2025-03-31-accounts

COMPANY NUMBER: 02929267 CHARITY NUMBER: 1039086 Mountbatten Mountbatten Isle of Wight Limited Incorporating: Mountbatten Isle of Wight Limited Mountbatten Hampshire Report and financial statements for the year ended 31 March 2025

Mountbatten Isle of Wlght Limited, Report and Financlal Statements for year ending 31 March 2025 Contents Reference and administrative information Statement from the CEO Statement from the Chalr of Trustees Governance Background ond Strategv Strate8ic report- Objertives & activities The Mountbatten pyramid io 11-12 Key achievements and performance Servlces across the Mountbatten Group Rehabllltation and Enablement Services 13 14-19 19 Psychology and Bereavement Servlce Public & Communlty Engagement Quallty Achlevements and performance Informatlon governance Future plans Information Technologv Education and Training Communicatlons 20-21 22 23-24 25-29 30 31 32-34 35-40 41-42 Retall 43-44 Commerclal Development Estates and Facillties 45-49 Catering and Hospitatility Mountbatten's People Trustee5' duty to promote the success of the Charlty- Section 172 5taternent Sustalnability and carbon reportlng Financial review 49 50 51-53 54-55 56-57 Public benefit statement 57 Principal rlsks and uncertainties Statement of trustees. responsibilities Independent auditols report Consolldated statement of flnancial actlvitles lincorporoting an income and expenditure account) Balance sheet 58-59 60 61-63 64 65 Consolidated statement of cash flows 66 Notes to the financial statement5 67-93

Mountbatten Isle of Wight Llmlted Reference and admlnlstratlve Inforrnatlon Statu5 and structure.. Mountbatten Isle of Wight Limited operates as a charitable company limited by 8uarantee Company number.. 02929267 Charity number: 1039086 Registered office and operational address.. Mountbatten Isle of Wight Limited Halberry Lane Newport Isle of Wight P0302ER Trustees Trustees are also Directors under company law: l Resourtes Committee Member 2 Services Committee Member 3151e of Wight Trading Company Director 6 Hampshire Trading Company Dirertor Sir lan Cheshire 3, 4 M Acland 1, 3,4 A Neill 1.3, 4 B Halliday 1, 2, 3, 4 A Stables 2, 3. 4 W Murwill 2, 3, 5. S Izatt 1, 3 M Forrest-charde 2, 3, 4 K Collins V Hastin8S C L Panayi T Peachey J Sichel A Gornall CHAIR Vice Chalr Chalr Resources Committee Iresi8ned August 20241 {resi8ned August 20241 (resigned August 20241 (appointed July 2024) (appointed July 20241 13ppointed July 20241 (appointed July 20241 (appointed July 2024) lappolnted July 2024 and resi8ned October 20241 Company Secretary W Wright M Edmonds Iresi8ned July 2024) (appointed August 2024) Senior Management Team N Hartley R McGregor L Smith M Edmonds D Hod8kin5 J Hazeldine D Flemin8 S Lewis Chief Executive Deputy Chief Executive Director of Nursing Director of Finance Director of People se￿ICe5 Director of Psychosocial and Spiritual Care Director of Quality, Data and Information Director of Commercial (Appointed October 2024 and resigned July 20251 Page I

Mountbatten Isle of Wl8ht Limited Reference and admlnlstratlve Inforniatlon Bankers: Natwest Natwest House Riverwav Newport Isle of Wight P030 SUX Investment Mana8ers: CCL4 Funé Managers Ltd 85 Queen Victoria Street London EC4V 4ET Investment Managers: Ruffer LLP 80 Vlctorla Street London SWIE 5JL Sollcltors: 8ate5 We115 LLP 10 Queen Street Place London EC4R IBE Solkltors: Glanvilles LLP St Cross Business Park Newport 151e of Wlght P030 5BF Audltor: Azet5 Audit se￿Ices Limited Ashcombe Court Woolsack Way Godalming Surrev GU7 ILQ Page 2

Mountbatten Isle of Wight Limited Statement from the CEO For year ended 31 March 2025 As my final annual report as the CEO of Mountbatten Isle of Wight and Mountbatten Hampshire. there is an opportunity to reflect on the last ten years or so, a time to focus on what we have achieved together, our developments, our successes, our challenges and what still needs to be done. However, we stand at a crossroads. particularly with the future financial support of hospices under critical threat from the local NH5 and it is clear that we stand on the edge of a fight to stand up for what 15 right and what dying and bereaved people should cate8orlcally expect from the statutory sertor. There is no questlon that Mountbatten ha5 changed beyond all recognition in the last ten years, both the services that the organi5ation delivers on behalf of our local communitles, but also the sheer numbers of people that we are reaching stretching the scale of our endeavour5 and our influence both in and beyond the sector. There is nothing wrong with us all being very proud of what we have and what we continue to achieve for those who are at their most vulnerable Mountbatten's work really matter5, particularly at thi5 time when hospice and end of life care are under threat within the wider UK Health and Social Care system through disinvestment In fundin8 and financlal Investment. It is also both disappointing and frustrating that it still remains si8nificaDtly easy for the dying and the bereaved to be ignored within the NHS, highlighted by current funding cuts and the lack of understanding of the sector by commissioners who can no longer afford to deliver the serwice5 that our populations need and deserve. It is a sorry state of affairs to be reminded of the terrible deflclts In end of life care which were rife in the new National Health Service of the 19405 where dying was not part of the vlslon and when the new modern hospice movement rose up in protest and rebellion. The modern hospice movement has developed during the lrfetime of many of us and wlll reach its sixtieth anniversary In 2027. Our generation should be so rightly pleased of this achievement, where we have protested against a Health and Social Care sector who in the past so easily misplaced and forgot the dyin8, foolishly thinking that they cannot come back and complain about the lack of care they have received. As the dying and the bereaved are marginali5ed once more, it is Mountbatten'5 job to both complain and to campaign and we must never stop doing this. It has become clearer to me over the past decade, that through our public engagement work and Advance Care planning drive, our local communities understand Mountbatten's commitment and service to them more and more. Through listenin8 to those who live locally ond hente delivering both what our local population want and need when they and thelr loved ones are at their most vulnerable, Mountbatten remains firmly In the hearts and minds of those who are touched by our devastating duo of expertise and kindness. This web of intense and dedicated relationshlps remains Mountbatten's most powerful weapon. The support we have through our many fundraising and Income 8eneration activities is also qulte slmply extraordinary. As demand grows and Mountbatten's services become more stretched, the understanding and commitment from those who live across our catchment areas matters more than ever and will continue to do 50 whilst healthcare commi55ioners continue to Ignore their responsibilities to those they are meant to be serving. St seems to me that we are on the verge of a battle with our local healthcare commissioners. This battle will not be between Mountbatten and them, but between our local communities and them. I know that our local population will not sit back and see their commitment to Mountbatten'5 vision and mi55ion be destroyed. Dying and bereavement are major events in all of our live5 and when we are facing both of these issues we deserve the very best from those who aretrusted to both fund and to provide the care we need. I wish Mountbatten well as it stands on the ver8e of a new era and wholeheartedly support the appointment of Becky McGre8or as my successor. I will always continue to support this remarkable organisation from the sidelines and will always be prepared to take my place on the battlefield to ensure that our communitie5 will always receive the expertise and kindness they deserve when they come to the end of their lives or when they face bereavement. Nigel Hartley MBE CEO Mountbatten Page 3

Mountbatten Isle of Wlzht Limited Statement from the Chairman For year ended 31 March 2025 Statementfrom the Chair ofTrustees Mountbatten continues to serve Its user5 on both sides of the Solent, both in our hosplces and more commonly in their homes, as demand for our services rises with every passing year. The quality of personal care our teams provide is simply outstanding and I would Ilke to thank all our colleagues for their brilliant work. We have also seen the announcement of a forthcoming change of leadershlp, with Nigel Hartley MBE stepping down as Chief Executive and Becky McGregor being confirmed as his successor, taking over in the autumn. Nigel has been simply fantastic Chief Executive over his 11 years, transforming the organlsation Into the nationally recognised leader it is today. We wlll very much miss him but are also grateful that he has been able to develop Such an able successor in the person of 8ècky. The charity is In good health thanks to Nigel's excellent stewardship, and I want to formally thank hlm for his great Service. As you will see in the accounts we had a more p051tlve year on the financial front, reducln8 the deflcits year on year, de5plte continuin8 challenges, especi?Ily in limited support from the NHS. Given new leve15 of national Insurance C05t5. we face more headwinds thls year with significant uncertainty on future NHS funding models. All that mean5 that we depend more than ever on public gener051ty to maintain our vltal operations. Thank you to all who 5UPPOrted u5 in this year and an especial thanks to all who walked on this year's Walk the Wight, which again set a new record for money raised. Also thi5 year we Saw a change of Patron, with Sir Martln White handing over to Alan ritchmarsh CBE, and we very much appreciate Martin's manv vears of service. Flnally, I would like to thank my board of trustees for their hard work and sUPPOrt over the yearl Slr lan Cheshire Chair of Trustees Mountbatten i* lols Page 4

Mountbatten Isle of Wlght Llmlted Trustees, Report Ilncludlng the Dirertors. Report) For year ended 31 March 2025 Governance The Governance of the Mountbatten Isle of Wight Limited is underpinned by a robust committee structure as below: c￿Tr. Chatr olthe Board SqN1¢*5 Ch•lp, D•il4n•ted Trurtee Ch•lr. D•￿Tr•I•d7njsIqe R•¢•Waps A￿Sory￿ro￿P Chifr: D•slin•todTrustee owllty& Govern&r￿e Chlr: Dlroctor ol NurslnB Irw•5tm•nty P•n51on5, NoffllniUL¥b5& Rernun•r•ilo Adv150ry Group Chalr: Deswn•ted Trurtee volunteer Oevelapment Group Ch8lr.' Dlrector Psy¢hosoclal & Splrltu81 C•re Cofflmunlcitlons D•wqlopm•nt Group Chalr. Head of Communltstlons Hehlth & $8fety Chalr.. Olrertorof oper￿on5 Int•irated InfO￿allon Gwemnc• Group IlncL GDPRI Chalr: H•8d of Qualltyand DPO Medlc(nÈs Safety Team Chilr: Speclallst Medlc81 Ccnsult•nt and Medlclnes PJBllmAI l.on lead dLtcatlon, TraInI￿ & Research Group Ch•tf', H••d of Eduntlon ond Tralnln4 Pollcy ReWewGrwp Ch•lr' Olroctor olOpqi•iions Trustee recrultment and appolntment Applicants are 5hortli5ted, interviewed and selected based on their experience and expert15e with the aim of achieving balance that reflects the needs of the Hospice. Trustees ore appointed by election at the AGM but may also be co- opted to serve at any time. The term of office 15 three year5 from the date of appointment. Trustees may be elected for a further term of three years. In exceptional circum5tance5 the Board may a8ree additional terms are in the best interest5 of the Hospice. Trustee Inductlon and tralnlng New Trustees are invited to an induction programme which includes a tour of the Hospice sites Wlth presentations by the Chair. Chief Executive Officer and Senior Management Team. Comprehensive information is provided about the operation of the H05pices and national trends and developments in hospicelend of life care. together with details of responsibilities and expectations as trustee. Page 5

Mountbatten Isle of Wl8ht Llmited Trustees, Report Ilncludlng the Directors, Report) For year ended 31 March 2025 Management Mountbatten151e of Wight Limited is the member and ultlmate operator of Mountbatten Hampshlre Llmited. Although the two hospice5, Mountbatten Isle of Wight and Mountbatten Hampshire continue to remain Separate entities, which reassure5 all of the communities involved in 5UPPOrting both h05pices that funds raised locally will contlnue to go towards each separate organlsation, both hospice5 now form 'The Mountbatten Isle of Wight which is managed by one Senior Management Team. Each Charity ha5 a Board of trustees whose members are largely but not wholly, common to both Charities. Detalls of the Governance arrangements are shown In the diagram above. Remuneratlon pollcy The Charity operates a Remuneration policy under the regular review of the Investment, Pension, Nominations and Remuneration Advlsory Group. The charlty aims to match Agenda for Change term5 and conditions where It is financiallv viable to do so, as part of our recrultment and retention stratebry for key clinical roles and thls is reviewed on an annual basis. Staff not covered by this payment structure are paid following regular market surveys to ensure that the Charity pays falr, market Ilnked salarie5 which are revlewed annually as part of the budgeting process for the Charltv, Page 6

Mountbatten Isle ot Wl8ht Llmlted Trustees, Report (Includln8 the Dirertors, Report) For year ended 31 March 2025 Background and strategy Mountbatten Isle of Wight Limlted was opened In 1982 and Mountbatten Hampshire Llmlted was opened in 1977. Our Mountbatten group strategy is Set on a five- yearly basis and reviewed regularly by the 8oard and its committees. March 2020 saw the start of a new and dynamic five-year strate8y, which we have worked hard to implement together with our staff. volunteers and local community. A sulte of strategic implementation plans underpin the strategy and these are reviewed regularly. A new strategy will be developed in the latter half of 2025. In addition to developing the organisational strate8y Wlth the CEO and Senlor Team, trustees. and wlder stakeholders, we re8ularly consider how planned servlces and developments wlll contribute to the defined objectives. All our charitable objectlves as agreed with the Charlty Commission are undertaken to further our charitable purposes for the public beneflt. This Annual Report look5 at what we have achieved and the outcomes of our work in the year ended 31 March 2025. Mountbatten's teams of staff and volunteers now support well over 3,000 people on any one day across the communitles of the Isle of Wight. Southampton City, and North, Mid and South Hampshire. This past year. we have continued to See substantial growih in the numbers of people benefitting from our 5UPPOrt and care. This growth ha5 continued to be inspired by our local populdtlon needs with a series of developin8 and innovative services in line with our current 2020 Strategy, all of whlch are detailed and outlined in this report which have supported Mountbatten to achieve Scale which is a main strategic aim. A useful measure of thi5 IS that we are now touching around 70% of all deaths on thelsle of Wight, and we push forward to reach a similar level in Hampshire. Some of our patients will have cancer; an increasing number will have lon8-term conditions such as heart failure or lung disease; others will have neurological conditions including motor neuron disease and multiple sclerosis. As Dementia is now the biggest cause of death in the UK, we increasingly support people with dementia and other older-age related illne55e5. In fact, it is clear that old age and frailty are now a terminal illness for many. We have the capacity to support our extensive community services wlth care for people in 16 beds at our Mountbatten Isle of Wight building in Newport and 21 beds at our Mountbatten Hampshire building In Southampton West End as well as offering support to many more within our Mountbatten John Cheverton Self-help and Day and Rehabilitation Centre on the Isle of Wight and our Hazel self-help and Day and Rehabilitation Centre in Southampton However, our buildings are just the 'tip of the iceberg,. We support people to live well until their death ond we wlll do everything we can to enable our patients to die in their preferred place, which for many people will be their own home. We support families, close friends and carers both durin8 a person's illness and after death because when someone is very ill, we know that many people's wellbeSng is affected and this can last over years if not supported at the time when needed. Mountbatten is also the largest provider of end - of - life care education across our communities and our growlng Education programmes ensure that we train other agencies, such as the NHS, Domiciliary Care Agencies and Care Homes in order to underpin and to extend our absolute inslstence on high quality care as well as our reach and our influence. In 2017, Mountbatten Isle of Wight was rated as 'Outstanding' by the Care Quallty Commission ICQCI. In 2021, Mountbatten Hampshire was rated as 'Good' by the Care Quality Commission ICQCI. Our aim Is to achieve an outstandin8 CQC rating for our hospice services in Hampshlre as soon as possible. Although we are proud to be rated 'Outstanding'i we contlnueto strlvetobecome even better aswefocus on servln8 moreand more peoplewho needourcareand support. As already mentioned, our current strategy outlines the approach that the Mountbatten Group will take from 2020 onwards to deliver a new Mountbatten model of care and 5UPPOrt for the last yearslphase of life (the last five years of Ilfel across our local communltles. We be8an by articulating our three strategic imperatives for the short, rnid and long- term. We followed on by developin8 our new model through a serie5 of workshops and open meeting5 Wlth staff, volunteer5, Users of our services and a wide range of Stakeholders, focussing on five key implementation areas: Developing and sustaining expert care and support service5 Developing and growing our volunteer offer Developing o sha red, common language about what Mountbatten does, in partnership with our commun￿leS Developing and sustaining our impact for the future Developing robust education and traininB programme5 across our communitie5, including the local Health and Social Care systems Page 7

