## Q3 2018/19

Food Standards Agency Business Committee 13 March 2019 FSA 19-03-16 Final Version

## Contents

| Foreword                                                                | …………………………………..……………………………………………………………………   | 3     |
|-------------------------------------------------------------------------|---------------------------------------------|-------|
| Executive Summary                                                       | ……………………..………………………………………………………………….        | 4     |
| FSA Awareness and Reputation - Public Attitudes                         | ……………………….…..………..…….                       | 5     |
| Food Hygiene Rating System                                              | ……………………………………………………………………………               | 6     |
| Meat Food Business Operator Compliance                                  | ……………………………..……………………….                     | 7     |
| Forward Look                                                            | ………………………………………..………………………………………………….…….    | 8     |
| Delivering our Corporate Priorities                                     | …..……………………………………………………………..                | 9-12  |
| Making the FSA a Great Place to Work - Staff Attrition & Recruitment    | ….………….                                     | 13    |
| Making the FSA a Great Place to Work - Sickness                         | …………………………………………….                          | 14    |
| Making the FSA a Great Place to Work - 2018 Civil Service People Survey | …..…..                                      | 15-17 |
| Making the FSA a Great Place to Work - Diversity & Inclusion            | ……….………..……...                              | 18-19 |
| Finance - Spend against HM Treasury Limits                              | …………….…………………………………….                       | 20    |
| Finance - Key Areas of Spend                                            | …………………………………………………………………………                | 21    |
| Finance - Investment in the 2015-2020 Strategic Plan                    | ………………………….…………                             | 22    |
| Appendix                                                                | …………………………………………………………………………………………….…………    | 23-25 |

## By Chris Hitchen, Director Of Finance And Performance

THE FSA'S PERFORMANCE IN THE 3RD QUARTER AGAINST OF **2018/19** saw good progress being made against the 3 strategic priorities set by the Board. On EU Exit, the FSA's 1st strategic priority, we continue to make good progress on delivery of our EU Exit plans which are designed to ensure food and feed safety is not compromised when the UK exits the EU under any terms of exit. We have almost completed recruitment of our enhanced workforce to increase our capacity and expertise across risk assessment, risk management, import controls, incident handling, surveillance and food crime; have secured additional office accommodation in Birmingham; and laid the necessary statutory instruments to ensure we have a functioning body of food law in the event of a no-deal scenario. The majority of our preparations are now in place in terms of day 1 readiness for a no-deal scenario. Where some risks to delivery remain, related to where the FSA is dependent on other departments, we have developed contingency plans that will be implemented in the event that any critical part of a plan does not deliver on time. 

The FSA continues to work closely with other government departments and the Devolved Administrations in progressing its EU Exit delivery plans.

The FSA's 2nd strategic priority, Regulating Our Future (ROF) programme is progressing. The "Register a Food Business" (RaFB) service is live with 10 LA's as of end January. Work continues to establish a robust service management regime and drive adoption. Alternate routes to digital registration are being developed to accommodate the diversity of LA circumstances and ensure as wide and rapid adoption as possible. The phased development of the Unified View (UV) which will create the ability to list all Food and Feed Establishments known to the FSA and what we know about them, is on track to deliver Minimal Viable Product. In parallel, the team has begun the phased go live of Primary Authority national inspection strategies for food. On the FSA's 3rd Strategic priority of doing the day job exceptionally the Civil Service People Survey (Slides 15-17) shows our engagement score rose to 64%, 4% points greater than 2017, and up 23 places in the engagement rankings compared with last year. The FSA is 2% points above the Civil Service Benchmark and 2% points away from Civil Service High Performers (slide 14). Looking at our key engagement drivers from 2017 the results show that all areas have increased. All 9 themes in the survey have increased with 8 of them the highest they have ever been. Pay and Benefits is only 1% away from its highest level (slide 15). Three questions in the core survey saw a slight decrease and we will work on improving these and continue the excellent improvement which has been made this year. 

Diversity and Inclusion information is included for the first time (slides 18-19). We are committed to a workforce representative of the society we serve and providing equality of opportunity. We monitor representation of protected characteristics across the department and this data is vital in measuring progress on equality. Our three overarching goals are to champion inclusivity across our leadership and management community, attract and retain a diverse workforce and develop and support staff networks, of which 4 have been established by December 2018. We also aim to increase Civil Service People Survey scores for engagement and inclusion and fair treatment to that of high performers and close the gap between FSA scores and scores for under-represented groups in these areas. The FSA is successfully managing its resources to well within all key HM treasury limits, with no overspends. Investment in, and delivery of, both EU Exit and ROF remains on track. The FSA continues to drive efficiency and to improve value for money.

