OUR BID for YOUR ACCOUNT

1. OUR BID for YOUR ACCOUNT Presented by Darryl Mydat (Managing Director) and Paul Dunwell (Business Development)

2. What is TLTP trying to achieve with this presentation? • We need to introduce ourselves and explain what makes us different • We want to show you why any decision to use us would be a good one • We want to demonstrate why repeated annual renewals over almost a decade have always been in our clients’ best interests • We want to give you all of the information you need to justify the decision you now have to make, whatever that decision might be • We want to provide detail to which managers throughout your organisation can refer in respect of other opportunities Please note that this PowerPoint presentation is enclosed in the disk-based pack that you’ll be given today. It is accompanied by all of the materials submitted as part of our bid.

3. Who are we? • TLTP was established in 2006 • It’s part of a group which employs over *00 people • TLTP is a dedicated educational agency which supplies qualified and experienced teachers and support staff • Our staff have almost 30 years’ experience within the recruitment industry • It is a member of the Recruitment and Employment Confederation (REC) • We’re registered directly with the Criminal Records Bureau (CRB) • We are an Equal Opportunity Employer • TLTP is a diverse company and we have formally ‘made the pledge’ to remain so

4. Where are we? • We operate from Ilford in Essex • This enables us to comfortably service clients, on a daily basis, across a huge geographical swathe of the South East of England • We can and will provide educational staff absolutely anywhere in the UK

5. MANAGERS HEADS ADMIN TEACHERS ASSISTANTS What do we do? Working with clients to generate optimal logistical solutions, we provide qualified and vetted staff in the following categories: • We are genuinely contactable 24 hours a day and 365 days a year • This is ideally suited to clients who themselves need to be responsive to JiT needs • We employ dedicated 24/7 consultants • We source temporary, ongoing and permanent qualified educators • We supply teachers and support staff to unforeseen sickness and volume increases • We offer a temp-to-perm facility for 10 to 13 weeks • We provide both sole supplier and master vendor facilities

6. What are our key USPs? • Our retention is excellent so clients see the same faces time and time again • All of our staff are fully briefed before they arrive on your premises • We have very strict vetting procedures (which we’re going to outline later) • We use identification cards, if required, to enhance security • We work closely with clients to ensure we supply the right teacher or classroom assistant with the right qualifications, attitude, experience and professionalism • Our teachers and support staff all have experience of the UK’s National Curriculum • We deploy a dedicated consultant to look after each account • All of our consultants come from a teacher supply background • Importantly we observe the requirements of the Agency Worker Regulations (AWR) introduced in 2011. Some agencies ignore these regulations in a way which could ultimately have serious repercussions for client schools.

7. Why are we tough to beat? • We are a professional educational agency – as distinct from fly-by-night amateurs • We have a nucleus of clients that ensures teachers stay with us, so our teacher retention is excellent • We attract the best due to the client-base with which we deal • We are a fully audited company • Our office staff have three decades’ experience in the teacher supply industry • Our teachers are very flexible • We use experienced teachers with outstanding records • We use punctual teachers • Our client retention is over 90% • Our teachers should give you peace of mind • We comprehensively vet, use, and accept responsibility for using second tier suppliers

8. Lead Vendor Rates Individual School Rates LEA Rates Master Vendor / Onsite Rates These rates are applied when These rates are offered to These rates are offered to These rates mirror the lead vendor rates but include service level agreements (SLAs) and further cost-savings to the client What do we charge? Our charge rates have always been very competitive and are split as follows: On request we can, of course, provide specific figures which we have readily at hand.

9. What if things go wrong? We’re well-insured. Our cover is as follows: Thankfully claims are a very rare eventuality! But, more importantly, we readily and promptly accept responsibility where very clearly we ought to do so. It’s important to realise that, in the job we do, things will invariably go wrong. So honesty, transparency and responsibility are important. Yet so too is an ability to deal with any crisis quickly and intelligently so that the damage, costs and inconvenience to our clients are all minimised.

