Annual report and accounts 2024-25: Performance (HTML)

Question 1

Performance

Accepted Answer

Overview

This section sets out the department’s objectives for the financial year 2024 to 2025, the challenges to the delivery of our objectives and how we have performed during the year.

Who we are and what we do

The Ministry of Justice (MoJ) is a major government department responsible for the following parts of the justice system:

prisons
probation
courts and tribunals, which we administer in partnership with the independent judiciary
a range of services to help victims of crime, children, vulnerable people and those seeking access to justice

How we operate

MoJ is a ministerial department, supported by 35 executive agencies and other arm’s length bodies. In the financial year, we had five executive agencies responsible for the delivery of the majority of our services to the public:

HM Prison and Probation Service
HM Courts and Tribunals Service
Legal Aid Agency
Office of the Public Guardian
Criminal Injuries Compensation Authority

We provide services across England and Wales, and certain non-devolved tribunals in Scotland and Northern Ireland.

Our objectives

MoJ is responsible for all aspects of justice. In the financial year 2024 to 2025, we worked with renewed purpose, focusing on our ambitions for justice delivery: punishment that cuts crime, swifter justice for victims, and a beacon for justice and the rule of law.

Read more about our strategic outcomes, objectives and performance within this section (performance overview and our performance analysis).

Throughout this annual report and accounts, we use the following terminology:

‘MoJ’, ‘department’ or ‘departmental group’, to mean the single economic unit comprising the core department, its executive agencies and its arm’s length bodies
the department’s financial year to 31 March 2025 is written as ‘financial year 2024 to 2025’ or ‘this financial year’

Question 2

Executive agencies and arm’s length bodies

Accepted Answer

MoJ and its agencies deliver prison, probation and youth custody services, administer criminal, civil and family courts and tribunals, and support victims, children, families and vulnerable adults.

Working in partnership with the independent judiciary and our arm’s length bodies, and supported by our corporate functions, we deliver these services, protect the justice system and uphold the rule of law.

Agencies

HM Prison and Probation Service (HMPPS) manages around 88,000 prisoners across over 100 prisons and supervises around 240,000 offenders in the community, providing a high level of monitoring and public protection.

The prison service runs public sector prisons and oversees prisons run by private providers. The Youth Custody Service delivers public sector secure provision and oversees secure provision run by the private sector and local authorities for children and young people.

HM Courts and Tribunals Service (HMCTS) administers the criminal, civil and family courts and tribunals in England and Wales, and non-devolved tribunals in Scotland and Northern Ireland.

It operates more than 350 courts and hearing centres. HMCTS is governed through a partnership between the Lord Chancellor, the Lord Chief Justice and the Senior President of Tribunals, each of whom has specific responsibilities enshrined in statute.

Legal Aid Agency (LAA) works with solicitors, barristers and others to provide simple, timely and reliable access to legal aid for those whose life and liberty is at stake, where they face the loss of their home, in domestic violence cases, or where their children may be taken into care. LAA also provides a high-quality public defender service.

Office of the Public Guardian (OPG) protects people who may not have the mental capacity to make certain decisions for themselves. It offers services including registering lasting and enduring powers of attorney, supervising court-appointed deputies, and investigating complaints made against deputies and attorneys.

Criminal Injuries Compensation Authority (CICA) administers compensation schemes for victims of crime who suffer injuries and victims of overseas terrorism.

Arm’s length bodies and other bodies

Children and Family Court Advisory and Support Service (Cafcass) safeguards and promotes the welfare of children, representing them in family court cases and making sure that children’s voices are heard and decisions are taken in their best interest.

Judicial Appointments Commission selects candidates for judicial office in courts and tribunals in England and Wales, and for some tribunals in Scotland and Northern Ireland.

Independent Monitoring Authority for the Citizens’ Rights Agreements monitors how public bodies in the UK and Gibraltar implement and apply the citizens’ rights part of the EU Withdrawal Agreement and European Economic Area and European Free Trade Association Separation Agreement.

Legal Services Board oversees the regulation of lawyers in England and Wales, approving regulatory arrangements and reviewing the performance of frontline regulators.

Parole Board for England and Wales protects the public by risk-assessing prisoners to decide whether they can be safely released.

Youth Justice Board for England and Wales is responsible for overseeing the operation of the youth justice system and the provision of youth justice services.

Criminal Cases Review Commission (CCRC) investigates and reviews possible miscarriages of justice in the criminal courts in England, Wales and Northern Ireland and refers appropriate cases to the appeal courts.

Advisory non-departmental bodies

Civil, Family, Tribunal and Criminal Procedure Rule Committees make necessary procedure rules to improve and simplify court procedures for the public.

Sentencing Council issues guidelines on sentencing and evaluates the impact of guidelines on sentencing practice.

Independent Advisory Panel on Deaths in Custody advises ministers on ways to reduce the number of deaths in custody.

Law Commission undertakes projects at the request of the government to ensure that the law in England and Wales is fair, modern, simple and cost-effective.

Prison Service Pay Review Body advises on pay for governors, prison officers and staff in the England and Wales prison service, and equivalent posts in Northern Ireland.

Civil and Family Justice Councils improve the justice system and the public’s understanding of it.

Advisory Committees on Justices of the Peace in England and Wales interview candidates and make recommendations to the Lord Chancellor about who to appoint to their local benches as Justices of the Peace.

Office holders

Assessor of Compensation for Miscarriages of Justice gauges the amount of compensation to be paid to applicants under the miscarriages of justice compensation scheme.

Office for Legal Complaints operates the Legal Ombudsman scheme, an independent and impartial scheme set up to deal with complaints from consumers on the services they receive from regulated legal providers.

HM Inspectorate of Prisons ensures independent inspection of places of detention, reports on conditions and treatment, and promotes positive outcomes for those detained and the public.

Offices of the Official Solicitor and Public Trustee help people who are vulnerable because of lack of mental capacity or young age to access services offered by the justice system.

HM Inspectorate of Probation reports on the effectiveness of work with offenders to reduce reoffending and protect the public.

Office of the Prisons and Probation Ombudsman for England and Wales investigates complaints from, and deaths in custody of, prisoners, children in secure training centres/homes, immigration detainees and those subject to probation supervision.

Judicial Appointments and Conduct Ombudsman investigates complaints about the judicial appointments process and the judicial conduct investigation process.

Office of the Commissioner for Victims and Witnesses promotes the interests of victims and witnesses and regularly reviews the Code of Practice for Victims of Crime.

Other

Gov Facility Services Limited provides facility maintenance services to prisons across the south of England.

Independent Monitoring Boards of prisons, immigration removal centres and short‑term holding facilities monitor each facility for England and Wales on a regular basis to confirm the treatment received by those detained is fair, just and humane.

Judicial Office supports the judiciary, providing advice on judicial statutory functions, legal information, communications and human resources support. It includes the Judicial College, which provides training to the judiciary, and supports the Civil Justice Council and Family Justice Council.

Oasis Restore Trust is a charitable trust responsible for the operation and management of Oasis Restore, a secure academy for individuals in the youth custody estate which aims to improve outcomes through specialised provision of care and rehabilitation.

Question 3

2024 to 2025 in numbers

Accepted Answer

In this section we outline our performance during the financial year 2024 to 2025. Here is a snapshot of the services we provide for the public. Further information on our performance is shown in the performance analysis.

Courts and tribunals

Courts and tribunals sitting days – across all our courts and tribunals
We sat over 550,000 days across our courts and tribunals and facilitated over 3 million hearings.^{[footnote 1]}

Courts and tribunals cases received during the year
We received over 4.2 million cases of which 36% were criminal cases, an increase from the 4.1 million cases received during the financial year 2023 to 2024.

Crown Court
We received over 121,000 cases in the Crown Court and over 814,000 hearings were held over 107,700 sitting days.

Prisons and probation

People on probation
On 31 March 2025, there were 241,540 offenders supervised by the probation service in England and Wales which is 1% higher than as at 31 March 2024.

People in prison
On 31 March 2025, there were 87,919 prisoners in England and Wales compared to 87,869 the previous year.

Youth custody services
As at 31 March 2025, there were 402 children under 18 in the children and young people secure estate in England and Wales, a decrease from 410 in March 2024. Including those aged 18 and over, the total number in the children and young people secure estate was 502, down from 530 in the previous year.

Legal Aid Agency, Office of the Public Guardian and Criminal Injuries Compensation Authority

Legal aid applications
We processed over 380,000 legal aid applications, compared to over 360,000 in the previous financial year. 100% of criminal applications were processed in two working days and 95% of civil applications in 20 working days, except the most complex cases.

Bills processed
We processed more than 1.45 million legal aid bills, compared to over 1.3 million in the previous financial year. 99% of complete, accurate bills were paid within 20 working days, exceeding the 95% target.

Customer service
We took over 89,000 civil and over 34,000 crime legal aid calls. We answered 85% of civil and 79% of crime calls in five minutes or less, beating our 75% target. On average, our call handling satisfaction achieved 92%.

Number of lasting powers of attorney registered
We received 1.41 million lasting power of attorney applications, an 11% rise from the previous year.

CICA claims
We assessed over 42,000 applications and finalised more than 35,000, providing £164 million in compensation to victims.

Corporate

Finance – net spend
There was £12.3 billion total net expenditure (total spend less income received) in this financial year, compared to £11.9 billion in the previous financial year.

Diversity – ethnicity
In this financial year, of the staff who self‑reported their ethnicity, 18.7% were from ethnic minorities, up from 16.9% in the previous financial year. The figure for senior civil servants was 9.3%, up from 8.8% in the previous financial year.

Diversity – disability
In this financial year, of the staff who self-reported their disability status, 18.0% were declared disabled, up from 17.4% in the previous financial year. The figure for senior civil servants was 14.3%, up from 12.6% in the previous financial year.

Carbon emissions (CO2e) reduction in total emissions
Our emissions have reduced by 25% compared to our baseline year (2017 to 2018), against a target of 41% by 2025.

People Survey engagement score
The Employee Engagement Index score for 2024 was 61%, unchanged from 2023.

Representation of female staff at MoJ
At the end of March 2025, women made up 51% of the department’s Senior Civil Service (SCS), and female representation across all grades was 58%.

Parliamentary activity

Statutory instruments laid
46 statutory instruments were laid in the financial year 2024 to 2025, compared to 53 in the previous financial year.

Parliamentary questions answered within deadline
89% of 1,858 parliamentary questions were answered within the parliamentary deadline, against a target of 85%.

Question 4

Forewords

Accepted Answer

From the Deputy Prime Minister, Lord Chancellor and Secretary of State for Justice

It is my pleasure to introduce the annual report and accounts for MoJ, reflecting on the department’s achievements during this financial year.

Justice is not abstract. Prisons and probation protect our communities. The courts and tribunals support people to access justice when they need it. MoJ sustains a justice system that shines as a beacon for the rule of law internationally. It supports our legal services sector, which underpins our economy and brings billions into the UK every year. It makes legal aid available to protect the most vulnerable in our society. Most of all, it ensures justice – the thread that binds us all together – is delivered.

But when this government took office in July 2024, the justice system was under unprecedented strain. Prisons were within weeks of running out of space and court backlogs had reached record highs. The government gripped the prison capacity crisis to protect the public from the collapse of criminal justice. In our courts, we sat over 107,700 days in the Crown Court in this financial year and ensured agreement for an increase to 110,000 in the financial year 2025 to 2026 – and one of my first moves as Justice Secretary was adding over a thousand more days to aid those efforts.

Not only have we rescued the system, we have begun the work to rebuild it for a stronger future.

We have committed to the largest prison building programme since the Victorian era and will increase capacity in the estate by 14,000 places by 2031, as set out in our 10-year Prison Capacity Strategy. These places will be delivered through the construction of three new prisons, in addition to HMP Millsike, which we opened earlier this year, as well as expansion and refurbishment of the existing estate. We have strengthened the probation service which will receive up to £700 million additional funding per year by the financial year 2028 to 2029, compared to the financial year 2025 to 2026, to deliver transformative reforms to sentencing based on the recommendations of the Independent Sentencing Review. We will also provide up to £450 million additional investment per year for the courts system by the financial year 2028 to 2029 compared to the financial year 2025 to 2026, increasing Crown Court sitting days to record levels.

We have also started to reform the system, so that it can better serve the public.

David Gauke’s Sentencing Review has given us a framework to address prison capacity and ensure sentencing cuts crime. Sir Brian Leveson is leading a review of our criminal courts to examine how we can cut backlogs and modernise the system, and efforts are underway to reduce the number of women in custody by responding to their distinct and often complex needs.

We have also acted to put victims at the centre of the justice system. Through the Victims and Courts Bill, and the Victims and Prisoners Act, we are strengthening victims’ rights and improving the support they receive. We are working to deliver this government’s pledge to halve violence against women and girls in a decade – by creating a new offence for spiking, placing domestic abuse specialists in police control rooms, and expanding victim protection orders.

When it comes to the UK’s position globally, we are ensuring our justice system remains a world leader. The Arbitration Act 2025 modernises arbitration procedures, boosts efficiency and cements the UK as a global hub for legal services. In civil and family justice, we have expanded private law Pathfinder courts, placing children’s needs at the heart of proceedings and better supporting survivors of domestic abuse. We have also launched the Understand Your Rights campaign to help more people exercise their entitlements under the Victims’ Code.

None of this would be possible without the skill and commitment of the people who work across MoJ. Every one of them has played a part in delivering real change over the past 12 months. I am proud of what they have achieved, and grateful for the dedication they show every day. I pay tribute in particular to my predecessor for leading the department through this challenging period.

As we look ahead, there is much more to do. We will continue to deliver more prison places and pass legislation to reform sentencing so that prison capacity is put on a sustainable footing. We will respond to Sir Brian Leveson’s recommendations and continue building resilience across our courts to create a sustainable justice system. We will strengthen probation so that offenders are supervised effectively, reoffending is reduced and communities are kept safer. And we will continue modernising the system – using technology, driving efficiency and ensuring victims have a stronger voice.

With a clear plan, the right investment and the determination of our people, I am confident we will deliver a justice system that not only commands public trust and protects the public, but also boosts economic growth and stands as a model of fairness and integrity across the world. That will be my focus over the coming year and throughout my tenure leading the department.

Rt Hon David Lammy MP
Deputy Prime Minister, Lord Chancellor and Secretary of State for Justice

From the Permanent Secretary

It is my pleasure to present the MoJ annual report and accounts for the financial year 2024 to 2025 – the first time since I returned to MoJ with the privilege of leading this brilliant department.

Having been Second Permanent Secretary and before that Chief Executive of HMPPS, I know just how vital a public service MoJ provides – this isn’t just another job for me, it feels like coming home.

I want to thank my predecessor, Dame Antonia Romeo, who served as Permanent Secretary until June this year. Antonia led MoJ through a period of significant challenge for the justice system. She strengthened its resilience and ability to serve the public – and we are all grateful for her outstanding contribution.

This year began with prisons nearly at full capacity, and Crown Court caseloads at record levels. Through the hard work of so many colleagues at MoJ, its executive agencies, arm’s length bodies and partners right across the justice system, we have stabilised the system.

We successfully implemented the standard determinate sentence (SDS40) release scheme, allowing eligible prisoners to be released automatically into the community on licence after serving 40% of their sentence. We also expanded the use of electronic monitoring and home detention curfew, all of which relieved pressure on the prison estate in the short term while maintaining public protection.

In December 2024, we published the 10-year Prison Capacity Strategy, setting out plans to deliver 14,000 new prison places by 2031. Earlier this year, we opened the estate’s newest prison – HMP Millsike – on time, under budget and with sustainability at its heart as the UK’s first all-electric prison.