5 ('very good') EXECUTIVE SUMMARYOUR PERFORMANCE IN Q3

## Fsa Awareness And Reputation - Public Attitudes

UK Public Reputation %

## Out Of Those Aware Of The Fsa % That Trust Us To Do Our Job 14Th

Public Reputation still meeting our ambition of scoring over 72%.

Out of those Aware of the FSA, "Distrust of the FSA to do its job" has remained the same (4%). Whilst "Trust" has dropped slightly to 67%.

75.9%
out of 80 government agencies for FSA's public  reputation. The number of organisations has increased from 67 to 80.

FSA Trust in messaging  - Out of those aware of the FSA % that trust the FSA to tell the truth in the information they provide

## Food Hygiene Rating Scheme

% of food businesses within the scope of FHRS achieving FHRS rating of '5 - very good' (England, Wales and Northern Ireland consolidated)
% of food businesses within the scope of FHRS achieving FHRS rating of 2 or lower (England, Wales and Northern Ireland consolidated)
% of food businesses within the scope of FHRS with a rating of 2 or lower as at December 31st 2018 by country

## Meat Food Business Operator (Fbo) Compliance Modern, Accountable Excellent Regulator Forward Look To 2020 (Milestones)

Deliver our EU EXIT plan and embed
•
UK exits the EU: implement FSA exit plan with functioning domestic food law
•
Ongoing implementation supporting the outcome of negotiations
EU EXIT
•
Delivery plans approved
•
Contingency plans for a "hard" EU Exit are in place
•
HMT - Funding secured
Embed our RISK ANALYSIS approach into the business
•
Make new food and feed risk analysis processes work and build capability
•
Legislate using the powers of the European Union (Withdrawal) Bill
•
Anticipate and bring forward priority issues driven by our new EU and global relationships
•
Commence planning for 'Enduring Regime' post exit.
Fully functioning NATIONAL FOOD CRIME Unit
•
Improved understanding of strategic threat and defined thresholds 
REGULATING OUR FUTURE
•
Field trials for registration 
•
Requisite platforms to support intelligence and investigative functions
•
Formal consultation for segmentation
•
Interim executive powers and progression of primary legislation
•
Define future roles of FSA, Local Authorities and private assurance
KNOWLEDGE gathering and SURVEILLANCE
•
New surveillance system embedded
•
External surv. intelligence sharing network that promotes collaboration 
SURVEILLANCE
•
Prototype model for surveillance
•
Pursue food-borne allergens as 'flagship' public health/safety challenge
•
Build surveillance capability
•
A coherent, cross-FSA framework sampling strategy 
Building our ENGAGEMENT capability
•
Build and maintain our external and international affairs
OUR WAYS OF WORKING
•
New London office
•
Grow influence & impact with our science 
•
Improved & expanded capabilities in issuing food notification
•
Consolidated contracts for plant-based operational staff
•
Engage on a bilateral / multilateral basis on key FSA policy issues
EVOLVE IT
•
Exit from Capita contract
Regulation and its modernisation REGULATING OUR FUTURE
•
Drive adoption of Registering a Food Business across all LAs 
•
FSA-owned IT model in place
•
Further develop and refine capability to support FBO Segmentation
•
Trial Primary Authority NIS and Assurance Standards
•
Design a new Food Standards delivery model
DATA & DIGITAL
•
New Food.gov.uk
•
Develop a single, coherent, Operations Transformation Delivery Plan 
•
Digital Workplace
Increasing our DATA & DIGITAL capability
•
Deliver Data projects to better understand and utilise our information
PEOPLE STRATEGY
•
2020 Workforce plan
•
Deliver Digital services to meet the FSA business needs
•
Senior Leadership programme
•
New performance management scheme
•
Talent management
Our PEOPLE are supported
•
Delivering business-critical skills as part of our Strategic Capabilities Plan
•
Diversity strategy and roadmap
•
Our Fit for Change model is embedded and leadership strategies developed 
•
New Pay & Reward Strategy, Embed ASPIRE values and Diversity & Inclusion strategy  
Food we can trust operating outside the EU
New regulatory model launches