Mountbatten Isle of Wight Limited Trustees, Report (including the Directors, Report) For year ended 31 March 2025 The Important theme of working In partnershlp to achieve our aims will run through every area of our strategy. Our Mountbatten model has also been developed utilising our many collective years of experience and acquired expertise. Our approach is updated annually through engaging with all stakeholders, to ensure that we keep pace with both local and national changes and challenges. Each key orea is underpinned by robust operational Implementation plans which are reviewed and presented to our Board of Trustees regularly. We identified some years ago that we were not going to be able to continue to meet the growing needs of our local communities by delivering our Services in the way which we always had done. The growing older population, together with radical change5 in the ways that people are both livin8 and dylng provides us with serious challenges of how we are going to meet the needs of a community who are living longer and therefore dying more slowly. We know that most of our geography is thought to be around 15 years ahead of the rest of the UK in terms of demographic, and the fact that we know that there will be around a 40% increase in need for end of life care across the UK by 2040 is already being recognised as a challenge for the services which we deliver. There are currently four very clear stressors: A growlng number of people needlng our care and support, most of whom are living thelr last phase of Ilfe {flve years) wlth a range of complex comorbidities A lack of both human and financial resource to meet the growing need 3. An unprecedented pressure on the wider healthcare, social care and charltable sectors Most people do not want to talk about, or plan for, death, dying and bereavement By thinking and actin8 innovatlvely and trialln8 new ways of offerlng SUPPOrt to a growing number of people over the past five years, we have achieved much. We are currently reachlng over 200% more people who need us than we were even three years ago. We have also managed to achieve thi5 growth with a limited human and financial resource, mostly due to a new model which focusses on providing the right 'dose' of care for our users at the right time, rather than always glving a smaller number of people access to everything we do. Our work and development5 are underpinned by a set of strong and mutually a8reed values which drive our mission to meet the requirements of everyone who needs us, whoever they are, wherever they live and however they have lived thelr lives. Our absolute aim is never to ignore anyone who could benefit from our devastating duo of expertlse and kindness and always to work as hard a5 we can to achieve our objective. Another major problem which we face is the lack of engagement and understandin8 that local communitles have with and about death, dying and bereavement. We know from our experience that this lack of engagement and understanding has a direct and negative Impact on people's experiences when they come to the end of life, or when they are bereaved, as well a5 on the resources Mountbatten needs to utilise In order to deal with the crises that inevitably come wlth people's lack of planning or understanding about what15 happenin8 to them. There 15 Still so much more to be done and we cannot afford to become complacent; currently of those across our communities who would benef it from our services, but do not acce5S them. Although this Is for a number of reasons, it is clear that one of the main barrlers Is that many of our stakeholders do not grasp the extent of Mountbatten's care and 5UPPOrt and are unable to artlculate the reality or indeed efficacy of what we do and what we achieve. We also need to work with our local communlties to reframe their understanding of what 'dying' means- moving from a 'moment in time, concept, to a journey for many that will last a number of years. We have therefore embarked on a bold expedition to redesign our Mountbatten model and to deliver our services in new ways. Our unique Mountbatten model, outlines how we will now move forward, achieve scale and meet the challenges which we have identified within a more stable financial envelope. This new plan outllnes the ways in which we are going to achleve our arnbitious aim of never ignoring anyone who needs us. The strategy also focusses on financial stability and sustainability over the longer term. through delivering our services more efficiently whilst plannin8 new and effective servlces and partnerships which could lead to new funding prospects. Page 8

Mountbatten Isle of Wlght Llmlted Trustees, Report Ilncludlng the Director5, Report) Foryearended 31 March 2025 Mountbatten's team Is expert, whether it Is our Medical Consultants, Nurses, Healthcare Asslstants, Allied Health Professionals, Clinlcal P5ychologlsts offering complex pain, symptom management and psychologlcal support, our bereavement team 5UPPOrting either people's complex or healthy responses to the death of someone close to them, our stalwart nurses and carers who are visitlng a growing number of people 24 hours a day, 7 day5 a week at home, our housekeeplng and catering teams, our spiritual care team and team of theraplsts or our volunteers that provlde support across all areas of our servlces. Our absolute confidence and authority around death, dying and bereavement across our entlre workforce. underpins our objective to reach everyone who needs us, from those requiring complex cllnlcal intervention5, to those who are simply curious about death, dying and bereavement. We are commltted to aspiring to be the best that we can be, alway5 and without fall. Page 9

Mountbatten Isle of Wisht Llmlted Trustee< Report {includln8 the Dlrertors. Report) For year ended 31 March 2025 Strategic report - Objectives & Activities Our strategy outlines Mountbatten's future direction and aspirations against a backdrop of challenges and demands faced by our services. Our mission, vision and values are at the heart of this strategy and these gulding principles have been developed in partnership wlth our staff, volunteers and trustees whilst evaluating the public benefit provided bv Mountbatten's Mission, Vision and Values Our Mlsslon To promote and to provide good care and support for those people1Svln8 wlth, affected byi or curlous about death, dylng and bereavement Our Vlslon Is of a world where all dylng people and those close to them have access to expert, compassionate and cost-effettlve care of the hi8hest quallty, whatever the illness, whoever they are and wherever they happen to be. Our Values We care about what we do. We appreciate that people are different and we are kind and compassionate to our patients and families, to our local community and to each other. We are experts In our fleld. We are professional at all tlme5. aspiring to be the best that we can be in everything that we do. We are Innovatlve and bold. We respond quickly and creatively to the changlng needs of our society. within the scope of our human and financial resources. We respert our community- We exist for our local population now ond into the future, and we believe that we can achieve more together by worklng in partnership with others. Our values, which have been defined by our staff and volunteers, are underplnned by a set of expectation5 and behaviours, whlch we have all agreed to. 5trateglc Alms We will change public perceptlons around death. dyin8 and bereavement and also about the work that Mountbatten does We will meet the needs of everyone who requires our care and support, ensurlng that no-one Is18nored We will make sure that everythin8 Mountbatten offers is sustainable for the benefit of future generations The people we serve: People who are curious about deoth, dying and bereavement (every member of our communities) People who are bereaved or grieving {including those who have been affected by deaths other than those under the care of Mountbattenl People who are in the last phase of life (around the last five years of lifel Poge 10

Mountbatten Isle of Wight Limited Trustees. Report (including the Dirertors, Report) For year ended 31 March 2025 Our Mountbatten Strategic Model explained - The Mountbatten Pyramid Expert and s .1. bereavemen ecialist end of life care and support 2417 care packages in the places where people live Keeping people independentto Ilve ,1 . their lives as well as possible Growing our volunteer 'ami le,'éqrlier Creatlng communities which are more comfortable with death, dying and bereavement 2024125 Sekwlce Developments continue to be aligned to Mountbatten's three strateglc alms wlth contlnued developments underpinned by our five Strategic Implementation Plans which are outlined In our strategy document.. Wewlll change publlc perceptlons arounddeathdyln8and bereavementand also 8bouttheworkthatMountbatten does: Developing an 'open to the public, Social programme of weekly events, includin8 Community ChoSr, Concert Series, Death Chat events both at the hospices and across our local communities A drive to ensure that Advance Care Planning is avallable to those peDple who are healthy, as well as contlnuln8 to embed Advance Care plannlng In both Care Homes and local acute hospitals Continuing to embed our 'wrlte a wlll, and legacy carnpalgn An examination of all of our communicatlons functions acr055 the hosplces ensurin8 3 common language and style based on our rebranding workshops are organised both internally and externally with a variety of community groups Although m05t of our service5 are now face to face, we contlnue to develop 'vlrtual' services to enable more occess for those who are unable to be seen in person Health and Social Care Apprenticeships, includin8 the continuation of the successful Mountbatten Summer School for young people Volunteer training and development of enhanced roles for patient-facing volunteers, including further development and extension of our Mountbatten Neighbours, scheme. We a150 continue to work to reduce 'red tape, and to engage volunteers more quickly and for shorter time period5 as appropriate All new service developments have been fully funded with new money from a variety of statutory bodies, trusts, grants and major individual donor5. A sustalnability plan ensures that any new services are well evaluated and available for f uture generations. Page 11

Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludln8 the Dlrertors, Report) For year ended 31 March 2025 We wlll meet the needs of everyone who requlres our care and support, ensurln8 that no-one is ignored: Further development of a Children and Young Adults Servlce in partnership wlth Kissy Puppy Ilsle of Wi8htl and Naomi House and Jack's Plate (Hampshire) A continuation and further development of dementia services and services for older, frail people Advance Care Planning- continuing to identify people with longterm conditions including older people with frailty Health and Social Care Education Mountbatten Coordination Centres - 24n telephone and visitin8 service across all our communitles End of Life Domiciliary Care provlsion Icontlnulng Health Care packages) 3. We wlll make sure that everythln8 Mountbatten offers Is sustalnable for the benefft of future 8eneratlons: A robust reserves pollcy and Rlsk Register A capital programme of estates works to ensure that our estate is 'flt for purpose, forfuture generations. All works have been funded by capital trust and grant5 funding A bespoke'sustainabilitv, Strategic implementatlon plan focuslng on fundraising and flnanclal resilience A new workforce development plan15 In process Development of our ongoing education pro8rammes both for our partners and our local communlties A shops Strategy and a growth plan headed up by the Head of Retail Business Development and supported by the Retai115hops Advi50ry Group In order to further support our strateglc alms we continue to work in partnership for the beneflt of our local communltles with examples a5 follow5: Isle of Wlght NHS Trust Community Paediatric Team Kissy Puppy Charity (The Sophie Rolf Trustk with a unique Advi50ry Group made up of key stakeholders Isle of Wight Local Authority 151e of Wight NHS Trust Isle of Wight Integrated Care Board {ICBI University of Southampton - jolnt teachlng posts Dementla UK Hosplce UK coc Hampshlre, Southampton and the Isle of Wight Clinical Commlsslonlng Group Hampshire and Isle of Wight End of Life Care Board University Hospital, Southampton A range of Third Sector partners Page 12

Mountbatten Isle of Wlght Llmlted Trustees. Report Ilncludln8 the Dlrertors. Report) For year ended 31 March 2025 Key achievements and performance During 2024125 Mountbatten Hospice provSded speclalist palliative care services within the followlng areas: Inpatlent Units Self -Help, Rehabilitation, outpatlent cllnlcs and Day Services Community OutpatlÈnts St Mary's Hospltal (Isle of Wi8htl Universlty Hospltal Southampton IHampshirel NursinglResldentlal homes These areas are supported by the following servlces: 2417 vlslting Communlty Team Domiciliary Care at Horne Team 2417 Mountbatten Coordinatlon Centers Medical Team Integrated Palliative and End of Life Team (St Mary's Hospital.1sle of Wight) Consultant Nurse (University Hospital Southamptonl Discharge Coordlnators (St Mary's Hospital, Isle of Wi8ht} Pharmacv Psychology, Social Work and Bereavement Services (Chlldren adult5 and families) Splrltual Care Soclal Worker Chlldren's end of life services in partnership with the local NHS Paediatr5c end of Life Team Young Adult Transltlon Servlce Ilsle of Wightl Physiotherapv Occupational Therapv Complementary Therapie5 Arts Therapies - art, muslc, and drama Speclallst Lymphoedema Servlce Ilsle of Wlghtl Education Including extensive programmes for local partners Voluntary SeNlces An extenslve 'Public Pro8ramme' almed at changln8 publlc perceptions of deathi dylng and bereavement. Page 13

Mountbatten Isle of Wlght Llmlted Trustees, Report (includlng the Dlrertots, Report) For year ended 31 March 2025 Services across the Mountbatten Group During 202412025, Mountbatten Group provided speclalist palliative care servlces In the followlng areas of Hampshire and the Isle of Wight, Inpatient units Community Day services - John Cheverton and Hazel Centre5 St Mary's H05Pltal Universlty Hospital Southampton Nursing and Residential homes across southwest Hampshire and the151e of Wight Isle of Wi8ht Prisons Ham In atient Unlt Inpatlent beds have continued to be used durlng the last year, prlmarily for symptom mana8ement support, end of Ilfe care, support for those with psychologlcal dlstress and support for those carin8 for people towards the end of thelr Ilves. Over the last year Hampshire inpatient unlt has been operating with 16 inpatient beds. These beds have been Increasingly used, with an average bed occupancy of over 83%. Despite building works, IPU has supported 445 admi55ion5: 300 people at end of life and 145 people to achleve a safe discharge either home, or onto a nur5in8 home placement. 24 7 Communit t Care Coordination During the last year the Community Team has continued to dellver care over a 24 hour a day* 7 days a week model to a growln8 number of people. The number of people on the caseload has slgnlficantly increased from a total of 460 people in AprS12020, to 1342 people in March 2025. The contlnued growth of the caseload is also antlclpated as work continues to increase the awareness of the local health and Social care professionals and community regarding the service5 and support Mountbatten Hampshire provide5. To help priorit15e the caseload, a RAG (Red, Amber, Greenl roting system ha5 been introduced, guiding the complexity and frequency of input needed. A morning handover period is now established, allowing multidi5ciplinary team approach to ensure a Suitable management plan is in place for the most complex patient5 and guiding prioritisation on a day to day basls. In response to feedback and the Increasing numbers of people accessing the care coordinatlon centre. changes to the phone system are in progress to help manage the call volume by using a queuing system. The aim of these changes is to enable people to reach a Mountbatten nurse as quickly as possible. The last year has seen the introduction of the Community Enga8ement Vehicle in Hampshire. Clinlcians from the community team have been integral in supporting the vehicle on it5 travels around the Southampton and Hampshire areas, raising awareness and understanding of Mountbatten, but also providing clinital advice and guidance closer to people's homes in their lotalities. Page 14