In February 2025, we announced a new vision for the probation service, with more intensive supervision of medium and high-risk offenders, and earlier intervention with low-risk offenders to address the root causes of their reoffending. We have also boosted probation capacity, recruiting over 1,000 new trainee probation officers and laying the groundwork for a further 1,300 in the next financial year.

In the courts, we have worked closely with partners across criminal justice to reduce the number of cases waiting to be heard. Although challenges remain, we are pulling every lever to alleviate pressure: recruiting more judges and investing in court buildings to make them better able to meet demand. In the longer term, we must go further – which is why the previous Lord Chancellor commissioned the independent review of the criminal courts, led by Sir Brian Leveson. The review will also consider the efficiency of the courts, from charge to case completion.

During the reporting year, MoJ has put an increased emphasis on women in the justice system. The launch of the Women’s Justice Board has helped us bring together experts and frontline voices to shape better outcomes and reduce the number of women entering custody. We piloted social workers in four women’s prisons to empower women in understanding their parental rights while in custody, support family relationships, and improve child safeguarding.

We have also taken important legislative steps to support and protect victims, including launching the Understand Your Rights campaign, which sets out what victims can expect from the criminal justice system and their entitlements for support. In addition, we implemented the Victims and Prisoners Act to strengthen victims’ rights and improve their experience in the justice system.

Our work as a beacon for justice and the rule of law globally has continued. The Arbitration Act received Royal Assent in February 2025, modernising arbitration procedures and strengthening the UK’s standing internationally. We continue to modernise and simplify access to civil and family justice, including by expanding the private law Pathfinder model to more courts – so that children’s voices are heard, trauma is reduced and more specialised support is available.

The justice system matters – especially to those at their most vulnerable. In the year ahead, we will continue to deliver punishment that works to cut crime, ensure swift access to justice for victims, uphold the rule of law at home and abroad, and ensure our outstanding legal services sector can contribute even more to UK economic growth.

I am proud of what we have achieved during this reporting year, and excited about what we can do together in the year ahead. We have begun to deliver reforms which will transform justice for generations and I look forward to working with MoJ colleagues, and with the Deputy Prime Minister and his ministerial team, to build a more effective justice system, which delivers for the public it serves.

Dr Jo Farrar CB OBE
Permanent Secretary

From the Lead Non-Executive Board Member

Departmental Board members have continued to operate within an exceptionally demanding operational and policy environment. Throughout the past year, the non-executives have supported and advised the department as it has tackled critical issues within the justice system.

July 2024 saw a change of government and the non-executives were impressed by how rapidly the then Lord Chancellor and her ministerial team got to grips with the issues facing the department and the justice system.

The non-executives are fully supportive of the government’s reform priorities and have worked closely with ministers and the executive team on its strategic approach to sentencing and court reforms. I welcome the system-level approach that the department has taken to ensure measures to reform courts, prisons and probation services are taken holistically. This joined-up approach is reflected in the department’s work to stabilise the system through delivering sentencing reform, modernisation of the court system through better use of technology and the easing of pressures on the prison estate through coordinated action across agencies. These priorities are critical to securing fairer outcomes for victims, reducing reoffending, and strengthening public confidence in the justice system.

Progress towards the department’s digital transformation agenda has been rapid, supported by Andrew Robb in his role advising MoJ’s Service Transformation Group. In addition to supporting embedding technology at the heart of delivering policy reforms, the non-executives continue to advise on strengthening the department’s overall digital and data capabilities, ensuring that performance insights are used more effectively to drive outcomes. Our engagement has helped identify opportunities to modernise operations and embed innovation at the heart of delivery, reflected in Jennifer Rademaker’s leadership of a review into the culture within HMPPS and its impact on professional standards. The report was published in May 2025 and is a vital step towards building a more open, inclusive and accountable culture across the service.

We also support the department to raise and action key priorities through formal corporate governance channels. The Departmental Board has convened twice since the start of the new Parliament (in November 2024 and March 2025). Alongside standing items on departmental performance and cross-cutting risks, we’ve undertaken in-depth reviews, including of probation delivery within the criminal justice system. The Board also conducted its annual effectiveness review to reflect on areas of strength and development for the financial year 2024 to 2025. Initial findings, to be considered in June 2025, indicate improvements in the Board’s functioning and collaborative approach.

The Delivery Board, which met five times over the reporting period, has scrutinised some of the department’s most complex programmes that form part of the Government Major Projects Portfolio. These include:

the Decommissioning and Legacy Risk Mitigation Programme, which addresses the operational, technical and cyber security risks posed by ageing technology within the HMCTS estate
the Electronic Monitoring Programme, which is working to improve offender compliance and community safety
the Evolve IT Portfolio, which will modernise critical IT systems across the agencies to support more efficient, resilient and user focused services
the Prison Education Service, which is focused on reshaping how learning is delivered in custody to support rehabilitation and improve post-release outcomes

This oversight continues to be a key mechanism for enhancing delivery and ensuring accountability across the department.

The Audit and Risk Assurance Committee has continued to provide robust assurance on the department’s governance, risk management, and internal controls. I commend Paul Smith, our non-executive and Chair of the Audit and Risk Assurance Committee, for his leadership and diligence in this area. Paul has played a central role in strengthening the Board’s understanding of performance metrics and risk, while also guiding work to enhance the department’s public appointments process. Alongside the wider non-executive team, he has contributed significantly to mentoring senior civil servants and shaping the new departmental risk framework.

Since the end of the reporting period, there have been key changes to the department’s senior leadership. The Permanent Secretary, Antonia Romeo, stepped down in April 2025, after four years, to take up the role of Permanent Secretary at the Home Office. On behalf of the non‑executives I would like to recognise Antonia’s outstanding contribution to the department. She built a robust Executive Committee team which enhanced individual strength with a collaborative approach. Antonia combined fundamental grip with a consistently positive and collaborative leadership style, always being very focussed on delivery for the Lord Chancellor. Whilst being a hard act to follow, we were impressed with the continuity provided by Amy Rees, who served as interim Permanent Secretary during this transition ahead of the appointment of Jo Farrar as Permanent Secretary.

I would like to extend my sincere thanks to the previous Lord Chancellor, and to the executive team for their continued openness in engaging with the non-executives on the far-reaching and complex challenges the department faces. In September 2025, we welcomed the new Deputy Prime Minister as Lord Chancellor to the department. We look forward to working closely with the Deputy Prime Minister to support his priorities and remain committed to supporting the department as it strives to improve outcomes across the justice system.

Finally, on a personal note, this will be my last foreword. In March next year I will step down as lead non-executive after nearly eight years in post. It is easy to lose sight of how much risk the department carries. Given the scope of the department and the continuing challenges it faces, it is no easy task simply to keep the system functioning. The department is incredibly resilient and always seems to rise to the challenge of the latest crisis. It has many talented and committed people. I will miss them.

Mark Rawlinson
Non-Executive Board Member

Question 5

Chief Operating Officer’s review of the year

Accepted Answer

In the financial year 2024 to 2025, MoJ operated within the budgetary limits approved by Parliament through the Supplementary Estimate. The departmental expenditure limits (DEL) were set at £12,212 million for resource spending (RDEL) and £1,689 million for capital spending (CDEL). In addition, the annually managed expenditure (AME) allocations were £810 million for resource and £23 million for capital.

MoJ’s expenditure is partly funded by income generated from various sources, including court fees, fines, client contributions towards legal aid and revenue from prison industries.

Total income for the year amounted to £1,932 million, representing a 8% increase from £1,788 million in the previous financial year. As a share of the gross resource budget, income accounted for 14% in the financial year, compared to 15% in the previous year.

A detailed breakdown of the approved budgets, actual outturn for the financial year, and variances is presented in the table below. This information corresponds directly with the audited Statement of Outturn against Parliamentary Supply within the accountability section.

Table 1: Performance against parliamentary control totals

	Supplementary Estimate £m	2024-25 Outturn £m	2024-25 Variance £m
Resource DEL	12,212	12,043	169
Of which
Administration	581	549	32
Capital DEL	1,689	1,541	148
Resource AME	810	297	513
Capital AME	23	(1)	24
Non-budget expenditure*	100	-	100
Net cash	13,043	12,520	523

*MoJ sought £100 million non-budget expenditure cover in the Supplementary Estimates 2024 to 2025 for a prior period adjustment for CICA scheme provisions. In the event, the department did not restate the prior year and the non-budget cover was not utilised.

Where we spend our money

The department’s total resource budget (DEL and AME) for the financial year 2024 to 2025 is £13 billion and total capital budget (DEL and AME) for the financial year 2024 to 2025 is £1.7 billion. MoJ is a large operational delivery ‘downstream’ department, and therefore subject to demand pressures not fully within our control, including prisoner numbers and legal aid spending. The department is also susceptible to changes in the level of fee and fine income collected through the courts. In terms of expenditure, HMPPS is the largest body within MoJ, followed by HMCTS and LAA. The department invests over 80% of its resource funding and over 75% of its capital funding in these three agencies. The charts below show the department’s resource and capital budgets across its agencies and arm’s length bodies.

Figure 1: Resource and capital budgets across agencies and arm’s length bodies^{[footnote 2]}

Components of MoJ resource budget

Resource budget	HMPPS	HMCTS	LAA	Policy, corporate services and associated offices*	OPG and CICA and arm’s length bodies
Costs	£5,731m (45%)	£2,465m (19%)	£2,367m (18%)	£1,587m (11%)	£706m (7%)

Components of MoJ capital budget

Capital budget	HMPPS	HMCTS	LAA	Policy, corporate services and associated offices*	OPG and CICA and arm’s length bodies
Costs	£1,117m (65%)	£197m (12%)	£0.4m (0%)	£382m (22%)	£15.2m (1%)

*Includes: MoJ HQ costs including Justice Digital costs and grants to local government and non-departmental public bodies less corporate recharges to agencies, and HMPPS estate costs for properties managed by MoJ estates. These costs sit in HMPPS for financial reporting but in MoJ HQ for budgeting purposes.

Resource

As a predominantly operational department, the majority of MoJ’s resource budget is spent on running prison and probation services, the courts and tribunals system, and funding on legal aid.

The department continued to face significant financial pressures, reflecting both demand coming into the justice system, the impact of inflation on core goods and services, and pay demands being higher than planned for at Spending Review 2021. We successfully managed these pressures through efficiency measures and robust prioritisation switching funding from capital, which we were unable to utilise in‑year, to resource.

Figure 2: Where we spent our money in the financial year 2024 to 2025

Departmental expenditure by category of spend

Costs	HMPPS	HMCTS	LAA, OPG and CICA	MoJ HQ and arm’s length bodies	Total
People costs	3479	1503	150	893	6025
ICT costs	62	238	1	248	549
Prisoner-related costs	873	0	0	0	873
Private finance initiative service charges	757	37	0	0	794
Depreciation and amortisation	725	363	19	74	1181
Estate costs	782	352	7	0	1141
Legal aid	0	0	2229	0	2229
Other costs^{[footnote 3]} (excluding corporate overhead)	359	167	415	702	1643

We continued to invest in delivering the department’s priority outcomes. In the Crown Court, over 107,700 days were sat during the year, with over 550,000 sitting days across all court and tribunal jurisdictions. The financial year 2024 to 2025 also marked the formal conclusion of the HMCTS reform programme. Since 2016, the programme invested over £1.2 billion in the modernisation of our courts and tribunals, making services faster, simpler and more accessible, and the development of 14 modern digital services.^{[footnote 4]}

There was continued investment in reducing reoffending measures aligned to Spending Review allocations, including additional community accommodation delivery to support releases under the standard determinate sentence (SDS40) early release scheme in autumn 2024.

Long-term resource trends

Figure 3: RDEL outturn vs budget (real terms)^{[footnote 5]}

RDEL budget vs outturn (£m)

Financial year	Budget	Outturn
2020-21	9,500	9,165
2021-22	9,465	9,431
2022-23	9,627	9,490
2023-24	10,117	10,055
2024-25	10,414	10,270
2025-26	11,091	0

Over the past five years, MoJ has seen real-term increases in its RDEL spending, reflecting the department’s commitment to strengthening the justice system and responding to evolving demands. The increase has supported frontline services, particularly in prisons and probation. The department has invested in recruiting additional prison officers and enhancing probation services, with a focus on reducing reoffending and tackling crime.

These efforts are part of a broader strategy to improve public safety and rehabilitate offenders.

Alongside this, we have increased investment in core infrastructure. This includes maintenance of the prison estate and improvements to technology across the justice system. Courts and tribunals have also received additional funding to respond to rising demand, improve operational performance and recover from the impacts of the COVID-19 pandemic.

The department’s settlement for the financial year 2025 to 2026 provides a minimum £500 million investment across prisons and the probation system in 2025 to 2026 to recruit new prison and probation staff and deploy new electronic tags to monitor more offenders in the community.

Capital

The majority of MoJ’s capital budget is spent on delivering the largest prison build programme since the Victorian era, designed to create modern, secure facilities that support rehabilitation and meet future demand for prison places.

By the end of the financial year, 6,500 places had been delivered, with around 1,000 places delivered in the current Parliament, including opening new houseblocks at HMP Rye Hill. Construction was also completed on the new 1,500-place HMP Millsike, which received its first prisoner in April 2025.

The rest of the capital budget is spent on maintenance costs for the courts and tribunals, prisons and MoJ HQ estates, leases, and digital and technology. We invested £240 million in maintenance, renewal and renovation of the operational prisons and probation estate, despite a challenging year for the market and key supplier failure. We also invested £125 million in the courts and tribunals estate, of which £40 million was spent on major refurbishments and new building projects.

Long-term capital trends

Figure 4: CDEL outturn vs budget (real terms)^{[footnote 6]}

CDEL budget vs outturn

Financial year	Budget	Outturn
2020-21	1,077	1,067
2021-22	1,555	1,429
2022-23	1,370	1,278
2023-24	1,347	1,294
2024-25	1,440	1,313
2025-26	1,740	0

Capital expenditure has increased since the financial year 2020 to 2021, reflecting a period of substantial investment aimed at modernising and expanding critical infrastructure across the justice system. The increase is primarily driven by:

the department’s prison build programme
the maintenance and improvement of the existing prison, probation and court estates and the youth custodial estate
enhancing electronic monitoring capabilities
modernising the technology and infrastructure that underpins the courts system
Together, these investments mark a transformative period for the justice system, focused on long‑term sustainability and improved outcomes for the public.

Spending Review 2025

Phase one of the Spending Review 2025 settlement established the budget for the financial year 2025 to 2026 and set the strategic direction for MoJ for the remainder of the Spending Review period. Phase two was announced in the Spending Review Statement in June 2025 and set budgets for the financial years 2026 to 2027 and 2028 to 2029 for RDEL, and up to 2029 to 2030 for CDEL. The settlement demonstrates the government’s commitment to building a stronger, more effective justice system by expanding prison, probation and courts capacity to record levels, while delivering long-term reform to safeguard the system’s future.

The settlement includes investment of up to £4.7 billion in prison expansion across the financial years 2026 to 2027 and 2029 to 2030. A total of £7 billion will have been invested between this financial year and 2029 to 2030 to deliver the commitment to build 14,000 new prison places, with an aim to complete delivery by the end of 2031. There is also a focus on day‑to‑day expenditure, with up to £700 million additional funding to the probation service by the financial year 2028 to 2029 to deliver reforms to sentencing based on the recommendations of the Independent Sentencing Review, and up to £450 million per year for court activity, including funding that would enable Crown Court sitting days to reach record levels.