10. Can we be trusted to screen teachers responsibly? • We ensure that all candidates are registered face-to-face beside their photo ID • We insist on 5 years’ checkable history • We obtain 2 work references from previous employers • We want to see utility bills to prove residence • We require NI cards and / or P45s and P60s • We ask for passports and visas • We need birth certificates • We demand proof of leave to remain and work in the UK • We inspect all relevant border documentation • We make full enhanced disclosure CRB checks • Where document originals are not available, copies are properly verified with the issuing authority

11. National Curriculum Classroom control Dealing with excluded children Health and safety Do we train teachers? Yes. If necessary. And we test them too. On our premises and/or our clients’. This programme is already well-established but developing to incorporate all of the following areas:

12. Why do teachers work for us? Our teachers tend to stay with us long-term because they’re contented. There are many reasons for this that include: • Work consistency • A regular wage all year round • Work with many good schools – so variety and interest • They are treated as full-time employees or subcontractors • We can help with accommodation • We pay good competitive rates

13. What about other evidence of our professionalism? We freely provide details of policies and other proofs relating to the following: • Our Quality Mark, audited by the REC for the Department for Education • Our disability policy – see policy statement • Our corporate responsibility policy – see policy statement • Information on our subcontractor (2nd tier supplier) screening • Our disciplinary procedures – see comprehensive document • Our ethical trading policy – see policy statement • Our equal opportunities policy – see policy statement • Our quality systems policy – see policy statement • Documents we give teachers to explain their responsibilities • Our interview process and screening system – see documents giving a comprehensive explanation You’ll find copies of all of these documents within the materials you’ll receive today. What all of them show is that TLTP is seriously attentive to the need to reflect its professionalism in its materials. Everything is clearly written to be simple to understand. But, more importantly, nothing is there simply as a paper exercise. Our goals are all easily-achievable with a little effort and this makes it a simple matter to get all of our personnel – consultants and teachers alike – to work to achieve them.

14. Can we deliver more for less? Yes. Expansion of the provision with any established client may essentially be fourfold and be for a price reduction rather than an increase. This expansion will benefit clients financially and operationally, and would include: • The already-phenomenal record of retention which sets us apart can be improved upon by consolidating business with us. • We aim for the continued development of existing arrangements to induct, assess, and provide any necessary training to agency teachers free of charge. • Where justified we can provide useful management information. • More cost savings are possible. Where clients utilise us at multiple sites we are able to make savings – in the form of reductions – from which they’d all benefit.

15. What does this mean in real terms for your school? TLTP have built up solid partnerships with all of our clients and we offer them ‘Master-Vendor’ / ‘On-Site Lead-Vendor’ products. These products reduce our client costs for the following reasons: • We assess, screen and CRB check agency teachers free of charge. • We induct and brief all agency teachers free of charge. • Our systems reduce clients’ managerial and administrative time. • Various payment methods - such as umbrella payments - can be introduced to clients, reducing hourly rates.

16. How could we improve on our excellent teacher retention? TLTP is already in an unassailable position in respect of teacher retention. And this is not a statistic that’s only of academic interest because teacher retention has a whole raft of benefits and cost-saving implications. But we’re going to reinforce our already-exemplary practice by the following in measures, all of which are incentives that are going to be telegraphed to our teachers in order to help them understand and contribute to what we’re trying to achieve: • Teachers who prove their loyalty will be increasingly offered their choice of assignments • All teachers whose attendance and punctuality record for the previous month is 100%, and who have not been the subject of any complaint during that time, will be entered into a well-publicized monthly prize-draw for a family getaway in the UK • Once a year the 12 monthly winners will all be entered into a further draw with a substantial prize - a family getaway overseas - as the reward for the ultimate ‘TLTP Teacher of the Year’ • We will organise flattering local media coverage for the ‘TLTP Teacher of the Year’ • Any teacher who performs for a full year without complaint and without absence or lateness will be given an end-of-year bonus

17. Can we be reactive to your needs? Yes. Here’s an example. • In this example the client’s operations have always ordered a huge percentage of teachers on an ad hoc basis. Many orders are placed within 24 hours but the majority of orders are placed the same day. This late ordering process has always been very difficult to manage as we never know the client’s volumes until the morning. Even with this extremely difficult supply process, TLTP continues to hit its targets and it has been incredibly rare to provide an inadequate response to such open orders. • The above statistics, we feel, are phenomenal bearing in mind the ad hoc ordering level - which is **% of the client’s total requirement. Furthermore this individual client cannot offer many teachers regular work 5 days a week so TLTP must employ its teachers else where to retain them. This exemplary retention of teachers within London and South East is the only reason we can fulfil our targets. • We feel there is no rival agency that can compete with our retention/service records within our area of operations; this has proven to be the case due to our significant market share.