Mountbatten Isle of Wlght Llmited Trustees, Report Ilncluding the Directors, Report) Foryear ended 31 March 2025 Care at Home The Care at Home Team continue to provide practlcal hands-on care in the home for those people considered to be in their last 12 weeks of life. Working across West Hampshire and Southampton City, the team accept referrals for those people eligible for Continuing Health Care Fast track packages of care. Working in this way alongside the Community nursing team, enables people to rapidly return home from hospital or hospice, or to remain at home durin8 their last phase of Ilfe. Between the perlod ofAprll 2024 to March 2025 the Care at HomeTeam have.. Received 346 referrals 172 packages were put In place 74% of accepted referrals had care In place within 48 hours l al team The medical team are tontlnulng to deliver services across inpatlent, communlty and outpatient 5ettin85. In August 2024 we welcomed new consultant Dr Laura Deacon who joined us from New Zealand. In Autumn 2024 we welcomed back Dr Sarah De V05 from a period of extended leave. One of our Specialist Doctors remain5 on long- term sick leave. The medical team continue to deliver a ron8e of audits and quality Improvement projects 05 part of Mountbatten's quallty programme. Further, we have participated in Quality Workshops on Outcome Mea5ure5 and Advance Care PlaTtning, participation in launch of NHS 10 Year Plan launch at the ICB. With an Advance Nurse Practitioner undertaking maternity leave from January 2025. the medical team have adjusted their working patterns to deliver all the outpatient sessions. Wlth a reductlon in number of Inpatient beds, the medlcal team have reorganised to de5iver increased community working though domiciliary visSts and outpatients. The medical team presented poster presentations at two natlonal conferences Hospite UK Conference 2024.. IV ferric derisomaltose in the Inpatlent Speclallst Palllatlve Care Unit: Review of Indications and Response European Association for Palllatlve Care May 2025 Survey of Anaemla Mana8ement with Erythropoietin Stimulatln8 Agents In Palllatlve Care Survey of Anaemia Management with Iron in Palliative care Reglonal Meeting Presentation5 were showcased at.. March 2025: We55ex Phy5iciBn5' Palliative Medicine Reference Group Meeting: Or Laura Deacon, Consultant: Overvlew and Experience of working with A5SiSted Dying in New Zealand Dr Becky Smith, Specialty Doctor: Innovation in Prartlce.. Introduction if Fentanyl for injectlon for PRN use and Syringe drivers for patlents in the community July 2024: London Palliative Medicine Re8lStrars Training. Management of Anaemia. Dr C Stark Toller We continue to provide training for tomorrow's Palliative Care Specialists, GPS and Medical Students. Our annual General Medical Council National Training Survey Report was positive and benchmarked well against similar hospices: Director of Medical Education Division 8 at UHS NHSTrust commented, -Congratulution5 on a verypositive GMC survey...Overall, the tminee5 seem very happy with their teaching, supervision ond clinicol environment. Just to Sayi keep up the good workl- Page 15

Mountbatten Isle ofwight Limited Trustees, Report (including the Dirertors. Report) For year ended 31 March 2025 In a new step. have agreed to accept for placement over 80 third year medical students from Southampton and have received positive feedback from them- thanks to the MDT for support In delivering this. As well as increasing exposure and training in palliative medicine for all these doctors, this generates income for the hospice. The medical team continue to deliver education and training and engage with research. which ha5 included.. Dr Charlie 8esley has In the last year supported 3 community nurse5 on their Non-medical Prescribing Qualification, and is currently supporting two others in their Advanced Clinical Practice Training, Dr Stark Toller and Dr Deacon have also supported nurses with their additional training The medical team are contributing 3-4 days teachin8 to the Solent Palliative Care Course on topics includin8 ethic5. Symptom control and advance care plannin8 One of our registrars Dr Serena Chew has completed Informatlon leaflets for health professionals {GPs and District Nur5es1 on a range of newer palliative care medlcatlon5. eg parecoxlb, levetiracetam, that are now avallable for GPS to prescribe. These leaflets will be shared with Prlmary Care Network5 and regionally via ICB Medicines Committee. The medical team have been workin8 on an update to reBlonal guidance The Wessex Palliative Care Handbook I'Green Book'l, with Dr Claire Stark Toller on the edltorial committee,. due publication Summer 2025 We have completed recruitment to CHELSEA-11 study looking at fluid5 on delirium in patlent who are dying. We were one of the top recruiters in the UKINDIGO Trial - we are actively working with Dr Mark Banting on this trial looklng at use of intranasal dlamorphlne and midazolam a5 alternative to subcutaneous injections. At present, we are recruitin8 lay carers We have given Expressions of Interest In two trials, one on delirium management and another on an new and as yet unnamed drug We are participating in a Research into Practice Project on Eye Donation Dr Claire Stark Toller contlnues to Work as Senior Editor for Palliative Care Formulary textbook publlshed by Royal Pharmaceutical Society. The next edition is due August 2025 The Medicines Safety and Optlmisatlon Team has continued to be chaired by Dr Stark Toller, and to deliver on programme of policies and audits. A mock CQC Inspection conducted by independent pharmacy company Ashtons in November 2024 delivered very encouraglng results showing significant progress rating our medicines service 'outstanding' In 4 domains and 'good' in the flfth. The medlcal team are exploring developing and expanding the following Se￿Ices.. Reglonal InteNentional Pain Management - we have had an informal MDT wlth a paln anaesthetist for the last 4 year5. We are startin8 work on a plan to formalize this wlth the aim of introducing intrathecal pumps and spinal cord stimulators for our patlents experiencing Intractable paln Heart Failure- we, with Mountbatten MDT, are meeting with UHS heart failure team to explore how to reach patients with heart fallure who are currently not benefitting from 5UPPOrt Mountbatten can provlde. Universit Hos ital Southam on Strong working relationshlps continue with the hospltal through both the Mountbatten med￿cal and nursing team. One Mountbatten Consultant Nurse works one day a week at University Hospital Southampton wlth the Supportive and Palliative Care Team, providing expert clinical care across the 51te, including oncology wards. She a150 co-delivers the Enhanced Supportive Care cllnic which runs on a Friday afternoon and her presence has doubled the capocity of the clinic. The numbers of people seen by the Consultant Nurse in this clinic are 4 a week1176 a yearl, alongside an average of 4 ward vlslts1176 a yearl. The people assessed and seen are from the Mountbatten catchment area acr055 both Isle of Wight and Hampshire. The Consultant Nurse a150 reviews151and patient5 who are known to the team and often involves advising on transferring Island patient5 back to their homes or the hospice. Page 16

Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludln8 the Dirertors, Report) For year ended 31 March 2025 Isle of Wi ht In atient Unit Inpatient beds have continued to be used during the last year, primarlly for symptom management support. end of Ilfe care, support for those wlth psychological distre55 and support for those caring for people towards the end of their lives. The 16 beds in Mountbatten Isle of Wight are frequently filled. This is evidenced in the consistently hi8h bed occupancy data showing an annual bed occupancy average of 88%. Over the last 12 months, two slgniflcant pieces of work have been achieved. Followlng the successful grant applicatlons a second treatment room opened In January 2025 to provlde adequate space for the preparatlons of complex medlcatlon re8imens. This ha5 greatly Improved the environment for the safer storage and preparatlon of medication5 and has reduced the number of interruptions durlng these preparations. The second project concerned the development of training and competencies to allow Mountbatten Healthcare A551Stant5 to support Registered Nurses in the stock checking of Controlled drugs. This ha5 now been introduced and has been a very positive development increa51ng efficiency and 5upportlng staff in further development. Isle of Wight Inpatient Unit continue5 to offer support for Island children's health services through the provlslon of resting room. Should a child die on the151and, a room is offered. where appropriate, for the chlld to stay to lengthen the time that famlly can stay with the child followin8 death. Although the need for this support Is infrequent, the value and 5UPPOrt It brings when it is needed and utilised is second to none. 24 om m and Care Coordi Over the last 12 months the community team have contlnued to deliver a 2417 servlce. This provide5 assessment, support and advlce either vla the telephone or face to face. The communlty caseload contlnues to grow in numbers and in leve15 of complexlty. To help prioritise the caseload, a RAG (Red. Amber, Green) rating system has been Introduced, guiding the complexity and frequency of care Input. This alms to support the best use of human resource, enhanclng efflciency and effective care Input for those that requlre It the most. Durlng the last year, through the generosity of the John Cheverton Trust, Mountbatten recelved 10 brand new cars. These are now in use by all of the communlty clinicians and ensure Mountbatten has an Improved presence, helping to ralse awareness of hospice servlces even further. The Mountbatten ambulance contlnues to be used for rapid dlscharge or transfer of patlents when needed. Due to funding recelved throu8h Trust donatlons, an additional number of staff have now been trained to drive the ambulance ollowing even further use. Care at The Care at Home Team continue to provide practical hands-on care in the home for those people considered to be in their last 12 weeks of life. Working acr055 the Island the team accept referrals for those people eligible for Continuing Health Care Fast track packa8e5 of care. Working in this way alongside the Community nursing team, enables people to rapidly return home from h05pltal or hospice, or to rernaln at home during their last phase of Ilfe. Page 17

Mountbatten Isle of Wight Limlted Trustees, Report (including the Dlrectors, Report) For year ended 31 March 2025 Between the period ofApril 2024 to March 2025 the Care at Home Team have: Received 166 referrals 157 package5 were put in place 87% of accepted referra15 had care in place within 48 hours hoede The Isle of Wight's Lymphoedema Service is based at Mountbatten Hospice. However, the service 15 available to anyone who Is registered with a GP and is not limtted to people with Iymphoedema caused by concer. The caseload os of March 2025 is now over 430 patients. A trained volunteer also now supports staff in the clinics, deliverin8 certain treatments. Medlcal Team This last year ha5 seen a lot of change In Isle of Wight Medical team. We were sorry to see Drjohn Curtin and Dr Jennv Collier leave us, and grateful for the huge amount they've brought to the hospice over the years. We hove welcomed three new doctors to our team: Dr Steph Daly, Dr Marianne Broderlck and Dr Jehane Le-Grange. All have completed their General Practitioner training. bringing valuable 8eneral experlence at a time when we're seeing increasing numbers of people with frailty and multiple dia8noses. Dr Broderick and Dr Le-Grange will continue to work part time in general medlcal practice. and part time with Mountbatten. All also bring additional specific experiences, e.g. training in ultrasonography and injection techniques. We have an inhouse program to develop their specialist palliative pharmacotherapeutic 5k1115 Wlth timetabled weekly study time and a weekly tutorSal wtth Dr Paul Howard; Dr Daly and Dr Broderlck are working towards their specialist exams to enable them to become palliative care consultants; Dr Howard edits the textbook (the Palliative Care Formulary) used by candldates studying for these exams, so is well placed to support their learnSng. They have also formed links with hasplces elsewhere to familiarise them wlth the range of approaches used in the specialty. Despite the above changes, the medical team has continued Its longstanding efforts to innovate and disseminate practice. In the last year we've published a case series describing the advantages of a newer 50dium channel blocker, lacosamide, for neuropathic pain,. Dr Howard ha5 lectured on this topic in the U K, Latin America, Australia and New Zealand,. thi5 drug is now startin8 to be adopted by other centres. We've published a review of the role of Hyperpolari5ation-activated Cyclic-nucleotide-gated channe15 in neuropathic pain. Paper5 in pre55 include an audit of just-in-ca5e drugs use- rates of individualised prescribing and drug use are slgnlficantly higher than in comparable surveys,. we've proposed that our 24 hour community team and Island-wide prescribing template potentially account for this. Lastly, we are just submittin8 a review of subcutaneous antibiotlc use, a technique pioneered in France. To our knowledge we were the first UK centre to adopt this and so have already started to disseminate this vla lecture5 and writlng. Stma sHos The Inte8rated palliative and End of Life Care Team IIPETI Is based at St Marys Hospital and provides palliative and end of life specialist advice and care to the hospital and onsite mental health wards. The team is an integrated team that consists of MDuntbatten and NHS staff and was integrated in 2019. The team is multi-disciplinary and consists of Consultant5 in Palliative Medicine, Speclali5t Doctor5. Consultant Nurses, Clinical Nurse Specialists. a Discharge Coordinator and o Clinical Psychologist. Theteam operates 7 days a week between the hours of 8'.00am and 8'.00pm. Page 18

Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludln8 the Dlrectors, Report) For year ended 31 March 2025 Alongside patient assessments, reviews and the provision of advice to patients across the hospital, the team also supports Wellow Unit. Established in 2020, Wellow Unit provides an alternative environment to a ward area for patients to die who are unable to transfer out of the hospital setting. Rehabilitation and Enablement Services The Rehabilitatlon and Enablement Team at Mountbatten provlde Physiotherapy and Occupational Therapy Input to Individuals with life Ilmltlng Illnesses with the aim of enablln8 and empowering Indivlduals to live well wlth their conditlon and 5ymptom5, focusing on what matters to them. Th15 input Is delivered vla cllnics, one to one sesslons, group classes. educational groups, and community visits. The Tearn supports the Inpatlent Units, Community Teams and Day Service5, a5 well as carrying a rehabilitatlon-5peciflc Outpatient caseload. A grant from Hospice UK thls year allowed for a year-long pilot project, embeddlng an Occupationol Therapist in Mountbatten Hampshlre's Communlty team. The aim was to build evidence for how one full-tlme post con impact service users, famllies and wlder systems by belng responsive to urgent communlty need5 to prevent hospital admlssion and enable people to remain safely in their own home. The data and feedback is already Surpassing expectations. Day SeThlces- John Cheverton Centre Ilsle of Wlghtl and Hazel Centre (Hampshlrel The John Cheverton and Hazel Centers continue to offer social space for multiple purposes includin8* hosting outpatient actlvity, day Services, clinics, social events, concerts, the rehabilitation and enablement gyms and housin8 the Mountbatten café's. The Head of Rehabilitation and Enablement, and already Lead for the John Cheverton Centre, 151e of Wight, has in the last year taken on the leadership of Hampshire's Hazel Centre, with the aim of creating the same welcomin& empowerin8 space wlth novel volunteer roles to expand the service's reach to many more people. 2024-2025 has seen the John Cheverton Centre continue to host the multldisciplinary Motor Neurone Cllnic, In close collaboration with NHS colleagues. As a hlghly regarded monthly clinic, Steps have recently been taken to expand this further than Motor Neurone Disease, to Intlude other complex neurological conditions that also Impact significantlv on patients, quallty and length of life. From a Hampshlre perspective, plan5 have already started to develop a similar service in the Hazel Centre, for the benefit of those Ilvln8 In the Southampton and Harnpshlre areas covered by Mountbatten, Page 19

Mountbatten Isle of Wl8ht Llmlted Trustees. Report lincludln8 the Dirertor5' Report) For year ended 31 March 2025 Psychology & Bereavement Service The Psychology and Bereavement Service continues to be in demand. The referral rate has been Steady over the last year with 1,358 referrals over the last year for both services. We regularly review the demand, our resources and responsiveness of the Se￿ICe. Our average response time for both sites is between 5 and 7 days for initial contact and most people have their first session with a counsellor or volunteer wlthln 213 weeks. We continue to notice a change In the complexlty of Individua15 presentation. Often people attend the service with additional needs Includlng a background of mental health needs. neurodivergence, childhood trauma, or the need to work with Interpreters. In response to th15 we have reviewed and discussed the educational and training needs for the team to ensure they can meet the changing needs of bereaved indlviduals. We have also offered and delivered a wlde range of tralnlng to others. We have worked with the University of Southampton, local schools. mental health services, carer services, and NHS teams. Arts Within the Arts service we have continued to offer art groups for patients and 5eTvice users. These groups are well attended, and their work was displayed In the Art Gallery during January and February. We have contlnued to collaborate with local artlsts over the last year. The gallery shows various art15ts' work throughout the year and any art sold benefits the hospice. We continue to work with the Brit school. They vlsited over the 5vmmer in both Hampshire and the Isle of Wight. They worked with patients over the course of 3 days, and this culminated in a live performance of the stories and reflections of individuals. lives. Additionally, we have worked with local island schools and delivered some school projects. Both the children and patients gained a huge amount of value working tO8ether over 4 weeks and co-producin8 art and stories. Transltion The Transitlon Servlce ha5 had a steady caseload over the last year with a Iroup of 29 Young Adults bein8 5UPPOrted bv the Transitlon Coordinator. The servlce continues to off er weekly group activities 35 well as regular soclal events for Indlvidua15 and thelr famllles or carers. The feedback from these events Is consistently positive. The Tran51tion Coordinator has spent time with the Hampshire Communltyteam supporting them in working wlth younger adults. This is preparation for a closer working relationship with Naoml House. The tran51tion service wlll be a quality priority for the next year. Chaplaincy This past year the Spiritual Care Service has seen some p051tive service developments. We have reintroduced communion for anyone wishing to receive it and increased the memorial service5 to monthly. The seNlce15 integrated with both the IPU, and community teams and spiritual care Is offered to patients. familie5 and service users at the hospice and within their home. Additionallyi the service has regularly held reflective sessions for staff to support their wellbeing. Overthe last year we have led approximately IOfunera15. a service of thanks for a family, a marriage blessing and a baptism and confirmation. In Hampshire a spiritual space, the Mountbatten Room, has been created. We held a workshop with local faith leaders to establish what is needed from the space and what resource5 are e55ential to 5UPPOrt different cultures and faiths. Page 20