Question 6

Our performance

Accepted Answer

During the year we focused on our three core priority outcomes for the justice system. These are:

Punishment that cuts crime – to rebuild public confidence in the criminal justice system by protecting the public and reducing reoffending – this was supported by a sustainable and effective prison and probation service

Swifter justice for victims – to ensure timely and just outcomes for both victims and defendants through a modern, efficient criminal courts system, helping to restore trust in justice

A beacon for justice and the rule of law – to deliver accessible and timely civil, family and administrative justice – we also upheld the rule of law at home and abroad, while promoting our world‑leading legal services that contribute to economic growth

These priorities support MoJ’s broader long-term goals and reflect our commitment to improving outcomes across prisons, probation, courts and legal services. We use operational data to understand and improve our performance. Our published performance metric information can be found on GOV.UK.^{[footnote 7]}, ^{[footnote 8]}

Performance overview

The performance overview provides a high-level summary of our performance against our priority outcomes. Our performance analysis provides full details of our activities and analysis of performance against each outcome. More details on corporate functions can be found in our principal risk section.

Punishment that cuts crime

We are building confidence in the criminal justice system by protecting the public and reducing reoffending through a sustainable and effective prison and probation service. In the financial year 2024 to 2025, we took a range of steps to strengthen the criminal justice system, focusing on prison capacity, safety and security, probation reform, and support for people in custody and on release.

These included:

introducing measures to reduce demand on prison capacity, to ensure the prison system operates effectively
enhancing prison security through digital security products, the launch of a state-of-the-art learning hub, and delivery of the Security Development Programme
addressing issues specific to women in the justice system, including establishing the Women’s Justice Board in January 2025 which aims to reduce the number of women in prison, and providing better support for children of prisoners
implementing operational changes through the Probation Reset initiative in July 2024, and the launch of Impact in April 2025, aimed at mitigating service pressures, empowering practitioners, prioritising high risk cases, and working differently with lower risk cases
making significant progress in operational staff recruitment, onboarding 1,057 trainee probation officers in this financial year and setting a target of 1,300 more in the financial year 2025 to 2026 – as at March 2025, we are at 96% of the national target staffing figure for Band 3 to 5 prison officers in prisons across England and Wales
engaging with employers through the Unlocking Potential campaign led by the New Futures Network, launching regional Employment Councils in January 2025, offering sector-specific training courses, and encouraging the usage of electronic monitoring devices

Swifter justice for victims

We have created the foundations for timely and fair outcomes for victims and defendants through a modern, efficient criminal courts system. In the financial year 2024 to 2025, we strengthened the system by expanding court capacity, upgrading digital tools and improving victim support.

Our actions included:

increasing the number of sitting days in the Crown Court to over 107,700, allowing more cases to be heard
closing the HMCTS reform programme in March 2025, consolidating and stabilising digital services such as Common Platform, enhancing support for vulnerable users, and driving efficiency in data sharing and accuracy between criminal justice partners^{[footnote 9]}
launching an independent review led by Sir Brian Leveson in December 2024 to explore long-term criminal court reform and efficiency – part one of the review was published in July 2025^{[footnote 10]}
developing new legislation to improve protections for victims of violence against women and girls
continuing to improve victims’ experience of the justice system and ensure victims have knowledge of, and access to, the support they need

A beacon for justice and the rule of law

In the financial year 2024 to 2025, we delivered timely civil, family and administrative justice, promoted legal services to support economic growth, and strengthened the justice system through innovation and international engagement – while reaffirming our commitment to the rule of law at home and abroad.

Our actions included:

rolling out digital services to streamline processes, reduce costs and improve accessibility
improving the experience for children and families by expanding the Pathfinder Scheme, and extending the family mediation voucher scheme, which aims to resolve cases more quickly and reduce backlogs^{[footnote 11]}
introducing the Arbitration Act 2025 which received Royal Assent on 24 February 2025 – the Act modernises the UK’s arbitration framework, enhancing its effectiveness and international competitiveness^{[footnote 12]}
supporting the legal sector to flourish by working towards addressing market access barriers in priority jurisdictions and securing legal services provisions in free trade agreements, promoting English and Welsh law to domestic and international audiences
consolidating the UK as a leading jurisdiction for innovation
strengthening international relationships, bilaterally and through multilateral institutions to promote the rule of law internationally
establishing a programme aimed at protecting and promoting the rule of law and coordinating work with the Attorney General’s Office and the Foreign, Commonwealth and Development Office on current challenges

Principal risk summary

Key to outcomes and strategic enablers

Principal risk area	Outcome	Trend this year	Comment on trend	External factors
Operational delivery: Ensuring effective service delivery and compliance in our operations.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	Increase	Pressure on prisons continues due to the rising prison population despite bringing on new prison capacity through a combination of new builds, expansions and temporary accommodation. Drone-enabled contraband delivery is an increasing threat to security. We have also seen an increase in threats to the safety of prisoners and prison staff. HMPPS continues to focus on tackling these risk areas in HMPPS. There have been challenging workloads in some probation services. To manage this, we have reset operating levels. These continue to be revised in response to changes proposed by the Independent Sentencing Review. There are increasing levels of demand across courts, tribunals and other operational services. This has impacted on timeliness and size of caseloads. We have increased court sitting days and are working to improve efficiency and effectiveness of processes. We will seek to stabilise this risk during the financial year 2025 to 2026.	Criminal justice system demand, labour markets, planning permission, economic factors, supply chain costs and stability, technology advancements e.g. drones, and criminal case complexity.
Capacity: Managing and maintaining sufficient criminal justice system capacity to meet demand.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	Increase	Acute capacity challenges continued in the financial year. In prisons, medium‑term forecast for demand growth continues to surpass capacity. Measures were taken throughout the year to mitigate short-term risks in the adult male prison estate. This had an impact on probation services where initiatives were taken to reduce service pressures, prioritising high risk cases, and working differently with lower risk cases. In courts, we have increased sitting days, kept open temporary Nightingale courtrooms and recruited more judges. Ageing property infrastructure continues to impact physical capacity across the operations of HMCTS and HMPPS. We expect this risk to stabilise once the Sentencing Bill has been passed and reforms are implemented.	Planning permission and environmental requirements for new build and expansion capacity, and criminal justice system demand.
People and capability: Recruiting and retaining sufficient capable individuals to ensure continually effective service delivery.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	Decrease	Retention rates in our prison and probation services have improved throughout the financial year. We have diversified our recruitment and strengthened processes and the employment offer. Retention activity has focused on wellbeing, pay and workload pressure. Investment in this area is improving recruitment timelines and training packages for incoming candidates. Progress is being made to support newly appointed officers to reach the required standard. Ongoing capacity and operational factors in prisons and probation are expected to cause this risk to remain high over the next financial year.	Other government department pay and labour market factors, cost of living, and changing needs of employees.
Digital: Reducing the level of technical debt and improving resilience and flexibility of digital and technology services to the business.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	No change	We have made progress on critical systems, but resource constraints mean that technical debt remains in many areas. Attracting technical skills and capability continues to be an issue. Despite the increased focus on digital solutions it is possible this risk will rise in 2025.	Competitive labour markets, rapid development of new technologies, and developments in artificial intelligence.
Security and information: Reducing the likelihood of a cyber security attack, keeping our information secure and improving compliance with GDPR and other legislation.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	Increase	We continue to enhance our internal security governance, policy, standards and training. This includes seeking supplier assurance given MoJ’s reliance on outsourced services. Crystallisation of this risk in LAA reinforces digital as a critical area of risk exposure for LAA specifically, and the rest of the organisation. Due to the heightened risk from cyber threats, work is being done to improve incident management and recovery from incidents or breaches. An independent review of cyber risk across digital and technology has been undertaken – actions are being worked through. As work progresses and is embedded, we expect to see risk stabilisation.	Geopolitical tensions, economic climate particularly cost of living increases, rapid development of new technologies, and advancing capabilities of threat actors.
Commercial: Ensuring we can put in place and manage effective contracts which support the delivery of justice services.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	No change	Supply chain risks and issues have continued across multiple industries. MoJ monitors the financial stability of its major suppliers and develops contingency plans, in the event of any supplier failures. Contingency plans were invoked on October 2024 on the collapse of ISG, a primary supplier to HMPPS. Action is ongoing to let new contracts as needed. We are focused on the further development of commercial skills and assurance across the organisation, and building a long-term pipeline of commercial requirements, to ensure we are planning effectively for the future. The expectation is for this risk to remain stable for the financial year 2025 to 2026.	Market cost pressures coupled with exchange rate fluctuations, supply chain costs and stability.
Change: We have an ambitious portfolio of change projects with a range of risks that require active management to ensure delivery.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	No change	There is continued focus on ensuring programmes within our major change portfolio are set up for success and adhere to the appropriate government standards. During the financial year 2024 to 2025, we have put in place new frameworks for benefits management and realisation, and reporting. We have also published guidance on initiating and setting up new projects and programmes. Following the reviews commissioned by the Secretary of State into sentencing and the criminal courts, MoJ will be undertaking a significant amount of transformational change which is expected to heighten risk exposure.	Planning permission, inflationary pressures on construction materials, and market cost pressures.
Evidence and insight: Ensuring decisions taken by ministers and others are underpinned by sufficiently accurate evidence.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	Increase	Demand caused by the change in government and capacity challenges across all jurisdictions, but principally in prisons and probation, created workload challenges in data analytical services. We continue to modernise and improve our use and approach to data reducing the use of outdated data systems. We are progressing work to look at ‘what works’ through data linking, quality improvement initiatives, and strengthening links across the criminal justice system to develop data and understand drivers of demand. We expect this risk to stabilise in financial year 2025 to 2026.	Reliance on other government department delivery partners to join up criminal justice system data.
Property: Maintaining an estate that is compliant, operational, environmentally sensitive and efficient.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	No change	We continue to invest in our buildings to maintain capacity and reduce dilapidations, while also undertaking planned maintenance programmes. Condition surveys have taken place throughout the financial year. We have managed a range of compliance risks throughout the year including asbestos, fire safety, Reinforced Autoclaved Aerated Concrete and radon levels at some sites. Progress has been slower than planned due to prison capacity pressures and the collapse of ISG, a primary supplier to HMPPS. The risk is expected to remain stable.	Inflationary pressures on construction materials and supply shortages. Instability of primary contractor.
Climate change and sustainability: Adapting effectively to physical and transition climate change exposures.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	Increase	Climate change and sustainability risk management controls have been introduced to improve operational resilience to climate change, embed sustainability commitments in prison design, and improve consideration of the environment in spending decisions, programmes and projects, and policy-making. However, these controls will not deliver the pace or scale of change required to materially reduce our risk exposure in the short or medium term, and our environmental debt continues to grow.	Extreme weather and increasing compliance obligations.
Finance: Long-term funding uncertainty and inflationary pressures on current budgets.	Punishment that cuts crime Swifter justice for victims A beacon for justice and the rule of law	No change	In October 2024 HM Treasury settled the first phase of the Spending Review covering budgets for the financial years 2024 to 2025 and 2025 to 2026, and in June 2025 they settled the second phase. This will enable MoJ to develop a clear strategy for the remainder of this Parliament, which will include the implementation of sentencing reform and criminal court reform. We expect this risk to come down in the financial year 2025 to 2026.	Wider macro-economic environment, in particular inflationary pressures and consequent pay settlements, and judicial litigation.

Question 7

Our performance analysis

Accepted Answer

Outcome 1 – Punishment that cuts crime

This year, we focused on rebuilding confidence in the criminal justice system by protecting the public and reducing reoffending through a sustainable and effective prison and probation service. Despite facing significant challenges, we implemented a range of measures to support delivery of this outcome. These included managing prison capacity pressures, implementing probation reforms, enhancing safety and security measures, and providing robust support for rehabilitation.

Prison capacity

The prison system has continued to face significant and sustained pressure since September 2022, particularly in the adult male prison estate which operated at over 99% capacity between January 2023 and July 2024. These pressures were driven by rising demand, including a growing remand population linked to court delays, longer custodial sentences, and limited use of community-based alternatives. In September 2024, the construction firm ISG entered administration, directly impacting projects expected to deliver around 3,600 prison places across 13 sites, and fire safety works.^{[footnote 13]} In response we:

implemented temporary measures to manage prison capacity and ensure safety across the estate
introduced several policy changes to ease pressure on the prison estate and support rehabilitation, including longer home detention curfews, shorter fixed-term recalls, earlier release points, and expanded access to open conditions for eligible prisoners
proactively engaged with the market to minimise delays caused by the ISG insolvency
raised awareness of the use of bail as an alternative to remand, including the rollout of a dedicated Bail Information Service and expanding the community accommodation offer
increased removals of foreign national offenders – there were 5,154 removals in the year ending March 2025, an increase of 21% compared to the previous year

In December 2024, we published a 10-year Prison Capacity Strategy, and committed to deliver the remaining 14,000 of the 20,000 prison places, with £4.7 billion investment over this Spending Review period announced on 14 May 2025 to fund the expansion.^{[footnote 14]} By March 2025, around 6,500 of the 20,000 prison places had been delivered.^{[footnote 15]} As part of the new strategy, in April 2025 a new all-electric prison, HMP Millsike, started taking prisoners, which will add around 1,500 prison places when it reaches full capacity. Delivering these prison places has faced challenges, including delays in securing planning permission, unforeseen site and infrastructure conditions, and affordability and funding constraints.

In October 2024, the Lord Chancellor launched an Independent Review of Sentencing, led by former Lord Chancellor David Gauke, with the aim of creating a sustainable justice system. The review explores options based on three principles: punishing offenders and protecting the public, ensuring sentences encourage prisoners to turn away from crime, and expanding tough non‑prison punishments.

A report of the review’s findings was published on 22 May 2025.^{[footnote 16]} This government accepted, in principle, the majority of David Gauke’s recommendations:

release will be earned – and the most dangerous offenders excluded
we are ramping up tagging and monitoring, with an up to £700 million uplift in annual probation budgets
we are toughening up punishment outside of prison, so offenders pay back their debt to society

Safety and security

Effective security is fundamental to maintaining a safe, stable and rehabilitative prison environment, as well as maintaining public confidence in the criminal justice system. Making prisons safer for both staff and prisoners remains a key priority. We recognise the significant challenges posed by capacity pressures and overcrowding, and are actively addressing them by:

undertaking a range of initiatives, including removing wet shave razors from 31 adult male closed prisons, providing targeted support to prisons with the highest rate of assaults, and introducing the Prison Safety Policy Framework^{[footnote 17]}
planning for the trial of conducted energy devices, more commonly known as tasers, by the Operational Response and Resilience Unit in the summer of 2025, as part of our tactical response to serious incidents

We continued efforts to enhance security by:

carrying out trials of wastewater testing in prisons – the pilot ended in April 2025 and demonstrated potential as a monitoring tool in detecting substances, but further investment and research are required before it can be confidently applied in operational settings
implementing digital security products and a state-of-the-art learning hub, upskilling all staff working in operational settings

We overhauled our approach to counter terrorism (CT) and delivered significant change, including improved information sharing and joint working between prisons, probation and police. We continue to enhance our CT strategies and strengthen multi-agency case management to mitigate risk.

Throughout this reporting period, among other things:

we established the National Pathfinder in December 2024 to provide greater assurance and senior oversight of CT case management, and we are continuing to reform the case management process to ensure it is a truly multi-agency process
the Crime and Policing Bill introduced in February 2025 includes provisions to strengthen our approach to CT, including amending the section 13 of the Terrorism Act 2000 offence of displaying an article associated with a proscribed organisation to apply equally to prisons, as it already does to public places
we developed a new CT training package for prison and probation staff, which features a codified list of terrorist risk behaviours and provides staff with the essential skills and practical guidance on how to ‘notice’, ‘check’ and ‘share’ terrorism concerns

We continue to work closely with law enforcement organisations to address the risk posed by serious and organised crime, which is assessed to be the largest single risk to HMPPS operations. Joint working has led to several key operational successes, including tackling drugs supply into custody.

Probation reform^{[footnote 18]}

Demand for probation services is increasing, a trend that will continue.

