This year we further developed and delivered our core products: cultural humility workshops, which provide organisations with a safe and brave space to discuss racism / anti racism, identity personal values/beliefs and oppression. These workshops upscale a diverse range of people to have effective conversations about race, reduce the potential risk or painful discriminatory oppressive behaviours, and improve the safety and inclusion of minoritised groups. In 2020-21 we began a transformation of a cultural humility work by starting a feasibility exercise for the digitalisation of the programme - creating a prototype for blended e-learning approach. The effort has been highly resource intensive, but we believe it will produce the following benefits:1. Improved flexibility, reducing the commitments required to attend training during work hours.2. Reduce the cost which can be prohibitive for small business and non profit organisations working in increasingly diverse communities. This includes making mandatory training accessible new staff as part of on-boarding/induction.3. Increase the quality of our offerings making them more attractive to clients, including those from the private sector to help revenue generation.4. Increase effectiveness by providing ongoing support and guidance post training.5. Maintain the relevance of the content, by allowing us to update and refresh content.6. Enable us eventually to expand across the UK and then Europe and reach 500 plus new learners in the first year.7. Improve our financial sustainability, creating revenues that can be invested in our health equalities work, e.g. our Emotional Support Groups and our research arm.This year, we have extended our Cultural Humility offering through the provision of 1 to 1 nurturing cultural humility coaching for senior leaders. We have also started to apply our expertise to young people, e.g. through the delivery of digital learning resources for 13 to 18 year olds with a focus on building resilience. Further, we delivered several unconscious bias workshops and speaking engagements to public sector organisations, particularly in the field of mental health.The 2020-21 year has shown substantial growth in our community engagement and research arm, which seeks to deliver evidence-based insight studies, which understands the perspective of racially minoritised people at work and in the community. Examples include:1. An internal organisational equality survey to understand the risk of under representation of racial exclusion for a non-profit organisation. This survey has provided a blueprint for further work in this area moving forward.2. Several community insight studies including the Black African and Caribbean (BAAC) obesity insights study commissioned by Public Health Lewisham and the BAAC mental health insight study commissioned by South East London CCG.We continue to deliver several emotional support groups and resilience building workshops for black and Asian staff and community members to provide skills to manage the mental end emotional impact of discrimination and microaggressions. We also offered free one to one emotional support to BME community. We have been successful in having these services recommissioned by Lewisham IAPT and other commissioners.We have continued to be proactive in representing the BME community on the SlaM Independent Advisory Group, the Lewisham BME Network and the Mental Health Alliance.

Our key stakeholders continue to be Public Health, NHS and SlaM. Following our advocacy work in the prior year, we are pleased that the above stakeholders are now taking proactive steps, with our support, to address known inequalities in their service provision. This has included attending our cultural humility workshops and funding emotional support and resilience building workshops. These stakeholders are primarily in the London Borough of Lewisham, however, through our work with them, we are now identifying opportunities to expand these networks across London.Through our cultural humility work and other programmes, we have increased our stakeholder landscape through commercial transactions, and we have now identified (and started to act upon) opportunities that are London-wide and across the UK.We are also able to engage with wider stakeholders, particularly in Lewisham, through board membership in the SlaM Independent Advisory Group, the Lewisham BME Network and the Mental Health Alliance. These groups are open to members of the public and are also usually attended by Black and Asian organisations in the area. We will continue to use these groups for consultation on our work including the forthcoming insight studies.

There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director's loss of office, which require to be disclosed.

No transfer of assets other than for full consideration