Mountbatten Isle of WIBht Llmited Trustees, Report Ilncludln8 the Directors, Report) For year ended 31 March 2025 Safeguardln8 We have contlnued to focus on safeguarding across all teams and both site5 over the last year. As a result, we have seen an increase in reportlng and discussion around safeguardin8 concerns and incidents whlch has been rea55uring to see. We hold regular meetlngs for staff acros5 all service areas focusin8 on Safeguarding. We review the data. themes, any concerns and share learning. Safeguarding is now on the agenda for all relevant meetings, and we have information boards located in both hospice5 Outllnlng updates and monthly themes to help inform staff and volunteers as well as members of the public. A quarterly safeguarding report is presented at both the Sen41ces Committee and the 8oard highli8htin8 themes and concerns re8arding safeguarding. Soclal Work The social work team are embedded wlthlrb the Inpatient Unlt and support all teams with differlng concerns and needs. The Social work service has helped facilitate challenging conver5atlon5 amongst famSly members and ensure they advocate for the patient being cared for. Over the last year, the social work team has revlewed the safeguardin8 actlons, delivered and revlewed training on DOLS. MCA and Safeguardln8. A Significant amount of their work Involves safeguarding concerns, supporting dlscharges, benefit5 advice, hoarding assessments and worklng wlth external agencies such as envlronmental health. Social services, and chlldren'5 services. Page21

Mountbatten Isle of Wight Limited Trustee< Report (Includlng the Directors, Report) For year ended 31 March 2025 Public & Community Engagement Funding streams have always been central in Mountbatten's thlnking. and ever more so over the past few years. as the public. like us. experience increases in day-to-day living expenses. Thls coupled with uncertainty around our statutory NHS funding has meant the landscape is changing and heightened our focu5 about difficult decisions which lie ahead. As a result, a pre-engagement exerclse commenced in Odober 2024, which allowed us to understand the views of our staff and volunteers,. thls was then followed by meetings with our Healthwatch colleagues and correspondence with the Health Overvlew Scrutlny Committee. Full publlc engagement commenced In January 2025 with di8ltal questSonnalres accessible on our websites, on soclal media and in Insight; hard copies were available in the John Cheverton and Hazel Centre5. The document was also sent to Heèlthwatch, the Integrated Care Board and local authority colleagues, prlmary care networks. voluntary services and varlous community groups. Over the summer, an Options Proposal supported by a Quality Impact Assessment will Inform the options and future dlrectlon. Our NHS colleagues wlll continue to be Informed throughout the proce5S. Despite the torrid financial landscape, our vlsion of reaching more people has rernained a priority. This year, our Communlty Engagement Vehicle ICEVI has become an established part of our 'structure'. Our aim of dispelling myths about hospice care and reduclng disparity In accessing services has been underpinned by CEV bein8 a regular visitor at community centres and reli8ious venue5 Within isolated and deprlved areos. During the past seven months, CEV has enabled interactions with more than 700 people who would otherwise not have had any contact with, or knowled8e about our h05pice. Interactions have enabled conversation5 and information to be given about advance care plannin& bereavement, the hospice in general, and the care and support available. On occasion, support and advice has been provided in relation to a new diagnosis by an attending clinical nurse specialist and psychosocial and bereavement support by an attending bereavement counsellor. Direct links with statutory organisations continue to provide the platform to raise the profile of the work of our hospice5. demonstrating our position as an integral partner within the health and social care sector. Whilst this is retognlsed, the impact of work is still not truly acknowledged. Our relationshlp with multi-faith leaders is firmly cemented and brings a richness to our work, thelr support has helped to inform our approaches by brin8ing a greater understanding about what is important to consider when caring for people from different faiths. Friendship lunches have expanded and attendance grown, membership provides Opportunities for Mountbatten staff to engage with a variety of stakeholders, who help to raise our proflle with local communitie5. The Homeless & Substance Users Forum has been meeting for over 2 years,. during thls tlme membership has grown and now includes Stakeholders from our broader geography. The impact of the networking is making a tangible difference to the staff sUPPOrting this cohort of people and the indlviduals accessing hostel Services. Bespoke Communications Skills training and Advance Care Plans IACPI have been developed by our Head of Education in conlunction with staff working Wlthin this environment to 5UPPOrt conversations, and capture information relevant to this group. Engaging in their trust and understanding of our services has been challenging. our community nurses attended Patrick House for over a year. providing a consistent and rea55uring presence; conver5ation5 around the implications of lrfe5tyle choice5 and the opportunity for wlshes to be known and recorded are beginning to unfold. This is currently on hold due to staffing resources, however, the Homele55 Healthcare team nurse and GP in attendance continue to liaise wlth u5 on rnatter5 relating to end-of-life and palliative care. Page 22

Mountbatten Isle of Wight Llmlted Trustees. Report (including the Dlrectors, Report) Foryearended 31 March 2025 Quality Quallty Reportlng across the Mountbatten Isle of Wl8ht Across the Mountbatten Isle of Wight, we continually review the quality of our servlces to Improve and develop them according to the needs of the community that we serve. Quality is everyone's business across the whole organlsation. There are a number of ways in which we monltor evidence and review the quollty of our services through our Quality Improvements Programme. Quality Account A Quality Account Is a report about the quality of servlces by a healthcare provider. Quality Accounts are an Important way for healthcare servlces to report on quality and show improvements In servlces they deliver to their local communlties. Mountbatten Isle of Wight's auallty Account can be found at.. https:/lwww.mountbatten,org.uk/quality-account Mountbatten Hampshire's Quallty Account can be found at.. www.mo ntbatten-ham shire.or .uk Camplalnts and concerns Durln8 2024125 we have continued to report and respond robustly to concerns and complalnts when they are recelved at Mountbatten Isle of Wlght and Mountbatten Hampshire, thls has been achleved through tralning and mentoring of staff. Datix, Incident Management System is used for reporting of feedback and assists wlth the logging ané management of each case. We welcome feedback and see this as an opportunlty to learn and improve our way5 of worklng, we hold Lessons Learnt sessions to help us identify learnin8 points and as50Clated actlons. Feedback from Patlents and Famllles At Mountbatten we receive regular feedback about our seryice5. Some feedback from the past year follows: Mountbatten 151e of Wiiht: I'd like to thank you from the bottom of my heart for the love and dedication you all put In tothe care of the most important man In our lives, our dad. He was a very speclal person to our whole family* immediate and extended and a great friend to many more. You all treated him and us wlth so much compasslon and empathy which meant the world to us all and made what is one of the worst times Imaginable so much easler to bear. I don't thlnk words wlll ever show the extent of our appreciation. You all do Such a wonderful job and I wish the best for each and everyone of you, we will never forget your kindness. To all the wonderful staff and volunteers at Mountbatten. Thank you for all your care and consideratlon in looking after my dad. The hospice provided the most comfort which could be experted in the situotlon and St Is a blesslng that dad was safe. warm and cared for so thoruughly In his last days. The hosplce Is a haven for those of us who have to accept that death is a part of Ilfe and we both feel part of thelr lovin8 and profound community. We'll be popplng back to enjoy the peaceful surroundlr8s and wlll be walkin8 the Wlght to ralse funds. Our love and sincere thanks On behalf of our extended family thank you so much for the care ènd attention you gave to our Dad, and indeed all of us. It Is klnd, caring people like you that make all the difference In what can sometimes be a troubling world. To the whole MNO tearn, As a family we want to thank you for your knowledge, kindness, compassion and 5UPPOrt you gave xx. Sadly she passed in April. It W05 a devastating shock to us. but we take comfort in knowing you all made this cruel Journey a little easier. She wa5 50 thankful for the time you spent wlth her and how you ensured explanations of this complicated disease was easily understood. As a team you all work beautifully together, which made the last year less scary. We have decided to raise money in the memory of xx for the MND clinlc and Mountbatten. Please continue to be wonderfull To all the wonderful staff at the hospice, You looked after our mum and wife. Your care and compasslon not only for my Page 23

Mountbatten Isle of Wlght Limited Trustees, Report (Includlng the Directors, Report) For year ended 31 March 2025 mum, but for myself and for my dad was outstanding and will never be forgotten. Every member of staff in your beautiful unit were so kind and caring, checking if we were okayi did we need anyihin& the kind smiles, the gentle hug5, even staff that were not directly caring for mum made us feel that nothing was too much. At a heart breaking time of our lives and t the end of mums. we felt that she was treated a5 a person, not just a number. What you all do 15 a very special gift to be treasured. Your care, your hugs, your kind words will never be forgotten. Mountbatten Hampshlre: '1 can honestly say the care, advise, 5UPPOrt and compassion we recelved from the team at Mountbatten was second to none. When the time came when Nan needed end of life care she was admitted to Mountbatten Hospice Hampshire in West End. The week before admission included numerous night/early morning visits from the nurses and even lots of tissues and hugs for my Mum who was primary carer for Nan. In her short time at the hospice nothing was too much trouble, from the welcoming smiles at reception, the volunteers who delivered refreshments to the medical staff, everyone went the extra mile to SUPPOrt Nan and us as a small famlly. We had no idea in what to expect and thought of it as a place of sadness but in fact there were many special times that we spent as a family remembering the good tlmes and even sharing some laughter. am writing to thank you enormously for the care J was given at home or the 10 day5 you came to our home. There are too many carers to name but you were all amazing. Your dedication to your work of lookin8 after patlents ANO thelr relatives was just outstanding. The best compliment I can pay is that you are all round pegs in round holes and I couldn't have asked for more as her husband. I will never forget how you looked after my wonderful wlfe. I wlll be maklng a large donatlon in her memory and I have asked for donations at the funeral on 12th Au8USt to be earmarked for the hospice. I hope my gratitude for the amazing work you do somehow conveys how we feel as a family as words are totally inadequate. l am sure you will convey our thanks to the relevant stoff. To all the wonderful team at Mountbatten hospice. From the rnoment me and my sister came to you, you were so very welcoming to us & all her other family & frlends. No matter day or night you were all there to offer every 5UPPOrt we all needed (not just to our beautiful sister) to us all. Nothing was too much trouble even when thlng5 became very diff icult. Your patience and understanding was heaven sent. From the bottom of mine and my familles & her friends hearts. I'd like to thank you all. I know xx would have agreed wlth us, her last hours spent wlth people who really cared. God Bless you To all the amazin8 people at Mountbatten's Hospice. My mum was recently a patient at Mountbatten's for nearly three weeks and sadly pa55ed away in the early hours of Monday the 19th August. l Just wanted to express our sincere appreciatlon and thank5 for the care She received while she was in your care. There was not one member of staff that did not display the most amazing kindness and compassion when dealing with either my mum, myself and family. l cannot put into words how grateful we are that she was able to spend her flnal days in such a wonderful place. I know I speak for the whole famlly when I say it is a comfort to us that she could not have been cared for better. To each and everyone of you. There are not enough Malte5er5 in the world to fully show our gratltude for the care you gave to mum. Not only did you bring much needed expert15e and care but you also brought so rnuch love and laughter Into our home. at a time when it was much needed. You are all living legends. Poge 24

Mountbatten Isle of Wight Limited Trustee< Report (including the Directors, Report) For year ended 31 March 2025 Achievements and performance Mountbatten's achievement against our Quality Account priorities for 2024125: Prlorlty I: Patlent Safety Target 1.1 To revlew the use of Do Not Attempt Cardlo Pulmonary Resuscitation {DNACPRI forms In Mountbatten's Hampshire h05plce, to Include the process of recording Inform?tlon and cllnicians decision making process A review of the inductlon programme for junior doctors was undertaken. The prograrnrne was reorganised to ensure there was adequate time to talk through the importance of capturing DNACPR information In the patlent record. The process of how to capture the information with the electronic patient record was also covered. Examples of 8ood practlce were shared. The process of checking DNACPR form completion is now a routine part of the Senior Consultant revlew followlng admlssion, with forms being counter-slgned within the required timeframe of twenty four hours. The dlschar8e procedure has been revlewed and amended to ensure the Ward Manager or lead nurse checks that the patlent has their DNACPR form with them when they are discharged from the Inpatlent Unlt. If for any reason they do not have a form this is documented wlthin the electronic patient record. Clinician's competency for completlon of forms has been addressed. Doctor5 In trainin8 need to have forms counter-signed los is our practice),. allied health professionals who have completed theoretical training and then had a witnessed assessment of competency, are then able to go ahead & sign forms 'solo'. Two audits have been undertaken over the course of 2024125, the Second audit returned an improvement in results. The audlt will be carried out annually moving forward. Target 1.2 To revlew the Deprivation of Llberty IDOLS) and mental capacity process and practlce across the Mountbatten Isle of Wlght to Identify where Improvements can be made and allgn prartlce across both hosplces A meetlng was held to dlscu55 the role of leadershlp and agreed wider responslbility from a broader group of cllnlcians essential for effective embedding of training, daily operational discusslons and encouraging awareness. Two case studies were produced to provide an insight into practice and to be used as exernplars of good practlce within training. A piece of wock was undertaken to review various different trainin8 packages that are available including the offer from the NHS. From thi5 research a new tralning proposal has been made for internal conslderation. This proposal was then approved at the Education and Research Committee. Mountbatten's Mental Capacity Act IMCA} and DoLs Policy has been reviewed by a iroup of clinician5 Wlth amendments made prior to being approved at Mountbatten's Policy Review Group. SafeguardinglMCAIDoL5 Champion5' have been identified champions and appropriate training will be provlded to champions to ensure they feel confident and competent in the role. Mountbatten continue5 to monitor for update5 in terms of change5 to the Liberty Protection Safeguards legislation. Prlorlty Z: Clinical Effectiveness Target 2.1: To review what our beds on our Inpatient Units are used for to Include Investigating what the barriers are to dlscharging patients A piece of work was undertaken to review data regarding the demographics of those people who are being admitted into Page 25