In response, in July 2024, we implemented the Probation Reset, a strategic initiative designed to alleviate workload pressures and allow staff to focus on supervising the most serious offenders. This initiative prioritises early engagement and supervision during the initial two thirds of an offender’s sentence, a critical period where probation staff can exert the greatest impact on public protection and reducing reoffending.^{[footnote 19]}

In February 2025, the then Lord Chancellor outlined a vision for the future of the probation service, refocusing efforts and resources on work that is most effective at reducing reoffending and supervising higher risk offenders. We introduced new measures in April 2025 to free up staff time by launching Impact, a probation policy that reduces contact with lower risk offenders and intensifies focus on high risk cases in the first 16 weeks. We’re also prioritising practitioner recruitment and expanding technology use to ease workloads.

Prison and probation staffing

We have made significant progress recruiting additional operational staff to support in delivering our priorities.

We successfully onboarded 1,057 trainee probation officers with an aim to recruit a further 1,300 trainee probation officers in the financial year 2025 to 2026.^{[footnote 20]}, ^{[footnote 21]} At 31 March 2025, there were 21,396 full-time equivalent staff in probation service grades, an increase of 637 (3.1%) since 31 March 2024.

As of 31 March 2025, there were 22,716 full-time equivalent Band 3 to 5 prison officers in post, which represents 96% of the national target staffing figure. Between April 2024 and March 2025, there were 2,417 full-time equivalent Band 3 to 5 joiners. Substantive recruitment efforts will continue at all sites where there is a current or future need.

Women in the criminal justice system

We made good progress against the commitments in the Female Offender Strategy Delivery Plan which ran from 2022 to March 2025 in response to a National Audit Office report. We published a one year on progress report in May 2024.^{[footnote 22]}

The then Lord Chancellor announced the creation of a Women’s Justice Board with the clear goal of reducing the number of women in prison and addressing the distinct needs of women in the criminal justice system. The Women’s Justice Board has now met twice since January, and its initial focus will be on:

work to intervene earlier, and divert women away from the criminal justice system where appropriate
community solutions, such as residential alternatives to custody
improving outcomes for young adult women, pregnant women, and mothers of dependent children across the criminal justice system

Prison-based social worker roles are being piloted at four prisons to support and empower women in understanding and exercising their parental rights while in custody. Early evaluations indicate that they are having a positive impact, helping mothers maintain appropriate contact with their children.

Youth Custody Service

We have improved outcomes for young offenders in the criminal justice system by:

updating the release on temporary licence framework for the Youth Custody Service in March 2025, ensuring structured and supervised temporary release for young offenders – the framework is being piloted at five sites from May 2025
reviewing the qualifications and training for youth justice workers, recommending updates to training and ensuring consistent standards across the sector

Reducing reoffending

Our approach to reducing reoffending is guided by the evidence of what works: securing employment, stable accommodation, access to treatment for drug and alcohol use, and support to develop the personal skills and behaviours people need to turn their back on crime. We work in partnership across government and with external organisations to ensure offenders in the community get the support they need.

In the financial year 2024 to 2025, we have taken steps to ensure that robust support is in place for individuals being released, with a particular focus on continuity of healthcare, substance misuse provision, and access to employment, benefits and accommodation by:

successfully engaging with 186 employers and partners through our Unlocking Potential campaign led by the New Futures Network – as a result, 1,888 prisoners participated in upskilling and recruitment sessions and the campaign included 129 events, resulting in nearly 100 job offers
launching new regional Employment Councils in January 2025 to support offenders in finding employment – in this financial year, the proportion of prison leavers in employment within six months of their release was 34.5%^{[footnote 23]}
offering sector-specific training courses in prisons through the Future Skills Programme, helping prisoners prepare for employment in sectors such as construction and warehousing
enhancing prisoners’ literacy with reading strategies now implemented in every prison and supporting routes into employment through skills based training, including an apprenticeship programme now available in both the closed and open estates
commissioning independent approved premises bed spaces to replace contracts that are expiring, providing stable accommodation for individuals released from custody
reaching our target of opening 85 Incentivised Substance-Free Living Units, alongside six drug recovery wings in March 2025, creating environments that promote recovery and long‑term stability

Electronic monitoring

Electronic monitoring continues to serve as a robust alternative to custody, with evidence indicating positive behavioural impacts on individuals during monitoring. We are engaging with the police, Crown Prosecution Service, and judiciary to raise awareness of electronic monitoring’s potential as a court bail option and its role in supporting reforms to short sentences and post-sentence supervision.

In May 2024, Serco took over delivery of our electronic monitoring service, and experienced significant performance challenges. This led to unacceptable delays in some individuals being tagged. Serco have addressed those delays and are close to completing migration to new systems that will improve the resilience and scalability of electronic monitoring going forward.^{[footnote 24]}, ^{[footnote 25]}, ^{[footnote 26]}

Digital

We are committed to enabling access to the right information at the right time, bringing prisons and probation closer than ever and supporting a sustainable and resilient system. We have supported this by:

improving access to digital services for prisoners and young people through the Launchpad initiative, providing laptops in cells in an additional four sites in this financial year – Launchpad now reaches around 12,900 prisoners across 19 sites, with core services through self-serve kiosks in communal spaces in a further 12 sites
completing the PIN phone services programme in April 2024, installing in-cell telephony across the entire closed estate to enable closer family ties and improve safety on wings – there are over 2,000 ‘staff to cell’ phones, allowing staff to call and speak to a prisoner in their cell to support safety, security and decency
piloting digital services that will unlock capacity by automating manual processes, meaning probation staff can spend more time working with offenders and less time on administration tasks
investigating artificial intelligence transcription tools to reduce the burden of notetaking – if successful, this will enable probation officers to focus on face time with offenders and support rehabilitation
investigating the potential for technology to support management of offenders in the community, looking to international examples as identified by the Sentencing Review, including the potential for remote check-ins using technology and better use of data to support real-time monitoring of tagged offenders

Our performance metrics

Prison supply/demand gap

Total prison supply /demand gap, the difference between the number of useable prison places (supply) and the prison population (demand), has marginally increased to 1,006 spaces at 31 March 2025, up from 944 on 31 March 2024. This level of headroom is not sufficient resilience to respond to shocks to the system (e.g. sudden capacity losses or exceptional population growth). Despite a series of emergency measures throughout the financial year 2024 to 2025 aimed at reducing pressure, including operational adjustments and policy interventions, the prison population continued to grow, particularly within the adult male estate. This sustained increase has placed considerable strain on both national and regional capacity.

Value change from previous year
Increasing

Progress on previous year
Amber = marginal or no change

2020-21	2,788
2021-22	2,008
2022-23	1,131
2023-24	944
2024-25	1,006

Percentage of prison leavers in employment six months post-release

Due to the implementation of the Probation Reset in July 2024, there is a break in the time series for employment at six months post-release from custody.^{[footnote 27]} Under Probation Reset, supervision is suspended at the two-thirds point for eligible cases. This results in a reduction in the number of offenders still under supervision at the six-month point where employment status is captured. This change in the cohort means that this financial year’s performance cannot be compared like‑for-like with previous years.

Between May 2024 and April 2025, the proportion of prison leavers in employment six months after release was 34.5%.

2020-21	14.0%
2021-22	17.3%
2022-23	25.9%
2023-24	31.1%
2024-25	34.5%

Data for financial years 2020-21 to 2023-24 are not comparable with data for 2024-25 due to Probation Reset.

Percentage of prisoners in settled accommodation three months after release

Due to the implementation of the Probation Reset in July 2024, there is a break in the time series for accommodation at three months post-release from custody.^{[footnote 28]} Under the Probation Reset, supervision is suspended at the two-thirds point for eligible cases. This results in a reduction in the number of offenders still under supervision at the three-month point where accommodation status is captured. This change in the cohort means that this financial year’s performance cannot be compared like-for-like with previous years.

Between May 2024 and April 2025, the proportion of prison leavers in settled accommodation three months after release was 80.6%. There were variations at regional level, influenced by housing market pressures. In addition, the operational impact of the Probation Reset restructured supervision priorities and influenced both support pathways and measurement scope.

2020-21	74.4%
2021-22	75.3%
2022-23	75.6%
2023-24	73.5%
2024-25	80.6%

Data for financial years 2020-21 to 2023-24 are not comparable with data for 2024-25 due to Probation Reset.

Rate of assaults by prisoners on prisoners (per 1,000 prisoners)

In the financial year 2024 to 2025, the rate of prisoner on prisoner assaults rose to 237 per 1,000 prisoners, continuing an upward trend from 217 in the financial year 2023 to 2024 and 185 in the financial year 2022 to 2023. This increase highlights ongoing challenges in managing violence within the custodial environment, despite targeted interventions such as enhanced staff training, improved intelligence gathering, and the rollout of violence reduction strategies. Work continues to strengthen safety and support across the estate, with a focus on early intervention and trauma‑informed approaches.

Value change from previous year
Increasing

Progress on previous year
Red = worsening

2020-21	140
2021-22	163
2022-23	185
2023-24	217
2024-25	237

Rate of assaults on staff (per 1,000 prisoners)

In the financial year 2024 to 2025, the rate of assaults on staff rose to 122 per 1,000 prisoners, up from 114 in the financial year 2023 to 2024 and 92 in the financial year 2022 to 2023. This increase underscores the pressures faced by frontline staff and highlights the importance of continued investment in staff safety measures, including enhanced training, improved incident reporting systems, and the deployment of violence reduction strategies across the estate.

Value change from previous year
Increasing

Progress on previous year
Red = worsening

2020-21	89
2021-22	97
2022-23	92
2023-24	114
2024-25	122

Proportion of cases where requirements are delivered by probation before the sentence expires

In the financial year 2024 to 2025, 76.3% of Community Orders and Suspended Sentence Orders terminated with successful completion of attached requirements, including accredited programme, rehabilitation activity or unpaid work. This was a 2.4 percentage point decrease compared to 78.7% in 2023 to 2024.

Value change from previous year
Decreasing

Progress on previous year
Red = worsening

2022-23	75.8%
2023-24	78.7%
2024-25	76.3%

Community payback – proportion of cases where unpaid work hours are completed within 12 months

In the financial year 2024 to 2025, 63.1% of unpaid work requirements were completed within 12 months. This is a 6.1 percentage point increase compared to 57.0% in the financial year 2023 to 2024. This upward trend reflects improved operational delivery, enhanced offender engagement, and more effective scheduling and supervision of community payback activities. The consistent year-on-year growth demonstrates the system’s increasing efficiency in delivering timely reparation to communities while supporting rehabilitation.

Value change from previous year
Increasing

Progress on previous year
Green = improving

2021-22^{[footnote 29]}	34.8%
2022-23	46.3%
2023-24	57.0%
2024-25	63.1%

Outcome 2 – Swifter justice for victims

This year, we have increased capacity to manage the open Crown Court caseload, which continues to create risks around timely justice for victims. We have made good progress in developing strategies to tackle violence against women and girls and to improve the experience of victims within the criminal justice system, although challenges remain.

Criminal courts performance

Ensuring victims do not face lengthy waits for justice remains central to improving confidence in the criminal justice system.

In the financial year 2024 to 2025, these pressures persisted, with the backlog exceeding 73,000 cases from September 2024. Despite disposals exceeding expectations and sitting days reaching record levels, demand continues to outstrip capacity, leading to longer waiting times for victims and defendants. To tackle these challenges, we have continued to implement targeted measures to reduce both caseloads and waiting times in the criminal courts through:

sitting over 107,700 days in the Crown Court – maximising our allocated funding – and ensuring agreement for an increase to 110,000 in the financial year 2025 to 2026^{[footnote 30]}
doubling sentencing powers for certain offences for magistrates, ensuring Crown Court time is reserved for the most serious and complex cases^{[footnote 31]}
investing £116.8 million in capital and resource in maintenance and repair works to improve the condition of our buildings^{[footnote 32]}
growing our use of video technology, allowing us to rapidly adapt to deal with increased volumes of cases following civil unrest in summer 2024
piloting a new case coordinator role to assist judges with case progression, aiming to improve throughput and case management

Criminal courts efficiency

To address the longer-term capacity of the criminal courts, the government commissioned an independent review by Sir Brian Leveson to explore criminal court reform and efficiency. Part one of the review was published in July 2025 with findings on court efficiency due in autumn 2025.^{[footnote 33]}

Our ambitious HMCTS reform programme, aimed at transforming our justice system, closed in March 2025, delivering faster, simpler services and reducing reliance on paper-based processes across a range of jurisdictions.

This financial year, we focused on stabilising and refining existing digital services, particularly Common Platform, the digital case management system in the criminal courts, while enhancing support for vulnerable users and investing in estate improvements. These efforts are helping to create a more efficient and streamlined justice service.^{[footnote 34]}

We invested an extra £24 million into criminal legal aid, including additional funding for legal aid work undertaken in police stations and youth courts, to improve the sustainability of criminal legal aid and ensure access to justice for the most vulnerable people.^{[footnote 35]}

At the time of publishing our annual report and accounts for the financial year 2023 to 2024, we had paused reporting on the criminal courts statistics following concerns over data quality. Following investigation and remedial work, the reporting was reinstated in December 2024 with an independent review concluding that MoJ can have significant confidence in the revised statistics.

Tackling violence against women and girls

Improving the justice system’s response to violence against women and girls forms an important part of the government’s Safer Streets Mission, which aims to halve such violence over the next 10 years. The volume of rape cases reaching court continues to increase following work to improve victim engagement and how cases are investigated and prosecuted.^{[footnote 36]}

Additional steps taken to improve the system’s response to violence against women and girls include:

introducing new legislation in the Crime and Policing Bill to ensure that anyone taking an intimate image without consent faces two years’ imprisonment, and creating a new criminal offence for spiking – protection against the creation of sexually explicit deepfakes has also been included in the Data (Use and Access) Act, which received Royal Assent in June 2025
strengthening protections for victims of coercive and controlling behaviour, with offenders who are sentenced to 12 months or longer now automatically managed under multi-agency protection arrangements – research shows this can reduce reoffending to less than half the national average^{[footnote 37]}
announcing new measures in December 2024 to protect victims of stalking, including helping ensure victims have the right to know the identity of online stalkers and widening the use of Stalking Protection Orders^{[footnote 38]}
launching a Domestic Abuse Protection Order pilot in November 2024 to selected areas to ensure victims of all types of domestic abuse can seek protection and more abusers face harsher restrictions
embedding domestic abuse specialists in 999 control rooms under Raneem’s Law, helping to improve the police response to domestic abuse and ensuring victims are referred to appropriate support services swiftly^{[footnote 39]}

Supporting victims

Ensuring victims have the support and information they need is crucial to improving their experience of the justice system. We are achieving this by:

launching the Understand your Rights campaign to raise awareness of the Victims’ Code, which sets out what victims can expect from the justice system and what support they are entitled to
implementing the Victims and Prisoners Act, which introduces measures to enable the Victims’ Commissioner to hold bodies accountable for delivering victims’ entitlements under the Victims’ Code^{[footnote 40]}
developing the Victims and Courts Bill, introduced to Parliament in May 2025 following its announcement in the 2024 King’s Speech – the Bill proposes stronger powers for the Victims’ Commissioner, improved access to support for victims, and automatic restrictions on parental responsibility for child sex offenders sentenced to four years or more
developing guidance for the commissioners of victim-specific support services (such as police and crime commissioners) to stand as a benchmark of good practice, helping commissioners make the best decisions for victims’ services and the vulnerable people they support^{[footnote 41]}

Our performance metrics

Open caseload in the Crown Court

The open caseload in the Crown Court increased by 11.4% from 68,960 to 76,811 between March 2023 to March 2024, and March 2024 to March 2025. This reflects ongoing pressures across the criminal justice system, including increased case receipts. However, sitting days in the financial year 2024 to 2025 were the highest for a decade with disposals and the disposal rate increasing.