A robust evidence base in 
our work applied and openly 
communicated to protect 
consumers' interests 

An effective and resilient 
organisation, with highly 
skilled leaders enabling 
the FSA to be recognised 
as an excellent, accountable 
modern regulator

## Delivering Our Corporate Priorities Eu Exit - Preparing For All Scenarios

| Apr - Jun 18         | Jul - Sep 18         | Oct - Dec 18       | Jan - Mar 19    |
|----------------------|----------------------|--------------------|-----------------|
| Pre-                 |                      |                    |                 |
| Notification         |                      |                    |                 |
| Changes to           | Resource available   |                    |                 |
| (EU High Risk        | Recruitment for      |                    |                 |
| to enable ports /    |                      |                    |                 |
| additional FSA       |                      |                    |                 |
| Imports              |                      |                    |                 |
| business processes   |                      |                    |                 |
| for import controls  | FSA to deliver new   |                    |                 |
| products)            |                      |                    |                 |
| principles           | capacity started     |                    |                 |
| identified           | processes            |                    |                 |
| agreed Cross-        |                      |                    |                 |
| Government           |                      |                    |                 |
| Recruitment          |                      |                    |                 |
| Solution build for   | Stakeholder          |                    |                 |
| for additional       |                      |                    |                 |
| handling food        | strategy             |                    |                 |
| Incidents            |                      |                    |                 |
| capacity             |                      |                    |                 |
| alerts started       | implemented          |                    |                 |
| started              |                      |                    |                 |
| Fixing SI's          |                      |                    |                 |
| Legal                |                      |                    |                 |
| Inoperabilities      | Consultations        |                    |                 |
| identified           |                      |                    |                 |
| Drafted              |                      |                    |                 |
| (extends             | started              |                    |                 |
| Consequences         |                      |                    |                 |
| through to Sep)      |                      |                    |                 |
| Recruitment          |                      |                    |                 |
| Additional FSA RA    |                      |                    |                 |
| for additional       |                      |                    |                 |
| capacity in place    |                      |                    |                 |
| Risk Assessment      |                      |                    |                 |
| Day 1 Lab capacity   |                      |                    |                 |
| in place             | FSA capacity         |                    |                 |
| started              |                      |                    |                 |
| Shadow               |                      |                    |                 |
| Cross Government     | Ministerial          | Governance for     |                 |
| Regulatory           |                      |                    |                 |
| agreement to RM      | response to          | decision making    |                 |
| Risk Management      |                      |                    |                 |
| Forum                |                      |                    |                 |
| proposals            | RM proposals         | developed          |                 |
| established          |                      |                    |                 |
| Methods &            |                      |                    |                 |
| Surveillance         |                      |                    |                 |
| Specific case        |                      |                    |                 |
| studies agreed       | process in place     |                    |                 |
| Enhanced             |                      |                    |                 |
| Alpha                | Discovery            |                    |                 |
| complete             | complete             |                    |                 |
| Private Beta Phase   |                      |                    |                 |
| Registration         |                      |                    |                 |
| NFCU                 | Senior               |                    |                 |
| FSA Board            |                      |                    |                 |
| Recruitment          | Management           |                    |                 |
| NFCU                 |                      |                    |                 |
| HMT approved         |                      |                    |                 |
| business case        | Approval             |                    |                 |
| Launched             | recruited            |                    |                 |
| Informal             | Plan in place for    |                    |                 |
| consultation         | listing premises     |                    |                 |
| Exports              |                      |                    |                 |
| New Health Mark      |                      |                    |                 |
| agreed by FSA        |                      |                    |                 |
| with industry        | with EC.             |                    |                 |
| Industry / Officials |                      |                    |                 |
| Start date for Pre-  |                      |                    |                 |
| understand           | Additional FSA       | Systems and        | Law is ready to |
| Notification         |                      |                    |                 |
| changes required     | imports capacity     | process for MVP in | underpin import |
| confirmed by         |                      |                    |                 |
| from Day 1 &         | in place             | place              | control regime  |
| DEFRA.               |                      |                    |                 |
| beyond.              |                      |                    |                 |
| Start date for Pre-  | Roles and            |                    |                 |
| Solution in place    | Additional FSA       |                    |                 |
| Notification         | responsibilities     |                    |                 |
| for handling food    | incidents capacity   |                    |                 |
| Law is ready to      |                      |                    |                 |
| enable incident      |                      |                    |                 |
| confirmed by         | clear for incident   |                    |                 |
| alerts               | in place             | response / action  |                 |
| DEFRA.               | handling             |                    |                 |
| Law is ready to      |                      |                    |                 |
| Consultations        |                      |                    |                 |
| Parliamentary        | underpin             |                    |                 |
| complete             |                      |                    |                 |
| Parliamentary        |                      |                    |                 |
| process started      | process complete     | regulatory regime  |                 |
| from Day 1           |                      |                    |                 |
| Scientific           | Risk                 | Law is ready to    |                 |
| Risk Assessment      |                      |                    |                 |
| committees           | Communication        | underpin RA        |                 |
| Principles in place  |                      |                    |                 |
| expanded             | methods agreed       | responsibilities   |                 |
| FSA Board            |                      |                    |                 |
| Resources in place   | Food Safety RM       | Law is ready to    |                 |
| Process for decision | Agreement to         |                    |                 |
| to undertake new     | Forum Operational    | underpin RM        |                 |
| making agreed        | Governance &         |                    |                 |
| responsibilities     | (in shadow form)     | responsibilities   |                 |
| Process              |                      |                    |                 |
| Successful           |                      |                    |                 |
| Case studies         |                      |                    |                 |
| outputs              |                      |                    |                 |
| completed            |                      |                    |                 |
| operationalised      |                      |                    |                 |
| Enhanced             |                      |                    |                 |
| Initial Delivery     |                      |                    |                 |
| Registration         |                      |                    |                 |
| Agents understand    |                      |                    |                 |
| System in use        |                      |                    |                 |
| requirements         |                      |                    |                 |
| (MVP)                |                      |                    |                 |
| Middle               | Law ready to         |                    |                 |
| Management           | Staff Trained        |                    |                 |
| Case Management      |                      |                    |                 |
| allow full range of  |                      |                    |                 |
| System live          |                      |                    |                 |
| recruited            | activity             |                    |                 |
| Consultation on      | Industry / Officials |                    |                 |
| health marks         | understand           |                    |                 |
| Replacement          |                      |                    |                 |
| meat stamps          |                      |                    |                 |
| complete             | requirements         | issued             |                 |