Mountbatten Isle of Wlght Ilmited Trustees, Report Ilncludln8 the Dirertors, Report) For year ended 31 March 2025 Mountbatten's Inpatient Units. This included looking at people's age, location. ethnicity and diagnosis. A complexity visual has been developed to provide a live picture of the Complexity of people currently admitted. This is updated daily and uses Phase of illness and Australian Karnofsky Performance Status outcome measures as the tools for assessing and calculating each person's current complexity of need. This is the screensaver on the computers in the nurse's office. A discharge planning workln8 party was set up to review the process for dlscharging. This included representation from the medical, nurslng. rehabilitatlon and Psychosoclal and spirltual teams. A dlscharge planning template was created Sn the electronlc patient record, Systmone. Thls Is used by clinicians to record Information related to discharge planning on an ongoing basis. Once someone is admitted to the Inpatient Unlt the template pops up every time the patient record is open to prompt cllnicians to add any further pertinent informatlon recording thelr dischar8e. This has helped with conversations around discharge and to remove some of the barrler5 to di5char8ing people. Tasks are now set to cliniclans to invite them to discharge planning meetlngs and to provide them with up to date information. On the Isle of Wight further staff have completed ambulance driver training enabllng them to drive the Mountbatten mbulance. The hope Is this will enable more timely admission/dlscharge5 when external organisations are unable to support this. We are now transferring patient5 who require complex discharge planning to nur5e-led care so that nurse leads can facilitate their discharge in a more timely manner, along with the social worker. There is Still further work to clearly establish what Mountbatten's inpatient unit bed5 are Used for. however following th15 piece of work we have a clear picture of who are using the beds and also who are not accesslng them. Target 2.2: Revlew the way Informatlon at flrst assessments for routlne referrals by Communlty and Psychosoclal and Splrltual Servlces teams Is provlded. Make a8reed changes to practlce to ensure patlents are clear about what Is available and how they can access this. The Director of Quality met with the lead for this priority to discuss a plan. A review of the Information within Mountbatten's current patient information leaflets has been undertaken. An action plan has been produced and reviewed by a workln8 party wlth representation from the multl disclpllnary cllnlcal team. A new informatlon leaf let has been produced that can be talked though with the patient at thelr flrst assessment and then left with the patlent after the appointment so they can look at this at their leisure and contact the Mountbatten Coordinatlon Centre should they have any questlons. Prlorlty 3: People's Experfence Target 3.1: To Implement a new feedback portal that can be used by patlents and famllle5 to provide real tlme feedback that can be reported. Mountbatten was approached in 2023-24 by the Leicester University Survey Project ILeic5urveyl who have developed a free to access online survey portal for the hospice sector. The survey was developed with LOROS Hospice to support the hospice sector in understanding the thoughts and opinions of service users and families to help develop h05pice care without additional cost. Comprising expert15e in data analysis and collettion, behavioural studies and law, the team developed sample survey templates that were shared with a small group of staff in both hospices for feedback on ease of use and to provide information for the in-built reports provided. Other hospices making use of the Leicsurvey were contacted for possible collaboration. and useful experience was shared with Martlett5 Hospice in Brighton. The Leicsurvey Team also hosted a Community Event to share learning with other Page 26

Mountbatten Isle of Wl8ht Llmlted Trustees, Report Ilncludln8 the Directors, Report) For year ended 31 March 2025 hospices involved in the project, including overseas, and other community or8anisations who have been approached to help develop the tool. Further functionality allows for the survey to be accessed via an information point in an area of the hospice, or for the link to be sent to specific people by emall or text. The Leicsurvey portal was presented at Mountbatten's Quality and Governance Committee and a working party established to look at opportunities to best employ the survey. In dlscussion with the Head of Rehabilitation and Enablement, a pilot was designed to capture views of all types of visitors to the John Cheverton Centre on the Isle of Wight to help gulde service development. The pilot survey was flnalised with the team and made available to visitors In the John Cheverton Centre using two dedicated computer tablets. Staff and volunteer5 were trained to support people to complete the surveys over a period of one month. and the collated results were presented to the Quality and Governance Committee In February 2025. The next steps to embed the Lelcsurvey tool more wldely have been led by discu55ion5 wlth Cornrnunity and Psycho108V Team Lead5 Wlth a view to supersedlng the exi5tln8 methods of collecting people'5 experience of our 5ervlce5 durin8 2025. Target 3.2: Implement a new approach to revlewlng Incldentsandthe learnln8from them In Ilne wlth the Patlentsafety Incldent Review Framework IPSIRF) PSIRF webinars facilitated by NHS England and Hosplce UK have been attended by the DSrector of Quollty. Data and Information. Contact was made with the PSIRF lead at Isle of Wight NHS Trust who were early adopters of PSIRF and Several meetings hove been held to discuss their approach and learning for Mountbatten's implementation was identified. The Dlrector of Quality, Data and Information has observed 151e of Wight NHS Trust PSIRF meeting5 to get a clear understandin8 of the mechanics of these and how the data and discusslons are used to inform leaming for teams. Data has been produced to review themes of incidents over the past year to inform what should be included in the Patient Safety Incident Revlew Plan IPSIRPI. A PSIRP has been wrltten for Mountbatten for 2025126. Thls was tabled at Mountbatten's Quality and Governance Committee for ratif ication. The plan detalls the type5 Of incidents that Mountbatten wlll have a focus on for 2025126. Discussion5 have been held to explore the potential for a collaboration with Oakhaven Hospice regarding Patient Safety training delivery. The trainin8 will be rolled out during 2025126. Target 3.3: To carry out refurblshment of the bays on the Inpatlent Unlt and to create a new splrltual space and waltlng area at Mountbatten Hampshlre The capital project5 went out to competltive tender in Au8USt 2024, wlth slx contractors returned tender5. BFJ Connections Ltd were awarded the contract and commenced works on site October 2024, The projects were completed in March 2025 , with the exception of ongoing snagging works to be completed in Mayl June 2025. As part of the refurbishment works in the Education Centre, 5hort-term enablin8 asbestos works have been completed by We5tcross Environmental Services wlth Enviorntec Limited providing oversight and air sampling. Work5 on the supporting structures of the Inpatient Unit IIPUI Hampshire canopie5 completed and include5 replacement and repair and this work was completed prior to the Inpotient Unit bay refurbi5hrrent during warm and dry weother condition5. Care Quality Commlsslon Mountbatten Hampshlre Mountbatten Hampshire is required to register a5 a provider of healthcare services with the Care Quality Commi55ion ICQC). Mountbatten Hampshire 15 currently registered to provide the following activitie5: Treatment of disease, di50rder or injury Page 27

Mountbatten Isle of Wight Lirnited Trustees. Report lincluding the Directorf Report) For year ended 31 March 2025 Mountbatten Hampshire did not partlcipate In any speci31 reviews or investigations by the CQC durlng 2024-25. The CQC ha5 not taken enforcement action against Mountbatten Hampshire during 2024-25. Mountbatten Hampshire 15 subjett to periodic inspections by the CQC and the last inspection was carried out by four inspectors on the 10th August 2021. This was an unannounced inspection. The inspection was carried out due to the management of the hospice transferring on I April 2019. Any change of management of a health organisation increases CQCS risk score meaning an inspection is required. CQCS model of inspection for provlders changed in 2014 uslng a framework of key lines of enquiry encompassin8 five themes and questions.. is the servlce Safe, effective, responslve, caring and well-led? The CQCS findings are shown below: Overall rating for this location Good Are servi<es safe? Good Are services effeclive7 Go¢d • Good • Gwd Are seryices caring. A￿ services responsive lo people's needs7 Art serwiceswell-led? Good A synopsls of the CQC'S summary of thelr Inspection Is a5 follows: he servlce had enough staff to care for patients and keep them 53fe. Staff had tralnlng In key skills, understood how to protect patients from abuse, and managed safety well. The service mana8ed Infection rlsk well. Staff a55e55ed ri5k5 to patient5. acted on them and kept good care records. They managed medlcines well. The service managed safety Incidents well and learned lessons from them. Staff collected safety information and used it to improve the servlce. Staff provided good care and treatment, checked patients ate and drank enough to stay healthy, and gave them pain relief when they needed it. Managers monitored the effectivenes5 of the servlce and made sure staff were competent. Staff worked well together for the benefit of patients, supported them to make decisions about thelr care, and had acce55 to 8ood informatlon. Staff treated patlents with compassion and klndness, respected their privacy and dignity, took account of thelr individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers. The service planned care to meet the needs of local people, took account of patients, individual needs, and made It easy for people to give feedback. People could access the servlce when they needed It. Leader5 ran Services well usin8 reliable information systems and supported staff to develop their skills. Staff understood the service's Vision and values, and how to apply them in their work. Staff felt respected, supported and valued. They were focused on the needs of patients receiving care. Staff were clear about their roles and accountabilities. The service engaged well with patlents and the communlty to plan and manage services and all staff were commltted to improving services continually. (Care Quality Commission, 2021, p. 21 Mountbatten Isle of Wlght Mountbatten Isle of Wight 15 required to register a5 a provlder of healthcare servlces with the Care Quality Commisslon ICQC). Mountbatten Isle of Wight is currently registered to provide the following activities: Treatment of disease. di50rder or injury Transport services. triage and medical advice provided remotely Mountbatten151e of Wight did not participate in any special review5 or investigations by the CQC durin8 2024125. The CQC has not taken enforcement action against Mountbatten Isle of Wight during 2024125. Page 28

Mountbatten Isle of Wlght Llmlted Trustees. Report (includlng the Dlrectors. Report) For year ended 31 March 2025 Mountbatten Isle of Wlght is subject to periodic inspections by the CQC and the last inspection was carried out by four inspectors on the 30th and 31st January 2017. It was an announced inspection to ensure that the staff the inspectors needed to speak with would be available. CQC'S model of inspettion for providers changed in 2014 using a framework of key lines of enquiry encompassing five themes and questions: is the service safe, effective. responsive, caring and well- led? The CQCS findings are shown below.. Overall rating for this service Outstanding Is Ihe seNice safe? Is the servlce efle¢tive? Is the seniice carin8. Is ihe servlce ￿spOnSiVe? Is ihe sefyice well-led? Outslqndlni Outsl•ndlni A synopsis of the CQCS summary of their inspectlon Is as follows: he Mountbatten Isle of Wl8ht H05pice provided an outstandin8 service that creatively enabled people to choose where they wanted to receive end of life core. People spoke of a service that was tailor-made for them, highly personalised and focused on their individual needs and thot of their families. Mountbatten Isle of Wight Hospice has developed service5 Innovatively wlth local a8encie5 to ensure their population received the support they needed at the time they needed It and in a place that best sulted them. People, thelr relatlves and staff spoke overwhelmingly of the posltlve support. guidance and healthcare Interventions that people had recelved. They were full of praise for the staff In terms of their kindne55, compasslon and knowledge about end-of-llfe matters. Managers showed outstandln8 leadershlp and they recognised, promoted and Implemented innovatlve ways of workln8 In order to provide a high quallty servlce. The management team promoted a culture of openness, reflectlon and excellence. There was a kindness and warmth about the management team that made them approachable to everyone and people knew them by their first names and told us they were visible and solved matters when they were raised. Staff were Involved in the development of the values and vision of the service. Governance of the service wa5 of a high standard and robust quallty assurance systems were in place that showed people were right to have confidence In this local hosplce" (Care Quallty Commission, 2017, p. 2) Page 29

Mountbatten Isle of Wight Limited Trustees, Report (Includlng the Dirertors, Report) For year ended 31 March 2025 Information Governance: During 2024125 all standards were met withln the Department of Health, Data and Security Protection Toolkit. This demonstrates that the organisation has continued to monitor and improve its processes to malntain protection and confidentiality of its patient information and that it adheres to data protection legislation and good record keepin8 practice. During 2024125 the Integrated Information Governance Committee met monthly. This Committee is chaired by the Data Protection Officer IDPO) and incorporates review of compliance with the Data and Securlty Protection Toolkit, review of all Informatlon Governance incident5, includin8 the Identlfication of themes and lessons learnt, review of all Information Governance and Caldicott Guardian decisions, monStorln8 of our flrewall report, Subject Access Requests, Access to Health Record5 Request5 and Prlvacy Impact Assessment approval. Information Governance is monltored at every Mountbatten Commlttee and at Board level. Mountbatten Isle of Wighthas its own on.slte Senlor Information Risk Owner ISIROI, Caldicott Guardlans, Deputy Caldicott Guardians and Data Protectlon Officer. Actions taken during 2024125 to further improve Informatlon governance and data protection within the organlsation have included: Mountbatten has received 14 Access to health records requests during 2024125. Due process was followed without appropriate information redacted where necessary and regulatory timeframes adhered to. Work continues on makSng improvements to IT networks, this ha5 Included replacing a router in Hampshire and the setup of automated fail over to a backup router. A new password management system hos been implemented to offer Improved securlty of Mountbatten, sensitlve information. A new IT hardware asset management system has been introduced. All of Mountbatten's hardware Is now logged on the system. The team are now easily able to check devices in and out to respective users. Mountbatten will a150 be able to use the software to aSSlSt iv5 rollin8 replacement schedule. Mountbatten have taken the decision to move all employees to Mlcrosoft Business Premium licenses, this offers greater securlty and allows the team to push out policies across teams In a managed way and ensure updates are adhered to correctly once tested by the IT team. A penetration test will be competed by an external company in May 2025. this will test the robustness of Mountbatten's ICT configuratlon against any potential threats. The application proces5 for allowing Mountbatten domain emails to send and recelve NHS related ernai15 was successfully completed and will be applied for again during 2025126. Mountbatten have undertaken a project in 2024125 to move the telecommunications provision to Microsoft Teams. This allows employee5 to acces5 ca115 and messages via a physical desk phone. Their laptop or their work mobile. The move has a150 meant a significant saving for Mountbatten. An Artificial Intelligence worklng party has been set up to explore opportunities that could be explored in thi5 field. The group also reviewing the governance and risk which will help to structure an Al policy that will be produced in 2025126. Poge 30

Mountbatten Isle of Wight Limlted Trustee< Report {including the Dlrertors, Report) For year ended 31 March 2025 Future Plans: At Mountbatten, we contlnually review the quality of our services to improve and develop them according to the needs of the community we serve. Understanding what is important to our local community is critical to developing future priorities. As part of this process, we have discussed our prlorities with a wide range of people. This has Included holdln8 a serles of virtual workshops during April 2025, where we asked people to conslder and discuss priorltles for improvement for 2025126 and how we measure their success. Staff, volunteers, trustees. representatives from the NHS Hampshire and Isle of Wight Integrated Care Board, and Healthwatch attended the virtual workshops. The Quality and Governance Commlttee will monltor progress. It will be reported on in Mountbatten's quarterly Qualltv Report. The key proJects that Mountbatten wlll be focusln8 on over the comlng months are: Revlew how patient nutritlon processes currently work and as a result make recommendatlons regarding assessments, Individualising care, education and assurance measures. Examlne how Advance Care Plan5 are being documented in Hampshire with a focus on what15 being Issued to patients. Identlfy improvement5 in practlce and work wlth external organisatlons to implement these Undertake a piece of work to review how Mountbatten useoutcome measures. This will examinethe conslstency of use, frequency of completion and the development of clearer deflnltlDns. Successfully introduce a tool to measure the complexlty of patients. Review the provlslon of servlce for those transltloning between child and adult palllative servlces in Hampshire and the Isle of Wight. Develop a multi-dlsclpllnary complex neurologlcal condltions clinic in the Hazel Centre at Mountbatten Hampshlre. Investlgate methods for Mountbatten to improve how they communlcate with people who use thelr services to enhance the experience for people and promote a proactlve approach to people's care. Page 31

Mountbatten Isle of Wight Limited Trustees, Report (Including the Direttors, Report) For year ended 31 March 2025 Information Technology Mountbatten Isle of Wight and Mountbatten Hamp5hlre information Technology Tearn Mountbatten'5 ITteam have had a productive year wlth significant improvements made to the networks. The structure of the team ha5 been reviewed with a new network engineer post been recrulted into. The year has also seen the development of a 5ucce55ful collaboratlon with Oakhaven Hospice Trust regarding IT and data alignment. Durln8 the year. we have achieved the following notable successes: A project has been undertaken to move all of Mountbatten's hospice phone system to Microsoft Teams. This allows for much more flexibility for employees when needing to communicate with patients, colleagues and external stakeholders. There has been a change to the Coordination Centre phone set up with a call attendant functlon added to ensure people that their call will be answered. An initial assessment template has been produced on Systmone and a Systmone desl8n revlew meetlng has been to a8ree on what this needs to look like moving forward A new password mana8ement system has been Implemented to ensure all of Mountbatten's crltlcal system passwords are held securely. New IT asset reglster 50ftware has been rolled out, thi5 allows the team to track all devices vla QR code5 and improves the process for onboarding and offboarding new employees A revlew of the IT hardware rolling replacement programme has been undertaken with a new approach agreed Mlcrosoft business premlum Ilcenses have been rolled out to all employees thls allows for improved securlty and ensures security updates are managed In an approprlate and tested manner A penetratlon test of Mountbatten's IT Infrastructure was completed and mlnor remedial attions have been Implemented Mountbatten successfully applied for the DCB1596 standard meaning Mountbatten's domaln can be used to send and receive patient sen51tive data Quality of Service function has been implemented on the Mountbatten network to ensure Microsoft Teams meetings are of good quality with minimal disruptions An Artificial Intelligence Group has been set up that has started to look at potential Al projects and also the governance and assurance measures to ensure these are carried out in a appropriate way A piece of work has been undertaken to map Mountbatten's netv￿rkS to make cabling and network changes much more efficient Spoof phishing emails have been designed and sent out to targeted audiences to gauge the click rate and where training is required Mountbatten'5 Director of Qualityj Data and Information was asked to speak at the Hospice UK national conference on the Subject of Leveraging IT to SUPPOrt patient care Page 32