Value change from previous year
Increasing

Progress on previous year
Red = worsening

2020-21	59,771
2021-22	58,099
2022-23	62,005
2023-24	68,960
2024-25	76,811

The number of Crown Court cases older than 12 months

The number of Crown Court cases older than 12 months increased by 11.4% from 16,177 to 18,029 between March 2023 to March 2024, and March 2024 to March 2025. However, the number and proportion of the oldest cases has decreased: 8% of the open caseload were older than two years at the end of March 2025 (down from 10% at the end of March 2023). Despite interventions such as increased sitting days and digital case management, the volume of aged cases remains a key challenge, with ongoing efforts focused on improving listing efficiency and reducing delays.

Value change from previous year
Increasing

Progress on previous year
Red = worsening

Value change from previous year
Increasing

Progress on previous year
Red = worsening

2020-21	12,129
2021-22	15,376
2022-23	16,538
2023-24	16,177
2024-25	18,029

Magistrates’ timeliness – average time from charge to disposal criminal cases in weeks

The mean average time from charge to disposal criminal cases in weeks increased by 0.5 weeks from 9.0 to 9.5 between March 2023 to March 2024, and March 2024 to March 2025.^{[footnote 42]} This steadiness follows a period of recovery from pandemic-related delays and reflects ongoing efforts to maintain throughput through digital case management, improved listing practices, and targeted resource allocation.

Value change from previous year
Increasing

Progress on previous year
Red = worsening

2020-21	13.4
2021-22	12.2
2022-23	10.1
2023-24	9.0
2024-25	9.5

Volumes of adult rape cases going to court

The volume of adult rape cases going to Crown Court increased by 21.9% from 2,658 to 3,240 between the financial years 2023 to 2024 and 2024 to 2025. The previous government’s fifth and final ‘Rape Review Progress Report’ was published in February 2024, confirming that receipts met the ambitions of the review. Adult rape receipts have since continued to follow a rising trend – remaining at their highest point in the series.

Value change from previous year
Increasing

Progress on previous year
Green = improving

2020-21	1,108
2021-22	1,386
2022-23	2,028
2023-24	2,658
2024-25	3,240

CICA: Percentage of new criminal injury compensation applications decided within 12 months

The percentage of new criminal injury compensation applications decided within 12 months decreased by 2 percentage points from 68% to 66% between the financial years 2023 to 2024 and 2024 to 2025. CICA has seen new applications rise from 29,000 in the financial year 2020 to 2021 to 43,000 in the financial year 2024 to 2025, with a 3.6% increase this year alone. This growth has affected performance against key performance indicators, but with resources now focused on new applications, we expect to reach 70% from October 2025.

Value change from previous year
Decreasing

Progress on previous year
Amber = marginal or no change

2020-21	70%
2021-22	68%
2022-23	66%
2023-24	68%
2024-25	66%

Outcome 3 – A beacon for justice and the rule of law

This year, we have continued to invest in improving the experience of children in the justice system, and in making our courts and tribunals system a beacon for justice. We have introduced legislation to ensure greater protection for vulnerable youth and launched consultations on cohabitation rights to support couples. We have modernised and improved many digital services and systems and delivered the final phase of the HMCTS reform programme.^{[footnote 43]} We have continued our work to promote the rule of law at home and abroad, introducing legislation to streamline the arbitration process, continuing to support our legal services and advancing our justice priorities internationally.

Family justice

We remain committed to supporting families and protecting children by encouraging earlier resolution by:

expanding the Pathfinder model for private law from Dorset and North Wales to Birmingham in May 2024, the whole of Wales by March 2025 and West Yorkshire in June 2025 – so far, Pathfinder courts have resolved cases 11 weeks faster and have contributed to a reduction in family court backlogs in the pilot areas, which is crucial for improving the experience and wellbeing of children^{[footnote 44]}
extending the government’s family mediation voucher scheme to March 2026 – it has now provided nearly 41,000 vouchers up to the end of the financial year 2024 to 2025^{[footnote 45]}
working with the Department for Education to introduce the Children’s Wellbeing Bill to Parliament in December 2024 – the Bill amends the Criminal Justice and Courts Act 2015 to allow the prosecution of care workers and an introduction of new measures to promote kinship care and improve quality of pre-proceedings which may help to reduce demand on family courts
publishing the Family Procedure Rule Committee’s consultation on unregulated experts in March 2025 – this is intended to improve the quality and reliability of expert evidence in family proceedings and aims to ensure that experts meet certain standards^{[footnote 46]}
launching a new end-to-end digital system for private law cases in two District Family Judge areas^{[footnote 47]}

Probate

During the financial year 2024 to 2025, we delivered significant improvements to the probate service, with the total open probate caseload reduced by 49%, from over 69,000 at the end of March 2024 to around 35,500 by March 2025. The average processing time for digital probate applications reduced to just over five weeks, while paper applications fell to under 13 weeks. Digital uptake has risen to 80%, and online applications are now processed faster than paper submissions. These achievements were driven by proactive case management, increased engagement with applicants and professional users, and targeted recruitment of additional staff.

Civil justice

Ensuring that people and businesses can resolve their issues is a cornerstone of the justice system, and critical to our economic growth.

This year we have built on this by:

automatically referring all small money claims (under £10,000) to the Small Claims Mediation Service – all parties are required to attend a mediation session to try and find a resolution before proceeding to a court hearing, offering a faster, better and more cost-effective method for resolving disputes without a hearing fee^{[footnote 48]}
launching the new Online Civil Money Claims Service for litigants in person, which was previously only available to legal professionals^{[footnote 49]}
launching an end-to-end digital service for small and fast track claims (under £25,000) for litigants, making the service quicker and easier to access^{[footnote 50]}
completing the rollout of the reformed Employment Tribunal service to allow people to digitally submit single claims and responses, and manage cases online – the system was designed around our users to ensure the service is simpler to understand and provides a quicker resolution^{[footnote 51]}
modernising the First-Tier Tribunal Immigration and Asylum Chamber service by implementing an online system for both legally represented and unrepresented appellants, which allows parties to submit, track and manage their appeals all the way through to the First-Tier Tribunal system^{[footnote 52]}
increasing our court rooms – a multi-jurisdictional courtroom in Redditch predominately serves as both the magistrates’ court and the Crown Court, and can also hear family and civil cases^{[footnote 53]}
completing the Leeds Business and Property Court in April 2024, specialising in business, financial and property litigation – this court provides a dedicated space for high-value dispute resolution outside of London, positioning Leeds as a leading legal hub^{[footnote 54]}

Office of the Public Guardian

OPG ensures that individuals can stay in control of decisions about their health and finances and make important decisions for others who cannot decide for themselves. This year, we have supported OPG by:

appointing 21 new Court of Protection general visitors and 18 new special visitors who support OPG in supervising court-appointed deputies and providing mental capacity assessments^{[footnote 55]}
continuing to plan and prepare the design and delivery of our Modernising Lasting Powers of Attorney Project that will introduce a new digital service and an improved paper process

Rule of law

In the financial year 2024 to 2025, we delivered a range of initiatives aimed at enhancing the UK’s commitment to the rule of law, fostering international relationships, and implementing key legislative measures. These include:

promoting open justice – in January 2025, we published a summary of responses to a call for evidence on open justice and transparency and will be using this evidence base to inform future policy thinking on these matters
introducing the Arbitration Bill, which received Royal Assent in February 2025 – the Bill has streamlined arbitration processes, making them more accessible and efficient and has modernised the UK’s arbitration framework, enhancing our competitiveness on the global stage^{[footnote 56]}
promoting the rule of law internationally through bilateral engagement and work with multilateral institutions such as the G7 and Council of Europe – this has included strengthening of the justice system in Ukraine and the signature of a Memorandum of Co-operation in May 2025, formalising support for Ukraine’s justice reform programme
supporting cross-border judicial cooperation as part of the wider reset of relations with Europe, strengthening our alliance through the UK-EU Summit in May 2025 and continuing to foster bilateral relations that strengthen justice outcomes
promoting the UK as a jurisdiction, supporting the UK legal sector to expand its international reach, promoting English law and the UK as a global centre for dispute resolution, and taking GREAT Legal Services campaign delegations to Australia, the USA and Mexico^{[footnote 57]}
establishing a rule of law programme, to uphold justice principles and promote the key components of the rule of law, and to facilitate work with the Attorney General’s Office and the Foreign, Commonwealth and Development Office to ensure a cross-government approach

Our performance metrics

Number of family court disposals – private law

The volume of cases reaching a final disposal (completed cases) in family private law has increased by 11% from 44,021 to 48,899 between the financial year ending March 2024 and the financial year ending March 2025. This increase reflects improved system responsiveness, supported by enhanced case management practices such as the expansion of the Private Law Pathfinder pilot, which promotes early resolution and better outcomes for families. Digital reforms and more efficient scheduling have also contributed to faster case progression and reduced delays.

Value change from previous year
Increasing

Progress on previous year
Green = improving

2020-21	37,538
2021-22	42,862
2022-23	43,175
2023-24	44,021
2024-25	48,899

Number of family court disposals – public law

The volume of cases reaching a final disposal (completed cases) in family public law has decreased by 1% from 16,155 to 16,049 between the financial year ending March 2024 and the financial year ending March 2025. In line with priorities set by the Family Justice Board, the family court has focussed on finalising older cases. As a result, the open caseload has reduced and is lower than it was five years ago. Targeted reforms such as the relaunch of the Public Law Outline and maximising the use of judicial sitting days on these cases have led to improvements in case durations although regional disparities persist, underscoring the need for continued investment to improve outcomes for children and families.

Value change from previous year
Decreasing

Progress on previous year
Red = worsening

2020-21	14,099
2021-22	14,723
2022-23	15,987
2023-24	16,155
2024-25	16,049

LAA: Percentage of civil legal aid applications within 20 working days

The percentage of civil legal aid applications within 20 working days increased by 2 percentage points from 93% to 95% between the financial year ending March 2024 and the financial year ending March 2025, 10 percentage points higher than the key performance indicator target of 85%.

Despite there being a year-on-year increase of 1.4% in civil application volumes throughout the financial year 2024 to 2025, the service has been delivered to a very high standard. This is down to prioritising resources effectively to focus on core processing work to enable LAA to influence the internal element of this core target whilst recognising that time with providers is also included on this end-to-end target.

Value change from previous year
Increasing

Progress on previous year
Amber = marginal or no change

2020-21	92%
2021-22	94%
2022-23	93%
2023-24	93%
2024-25	95%

OPG: Average actual clearance time for a lasting power of attorney application in working days

During the financial year 2024 to 2025, we received 1.41 million lasting power of attorney applications, an increase of 11% compared to the previous year.. The average actual clearance time for a lasting power of attorney application decreased by 35.5% from 76 to 49 working days between the financial year ending March 2024 and the financial year ending March 2025.

Value change from previous year
Decreasing

Progress on previous year
Green = improving

2020-21	58
2021-22	69
2022-23	91
2023-24	76
2024-25	49

United Nations Sustainable Development Goals

MoJ shares responsibility with other government departments for supporting delivery of the UK’s commitments to the United Nations Sustainable Development Goals (SDG). The following section outlines MoJ’s primary contributions for the financial year 2024 to 2025.

SDG

SDG 3 – Good health and wellbeing
(Target 3.5 – Substance abuse)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime

MoJ activity in the financial year 2024 to 2025

We are reviewing early findings from the Intensive Supervision Courts pilot following the interim evaluation published in January 2025. Work continues with health partners to expand and improve community sentence treatment requirements, with numbers rising over the past two years.

In custody, 85 prisons now have Incentivised Substance-Free Living Units to support drug-free living. To maintain treatment post-release, we have strengthened information sharing between providers and probation and introduced virtual pre-release appointments via secure laptops. Engagement in treatment within three weeks of release for adults with substance misuse needs has increased from 38% in April 2021 to 56% in March 2025.

Over 100 staff are driving these efforts, coordinating prison drug strategies, supporting continuity of care, and promoting greater use of treatment requirements.

SDG

SDG 4 – Quality education
(Targets 4.4 – Youth and adult skills, 4.6 – Literacy and numeracy, 4a – Education facilities)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime

MoJ activity in the financial year 2024 to 2025

Literacy and numeracy remain challenges in the three public young offender institutions, with barriers including staff shortages and difficulty recruiting English and maths specialists.

In April 2025, the Youth Custody Service launched Roadmaps to Effective Practice. Each young offender institution is developing plans to:

prioritise integrated ways of working
strengthen staff-child relationships through enrichment activities
develop Nurture Pathways for high-needs children, supporting their social and emotional growth through small-group learning and stable routines

In September 2025, all young offender institutions completed education needs analyses and have contributed to the co-designing of a new curriculum. To support this and ensure it is responsive to children’s needs, the learning and enrichment teams and heads of education have achieved Level 5 trauma-informed practice qualifications.

To improve the delivery of education in the adult estate, from October 2025 new education contracts will deliver consistent screening, assessment and nationally standardised careers advice. Every prison now has a reading strategy, supported by partnerships with the Shannon Trust and National Literacy Trust.

Prisoners are being better prepared for work through apprenticeships and the Future Skills Programme, helping leavers secure employment on release.

SDG

SDG 5 – Gender equality
(Targets 5.1 – Discrimination against women and girls, 5.2 – Violence against women and girls, 5c – Gender equality policies)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime
Swifter justice for victims

MoJ activity in the financial year 2024 to 2025

We have established a Women’s Justice Board to reduce the number of women in prison by increasing community-based management. The board is supported by a Partnership Delivery Group of senior officials across government and external experts.

We have allocated £7.2 million for the financial year 2025 to 2026 to fund community support for women in or at risk of contact with the justice system. Funding for victim and witness services continues, including domestic abuse and sexual violence support, alongside core MoJ funding for police and crime commissioners. Ministers have protected funding dedicated for victims of violence against women and girls at the financial year 2024 to 2025 funding levels.

The Domestic Abuse Protection Order pilot is live in three London boroughs, Greater Manchester, North Wales and Cleveland, in partnership with British Transport Police. It combines behaviour change programmes with measures such as electronic monitoring to strengthen the response to domestic abuse.

To improve victim support:

every Crown Prosecution Service area now has a victim liaison officer in its rape and serious sexual offences unit
the Crown Prosecution Service has simplified the process for advocates to join the rape and serious sex offences panel, significantly increasing barrister numbers
we piloted free sentencing transcripts for victims of rape and sexual offences between May 2024 to May 2025 – these are now provided free of charge subject to any required judicial approval

Other actions include:

preparing the cross-government violence against women and girls strategy
introducing trauma-informed training in three Crown Courts
commissioning an independent review of placement options for girls in the youth secure estate, ending the use of young offender institutions for girls

SDG

SDG 8 – Decent work and economic growth
(Targets 8.3 – Job creation, entrepreneurship, creativity, innovation, and SMEs, 8.5 – Full and productive employment, 8.6 – Youth not in employment, education, or training, 8.8 – Labour rights and safe working environments)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime

MoJ activity in the financial year 2024 to 2025

Probation Reset was implemented in July 2024, meaning that probation supervision was suspended at the two-thirds point for non-high-risk cases. This results in a reduction in the number of offenders still under supervision at the six-month point where employment status is captured. This change in the cohort means that performance for the financial year 2024 to 2025 cannot be compared like‑for-like with previous years.

To support the goal of increasing prison leavers in jobs within six months of their release, 93 prisons now have key roles in place including: prison employment leads who match prisoners to jobs on release, and ID and banking administrators who ensure individuals leave custody with identification and a bank account.