## Delivering Our Corporate Priorities Delivering Our Corporate Priorities Delivering Our Corporate Priorities Making The Fsa A Great Place To Work - Attrition And Recruitment Headcount By Quarter Oct 2017 - Dec 2018

Of the posts accepted in Q3 were EU Exit roles Performance and resources report - Q3 2018/19  |    13

## Making The Fsa A Great Place To Work - Sickness

bring FSA sickness down and remain  
below target.

% of total absence taken which were short/long term in a rolling 12 month period as submitted to Cabinet Office (Q3 reporting period Jan 2018-Dec 2018 )
increase in AWDL long term sick leave between Q2 and Q3 (Reporting on a 12 month rolling period). 

## Making The Fsa A Great Place To Work - 2018 Civil Service People Survey Making The Fsa A Great Place To Work - 2018 Civil Service People Survey

People Survey 2018 - Trends in the FSA 
(using the 2017 top drivers of engagements)

## Making The Fsa A Great Place To Work - 2018 Civil Service People Survey

The 2018 people survey showed increases in all survey themes with eight out of nine reaching their highest ever score. The below shows the largest increases and largest decreases in % positive scores.

## Making The Fsa A Great Place To Work - Diversity And Inclusion

Almost two-thirds of civil servants who reported their age in March 2018 were aged over 40.

In 2018 the FSA became committed to being "Disability Confident Leader" by 2020.

## Making The Fsa A Great Place To Work - Diversity And Inclusion Employment % By Gender Fsa From November 2018 Compared To Civil Service Statistics Uk 3Rd August 2018

81% of employees Last year in the FSA most grades had a gap in favour of men. In 
2018 there has been a shift in most grades.

in the two most junior grades are male. 

## Fsa Gender Pay Gap Report - March 2018

*A negative number indicates that women on average earn more than men. 