Mountbatten Isle of Wight Limlted Trustees. Report (including the Dlrectors, Report) For yearended 31 March 2025 Mountbatten Isle of Wight Two T-level IT students completed a successful year long placement with the IT where they developed skills and knowledge in the fièld A complete reorganisation of the patch panel in the maln server room. This has made tracing cables much more efficlent wlth easler access to ports A refresh of using the Brigid applicatlon for Sytmone entrles on the Inpatient Unit was undertaken with all the Healthcare Asslstants receiving training in thls Mountbatten Hampshlre IT team have supported with major room moves for Teams followlng refurblshment work In the educatlon centre The Care at Hgme team are now 5ucce55fully accessing and Inputtlng their notes Into Systmone one vla the Brigid application. They are using their work phones to do this. This allows for quicker and easier acces5 whllst they are visiting patients. New smart Tvs have been installed in all patient rooms on the Inpatlent Unit Securlty and Service Avallablllty There have been rninimal and few IT security i55ues and/ or network outages over the year. Cyber security, Information Assurance and Information Governance is given the highest priority acros5 the organlsation, and continued improvements and testing are in place to protect against internal and external attack5 and system failure. Collaboratlon Mountbatten have entered into an ￿ and data collaboratlon wSth Oakhaven Hosplce Trust. Mountbatterb's Dlrector of Quality, Data and Information now works across Mountbatten and Oakhaven hospices as does the network engineer. IT configuration and Set up is being aligned to allow cross cover and flexibility across the three sites. Mountbatten and Oakhaven are also in the process of alignlng datasets and dashboards form Systmone with a consideration for activity and themes to be shared across organisations. Mountbatten has initiated and chairs the Isle of Wight Systmone User Group* whlch seeks to Improve the sharing, standardi5ation and integration of care across the Island. This group has now morphed into Systmone cross organisational initiative5 group which Mountbatten attend. Mountbatten has worked with the Central Health Information Exchange ICHIEI Team to ensure clinlclans have access to the data contained withln the system that system partners have uploaded. Resources The IT team has gone through a transitional period with Mountbatten's Director of Quality, Data and Information taking on responsibility for IT provision across the Mountbatten Group. Initial discu55ions have been held regarding the Structure of the team moving forward and how best to utilize and develop the current team, alongside identifying where there are any potential gaps. As a result of this a network engineer has been employed wlth the role of covering both Mountbatten and Oakhaven hospice5. New monthly IT meetings have been introduced with representation from the Mountbatten and 03khaven teams, this ha5 helped to build worklng relationships and share good practices. This includes network configuration, new software roll out Page 33

Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludlng the Dlrertors. Report) For year ended 31 March 2025 and Sy5tmOne configuratlon and developments. It Is important to ensure that the IT Team can continue to provide reliable, flexlble, resilient and effective solutions to support patient and employee requirements. F￿Ure Plans Mountbatten prides Itself on being Innovative and bold. this Is very much in line with the IT team's ethos movin8 forward. There has been a recent move to bring IT under the umbrella of quality* data and Information. Thls has meant the team Increased in size and provides the opportunlty to have more flexibility and also transfer Informatlon and knowledge between the different aforementioned areas. It is acknowledged that there is an opportunlty to develop the team further both through tralnlng exlsting team members to enhance their expertise and to fill the knowledge gaps within the team and also by supporting frontline clinicians wlth thelr own IT ski115 to enable them to 8aln confidence and lrnprove their ability in this area. There is also an appetlte for addlng to the team in more creative ways such as with the use of volunteers and student5. Some of the key projects the IT team wlll be focusing on over the comlftg months are: Increased resilience In the IT networks to include automatic failover Cornpletion of network mappin8 exerclse across all h05pices Implementation of Airmid patlent appllcatlon at hospices with prlorlty given to rollln8 Out the use of video consultation The roll out of Brigid on the Inpotient Unlt In Hampshlre and for the Care at Home team on the Isle of Wight Review internet provislon for shops in Hampshire and on the Isle of Wight to ensure we are getting the best value and service To support with a review and potential implementation of a new Human Resources system Continue to develop Al work and to Start uslng roll out initial projects once ratified through governance process Page 34

Mountbatten Isle of Wight Limited Trustees, Report (including the Directorf Report) Foryear ended 31 Marth 2025 Education and Training Education Education at Mountbatten has a broad remit. This Includes ensuring our own workforce is supported with a robust programme of mandatory tralning as well as having opportunities for learning and development so that staff are skilled, confident and valued in their roles. Mountbatten also raises awareness and interest in palliatlve and end of life tare to a broader potential workforce by hosting a range of leaming experiences. Mountbatten supports ad hoc requests for visiting and shadowlng opportunitles as well as provldin8 formal student learning placements. Graduate and post graduate students from a range of dlsclplines, including social work, physiotherapy, occupational therapy, counsellSng, clinical psythology, and medicine are supported in clinlcal and practice placefflent5 requlred for completlon of their academic programmes. Additlonally. this year, In response to the recognition that undergraduate medlcal student5 have very little. if any, experlence of palliatlve care, Mountbatten Hampshire has started to provide undergraduate medlcal students enrolled on the Unlversity of Southampton pro8ramme a day 8ainlng experlence through shadowlng our multl-dlsciplinary team. Mountbatten also supports work experience placement5 for college students in both clinical settlngs and in support services, for example work experience students have joined the inpatient unit, rehabilitation team, communications and fundraising teams this year. The Mountbatten summer School is o bespoke programme that also Introduces young students to a range of health and social care and hospice career5 through interactive talks and practical experiences. The feedback from the summer 2024 programme was exceptional with students reporting how enjoyable and valuable the experience was. These educational placement5 and experiences not only help learners In the development of knowledge, skill and confidence but raises interest in workin8 for Mountbatten and develops awareness. helpin8 to dlspel myths about hospice5 With an aim to support people feellng more comfortable wlth end of life and hospice care. We ask students to provide feedback on their experience with Mountbatten and in the last year all those who completed our evaluation rated the quality of their placement over311 as excellent. Mountbatten understands that good quality training can lead to improved safe and effective patient care. Thus, Mountbatten has a robust programme of mandatory training and other development opportunities avallable for our workforce. In the last year, two Mountbatten healthcare assistants successfully completed apprenticeshlps to become Nursing Associates, a new development role for our Inpatient unlts. A third healthcare assistant is close to completion of the same Nursing A5soclate Apprentlceship in the communlty team Ilsle of Wi8htl. Four senior nurses are being supported to gain recognition as Advanced Clinical Practitioners vla the 'e-portfolio' route wlth the Centre for Advancing Practlce and Mountbatten has submitted it5 first appllcation for a fully funded development role as an Advanced Clinical Practitloner. One nurse has completed a post graduate certificate IPG Certl in practice education helping to ensure the quality in dellverin8 knowledge and skills to others. Many other development opportunities have been supported for Mountbatten employees. Mountbatten mandatory training datè across the year is shown in the charts below. Page 35

Mountbatten Isle of Wl8ht Llmlted Trustees, Report (includlng the Directors, Report) For year ended 31 March 2025 Mountbatten Isle of Wight: Percentage of overall completion of mandatory training by month Icx) 88 87 88 89 88 87 87 86 85 60 40 20 11 11 11 Apr-24 M3y-24 Jun-24 Jul-24 Aug-24 Sep.24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Mountbatten Hampshire: Percentage of overall completion of mandatory training by month loo 80 84 84 83 82 81 80 79 60 40 20 Apr-24 May-24 Jun.24 Jul-24 Aug-24 Sep24 Oct.24 Nov-24 Dec-24 lan-25 Feb.25 Mar-25 Trainin8 Mountbatten has a full tralning programme avallable to our local health and social care provlders to ensure good care and practice in palliative and end of life care to those who chose to die in the community, either in their own home5 or local care and residential homes. Mountbatten provldes a complete End of Life Care programme coverln8 all key aspects of palliative and end of life care. This programme a150 requlres attendees to present and implement a development project in thelr or8anisation5, thus focuslng on applicability of learnin8 to practlce. Mountbatten also provides a number of half day and full day sesslons on indlvldual subjects. As well as core teachlng in palliative, end of life and bereavement care, our troining programme also include5 Speciality subjects including, dementia. frailty and Motor Neurone Disease. Mountbatten continues to provlde in person and virtual training to ensure training is widely accesslble. This year Mountbatten has been awarded 4 grants from Hospice UK and the Wolfsan Hosplce Care Home Trainlng Programme. to support the delivery of our highly valued and accredited 'caring for people with dementia, half day experiential training session to broaden knowledge and sklll In the care home sector. Additionally. speclalist weblnar5 are avallable facilitated by the full range of multi-disclpllnary professlonals at Mountbatten who are able to share their expert15e. Mountbatten is also in process of writing a post graduate module in palliative and end of lrfe care that will be hosted and supported by Southampton Solent University and expected to launch in September 2025. Trainin8 quality can be a55ured as many of our training programmes are accredlted by the CPD Standards Office and is Page 36

Mountbatten Isle of Wight Limlted Trustees. Report (including the Dlrertors, Report) For year ended 31 March 2025 robustly evaluated. Attendee5 are asked to rate the quality of the trainin8 session they have attend and the chart below shows the ratings obtained across the year. Training Ratings (April 2024 to March 20251 Hampshlre Isle of Wlght io% 20Yo 30% Isle of Wight 990 40% 50% 60% 70% 80QA Hampshire 817 90Y. loo% Excellenl Good 112 116 Average Poor Very poor Research and Conferences Mountbatten understands the Importance of research wlthin palliatlve and hospice care and actively pursue5 opportunities to engage in valuable research actlvlty. This year Mountbatten Hampshlre and Mountbatten Isle of wl8ht concluded participatlon as recruitment sites for the National Institute for Health Research INIHRI study, 'a cluster randomised trial of cllnlcally a55i5ted hydration in patients in the last days of life.. Mountbatten a150 contributed to 'Shaplng the Conversatlon, a project developed by Actlon Hampshlre, Hampshlre and Isle of Wlght Integrated Care Board, Universlty Hospital Southampton, Universlty of Wlnchester and funded by NIHR. The purpose of this project was to empower communities to develop research prlorities and questions that reflect community needs and interests. Mountbatten contlnues to disseminate good prartlce and hospice innovatlons and submltted flve abstracts to the Hosplce UK annual conference, whlch were presented as posters. These were.. Sarah Ha2ell-Ravel. Mountbatten neighbours: tacklln8 loneliness and isolatlon in the community. BMJ Supportlve & Palliative Care Nov 2024, 14 (Suppl 4) A26: DOI: 10.1136/spcare-2024-HU NC.64 Duncan Fleming, Becky McGregor. Stronger together- the benefits of collaboration. BMJ Supportive & Palliative Care Nov 2024. 14 Isuppl 41 AIOO,. DOI.. 10.113615pcare-2024-HUNC.252 Nigel Hartley. Lorraine White, Becky McGregor. ￿alk the Wlght, how the income frorn a hosplce fundraising walk doubled during the cost-of-livlng crisis. BMJ Supportive & Palliative Care Nov 2024, 14 (Suppl 41 A102-AIO3: DOI.. 10.1136 1spcare-2024-HUNC.258 Vera Mircescu. Food for thought.. extending hosplce catering servlces. BMJ Supportive & Palliative Care Nov 2024, 14 {Suppl 41 A103; DOI: 10. 11361spcare-2024-HUNC.260 Claire Stark Toller, Caitlin McDonald. IV ferric derisomaltose In the inpatient specialist palliative care unlt: review of Indications and response. BMJ Supportive & Palliative Care Nov 2024, 141Suppl 41 A72,. DOI: 10.1136/spcare- 2024-HUNC.181 Page 37

Mountbatten Isle of Wlght Llmlted Trustees, Report lincludln8 the Dlrertors, Report) Foryear ended 31 March 2025 Medical Consultant, Dr PaLJI Howard has presented on 'Hot Topics in Palliative Pharrnacology, at many International Conferences acros5 the year including the Palliative Care Congress in March this year in Belfast. Further education work of Mountbatten dernonstrating the impact of training in improving oral healthcare at end of life was a150 shown at the congress as a poster presentation. Mountbatten's own annual conference was held on the Isle of Wight In Ortober 2024. The theme of the conference in 2024 was 'Achievement In Adversity, and key speakers and attendlng delegates examlned how we develop and sustain resilience in hospice care? Key speaker5 included Tla DeNora, Professor of Cultural Soclology, University of Exeter. Cralg Duncan, Chief Operating Officer, Hospite UK, and Laura Gaudian, Strateglc Director for Adult 5oclal Care and Housing,151e of Wight Council. Fundraisln8 Strategv In the autumn we launched a consultation with supporters, staff and other Stakeholders to Invite their views on our Fundraising approach. The feedback from consultation helped us develop the priorlties for a new Fundraising 5trate8y to Increase income and rnaxim15e cost-effective fundraising opportunltles. The new 5trate8y Includes a focus on our stewardship approach and group structure, to provide an Improved supporter experlence and hlgher voluntary income generation. We have structured the Fundraislng team to grow our regular supporter numbers and Introduce new mld-level and major donor stewardship programmes. also Increasin8 our legacy marketing activity to provlde 8reater confldence in our longer term income 8eneratlon need5, In Hampshire, we launched a new corporate partnership scheme with three tiers of engagement for local businesses. We developed a Corporate Developrnent Group which is focused on making introductions and raising funds through Solent business networks. On the Isle of Wight, we made some investment in the Fundraisin8 team to protect and strengthen our events portfollo and bulld on the slgnlficant 5UPPOrt we receive from our community. Hl8hll8hts We participated in The Bi8 Give Christmas Challenge for the first time. Our 5UPPOrters responded posltively to this match 8iving campaign, ond we exceeded our targets1£20,000 each hospice) within 48 hours of the campaign launch. Community fundraislng income exceeded budget by £22,000 in Hampshire and by over £IOO,000 on151e of Wlght. Charity of the Year partnerships with local clubs and community groups have delivered income from new supporters. We invlted supporters and volunteers to a Summer event at Broadlands to thank thern for their contribution and update them on our plans and vision. We launched the Corporate Partnerships Scheme in Hampshire and over 20 cornpanie5 joined within the first six months. We streamlined our Glft Ald claims process to maxlmise income from tax payer donations. Income from Gift Aid in Hampshire grew by 59% compared with 2023124. Trusts and indlvidual sUPPOrters provided valuable 5UPPOrt for the capital bullding works of Mountbatten Hampshire. Page 38