In January 2025, we launched regional Employment Councils. These bring together businesses, prisons, probation and the Department for Work and Pensions to support more offenders into work on release from prison.^{[footnote 58]}

In April 2024 we published a policy framework on employment on release, providing guidance on the actions for prisons relating to the effective implementation and continued operation of prison employment initiatives.^{[footnote 59]}

SDG

SDG 10 – Reduced inequalities
(Target 10.2 – Empower and promote the social, economic and political inclusion of all)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime
Swifter justice for victims
A beacon for justice and the rule of law

MoJ activity in the financial year 2024 to 2025

In December 2024, we published our annual gender pay gap report and continued actions to maintain representation and narrow the gap, including:

rolling out Making Fair and Effective Decisions in Recruitment training
improving measurement of learning impact
monitoring pay deals and reward use to ensure fairness and alignment with Civil Service strategy

In October 2024, we carried out an LGBT+ self-assessment and developed a high-level action plan based on the findings to enhance inclusion.

We continue to hold Disability Confident Leader and Carer Confident employer status, reflecting our commitment to supporting staff with disabilities and caring responsibilities.

We support the Civil Service Social Mobility Programme, benefiting over 10,000 mentees from over 70 government organisations since 2021. Our outreach initiative coordinates 3,500 volunteers for around 400 annual events in schools, colleges, and non-Russell Group universities to promote Civil Service careers to young people.

Judicial diversity remains a priority. We work with partners through the Judicial Diversity Forum, which published its 2025 action plan in February.^{[footnote 60]} Our inclusive marketing and magistrates’ recruitment aim to attract underrepresented groups, and we continue to publish comprehensive judiciary diversity data.

In May 2025, we published the Professional Standards and Behaviour Review, conducted by an MoJ non‑executive director. See the accountability section.

SDG

SDG 12 – Responsible consumption and production
(Targets 12.5 – Reduce waste, 12.6 – Companies adopting sustainable practices, 12.7 – Sustainable public procurement practices)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime

MoJ activity in the financial year 2024 to 2025

Prison waste management units in 93 prisons now operate as in-house recycling centres, providing meaningful activity for around 1,000 prisoners.

In the financial year 2024 to 2025, we launched the Waste Jobs Routeway to link prison waste roles with sector employment for leavers. A regional waste and recycling event in Yorkshire led to job offers and three new recycling workshops, including IT recycling at HMP Wealstun in partnership with WasteCare.

Prisoners are also gaining green skills through TV and phone repair workshops in four prisons. The workshops employ 50 prisoners at any one time and since January 2024 have repaired approximately 17,000 televisions and 1,300 phones – saving over £750,000 in costs and reducing carbon emissions by more than 450,000 kg (CO2e).

In 2024 community payback teams took part in two national clean-up campaigns to make a real difference to local communities. In the spring, people on probation contributed to litter-picking efforts as part of a national campaign, dedicating thousands of community payback hours to improving public spaces. In the autumn people on probation, in partnership with the Marine Conservation Society, took part in national beach cleans as part of the Great British Beach Clean, helping to clear large areas of coastline, removing significant amounts of waste and contributing to environmental conservation.

We continue to embed sustainability in procurement through policies such as the Sustainable Construction Building Research Establishment Environmental Assessment Method (BREEAM) Policy and Sustainable Procurement Policy.

SDG

SDG 13 – Climate action
(Target 13.2 – Integrate climate change measures into national policies)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime

MoJ activity in the financial year 2024 to 2025

We support the United Nations’ climate action goal by providing meaningful activity and green skills training in three prisons focused on decarbonisation. Since 2021, around 700 prisoners have manufactured approximately 18,000 LED lighting gear trays for installation across the custodial estate, saving around £900,000 annually in energy costs.

Participants, many with no prior electrical experience, have received training and completed certificated courses in PAT testing, electricity awareness and renewable energy. HMP Guys Marsh also offers a Level 1 electrical installation course, providing a comprehensive introduction to the electrical industry and supporting future employment opportunities.

SDG

SDG 15 – Life on land
(Target 15.5 – Reduce the degradation of natural habitats and loss of biodiversity)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime

MoJ activity in the financial year 2024 to 2025

We support the United Nations’ life on land goal through a range of nature-based initiatives in prisons. Nine prison-based tree nurseries produce around 200,000 trees annually and are piloting hedgerow shrubs and wildflower plug plants. These initiatives have supported 150 horticultural qualifications for prisoners.

Prisoners are also planting orchards and installing ponds across the custodial estate, with training in planting techniques contributing to the Royal Horticultural Society’s Level 1 qualifications. Additional MoJ-owned land is being repurposed for habitat improvement, with prisoners gaining skills in grassland management. Ecological management plans are now included in the new facilities management contract to enhance biodiversity across the estate.

SDG

SDG 16 – Peace, justice, and strong institutions
(Targets 16.1 – Reduce violence, 16.3 – Promote the rule of law, 16.B – Strengthen national institutions)

MoJ’s priority outcomes (contributing to SDG)

Punishment that cuts crime
Swifter justice for victims
A beacon for justice and the rule of law

MoJ activity in the financial year 2024 to 2025

We remain committed to promoting and upholding the rule of law at home and abroad. In January 2025, we published a summary of responses to our call for evidence on open justice and transparency, which will inform future policy development.

To support access to justice, we announced uplifts to immigration, asylum, housing and debt legal aid fees. In December 2024, we confirmed an additional £92 million annually for criminal legal aid solicitors to address pressures in the criminal justice system.

Parliament introduced the Arbitration Act 2025, strengthening the UK’s position as a global hub for flexible and robust dispute resolution.

We continued to invest in judicial capacity, recruiting around 1,000 judges and tribunal members and 898 magistrates in the financial year 2024 to 2025.

Climate and sustainability report

As the second largest government department estate, MoJ has responsibility to minimise its impacts on the environment. We use our climate and sustainability programmes and projects to deliver justice outcomes, driving efficiency while supporting the government’s climate and environment goals, targets and commitments.

Scope

Information is prepared in accordance with HM Treasury’s Government Financial Reporting Manual 2024 to 2025, Sustainability Reporting Guidance 2024 to 2025 and Task Force for Climate-Related Financial Disclosures (TCFD)-aligned Disclosure Application Guidance (December 2024).^{[footnote 61]}, ^{[footnote 62]}, ^{[footnote 63]} MoJ reports on all its executive agencies and non‑departmental public bodies, subject to any agreed exemptions. MoJ is unable to report data from locations where property operators are not obliged to provide it. Where necessary, some data has been estimated.

Performance

MoJ tracks its progress against the Greening Government Commitment (GGC) targets for the period 2021 to 2025. This report shows progress for the financial year, against a 2017 to 2018 baseline, using data available to December 2024, due to the timing of this report. The non-financial indicators for the financial year 2023 to 2024 have been restated to show the full financial year up to March 2024.

Tackling climate change

TCFD compliance statement

MoJ considers climate change to be a principal risk, and this annual report and accounts complies with HM Treasury’s TCFD phased implementation timetable and recommended disclosures on climate-related:

governance – (a) board oversight and (b) management’s role
risk management – (a) identification, (b) management and (c) integration
metrics and targets – (a) metrics, (b) emissions/risks and (c) targets

In addition, this report makes voluntary disclosures, ahead of the phased implementation timescale on strategy – (a) risks, (b) impacts and (c) resilience.

Governance

In the financial year 2024 to 2025, we have improved our departmental climate governance by:

introducing quarterly climate change and sustainability transition risk reporting to the HMPPS Risk Advisory Group, higher leadership team, and the Audit and Risk Assurance Committee
agreeing clear lines of HMPPS management accountability, with principal risk ownership held by the Executive Director for Strategy, Performance and Corporate Delivery

Board oversight of climate issues

The Departmental Board now receives an annual climate change and sustainability transition risk report, and our MoJ Audit and Risk Assurance Committee receives quarterly risk updates and a biannual risk overview.

Management’s role

The MoJ Senior Sustainability Board, which meets quarterly, oversees departmental climate-related risks, opportunities, strategies and performance. Our Climate Change and Sustainability Unit supports the Senior Sustainability Board by co-ordinating climate-related activity across MoJ.

Climate-related risks, performance milestones and metrics are reviewed quarterly at our Finance, Performance and Risk Committee, which reports in the MoJ Executive Committee.

The Investment Committee has delegated financial authority (from the Executive Committee) to invest in programmes and major projects. Our project delivery function supports this by managing a keyholder assurance process, which includes a climate change and sustainability review of all business cases above £10 million. This keyholder review includes screening programmes and projects for energy and greenhouse gas emission impacts and climate adaptations.

Strategy

Risks, opportunities and time horizons

Climate change is already impacting our business and without effective risk management and climate mitigation and adaptation action, these risks and impacts will only grow as climate change accelerates.

During this financial year, we have worked with the Government Actuary’s Department to mature our climate risk understanding under future scenarios, which included agreeing new time horizons, in line with the latest TCFD-aligned disclosure application guidance. Our short-, medium- and long-term time horizons for climate-related risks are:

short-term 2020 to 2040 (near term)
medium-term 2041 to 2060 (mid-century)
long-term 2061 to 2100 (end of century)

Tables 1 and 2 summarise MoJ’s key risks and opportunities, by time horizon.

Table 1: Climate-related risks

Risk type		Description	Time horizon	MoJ mitigation response
Transition risks	Policy and legal	Non-compliance with new policy and legislation. Exposure to litigation. Phase out of fossil fuel energy resulting in early retirement of assets.	Short to medium	Net Zero Carbon Strategy and Climate Adaptation Strategy and plans. Horizon scanning compliance obligations.
	Finance: funding and costs	Insufficient investment for transition and annual financial cycles that constrain multi-year delivery and payback. Increased cost of energy and pricing of greenhouse gas emissions increase operating costs.	Short to long	Invest to save (energy/carbon) and invest to avoid (flooding, overheating) external funding bids. Investment decisions consider climate-related costs and benefits.
	Governance and leadership	Ineffective strategy and plans and lack of accountability.	Long	Net Zero Carbon Strategy and Climate Adaptation Strategy. Improved governance and oversight.
	Delivery	Energy use increases with prison expansion and grid decarbonisation fails to deliver scope 2 savings	Short to medium	Sustainable Construction Policy to future-proof new builds. Renewable energy programmes.
	Technology	Substitution of assets with lower emission alternatives. Financial, operational and security constraints limit the use of new technology and reliance on fossil fuels increases energy security.	Short to long	Piloting technologies (such as heat pumps, heat networks and electric vehicles).
Physical risks	Acute	Increased frequency and severity of extreme weather events (flooding and overheating) impact the operational resilience of courts and prisons and increase operating costs.	Short to long	Climate Change Risk Assessment, Flood Risk Assessment, overheating studies, Climate Adaptation Strategy and Adaptation Plan.
	Chronic	Changes in mean temperatures, precipitation and sea level impact the operational resilience of courts and prisons and increase operating costs.	Short to long	Climate Change Risk Assessment, Flood Risk Assessment, overheating studies, Climate Adaptation Strategy and Adaptation Plan.

Table 2: Climate-related opportunities

Type	Description	Potential benefits
Resource efficiency	Energy-efficient equipment, systems, buildings and vehicles.	Use of more energy-efficient assets reduces operating costs and increases value of fixed assets.
Energy source / security	Deployment of lower emission energy sources. Use of new technologies.	Reducing operating costs from cheaper forms of energy. Increased energy security and reduced exposure to energy price inflation.
Services (justice outcomes)	Green skills and jobs within prison industries.	Green skills, qualifications and experience delivered within prison industries provides a pathway for ex-offenders into the rapidly expanding green economy, reducing the likelihood of reoffending and ultimately helping protect the public and reducing custodial demand.
Operational resilience	Investment in climate adaptation (preventive measures).	Increased resilience of court sittings and prison capacity, value for money and whole-life cost considerations.

Impacts on business, strategy and financial planning

Climate-related risk and opportunities will impact the department’s strategy, finances and business operations.


Business operations	Climate change is already disrupting operations through flooding and overheating. We expect these risks to grow under both 2°C and 4°C warming scenarios, along with the creation of supply chain vulnerabilities (specifically food and energy) and energy resilience challenges, as we shift from fossil fuels to electrification.
Strategy	Climate change impacts and opportunities will affect the justice system and MoJ will need to consider this when developing new strategies and refreshing existing ones. The justice system must mitigate emissions and adapt to climate change by: • planning for long-term estate decarbonisation and resilience to capacity disruptions • managing the electrification of heating and transport • supporting green skills in prisoner education and meaningful activity, and environmental initiatives through community payback • integrating climate considerations into health and decency strategies, especially for vulnerable groups
Financial planning	Achieving net zero 2050 and adapting to the changing climate will be costly, so we must: • accurately quantify and cost our decarbonisation, flooding and overheating risks • minimise costs by aligning justice, property and climate strategies • factor in future climate risks to strengthen investment business cases • manage exposure to volatile energy markets

Scenario analysis

To help us understand our physical risks from the changing climate, we complete a five-yearly MoJ Climate Change Risk Assessment, that uses the Met Office UK Climate Projections (UKCP18) Representative Concentration Pathways that relate to the UK Climate Change Committee’s global warming levels of 2°C (low emission optimistic pathway) and 4°C (high emission reasonable worst-case pathway) scenarios.

The department’s strategy is most resilient within the low emissions pathway, as this scenario enables an orderly transition to net zero and 2°C warming level. Whereas under a high emission warming pathway, more urgent action will be required to ensure ongoing operational resilience against increasingly frequent and severe weather events.

Climate strategy next steps

In the financial year 2025 to 2026 we will:

align our climate risks to TCFD categories and into a single transitional and physical risk framework, against our newly adopted time horizons
explore transition risk analysis aligned to low and high transition risk scenarios
consider reporting on geographic climate risk exposure
quantify financial exposure to transition (net zero) and physical (flood remedy) risks

Risk management

Ongoing risk identification and assessment – Climate change and sustainability transition is a principal MoJ risk, reviewed quarterly and through in-depth assessments (for example, the Climate Change Risk Assessment, Flood Risk Assessment, risk deep dives, overheating research and flood cost modelling).

Risk management – Risks are managed using the MoJ risk management framework, which is aligned to the Orange Book.^{[footnote 64]}

Overall integration – Climate risks are integrated into MoJ principal risk reporting and embedded across key functions (property), programmes (prison expansion), agencies (HMPPS) and business continuity planning (flood risk).

Metrics and targets

MoJ uses several targets and metrics to measure our performance and impacts, and to understand our vulnerability to climate-related risks. Tables x and x below show our present position against the GGC climate-related targets and our key metrics for the financial year, against a 2017 to 2018 baseline, using data available to December 2024, due the timing of this report.

Table 3: Performance against GGC carbon reduction targets 2021 to 2025^{[footnote 65]}

2021 to 2025 GGC target	2024-25 progress	Target achieved	Commentary
Reduce overall greenhouse gas emissions by 41%	25%	No	Progress to date has been driven by energy efficiencies, renewable energy installations and lower carbon electricity supply. Target missed due to the increase in capacity of the prison estate, which is directly contributing to an increase in overall emissions from previous years. Funding availability continues to be a key challenge to net zero delivery.
Reduce direct (scope 1) greenhouse gas emissions by 23%	4%	No	Direct emissions reductions are slowing due to prison expansion and maintenance backlogs hindering the ability to drive efficiencies, due to reliance on temporary assets, poor connectivity and insufficient electrical infrastructure.
Reduce domestic flight emissions by 30%	76%	Yes	Flights taken continue to be considerably lower than the 2017 to 2018 baseline.

