021-to-2025 ↩

17. HMPPS has not yet conducted an assessment to determine the materiality of wider scope 3 emissions (beyond business travel, which is already reported). This will be commissioned in due course. ↩

18. Note: flood risk metrics have been updated using the latest Environment Agency national flood risk assessment data. ↩ ↩² ↩³ ↩⁴

19. As self-reported by prison waste management units. ↩

20. Financial metrics for waste are not provided due to the way waste disposal, management and compliance costs are embedded within our facilities management services, making it difficult to isolate. Waste cost reporting should be more transparent following the upcoming procurement of new facilities management providers, where reporting has been embedded within draft contract requirements. ↩

21. 2024‑25 calendar year data has been restated to show the full financial year up to March 2025. ↩

22. 2024‑25 calendar year data has been restated to show the full financial year up to March 2025. ↩

23. Amy Rees is a member of the partnership pension scheme. The employer contributions to her partnership pension account are included in the ‘Pension related benefits’ column of this table and cash equivalent transfer value table in the performance report. ↩

24. These roles are part of the MoJ functional leadership group and are not included in the staff cost note or staff numbers within the HMPPS accounts but are included in the MoJ accounts. As HMPPS board members they are included in the remuneration report above. ↩

25. These roles are part of the MoJ functional leadership group and are not included in the staff cost note or staff numbers within the HMPPS accounts but are included in the MoJ accounts. As HMPPS board members they are included in the remuneration report above. ↩

26. Nick Campsie chaired the HAB meetings in 2025‑26. ↩

27. Amy Rees was a member of the partnership pension scheme. No benefits from the Principal Civil Service Pension Scheme have been accrued in 2024‑25 or 2025‑26. ↩

28. HM Revenue and Customs (2023): How the Public Service Pensions Remedy affects your pension. Available at: www.gov.uk/government/collections/how-the-public-service-pension-remedy-affects-your-pension ↩

29. HM Prison and Probation Service (2025): HMPPS Professional Standards Review. Available at: www.gov.uk/government/publications/hmpps-professional-standards-review ↩

30. HM Prison and Probation Service (2013): HM Prison and Probation Service workforce statistics. Available at: www.gov.uk/government/collections/hm-prison-probation-service-workforce-statistics ↩ ↩² ↩³ ↩⁴

31. Includes SCS and Band 12s but excludes executive board members. ↩

32. Transfers within the Civil Service are not included in HMPPS staff turnover but are included within department turnover. ↩