18. Just how competitive can we be? You decide! These are our PAYE rates.

19. Just how competitive can we be?These would be the umbrella rates.

20. From your perspective, what would aSWOT analysis of a TLTP bid look like?

21. Is there a risk that we ought to talk about? You’ve seen that we’ve done a SWOT analysis from your perspective. So, like you, we think about threats as well as strengths, weaknesses and opportunities. And we do have one big concern. You very rightly want a great price. Indeed you might be tempted to run bids as if they were auctions. That has its dangers and it’s worth emphasising them as follows: • During the recession many staffing and recruitment agencies have gone out of business. This is essentially not so much about the need for their staff (because short-term obligations to employees have their attractions). It’s about turnover for enterprises that have the double-whammy of a labour-and-capital-intensive business and almost always have to use factoring services to cover the wages they pay up-front to workers who live hand-to-mouth. Banks simply don’t want to extend the credit that they have done traditionally. • The last thing that you want is to find that, one grim morning, many of the teachers you were expecting have been told not to come to work because they can’t be paid. That wouldn’t create chaos for a single day. And whoever made the hire decision in respect of the agency concerned would obviously have some explaining to do. • Our greatest strength, and from whence much of our value-adding service is derived, is retention. Everybody knows that familiar teachers have benefits that cannot easily be costed but they certainly have a value. And that retention happens because we self-evidently pay our teachers well. But we pay them properly because we’re not greedy and we can afford to do so. • We share our teachers. Most of them wouldn’t just teach for you. So you have a very tangible share in benefits that needs to be reflected in costs. • On some shifts for some clients we already lose money. But we cannot afford, as a viable enterprise which has trodden a sensible path from which we and clients alike have benefited for almost a decade, to lose money too often. Clients who put us in that position ultimately have to be as expendable as we would be as suppliers if we overcharged. • At the same time, teachers deployed to work for any client who have to be paid less to ensure we still have a margin are going to not want assignments with such a labour-user. They’d rather work elsewhere. • The real danger is that a client who forces us to pare our costs to the bone has the effect of forcing us to generally depress the wages of all of our teachers. That would clearly erode our general retention, and we’d haemorrhage teachers to other agencies that don’t provide the same professional service. This would impact on the great service which we provide to all clients and, clearly, it would undermine our workforce to the point that our profits and the company’s very viability. • Finally, all of this relates to enterprise. We all get out of bed in the morning to earn a crust. If a well-run enterprise becomes essentially unprofitable then the sensible entrepreneur looks for better ways to invest his time, effort and capital.

22. How can we summarize our bid? • TLTP recognises that, where an opportunity to bid arises from a review of an already long-standing contractual arrangement, this a reflection of the potential client’s sound management and a commendable embracement of contemporary best-practice. • Where we’re bidding for work with an existing client, we welcome the opportunity to consolidate our long-standing relationship. • We realise that during the current economic crisis no suppliers should enjoy an unquestionable security of tenure. • TLTP ought to be in a powerful position because we’re a trusted supplier that would undoubtedly hit the ground running. This is reassuring for new clients. • The attractions of rival suppliers might evaporate when it came to delivery on promises. And, of course, any marginal advantages can easily be undermined by the creeping and insidious costs of change management. • TLTP and many of its existing clients have grown together, in unison, and there’s clearly a measure of interdependence and symbiosis. • The SWOT analysis has explained our very proactive, constructive and ambitious approach to winning and retaining business. • We commend our bid to you and earnestly hope that ours will be a long and mutually-rewarding partnership! • Our last word? Set us any challenge and we’ll rise to it. Are there any questions? We’d like to start by asking you one. Can anyone here think of a single reason why we shouldn’t be working with you?