Mountbatten Isle of WIEht Limited Trustees, Report (including the Dlrertors, Reportl For year ended 31 March 2025 In February we participated in a national initiative to encouragethe public to leave a gift in their wlll to their local hospice. We employed targeted social media and advertlslng channels to engage our supporters wlth the legacy message. We welcomed 951XJ supporters to'walkthe Wight, in support of the Isle of Wight's hospice. The event won Gold in the Red Funnel Awards for Best Island Event for the second year running. 'Schools Walk the Wight, had its most successful year ever, with local primary school chlldren and their families raislng £40,413 in May. We appolnted a Group Head of Fundralslng to dellver the new Fundralslng strategy. We invested in data expertise to support the Fundraising team to provide the highest standards of supporter care and stewardshlp. Trusts and Grants- Mountbatten Isle of Wl8ht We would Ilke to take the opportunity to say thank you to the grant-making Trusts and Foundations who have generouslv supported our work during 2024125. Mountbatten Hampshlre The Albert Hunt Trust Barker-mill Foundation Belvedere Trust The Broyst Foundatio Carmichael & Ma50n Charitable Settlement Colefax Charitoble Trust The De Laszlo Foundatlon The Ennlsmore Charitable Trust The Green Hall Foundation The Hobson Charity Llmlted Hospice UK The James Tudor Foundation Jenna Marie Foundation The Masonic Charitable Foundation The O'sulllvan Family Charitable Trust RHS Spurgin Charitable Trust The Rlchard Kirkman Trust Souter Charitable Trust NPT Transatlantic Mountbatten Isle of Wl8ht Albert Hunt Trust Chale Horticultural Society Daisie Rich Trust Ed8ar Ralph Dore Charitable Trust Elvetham Charitable Trust Gledswood Charitable Trust Misses Ward Charity Morrisons Foundation Rest-Harrow Trus Richard & Lillan Woods Charitable Trust Page 39

Mountbatten Isle of Wight Limited Trustee< Report lintluding the Directors. Report) For year ended 31 March 2025 Sir Edward Lewls Foundatlon Government Fundln8 £333,865 Government capital funding a5 part of an emergency and vltal government allocation of funds to hospice5 announced in December 2024 was received on 31st March 2025, based on the Mountbatten Group's previous years charitable spend. This ha5 enabled the progression of some key capital projects and purchase of essential equipment, which has included e55ential refurbishment of clinical areas, provision of additional car parklng and the purchase of IT and cllnical equipment. Page 40

Mountbatten Isle of Wight Limited Trustees. Report (including the Dlrertor< Report) For year ended 31 March 2025 Communications From annual stalwart fundraising events. like Walk the Wight and the Southampton Marathon. to pop-up bonus stories, like the creation of a music video in aid of Mountbatten, an appeal for photos for the 2026 Mountbatten calendars and even picking up two accolades at the Smiley Film Awards. the communications department has been involved in a plethora of activitie5. Notlng a number of staffing changes In the department, over the 202415 perlod, our mlsslon is to develop and grow our website and social media presence, to maxlmlse our audience Iwhlch Includes supporters and potential fundr3isersl; to create easy-to-understand, hlgh quallty assets for patients and their famllles. to promote complex messaging around Mountbatten's wide-ranging role in our communlties- and to ensure the language we all use around death and dylng Is unambi8uous, enabling easier and earlier conversations about what can be very challen8ing subjects to talk about. Our streamlined team has contlnued to use familiar communication tools. Includlng Inslght (for staff and volunteers) and Connect (for supporters). alongslde new dl8ltal approaches. Connect is sent to around 18.CIOO 5UPPOrters twice a year, while Insight Is monthly and has grown to include regular columns about IT, sign language and photos of hi8hli8hts from the month. Mountbatten Harnpshlre We have ensured Mountbatten Hampshlre events are promoted with pre55 releases and website coverage. Highlights have included the launch of our communlty engagement vehicle, 'CEV', which gamered coverage in Southampton's biggest newspaper,. Walk the Test Way, which, in 2024, Saw Mountbatten Hampshire enjoy the event's hlghest number of fundralslng walker5. Through increased and strategic promotion, we hope to 8row this in 2025,. and Duncan Fleming's appearance on Awaaz FM and Its sister station, Fiesta FM an opportunity to Speak directly to people who may need to use Mountbatten Hampshire's services in future. In 5hop5, TV screens have been used to promote key messages to customers and we have engaged In a regular digital advertising commltment wlth the Southern Daily Echo, with the potential to reach up to 100.000 people across Hampshlre. We have taken strldes to Introduce a small gallery space at Mountbatten Hampshlre, and to start regular concert events (followin8 the deliver of two sell-out events in December 20241. We have been present on Easy Radio, Heart Radio and BBC Radio Solent, in print, in the Wl Magazine and in the Hampshlre Chamber of Commerce magazine, as well as In a number specialist magazines handed out in healthcare settings. Mountbatten Isle of WIBht With a mix of strategically placed adverts, embracing digital to ensure we reach new audiences, we have set out to grow awareness of the range of services provided by Mountbatten Isle of Wight, a150 ensuring 5UPPQrt remains strong across the 151and. We continue to promote challenge event5, includlng dog-sledding across Lapland Iwhich exceeded its slgn-up tar8etl and Wing Wolkin& as well others events includin8 our annual fireworks event and the Halberry Lane art 8allerv. Our concerts have become mainstay events, with regular ticketholders and new face5, boasting a wide-range of performers. We continue to build on our relatlonship with the Isle of Wight Jazz Weekend. We havetweaked how we advertlse. p05t about and coverwalk thewight, on our web51tes and workin8 alongside a wide range of media organisations. 2024,5 proved to be record-breaking in term5 of the amount raised and 2025,5 is already showing signs of equal 5ucce55. Page 41

Mountbatten Isle of Wight Limited Trustees, Report Ilncluding the Directors. Report) For year ended 31 March 2025 Group work Leaflets have been rewritten and updated and work Is underway to streamllne the websites, making them more visual and accessible, and cutting the number of clicks before information is found. This work will continue into 202516. We have increased our use of vldeo on social media, with much success. We note tens of thousands of viewers for combination of home-produced and professionally-crafted films, as well as live streams. Significantly, 2024's Without Mountbatten picked up sllver and bronze awards at the Smlleys- known as the charlty film Oscars. Slgniflcant SEO work has been underway to Improve the searchability of our brand, wlth measurable results. While we have taken a step away from using Twitterlx las thls Wa5 no longer felt to be a good brand fit), we have joined Bluesky, Threads and TlkTok and we have plans to create a WhatsApp channel. These wlll be fully Integrated Into our social media schedule and used wlth best Impact. Our Facebook proflles have recorded slgnlficant growth. due to some proactive work In terms of when, what and how we P05t and through inviting new follower5. Our In5tagram profiles have also continue to grow. Data {Aprll I to March 31) Facebook Isle of Wight 202314: Reach 383.3K, Visits 71.8K. 202415: Reach 317.IK (reflecting fewer paid ad5, algorithm changes and a decline in Facebook usel, Vislts 136.5K. Views 1.8m. Overall to date, followers have grown to nearly 15,500. Hampshlre 202314.. Reach 174.IK, Visits 32.7K 202415.. Reach 238.IK, Visits 35.9K, Views 769.4. Overall to date, followers have grown to over 10,500. A growlng volce for both charities, but $18nlflcantly for Mountbatten Hampshire. This continues to remain a smaller referrer to our websites. Contlnued growth In followers. Webslte (Google Analyticslslmllar Webl Isle of Wlght 202314: Active users 84K, New users 82K. 202415: Active users 98K, New users 88K. Hampshire: 202314: Active users 39K. New user5 37K. 202415: Artive users 53K. New users 45K. Both: Improvements in bounce rate. Improvements in ranklng5 IHornpshire: Global 5.271.296 (May 20251 compared to 10,621,770 (Dec 20241 and Country 433,688 Imay 20251 compared to 738,272 (Dec 2024): Isle ofwight.. Global 1,245,474 (May 20251 compared to 3.470,764 (Dec 20251; Country 83.603 {May 20251 compared to 238,428 {Dec 2024). Page 42

Mountbatten Isle of Wl8ht Llmlted Trustee< Report lin¢ludln8 the Dirertor5' Report) For year ended 31 March 2025 Retail Mountbatten shops provide a sustainable and affordable shopping experience. predominately selling donated goods and a small selection of brought-in goods at a profit, raising vital funds for the work of Mountbatten and its beneficiaries. The retail operation also functions as an important way of raising awareness of Mountbatten services and events locally on the high street. Mountbatten Isle of Wlght Mountbatten 151e of Wight has ten well-established charlty shops across all the maln towns of the Isle of Wlght, Includln8 Warehouse and furniture outlet. Mountbatten Isle of Wight shop income totalled El,567k with a 27% contrlbution of £421k, another record-breaking year, and compares with a prior year contribution of £396k. We have been able to maintain our pricing review and consistently increase the average sales value over the year. We continue to look for additional ways of generatin8 income Includlng extended opening hours and additional Sundays in some shops. The improved contribution has been achieved despite a rise in cost5. including Staffing costs due to minimum wage and national insurance rises. RAG i ncome has also decreased to the tune of £40k in line with the national reduction in RAG. A focus on growing gift aid income from donated goods commenced in 2023124 across Mountbatten's shops, from baseline of 8eneratlng just over £2k per year. In 2024125 we made a claim for 22K, we expect to be claiming approxlmately £47k for 2025126. We are planning some mini refits of some of our older shop5 and to open an excitlng new outlet store in Sandown during 2025126 to further grow and secure our presence and reputation on the hlgh street In a positlve way for year5 to come. Retall In numbers lo retall stores 37 staff 185 volunteers £1,567 k Income generated in 2024/25 £421k contrlbutlon to charltable funds, a 6% Increase on the prevlous year Mountbatten Hampshlre Mountbatten Hampshlre has a developing retall operation across the footprint of the community that It serves In Southampton city and large parts of Hampshire. Growing from only three stores in 2019 when Mountbatten Isle of Wight took on running Mountbatten Hampshlre, to a total of nine charity 5hop5 by the end of 2023. In line with Mountbatten's strate8ic plan, two new 5hop5 were opened in Hampshire during 2024125. Mountbatten Hampshire Shop income totalled £1,063k with a 20% contribution of £210k, compared to the prior year contribution of E240k, exceedlng the budget by £2k. The phasing and the late completion of the Furniture store and Warehouse had a slight bearing on the growth as we had provisioned to open the store in April 2024, but this was delayed until late July. The contribution has been achieved despite a rise in costs, including staffing costs due to minimum wage and national insurance rise5. RAG income has also decreased to the tune of in line wlth the national reduction in RAG. Page 43

Mountbatten Isle of Wight Limited Trustee< Report lincluding the Dirertors, Report) For year ended 31 March 2025 The significant expansion of stores over the past three years and a focus on local volunteer recruitment campaigns has yielded exceptional results. The Above Bar store in central Southampton. Mountbatten's flagship store which opened in April 2022, remains the top performing store. A new warehouse and furniture store in central Southampton was opened In July 2024 to further grow the operational capacity of the stores and enable the sale of furniture and house clearances. Our warehouse and donation centre goes from strength to strength, and we are looking to utilise the stock we have collated to further expand in 2026127. We implemented an outlet theme in our Portswood store in September 2024 as the market had shlfted to lower priclng with all of our competitors and this has yielded on average a 25% increase in trade. A focus on growlng glft ald Income from donated goods commenced In 2023124 across Mountbatten's shops from baseline of £4k in 2022. In 2024125 we made a claim for 35K and we expect to be claiming approximately E55k for 2025126. Retall In numbers 10 retall stores 26 staff 140 volunteers £1,063k income generated In 2024125 £210k contribution to charltable funds Commercial Development Mountbatten has recognised the risk around runnlng a financial deflclt, and the advantages of replenishing reserves. Looking flve to ten years ahead it is clear that both demand for Services and the cost of deliverin8 those services are likely to continue to increase. Margin pressure on tradltlonal charity retail operations and uncertainty around fundralsing grovrth in the UK has led to a search for new income sources. In the second half of 24125 Mountbatten employed a Commercial Dlrector to develop new revenue streams. An approach has been established to flnd opportunities that fit Mountbatten's values, wlth these proposltlons passlng through a gate system to give our organisation a pipellne of potential income sources. In March 2025 the f irst viable prolects were identifSed; Sitting with a new 8roup In our existlng governance framework It Is anticipated that they could be ready to start trading in the first half of 25126. The commerclal projects In the pipeline cover both Hampshlre and the Isle of Wlght, Involve supporter businesses and give significant benefit to our core charitable work and community. Page 44

Mountbatten Isle of Wight Limited Trustees. Report (including the Dlrectors, Report) Foryear ended 31 March 2025 Estates and Facilities Stafflng The Head of Estates & Facilities retired in March 2024 and was not replaced to manage costs wlthin the Estates budget. The Facilities Manager has managed a lean Facilities team across both hospices, overseen by the Director of Operations/Deputy CEO. A self-employed contracted proJect manager was appointed In Aprll 2024, overseen by the Director of Operatlons/Deputy CEO. to assist with the oversight of the significant workloèd of the capital projects in Mountbatten Hampshire, Thls support has been funded by restricted fundln8 for the capital projects. A part tlme Fleet Coordlnator was recruited to Mountbatten Isle of Wl8ht wlth funding from the John Cheverton estate funding, along with fundlng for 10 new pool cars for communlty cllnlclans to use to visit patients In thelr own homes. Facllltles Management System A new Facllities Mana8ement system was 5mplernented in 2024, Safety Culture. Thls has proved to be a more c05t effective, efflcient and adaptable 501ution for the hospice as a Facilities Manogement system. Initial work focused on using Safety Culture to manage the fleet across both hospices, followed by bullding faclllties inspection templates. Work is well underway, with support from the Clinical Adminlstration team. to108 all medlcal device assets on Safety Culture firstly on the Isle of Wight and then in Homp5hire. Medlcal Devlces and Equlpment The Estates and Facilities team work alongslde the clinical and fundraislng teams to ensure tlmely equipment asset replacement by the subrnission of funding applications specifically for equlpment. The development of a full asset list of Mountbatten's equipment ha5 been essential to enable decision5 to be made on life cycling future replacement of the hospice's medlcal devlces and patient equipment. Pollcies and Procedure5 A backlog of estates policles and procedures revlews have been carried out by the Facllities Manager and Dlrector of OperationslDeputy CEO and are now all updated. Health and Safety Mountbatten have engaged a new company called HCS Safety to provide some external health and safety expertlse. This includes attendance at Mountbatten's quarterly Health and Safety Committee meeting chalred by the Depthy CEO, an annual review of health and safety across the organisation and ongoing guidance and support, The HSC advlsor has reviewed Mountbatten's Health and Safety Policy and statement of intent. The Deputy CEO completed 'lSOH Leadln8 5afelW trainlng In February 2025 and is nearlng completion of 'lSOH Managing Safely, training a5 Health and Safety Lead. The Facilities Manager ha5 developed è Health and Safety audit that 15 being rolled out across our retail shops. working wlth our external Health and Safety advi50r f rom HCS Safety to refine the inspection. Trustee Provlder Visits A Trustee Provider Vi51t to the estates and facilitles and estate5 department in Mountbatten IW in August 2024 and Mountbatten Hampshire in December 2024. Comprehensive report5 have been provided for both visit5 that have been reviewed by the Senior Management Team and the Quality and Governance Committee, with action plans in place. Page 45