Table 4: Overall greenhouse gas emissions and financial costs

Metrics	Baseline 2017-18	2023-24 performance restated^{[footnote 66]}	2024-25 performance
Energy consumption
Electricity use (MWh)	474,376	437,202	442,537
Renewables on site (MWh)	28.605	1,947	2,558
Gas use (MWh)	924,849	809,573	842,922
Other energy use (purchased heat, steam, oil, LPG, coal) (MWh)	38,984	68,858	117,651
Total energy use (MWh)	1,438,237	1,317,580	1,405,668
Energy financial expenditure
Energy expenditure (£m)	92	186	211
Official business travel (£m)	24	34	39
Carbon reduction scheme (£m)	7	0	0
Total energy and business travel (£m)	123	220	250
Greenhouse gas emissions^{[footnote 67]}
Scope 1 emissions (tCO2e)	189,874	163,482	173,577
Scope 2 emissions (tCO2e)	166,976	90,818	90,940
Scope 3 emissions from official business travel (tCO2e)	13,546	10,431	13,820
Total emissions (tCO2e)	370,396	264,731	278,337
Air travel
Domestic flights (km)	1,905,878	181,203	410,419
Domestic flight emissions (tCO2e)	270	29	66
International business flights (km)	3,387,593	1,079,993	2,450,052
Short haul economy class (km)	1,255,551	251,229	820,455
Short haul business class (km)	58,527	-	12,246
Long haul economy class (km)	1,252,533	398,555	1,191,215
Long haul premium economy class (km)	329,097	222,166	171,278
Long haul business class (km)	491,885	208,043	254,858
International flight emissions (tCO2e)	372	187	351

Table 5: Climate-related metrics for TCFD-aligned disclosure

Climate-related risks		2024-25 performance
Transitional risks	Operational energy use intensity (kWh/m2/year)	227
	Operational carbon emission intensity (tCO2e/m2/year)	0.047
	Percentage of assets reliant on coal heating	0.1%
	Percentage of assets reliant on oil heating	6%
	Percentage of assets reliant on liquified petroleum gas	1%
	Percentage of car/van fleet that is ultra-low emission	38%
	Percentage of car/van fleet that is zero emission at tailpipe	9%
Physical risks	Proportion of prisons at high risk of flooding^{[footnote 68]}	89%
	Percentage of assets at high/very high risk of overheating from increased maximum summer temperatures under 2°C warming scenario^{[footnote 69]}	65%
	Percentage of assets at high/very high risk of overheating from increased maximum summer temperatures under 4°C warming scenario^{[footnote 70]}	73%

Mitigating climate change: working towards net zero 2050

MoJ has continued to work towards the vision outlined in our Net Zero Carbon Strategy to reach its carbon emission reduction targets.^{[footnote 71]}

MoJ’s overall carbon emissions have reduced by 25% from the 2017 to 2018 baseline, but they represent an increase of 3% from the financial year 2023 to 2024. This increase can be primarily attributed to increasing prison expansion and reliance on temporary generators. Flight-related emissions continue to be considerably lower than the baseline year, with emissions from domestic flights being 76% lower than 2017 to 2018.

During the financial year we have:

delivered energy efficiency projects, such as LED lighting upgrades and the installation of optimisation units on 17 boilers at HMPPS sites, forecasted to save 361 tCO2e
started site works to decarbonise buildings at HMP Eastwood Park, partially funded via the Public Sector Decarbonisation Scheme, and completed feasibility studies looking to decarbonise the remainder of the site^{[footnote 72]}
developed an investment decision tool to support cost-benefit analysis of proposed interventions, allowing more strategic business case development

Case study:

Bradford courts joining district heating network

In the financial year 2024 to 2025, HMCTS secured £3.5 million in Public Sector Decarbonisation Scheme grant funding to connect Bradford Combined Court and Bradford Magistrates’ Court to the Bradford Energy Network. A supplier has been appointed to replace the existing fossil fuel heating, which will reduce carbon emissions by up to 75% over the next two decades.

Next year we will:

commission future heat decarbonisation plans at priority sites across MoJ estate
continue solar power deployment and commence wind power feasibility studies
explore opportunities for connections to community and district heat networks

Adapting to climate change

Through our Climate Change Adaptation Strategy we are committed to making MoJ more resilient to the impacts of climate change, in line with our commitments under the Third National Adaptation Programme.^{[footnote 73]}

During the financial year we have:

developed a climate change adaptation action plan
commissioned Flood Risk Assessments at 21 sites, alongside four studies to assess the potential for implementing flood interventions
completed overheating studies at six prisons
embedded extreme weather preparedness into local business continuity processes
installed temperature, humidity, and CO2 sensors in two prisons for as part of a ‘living wall’ pilot to understand the potential benefits of covering walls with vegetation

Next year we will:

deliver the next phase of Flood Risk Assessments across our estate
enhance our evidence base by researching the relationship between climate and health and wider cost implications of inaction
prepare for the next iteration of MoJ’s internal Climate Change Risk Assessment
improve our visibility of extreme weather events across the estate
further our understanding of the impact of future climate scenarios on physical risks

Minimising waste and promoting resource efficiency

Table 6: Performance against GGC waste and resource efficiency targets 2021 to 2025

2021 to 2025 GGC target	2024-25 progress	Target achieved	Commentary
Reduce overall waste by 15%	3%	No	Data quality improvements have led to an increase in total waste volume reported.
Landfill waste to be less than 5%	8%	No	Performance worsened over the past year. We are working with our facilities management providers to improve waste diversion from landfill.
Recycle 70% of waste	39%	No	The volume of recycled waste has increased following data improvements, but this is less than the total waste volume, leading to lower recycling than the previous year.
Reduce paper use 50%	50%	Yes	Services are increasingly moving online to increase accessibility.
Reduce water use 8%	-6%	No	Prison expansion and leaks and burst pipes from our aged prison water supply infrastructure have resulted in an overall increase in consumption from the 2017 to 2018 baseline.

Waste and circular economy

Significant improvements in quality of waste data over the last year have led to an increase in total waste volume reported.

Table 7: Waste generation and disposal^{[footnote 74]}

Metrics	Baseline 2017-18	2023-24 performance restated^{[footnote 75]}	2024-25 performance
Waste reused/recycled (tonnes)	25,863	18,012	19,095
Food waste (tonnes)	2,109	4,464	5,148
Waste electrical and electronic equipment, including ICT (tonnes)	255	604	466
Waste to energy recovery (tonnes)	16,037	22,952	25,312
Waste to incineration (tonnes)	21	1,191	881
Waste to landfill (tonnes)	6,797	5,451	3,887
Total waste arisings (tonnes)	51,082	52,674	54,789

During the financial year we have:

set up a new waste management unit at HMP Birmingham to facilitate reuse and recycling
worked with suppliers to implement processes to ensure compliance with the new simpler recycling regulations^{[footnote 76]}
invested £250,000 in waste management equipment to support recycling capability in prisons
launched our first used cooking oil concessions contract for prisons, generating used cooking oil for reuse
hosted a Yorkshire waste jobs event, leading to employment offers for prisoners and the establishment of three recycling workshops, such as the IT recycling in HMP Wealstun, run with WasteCare
initiated a circular economy textile recycling pilot progressing with a prototype table and chair manufactured using old prison textiles

Case study:

Prison industries TV and in-cell phone repair workshops

Prisoners are gaining valuable green skills to help to save prisons money and reduce waste through TV and phone repair workshops across four prisons. The workshops employ 50 prisoners at any one time and since January 2024 have repaired approximately 17,000 TVs (saving over 450,000 kg of CO2e and £750,000 in costs) and over 1,300 phones, saving £14,800 in costs.

Next year we will:

work with facilities management providers and stakeholders to provide support and training on circular economy opportunities and recycling best practice
expand the textiles repair and recycling pilot
deliver a circular plastics project focused on granulating prison industry manufactured plastic items and reducing waste by using the regrind as a feedstock for manufacturing

Case study:

Community payback national clean-up projects

In 2024 community payback teams took part in two national clean-up campaigns to make a real difference to local communities through improving the local environment. In spring, people on probation took part in hundreds of national litter picks as part of the Great British Spring Clean, collecting around 6,349 bags of litter and completing 17,000 hours of community payback. In autumn, people on probation took part in national beach cleans as part of the Great British Beach Clean, surveying over 17,000m2 of beaches and collecting around 8,535 items of litter.

Reducing our water use

Our water usage has increased by 6% compared to the 2017 to 2018 baseline, driven by prison expansion and leaks and burst pipes from our ageing water supply infrastructure.

Table 8: Water consumption and financial costs

Metrics	Baseline 2017-18	2023-24 performance restated^{[footnote 77]}	2024-25 performance
Water use (m3 000)	9,503	10,219	10,143
Water costs (£m)	26	31	35

In this financial year, we have:

developed and implemented a water management strategy, which supports evidence-based decision making, making leakage detection and water loss solutions more systematic and repeatable
shifted targeting methods from maximum daily demand to minimum night flow, making it easier to identify sites with real water losses

In the financial year 2025 to 2026 we will:

increase the use of minimum night flow analysis to understand and optimise our water network
proactively carry out checks and analysis of plumbing systems across the estate to catch and fix problems before they cause system failures
continuously identify the top 10 sites with highest minimum night flow to drive targeted actions
launch a behaviour change campaign to promote water saving habits
work with colleagues across MoJ and its partners to ensure we’re purchasing water-efficient products and employing best practices

Case study:

Finding and fixing water leaks across the prison estate

Last year we started work to find and fix large water leaks across the prison estate which led to saving £435,000 in avoided costs and 205,246m2 in water at HMP Huntercombe and HMP Norwich. Significant night time usage between 2am and 5am was identified while undertaking routine monthly automated meter reading analysis. A specialist leakage team were deployed to site. The survey involved using conventional and other methods of leakage detection to locate exactly where the leaks were so that they could be fixed.

Sustainable construction

To monitor the environmental impact of new construction projects, MoJ has a Sustainable Construction Policy which sets standards using the Building Research Establishment Environmental Assessment Method (BREEAM) for its new construction and refurbishment projects.^{[footnote 78]}, ^{[footnote 79]} This supports the delivery of a fit-for-purpose, sustainable estate with lower operating costs. It has been embedded in the prison expansion and projects are on track to deliver BREEAM ‘Excellent’ as a minimum, with the ambition to deliver ‘Outstanding’ which is the highest rating achievable. BREEAM credits include consideration of climate adaptation, waste, ecology, water efficiency and other environmental impacts. A ‘sustainability impact capture sheet’ has also been developed for projects where BREEAM is not the most appropriate assessment.

Case study:

HMP Millsike – our greenest prison yet

HMP Millsike is our first all-electric and net zero ready prison. The prison will house 1,500 prisoners and is built using modern methods of construction and features over 130 air source heat pumps, 1,800 solar panels and 78 electric vehicle charging spaces. HMP Millsike was awarded a BREEAM ‘Excellent’ design-stage certificate, with a score of 87%. HMP Millsike will save 67% in operational energy use and 75% in carbon emissions, when compared to our previous HMP Fosse Way design.

Nature recovery

MoJ has a Nature Recovery Plan setting out nine principles of behaviour and action to restore biodiversity across the estate and to benefit our people.

In this financial year, action has focused on the provision of technical support to the Property Transformation Programme and prison expansion, delivering significant cost savings to both major programmes. Progress has also been achieved in creating and restoring habitats. We have:

planted 126 fruit trees across the custodial estate
supplied 17 raised pond kits to prisons
sensitively grazed 4.5 hectares of protected land, including a Site of Special Scientific Interest to support its restoration to favourable condition^{[footnote 80]}
supplied specialist machinery to support habitat management and tree production within HMPPS, which will be used to develop biodiversity ‘banks’ that will enable future prison expansion at lower cost

In the financial year 2025 to 2026 we will:

develop a refreshed Nature Recovery Plan (MoJ Nature Strategy) for 2025 to 2030
produce Prison Greenspace Design Principles to improve prison design for prisoner and staff wellbeing through access to biodiverse natural spaces
gain approval for 10 hectares of woodland (14000 trees) creation at HMP Standford Hill using prison-produced trees and shrubs, where planting will provide purposeful activity for prisoners
proceed with the ponds and orchards in every prison programme

Reducing the environmental impacts from ICT and digital

MoJ follows the Greening Government: ICT and Digital Services Strategy to ensure our digitisation and ICT initiatives minimise our environmental footprint.^{[footnote 81]} In the last year, we have:

installed more energy-efficient equipment, with improved connectivity to support prisoners to attend court hearings virtually, saving on transport costs and emissions
recycled almost 10,000 legacy pieces of technology equipment across probation
introduced a requirement to calculate, and take action to reduce, the carbon footprint of the contract delivery of two key ICT procurement projects

Case study:

Saving electricity in our courts

In HMCTS, 25% of the wifi access points have been scheduled to switch off during evenings and weekends when court buildings are not in use. This is saving carbon emissions and electricity costs. We are currently saving two megawatt hours of electricity every week in our courts. More than 33 megawatt hours of electricity have been saved within the first year of the project, which is enough to power 12 homes for a year. We will continue to explore taking this approach with other sites.

Procuring sustainable products and services

MoJ proactively educates, engages and embeds sustainability across our commercial landscape while considering the operational environment and whole-life value for money. Focused sustainability support is prioritised for procurements that have the greatest opportunities to embed positive environmental outcomes. Commercial teams work hand in hand with sustainability colleagues in delivering impressive outcomes from some of our largest programmes such as the new all-electric HMP Millsike prison. MoJ’s prison food contract mandates that all goods are purchased in accordance with animal welfare, fair trade or ethical standards. All animal-derived foods are sourced from certified farms, fish and palm oil products are sustainably obtained, and over half of the produce is grown in the UK. A new contract procured in 2024 has been awarded which will run through to 2026 to collect used cooking oil from our estates to be recycled and turned into biodiesel, reducing waste produced our organisation.