The gender balance for roles in London is 49% to 51% in favour of women whereas outside of London it is 71% to 
29% in favour of men.

## Affordability - How The Fsa Is Performing Against Hm Treasury Limits

| 2018/19                                                   | Fav/(Adv)     | Fav/(Adv)   | RAG    |
|-----------------------------------------------------------|---------------|-------------|--------|
| Limits                                                    | Availability  | Variance    | status |
| 2018/19                                                   |               |             |        |
| Full Year                                                 |               |             |        |
| Forecast                                                  |               |             |        |
| £m                                                        | £m            | £m          | %      |
| Westminster                                               |               |             |        |
| (inc EU Exit)                                             |               |             |        |
| Net Administration Expenditure (exc dep'n)                |               |             |        |
| 43.5                                                      | 44.3          | 0.8         | 2%     |
| Net Programme Expenditure (exc dep'n)                     |               |             |        |
| 38.3                                                      | 42.4          | 4.1         | 10%    |
| Resource Departmental Expenditure Limit (DEL) (exc dep'n) |               |             |        |
| 81.8                                                      | 86.7          | 4.9         | 6%     |
| Resource Annually Managed Expenditure (AME)               |               |             |        |
| 3.3                                                       | 9.6           | 6.3         | 66%    |
|                                                           | Capital (DEL) |             |        |
| 7.4                                                       | 8.5           | 1.0         | 12%    |
| Wales                                                     |               |             |        |
| RDEL - of which                                           |               |             |        |
| 3.4                                                       | 3.5           | 0.1         | 4%     |
| CDEL Capital - IT / Accommodation                         |               |             |        |
| 0.0                                                       | 0.0           | 0.0         | 0%     |
| Northern Ireland                                          |               |             |        |
| RDEL - of which                                           |               |             |        |
| 8.3                                                       | 8.5           | 0.2         | 2%     |
| CDEL Capital - IT / Accommodation                         |               |             |        |
| 0.0                                                       | 0.1           | 0.0         | 45%    |

## Breakdown Of Corporate Priorities And Key Areas Of Spend

£m September Full Year Forecast 2018/19
£m December Full Year Forecast 2018/19
£m Movement Fav / (Adv)
% Movement Fav / (Adv)
EU Exit new funding
13.3
13.3
0.0
0%
EU Exit FSA
3.5
3.5
0.0
0%
ROF*
1.8
1.7
0.1
6%
Surveillance
0.0
0.0
0.0
0%
OWOW
0.2
0.2
0.0
0%
Evolve IT
0.8
0.9
(0.1)
(11%)
Science
8.4
7.6
0.8
(11%)
Field ops (inc NI)
21.3
24.0
(2.7)
(14%)
Total Priorities Spend
49.3
51.2
(1.9)
(4%)

As at end of December (Qtr 3), the above spend on key areas represents approx. 49% of the total FSA spend (inc. Capex) forecast for 2018-19. This is a similar proportion of total spend as forecast at the end of Qtr2. The forecast decrease in overall FSA spend for 2018-19, as at end of Qtr 3, is approx. 2% compared to Qtr 2 (from £108.4m to £106.7m). 

*
£2.6m of the £13.3m EU Exit funding figure relates to the ROF Programme.

## Aligning Resources To Corporate Priorities 2015-19

Slide 3 - More information on the National Inspection strategy can be found on the Food Standards Agency website at: www.food.gov.uk/primary-authority-national-inspection-strategy Slide 6 - FBO compliance levels are not in direct control of the FSA, so the targets are ones that FSA can influence, but not control. FHRS is operated in partnership with local authorities who deliver the scheme locally, as an added value to their intervention programmes. Whilst LAs aim to address any food safety hazards and legal non-compliance during interventions, the relationship between FBO compliance levels and LA delivery / performance is complex. Various factors outside the remit of the LA may also influence levels of FBO compliance. FHRS based risk indicators already form part of the LA audit/ intervention selection criteria, and FHRS data is being incorporated into the Balanced Scorecard/LA Dashboard project to inform our work with under-performing LAs. The figures are for England, Wales and Northern Ireland combined. Individual country ratings differ. More information on FHRS can be found on the Food Standards Agency website at: 
http://ratings.food.gov.uk/
Slide 10 - RoF - Framework for system standards in the delivery model: Delays due to resources availability, secondment from our Wales office is now in place and therefore this will be delivered by end of March 2019. Interim Operating model implementation plan: Delays due to bringing in resources after creation of Operational Transformation Team was not approved, rescheduled for Q4. Slide 11 - Data & Digital - Data storytelling workshop: Whilst the data science team have delivered a number of data stories, and worked within the team to develop a process for producing these, workshops to share the process of creating data stories more widely has been delayed to Q4. Business guidance delivered: Delays due to incorporating the new EU exit guidance for business. Delivery is on target to be delivered by the end of March 2019. Slide 12 - People Strategy - Review and evaluate new performance management & reward system: The evaluation survey has been conducted, with a full review planned in Q1 and completed by September 2019. Develop FSA talent strategy: Delays due to aligning with CS Talent Strategy and resources being redeployed to ensure EU exit recruitment was delivered. The Talent Strategy will be published by the end of Q4. Slide 18 - More information on the Civil Service Diversity and Inclusion Dashboard can be found on the Governments website at: https://www.gov.uk/government/publications/civil-service-diversity-inclusion-dashboard/civil-service-diversity-and-inclusion-dashboard Slide 19 - The median represents the middle point of a population. If you separately lined up all female employees and all male employees, the median pay gap is the difference between the hourly pay rate for the middle woman compared to that of the middle man. Civil Service Labour Market statistics UK 2018 released 3 August 2018, more information on the statistics can be found on the Office For National Statistics website:

## Reporting Frequency For Slides

| Content / Number of Slides per area                   | Q1                                                           | Q2        | Q3   |
|-------------------------------------------------------|--------------------------------------------------------------|-----------|------|
| Human Cases of Food Borne Disease                     | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Food Hygiene Rating Scheme                            | 1 slide                                                      |           |      |
| x                                                     | x                                                            | x         | x    |
| Meat FBO compliance                                   | 1 slide                                                      |           |      |
| x                                                     | x                                                            | x         | x    |
| Animal welfare (visiting slides)                      | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Bi-annual                                             | People report following recommended food safety practices in |           |      |
| their home                                            | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Confidence that food is what it says it is            | 1 slide                                                      | Bi-annual |      |
| x                                                     |                                                              |           |      |
| FSA Food Safety week (visiting slides)                | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| FSA Key Messages and Media Coverage (visiting slides) | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Incidents                                             | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| Recalls                                               | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| NI Business engagement with Calorie Wise and consumer |                                                              |           |      |
| awareness of Calories                                 | 1 slide                                                      |           |      |
| x                                                     |                                                              |           |      |
| NI Consumer Demand for healthy Options                | Bi-annual                                                    |           |      |
| x                                                     |                                                              |           |      |
| (2018/19)                                             |                                                              |           |      |
| (2018/19)                                             |                                                              |           |      |
| (2018/19)                                             |                                                              |           |      |

## Reporting Frequency For Slides

| Content / Number of Slides per area        | Q1       | Q2                            | Q3   |
|--------------------------------------------|----------|-------------------------------|------|
| Public Trust and Awareness                 | 1 slide  |                               |      |
| x                                          | x        |                               |      |
| Recognition and use of FHRS scheme         | 1 slide  |                               |      |
| x                                          |          |                               |      |
| People who believe and accept FSA messages | 1 slide  |                               |      |
| x                                          | x        |                               |      |
| Health and Safety                          | 1 slide  |                               |      |
| x                                          |          |                               |      |
| Diversity and Inclusion                    | 2 slides |                               |      |
| x                                          | x        |                               |      |
| Staff Attrition & Sickness                 | 2 slides |                               |      |
| x                                          | x        | x                             | x    |
| Civil Service People Survey                | 3 slides | Dependent on publication date |      |
| Forward Look                               | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| Delivering our Corporate Priorities        | 4 slides |                               |      |
| x                                          | x        | x                             | x    |
| Spend against HMT Treasury Limits          | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| Key Areas of Spend                         | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |
| Investment in the 2015-2020 Strategic Plan | 1 slide  |                               |      |
| x                                          | x        | x                             | x    |

Q3 2017/18 had 19 slides, Q4 2017/18 had 18 slides, Q1 2018/19 had 21 slides, Q2 2018/19 had 19 slides and Q3 2018/19 has 25 slides encompassing the new Diversity & Inclusion slides and appendix.   

x