Dr Jo Farrar CB OBE
Permanent Secretary and Principal
Accounting Officer
24 October 2025

The number of sitting days includes those in the High Court and the Royal Courts of Justice. The sitting day methodology has been revised and there are differences in counting methods for civil and family jurisdictions compared with the financial year 2023 to 2024. ↩
Budget figures are reported after any virements stated in Note 1 of the Statement of Outturn against Parliamentary Supply. ↩
Other costs of £1.86 billion include: grants £308.8 million (Note 11), contracted out costs £281.8 million (£182.6 million Note 6 and £99.2 million Note 11), compensation to victims of crime £252.2 million (Note 20), other programme costs £217.7 million (Note 11), and professional services £114.8 million (Note 6). The remainder, spread over various expenditure lines, totals £686 million. ↩
Case studies across crime, civil, family, tribunals and cross-cutting services, demonstrating how HMCTS’ digital transformation has improved access to justice for all users. Available at: www.gov.uk/government/collections/modernised-court-and-tribunal-services ↩
To assess how departmental funding has changed over time in real terms, nominal expenditure figures have been adjusted using GDP deflator indices from the Office for National Statistics June 2025 Quarterly National Accounts (series L8GG) and the financial year 2020 to 2021 as the base year. This allows for inflation adjusted comparisons across financial years. ↩
To assess how departmental funding has changed over time in real terms, nominal expenditure figures have been adjusted using GDP deflator indices from the Office for National Statistics June 2025 Quarterly National Accounts (series L8GG) and the financial year 2020 to 2021 as the base year. This allows for inflation adjusted comparisons across financial years. ↩
Ministry of Justice, Statistics at MoJ. Available at: www.gov.uk/government/organisations/ministry-of-justice/about/statistics ↩
Justice Data homepage. Available at: https://data.justice.gov.uk ↩
HM Courts and Tribunals Service (2025), Modernising courts and tribunals: benefits of digital services. Available at: www.gov.uk/guidance/modernising-courts-and-tribunals-benefits-of-digital-services ↩
Independent Review of the Criminal Courts. Available at: www.gov.uk/guidance/independent-review-of-the-criminal-courts ↩
Ministry of Justice (2025), Thousands of children to be supported thanks to multi-million expansion of innovation in family courts. Available at: www.gov.uk/government/news/thousands-of-children-to-be-supported-thanks-to-multi-million-expansion-of-innovation-in-family-courts ↩
UK Parliament (2025), Arbitration Bill. Available at: https://commonslibrary.parliament.uk/research-briefings/cbp-10134 ↩
Construction Management (2024), ISG collapse to delay prison projects by up to 18 months. Available at: https://constructionmanagement.co.uk/isg-collapse-to-delay-prison-projects-by-up-to-18-months ↩
Ministry of Justice (2024), 10-year Prison Capacity Strategy. Available at: www.gov.uk/government/publications/10-year-prison-capacity-strategy ↩
All figures on prison places delivered are gross. They represent only additions to the prison supply and do not account for loss of places during this time (for example due to prison closures or dilapidations). ↩
Independent Sentencing Review 2024 to 2025. Available at: https://assets.publishing.service.gov.uk/media/682d8d995ba51be7c0f45371/independent-sentencing-review-report-part_2.pdf ↩
Ministry of Justice (2024), Prison Safety Policy Framework. Available at: www.gov.uk/government/publications/prison-safety-policy-framework ↩
Ministry of Justice (2025), Probation Service to cut crime by focusing on dangerous offenders. Available at www.gov.uk/government/news/probation-service-to-cut-crime-by-focusing-on-dangerous-offenders ↩
Ministry of Justice (2025), Lord Chancellor sets out her vision for the probation service. Available at: www.gov.uk/government/speeches/lord-chancellors-sets-out-her-vision-for-the-probation-service ↩
HM Prison and Probation Service (2025), Trainee probation officer recruitment: April 2024 to March 2025. Available at www.gov.uk/government/statistics/trainee-probation-officer-recruitment-april-2024-to-march-2025 ↩
Ministry of Justice (2025),Probation Service to cut crime by focusing on dangerous offenders. Available at: www.gov.uk/government/news/probation-service-to-cut-crime-by-focusing-on-dangerous-offenders ↩
Ministry of Justice (2024), Female Offender Strategy Delivery Plan: one year on progress report. Available at: www.gov.uk/government/publications/female-offender-strategy-delivery-plan-progress-report/female-offender-strategy-delivery-plan-one-year-on-progress-report ↩
This figure is derived from a revised metric introduced as part of an initiative to reduce workload pressures and allow staff to concentrate on supervising the most serious offenders. The data is not directly comparable with previous years. ↩
HM Prison and Probation Service (2023), Electronic monitoring update in Probation Service Change Bulletin Issue 21. Available at: www.gov.uk/government/publications/strengthening-probation-building-confidence-monthly-bulletin/probation-service-change-bulletin-issue-21-december-2023 ↩
Ministry of Justice, Electronic Monitoring Statistics Publications. Available at: www.gov.uk/government/collections/electronic-monitoring-publication ↩
In May 2024, Serco took over delivery of the electronic monitoring service, changing how electronic monitoring data is provided to MoJ. To ensure the publication series continued to meet our high accuracy and quality standards, releases were paused while data assurance processes were implemented. The series has resumed with a release of management information using June 2025 data. ↩
Ministry of Justice (2025), Offender employment outcomes – statistical guidance. Available at: www.gov.uk/government/statistics/offender-employment-outcomes-update-to-march-2025/offender-employment-outcomes-statistical-guidance#policy-interventions ↩
Ministry of Justice (2025), Offender employment outcomes – statistical guidance. Available at: www.gov.uk/government/statistics/offender-employment-outcomes-update-to-march-2025/offender-employment-outcomes-statistical-guidance#policy-interventions ↩
The financial year 2021 to 2022 covers the period from July 2021 to April 2022. There is no data available prior to July 2021. ↩
Ministry of Justice (2025),Swifter justice for victims as courts sit at record level. Available at: www.gov.uk/government/news/swifter-justice-for-victims-as-courts-sit-at-record-level ↩
Ministry of Justice (2024),Increased sentencing powers for magistrates to address prisons crisis. Available at: www.gov.uk/government/news/increased-sentencing-powers-for-magistrates-to-address-prisons-crisis ↩
Ministry of Justice (2025), Swifter justice for victims as courts sit at record level. Available at: www.gov.uk/government/news/swifter-justice-for-victims-as-courts-sit-at-record-level ↩
Independent Review of the Criminal Courts. Available at: www.gov.uk/guidance/independent-review-of-the-criminal-courts ↩
HM Courts and Tribunals Service (2025), Modernising courts and tribunals: benefits of digital services. Available at: www.gov.uk/guidance/modernising-courts-and-tribunals-benefits-of-digital-services ↩
Ministry of Justice (2024), £24 million boost for criminal legal aid to support most vulnerable. Available at: www.gov.uk/government/news/24-million-boost-for-criminal-legal-aid-to-support-most-vulnerable ↩
Prime Minister’s Office, Safer Streets. Available at: www.gov.uk/missions/safer-streets ↩
Ministry of Justice (2025), Better protection for victims from domestic abusers. Available at: www.gov.uk/government/news/better-protection-for-victims-from-domestic-abusers ↩
Home Office (2025), Government pledges to protect more women from violence. Available at: www.gov.uk/government/news/government-pledges-to-protect-more-women-from-violence ↩
Home Office (2025), Government pledges to protect more women from violence. Available at: www.gov.uk/government/news/government-pledges-to-protect-more-women-from-violence ↩
Ministry of Justice (2025), Circular 2025/01: Victims and Prisoners Act 2024 – part 1 (victims of crime) related measures. Available at: www.gov.uk/government/publications/circular-202501-victims-and-prisoners-act-2024-part-1-victims-of-crime-related-measures/circular-202501-victims-and-prisoners-act-2024-part-1-victims-of-crime-related-measures ↩
Ministry of Justice (2024), Victim services commissioning guidance. Available at: www.gov.uk/government/publications/victim-services-commissioning-guidance/victim-services-commissioning-guidance ↩
Variation from the HMCTS annual report and accounts 2024 to 2025 is attributable to routine subsequent revisions made during the reporting cycle. ↩
HM Courts and Tribunals Service (2025), Modernising courts and tribunals: benefits of digital services. Available at: www.gov.uk/guidance/modernising-courts-and-tribunals-benefits-of-digital-services ↩
Ministry of Justice (2025), Thousands of children to be supported thanks to multi-million expansion of innovation in family courts. Available at: www.gov.uk/government/news/thousands-of-children-to-be-supported-thanks-to-multi-million-expansion-of-innovation-in-family-courts ↩
Ministry of Justice (2023), Voucher Mediation Scheme Analysis. Available at: https://assets.publishing.service.gov.uk/media/6419cd288fa8f547c7ffd692/family-mediation-voucher-scheme-analysis.pdf ↩
Family Procedure Rule Committee (2025), Consultation on the standards required for expert witnesses: proposed Practice Direction changes. Available at: www.gov.uk/government/consultations/family-procedure-rules-new-draft-255a-changes-to-252-and-practice-directions-25b-and-25c/consultation-on-the-standards-required-for-expert-witnesses-proposed-practice-direction-changes ↩
HM Courts and Tribunals Service (2025), Annual report and accounts 2024 to 2025. Available at: www.gov.uk/government/publications/hm-courts-tribunals-service-annual-report-and-accounts-2024-to-2025 ↩
Ministry of Justice (2024), Faster resolution for small claims as mediation baked into courts process. Available at: www.gov.uk/government/news/faster-resolution-for-small-claims-as-mediation-baked-into-courts-process ↩
Make a court claim for money. Available at: www.gov.uk/make-court-claim-for-money/mediation ↩
HM Courts and Tribunals Service (2025), Annual report and accounts 2024 to 2025. Available at: www.gov.uk/government/publications/hm-courts-tribunals-service-annual-report-and-accounts-2024-to-2025 ↩
HM Courts and Tribunals Service (2025), Annual report and accounts 2024 to 2025. Available at: www.gov.uk/government/publications/hm-courts-tribunals-service-annual-report-and-accounts-2024-to-2025 ↩
HM Courts and Tribunals Service (2025), Immigration and Asylum Appeals Reformed Service: Evaluation Report January 2025. Available at: https://assets.publishing.service.gov.uk/media/6798cf26419bdbc8514fdf56/Immigration__Asylum_Reform_Evaluation_-Report__2025.pdf ↩
HM Courts and Tribunals Service (2025), Boost for local justice in Redditch as new Crown courtroom opens. Available at: www.gov.uk/government/news/boost-for-local-justice-in-redditch-as-new-crown-court-room-opens ↩
HM Courts and Tribunals Service (2024), Justice served for West Yorkshire as new courts and tribunals centre opens in Leeds. Available at: www.gov.uk/government/news/justice-served-for-west-yorkshire-as-new-courts-and-tribunals-centre-opens-in-leeds ↩
Office of the Public Guardian (2024), Appointment of Court of Protection general and special visitors. Available at: www.gov.uk/government/news/appointment-of-court-of-protection-general-and-special-visitors ↩
Ministry of Justice (2025), Boost for UK economy as Arbitration Act receives Royal Assent. Available at: www.gov.uk/government/news/boost-for-uk-economy-as-arbitration-act-receives-royal-assent ↩
Shabana Mahmood (2025), Shabana considers Texas-style prison reforms in US trip. Available at: www.shabanamahmood.org/2025/02/28/shabana-considers-texas-style-prison-reforms-in-us-trip ↩
Ministry of Justice and Department for Work and Pensions (2025), Top bosses join forces to get thousands of offenders into work. Available at: www.gov.uk/government/news/top-bosses-join-forces-to-get-thousands-of-offenders-into-work ↩
Ministry of Justice and HM Prison and Probation Service (2024), Employment on release policy framework. Available at: www.gov.uk/government/publications/prison-employment-initiatives-policy-framework ↩
Judicial Diversity Forum (2025), Judicial diversity priorities and actions. Available at: https://judicialappointments.gov.uk/wp-content/uploads/2025/02/Judicial-Diversity-Forum-Priorities-and-Actions-for-2025-Final.pdf ↩
HM Treasury (2023), Government Financial Reporting Manual 2024 to 2025. Available at: www.gov.uk/government/publications/government-financial-reporting-manual-2024-25 ↩
HM Treasury (2024), Sustainability Reporting Guidance 2024 to 2025. Available at: www.gov.uk/government/publications/sustainability-reporting-guidance-2024-25 ↩
HM Treasury (2023), TCFD-aligned disclosure guidance for public sector annual reports. Available at: www.gov.uk/government/publications/tcfd-aligned-disclosure-application-guidance ↩
Government Finance Function and HM Treasury (2013), Orange Book. Available at: www.gov.uk/government/publications/orange-book ↩
GGC performance may not align exactly with the emissions reporting table, due to differences in the scope of emissions reported. ↩
The 2023 to 2024 calendar year data has been restated to show the full financial year up to March 2024. ↩
Definitions for scope 1-3 emissions can be found at: www.gov.uk/government/publications/environmental-reporting-guidelines-including-mandatory-greenhouse-gas-emissions-reporting-guidance ↩
Calculated using the Environment Agency’s NaFRA2 dataset: www.gov.uk/guidance/updates-to-national-flood-and-coastal-erosion-risk-information#new-national-flood-risk-assessment-nafr ↩
Calculated using RCP2.6 for the period 2020 to 2039 ↩
Calculated using RCP8.5 for the period 2020 to 2039 ↩
Ministry of Justice (2024), Net Zero Carbon Strategy. Available at: www.gov.uk/government/publications/net-zero-carbon-strategy-moj ↩
More information on the scope of the Public Sector Decarbonisation Scheme grant can be found out: www.gov.uk/government/collections/public-sector-decarbonisation-scheme ↩
Ministry of Justice (2024), Climate Change Adaptation Strategy. Available at: www.gov.uk/government/publications/climate-change-adaptation-strategy-moj ↩
Waste related expenditure is not separately disclosed due to its integration within broader facilities management contracts and the complexity of disaggregating costs across the MoJ estate. ↩
The 2023 to 2024 calendar year data has been restated to show the full financial year up to March 2024. ↩
Department for Environment, Food and Rural Affairs (2024), Simpler recycling: workplace recycling in England. Available at: www.gov.uk/guidance/simpler-recycling-workplace-recycling-in-england ↩
The 2023 to 2024 calendar year data has been restated to show the full financial year up to March 2024. ↩
Ministry of Justice (2021), Property Directorate, Sustainable Construction BREEAM Policy. Available at: https://assets.publishing.service.gov.uk/media/65116b0006e1ca000d616136/moj-breeam-policy.pdf ↩
BREEAM is a third-party certification process which assesses a project’s environmental, social and economic sustainability performance using a set of standards developed by BRE. ↩
Details of our responsibilities regarding Sites of Special Scientific Interest can be found at: www.gov.uk/guidance/sites-of-special-scientific-interest-public-body-responsibilities#protecting-sssis ↩
Department for Environment, Food and Rural Affairs (2020), Greening Government: ICT and Digital Services Strategy 2020 to 2025. Available at: www.gov.uk/government/publications/greening-government-ict-and-digital-services-strategy-2020-2025 ↩

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Performance

Overview

Who we are and what we do

How we operate

Our objectives

Executive agencies and arm’s length bodies

Agencies

Arm’s length bodies and other bodies

Advisory non-departmental bodies

Office holders

Other

2024 to 2025 in numbers

Courts and tribunals

Prisons and probation

Legal Aid Agency, Office of the Public Guardian and Criminal Injuries Compensation Authority

Corporate

Parliamentary activity

Forewords

From the Deputy Prime Minister, Lord Chancellor and Secretary of State for Justice

From the Permanent Secretary

From the Lead Non-Executive Board Member

Chief Operating Officer’s review of the year

Where we spend our money

Figure 1: Resource and capital budgets across agencies and arm’s length bodies[footnote 2]

Resource

Figure 2: Where we spent our money in the financial year 2024 to 2025

Long-term resource trends

Figure 3: RDEL outturn vs budget (real terms)[footnote 5]

Capital

Long-term capital trends

Figure 4: CDEL outturn vs budget (real terms)[footnote 6]

Spending Review 2025

Our performance

Performance overview

Punishment that cuts crime

Swifter justice for victims

A beacon for justice and the rule of law

Principal risk summary

Key to outcomes and strategic enablers

Our performance analysis

Outcome 1 – Punishment that cuts crime

Prison capacity

Safety and security

Probation reform[footnote 18]

Prison and probation staffing

Women in the criminal justice system

Youth Custody Service

Reducing reoffending

Electronic monitoring

Digital

Our performance metrics

Prison supply/demand gap

Percentage of prison leavers in employment six months post-release

Percentage of prisoners in settled accommodation three months after release

Rate of assaults by prisoners on prisoners (per 1,000 prisoners)

Rate of assaults on staff (per 1,000 prisoners)

Proportion of cases where requirements are delivered by probation before the sentence expires

Community payback – proportion of cases where unpaid work hours are completed within 12 months

Outcome 2 – Swifter justice for victims

Criminal courts performance

Criminal courts efficiency

Tackling violence against women and girls

Supporting victims

Our performance metrics

Open caseload in the Crown Court

The number of Crown Court cases older than 12 months

Magistrates’ timeliness – average time from charge to disposal criminal cases in weeks

Volumes of adult rape cases going to court

CICA: Percentage of new criminal injury compensation applications decided within 12 months

Outcome 3 – A beacon for justice and the rule of law

Family justice

Probate

Civil justice

Office of the Public Guardian

Rule of law

Our performance metrics

Number of family court disposals – private law

Number of family court disposals – public law

LAA: Percentage of civil legal aid applications within 20 working days

Figure 1: Resource and capital budgets across agencies and arm’s length bodies^{[footnote 2]}

Figure 3: RDEL outturn vs budget (real terms)^{[footnote 5]}

Figure 4: CDEL outturn vs budget (real terms)^{[footnote 6]}

Probation reform^{[footnote 18]}