Mountbatten Isle of Wight Limited Trustees, Report (including the Directors, Report) For year ended 31 March 2025 Mountbatten Isle of Wight The Estates and Facilities team have achieved a number of key projects during 2024125 whlch have included: replacement of clinical hand basin sinks within the Inpatient Unit to meet current infection preventlon and control requirements and creation of a second treatment room to manage safely the increasingly complex Controlled Drug regimes. The Treatment Room works were funded by the Morrison Foundatlon, B & Q Screwfix and Southern Vectis. Flre Safety Fire Safety compliance has been maintained to a very hlgh standard during this reporting year. The annual fire risk assessment review has been carrled out at Mountbatten IW in September 2024, with no actions to progress. Ongoing work wlth out of hour fire evacuation practice contlnues and an out of hour flowchart has been dev15ed to aid staff. Additional flre wardens have been trained and the Facllities Manager is working with the Head of Retail Development to review the flre warden cover and training across the Mountbatten shops. Water Safety Our water compliance service contract has continued with a local cornpany, WSM Associates, and by using thelr services we have been able to rnaintain excellent standards of water quality throughout the hospice premises. Thi5 Standard of water quality ha5 been achieved by a constant and rigorous water flushing program and regular maintenance across the site. The annual water safety risk assessment in Mountbatten IW was completed In October 2024 by Clear Water Technologies and the Facilities Manager has developed an action plan with a small number of actions to complete. COSHH Management The COSHH Register has been updated and is available for all staff on the Mountbatten intranet. Asbestos There are no asbest05 materials Sn the fabric of the Mountbattenlsle of Wight hospice bulldin8S. Securlty Athena Security Services Ltd have sUPPOrted the needs of the Mountbatten Isle of Wight sitei predominately overnight, In an appropriate and professional manner durlng this reportin8 period. Patlent Equlpment Servlces and Medlcal Devlces All equipment (apart from a small number of bespoke items) are now managed, cleaned and serviced by the Isle of Wlght Communlty Equipment Servlce dellvered by the Isle of Wi8ht Councll, wlth a significant cost and resource savlng to Mountbatten. A sub-store of equipment supplied by the Isle of Wlght Communlty Equipment Service is also now held at Mountbatten for urgent equipment needs. An additional 0.75 WTE Facilities/Community Equipment Asslstant was recruited in Aprll 2024 with secured grant funding from the IW Council. Th15 has enabled Mountbatten to continue to provide a responslve equipment delivery and collectlon service on the IW over 6 days of the week. In collaboration with the IW Community Equipment Service. The collaboratSve approach with the IW Council is working extremely well and is good example of what can be achieved by services worklng together to minimise duplication and c05t of Services, whilst maintaining high quality of service. Mountbatten continues to work with Island Mobility and Isle of Wight NHS Trust Medical Physics department to support in the maintenance of medical and patient equlpment. Page 46

Mountbatten 151e of Wlght Llmlted Trustees, Report Ilncludln8 the Directors, Report) For year ended 31 March 2025 Out of Hours Proyislon Isle of Wight Mountbatten151e of Wi8ht's previous out of hour5 cover was provided by Isle of Wight N HS Healthcare Trust through a Service Level Agreement, but they gave notice that they could no longer provide this servlce from July 2024. The Facilities Manager has set up out of hours agreements with a number of local trusted key trade companies with a clear contatt list for nursing staff. This arrangement is being monitored and working well. Mountbatten Hampshlre A number of key capltal projects have been delivered during 2024125, whlch have included: refurblshment of Inpatlent Unit bays with accessible wet rooms and equipment storage. creatlon of a spiritual space, redecoration of the Reception area, and relocation of Communlty teams sn the Education Centre. The capital prolects went out to competltSve tender In August 2024, wlth six contractors returned tenders. BFJ Connections Ltd were awarded the contract and commenced work5 On 51te October 2024. The project5 were completed in March 2025, with the exception of ongolng snaB8in8 works to be completed In May 2025. The Controlled Drugs cupboard work5 will be pro8ressed once expert advice15 confirmed on the correct fixlngs due to complexltles of a5bestQs in the Education Centre. As part of the refurbishment works in the Education Centre, short term enabling asbestos works have been completed by We5tcr055 Environmental Services with Enviorntec Limited providing oversight and alr sampling. Work5 on the 5UPPOrting structures of the Inpatient Unit IIPUI Hampshire canopies completed and Include5 replacement and repair and this work was completed prior to the Inpatient Unit bay refurb15hment during warm and dry weather condition5. Corporate Volunteer Support Mountbatten Hampshire has had significant corporate support during 2024125 to deliver some key facilities project5 that include: Milestones Infrastructure carrled out clearance work to some dlsused land, utillsed for car temporary car parking, provldlng all labour and machlnery free of charge- August 2024 Southampton City Councll palnted staff Wtrs- October 2024 Rld8e and Partner5 carried out a refurbSshment of the Inpatient preparatlon kltchen providing all materlals and labour free of charge Relocated Fundraising Office was redecorated and carpeted by B&Q wlth all labour free of charge. The Facilitles Manager and Director of OperatlonslDeputy CEO have planned a bespoke programme of corporate supporter facilities tasks for 2024125 and will develop an updated one for 2025126. Flre Safety Work has been continued and compSeted to improve the fire safety standards of Mountbatten throughout the year, with the support of several specialised contractors, Including Wi8ht Fire door5 and Wessex Fire who have provided Mountbatten with specialist advice and direct 5UPPOrt, Servicing or replacement of systems. The annual fire risk assessment review in Mountbotten Hampshire was carried out in January 2025 and the Facilities Manager ha5 developed an action plan with 2-3 items only requlrin8 attention. Ongoing work with out of hour fire evacuation practice contlnues and an out of hour f lowchart has been devised to aid staff and practice scenarios have been developed for the nursing staff to run through to ensure the practices are well embedded. Additional fire warden5 have been trained and the Facilities Manager is working with the Head of Retail Development to revlew the fire warden cover and trainlng across the Mountbatten shops. Page 47

Mountbatten Isle of Wlght Limited Trustees, Report {Includlng the Dirertors, Report) For year ended 31 March 2025 Water Safety Further work has been completed to build upon water Safety management. Southern Health has continued to carry out preventative maintenance regarding safe management of the water systems throughout 2024125. Mountbatten has taken steps to improve these contrarted responsibilities os part of the revised Service Level Agreement with Southern Health. The annual water risk assessment was completed in Mountbatten Hampshlre by Clear Water Technologies in Ortober 2024 and the Facilities Manager ha5 developed an action plan. The actions relate in the main to evidencing and documentlng the water testing adequately. WSM A550Clates have been engaged to take over the water management at Mountbatten Hampshire, in line with the Isle of Wight to ensure we have robust water management processes and te5tin8 in place. A sink hole appeared in the car park at Mountbatten Hampshire. This complex and prolonged work was fully repaired and completed over a weekend in March 2025 by NHS Property Companyth which necessltated shutting off all running water to the site for a day. A comprehensive plan and control measures were put in place in order for this to go ahead safely, workin8Wlth staff Internally, NHS Property Company and Southern Water. The works wentsmoothlyand no further issues since to date. COSHH Management Work in Hampshire has been completed to ensure robust COSHH management in line wlth Mountbatten IW. The COHH Register is on the Mountbatten intranet available to all staff. The Mountbatten Facilities team will carry out annual COSHH reviews In-house in both hospice5 moving forwards to save on costs of external contractors. Asbestos There are asbest05 materia15 above the ceiling tlles and in columns of the bulldin8 Wlthin the Educatlon Centre at Mountbatten Hampshire. which was not removed during the NHS tenure of the bullding over 35 years. Envlrontec Llmited, an asbestos consultancy company, have provided some external scrutiny of the Asbestos Policy* asbestos action plan and detailed management plan. They have also advised on the longer term asbestos remedial works requlred and advised Mountbatten should seek to complete these wlthln 12-18 months, which is planned as part of the Government capital funding announced in December 2024 for the flnanclal year of 2025126. Mountbatten has now engaged Environtec Ltd to carry out the annual asbestos survey movin8 forward5 and they have completed this in March 2025. There is one recommendation which we are currently progressing. Southern Health have historically carried out the Survey work for many years as part of a Service Level Agreement. Envirotec will also be reviewing the management of asbestos in our retail shops in 2025126. Securltv RG Security Ltd hove continued to support the needs of the Mountbatten Hampshire site, predominately ovemight, in an appropriate and professional manner during this reporting period. Medical Devices Mountbatten continues to work closely with three main medical devlces contrartors - 810-Med, Shepherds and ARIO. Our aim remains to streamline the support available to best meet Mountbatten's needs. Page 48

Mountbatten Isle of Wight Llmlted Trustees, Report (including the Dlre¢tors' Report) Foryear ended 31 March 2025 SeNice Level Agreement wlth Southern Health During 2024125 further work has been continued with Southem Health NHS Trust Estates Department to draft a streamlined Service Level Agreement as further estates work has been taken inhouse or contracted to specialist providers, reducing Mountbatten's historical dependency on Southern Health. Southern Health continue to provide essential emergency support and prtsvlde essential out of hours cover. Catering and Hospitality Caterin8 services were provlded by Mountbatten's partner organisation Compass, a speclalist food and hospltallty company, during 2024125. The Caterln8 team, working closely wlth the clinlcal teams, providing fresh, nutritious and appetlsin8 bespoke food for patlent5, famllies and visitors on the Inpatient Unit. The rnenu 15 adapted to suit the needs and wishes of indlvidual patients and meals are provided flexibly where required so patlents can eat at a time that sults them best. The Mountbatten Cafes provlde meals, snacks and drinks for visitors. staff, volunteers and are open to the local community. The Cafes are the heart of both hospices and create a welcomingj modern and brlght social space where people can enjoy food together round the table. Mountbatten Isle of Wight ha5 a l ong-establlshed thriving cafe that IS well supported by those visiting the hosplce as well as the local community and 15 open 365 days a year, includlng for popular Sunday lunches and Chrlstmas Day dinners. The Mountbatten Hampshlre Cafe provision which opened in July 2022 is open over 6 day5 but further development durlng 202516 will See an exten5i0n of hours into the weekend5 a5 further staffing and volunteer5 are recruited and trained. The catering team also provide food and beverages for the wlde range of internal event5 that Mountbatten hold5, Including educational events, monthly concerts, celebrations such as staff and volunteer partie5. Increasingly, the Catering team are also providing buffets for external events that have ranged from funerals. wedding5 and anniversaries both on and off slte. generating some Income for the h05plce. The team are renowned for providing high quality and well-presented food that regularly receive accolades from those benefitting from the service. The Caterlng team have been brought in-house from April 2025 wlth all staff who worked with Compass being TUPE across to the Mountbatten. Thls will enable Mountbatten to further develop the Catering tearn and increase efficiencies of cost during 2025126. Mountbatten Isle of Wight ond Mountbatten Hampshlre are awaiting inspection by the respective Local Authorlties for their food hyglene ratings a5 they are classed as new establishments now that Mountbatten has taken the Catering servlce In-house. Page 49

Mountbatten Isle of Wl8ht Llmlted Trustees, Report Ilncludlng the Dirertors, Report) For year ended 31 March 2025 Mountbatten's people Our people are at the heart of everything we do and without our employees, volunteers and trustees we could not deliver the wide range of services and the vital care and support we offer to our local community. Mountbatten Isle of Wight employs around 230 staff and is supported by over 500 volunteers. Mountbatten Hampshire employs around 200 staff and is supported by over 300 volunteers. In 2024125, our staffing and volunteer levels remained stable wlth a 15% Increase In regular volunteers in Hampshire and we have continued to develop our volunteer roles across both hospices In a wide range of roles, including supportin8 our Inpatlent Unit, bereavement support and our Nei8hbours Scheme. We have also recrulted to a number of key employee roles to support commercial and fundraisin8 activity and we commellced an external competitive recruitment process for a new Chief Executive Officer, which was successfully completed in April 2025 wlth the appointment of the current Deputy CEO. This follows the decislon of the current CEO to retire this coming September 2025. Our Board of Trustees welcomed five new Trustee5 Wlth a wlde range of backgrounds and experlence and who replace a number of existing Trustees who have or wlll shortly reach the end of their term of office after making a significant contribution to the work of the charity. Like rnany health and 50clal care providers Mountbatten continues to face workforce challen8es, in part5cular due to the age demographic5 of our staff and the geo8raphical restriction5 On the labour market on the Isle of Wight, together with more competitive labour and pay market in Hampshlre. In 2024125, we were able to match the overall pay Increase for NHS agenda for change and thls was achieved with a staggered implementation durlng the year. In addition, over 200 eligible employees in some clinical roles benefited from a one-off non-consolidated pay award. Mountbatten was one of a small number of providers nationally who were able to secure thi5 fundin8 from the Department of Health, which was legacy payment relating to the pandemic. Our pay and reward strategy also seeks to ensure our terms and conditlons are cornpetitive whlle equally focusing on creating a special place to both work and volunteer. Our shared values and culture play a key role in fosterin8 a supportive, involved, and caring work environment which encourages everyone to be experts in their field. The well-being of our staff and employees is also an important part of creating a positive environment and we support individuals through a wide ran8e of measures. Example5 include from encouraging open communication and engagement with staff and volunteers to help understand and resolve problems, to ensurirbg our appraisal and sickness management processes are supportive and nurture our staff. to recognlsing and valuing our volunteers through thank you event5, and through the introduction of a new health cash plan for employees wlth access to a wSde range of physical and mental health beneflts. In addition, Mountbatten invests in educatSon and training for staff and volunteers, wlth a particular focus on fostering internal development in clinical and non-clinical roles and helping to grow and support future talent a5 part of our approach to succession plannlng. This helps us to address recruitment challenges and to help retaln and develop our staff. Volunteer Impact In numbers By donatin8 their time for free, our shop volunteers contribute the equivalent of around £416,458 to Mountbatten Isle of Wi8ht and £298,120 to Mountbatten Hampshire every year, which helps fund 2417 care for our patlents and their famllles. Volunteers in administration, bereavement support, day service5, rehabilitation and inpatient unit roles contribute around 253 hour5 each week to Mountbatten Isle of Wi8ht and 76 hours each week to Mountbatten Hampshlre to help our service5 run 5moothlv. Our reception. cafe and gardening volunteers work hord to make our hospice a warm and welcoming space while Saving us over £85,339 in Mountbattenlsle of Wight and £43,808 in Mountbatten Hampshire every year. In one year, our volunteer drivers complete around 2,750 trips in Mountbatten Isle of Wight and I,IOQ trips in Mountbatten Hampshire, and the Mountbatten Neighbours make approximately 1,750 cups of tea in Mountbatten Isle of Wight and 1,31X) cup5 of tea in Mountbatten Hampshire, all to help improve social interaction and to fight loneline55 and isolation in the community. Page 50

Mountbatten Isle of Wl8ht Limlted Trustees. Report Ilncludlng the Dirertor5' Report) For yearended 31 March 2025 Trustees, duty to promote the success of the Charity - Section 172 statement Trustees have a duty to promote the success of the Charity and, in doing so. are required by Section 17211) of the CompaniÈs Act 2006 to have regard to various specific factors, including . the likely consequences of declslons In the lon8 term the interests of employees the need to fD5ter the Charlty's relatlonships with thlrd-party stakeholders which, in the case of the Mountbatten Isle of Wight. Include people affected by death , dylng or bereavement, 5UPPOrters, the clinical communities, key opinion leader5 and other Influencers the impact of the Charity's operatlons on the community and the environment the desirablllty of the Charlty maintalnSng a reputation for high standard5 of buslness conduct Our governance proce55es The Board of Trustees (Board) delegates day-to -day management and declslon-making to the Chief Executive Officer and Senior Management Team ISMTI. who are required to execute the Charity's strategy and to ensure that the Charity's activities are carried out In compliance with its objects and policies approved by the Board The Board, along with the SMT, hold5 an anrbual one-day strategy revlew meetlng to assess progress and identify area5 of focus for the following year. The Board receives updates on the Charitv's performance and plans at each quarterly Board meeting, while its Committees review performance and plans in more detail as Set out in the relevant Committee's terms of reference. By monitorin8 performance and ensuring that management Is actlng in accordance with the strategy and plans, and in compliance with specific policies, the Board and its Committees obtain assurance that in promoting the success of the Charity, due regard is given to the factors set out in sectlon 172. Engagement with the Charity'5 main Stakeholder groups, including our staff, people affected by death, dying and bereavement, supporters, clinical communities, and key opinion leaders and other influencers, Is dlscussed in the section ' Engaging with our stakeholder. s on page 59 . At each Board meetin8 the CEO has the opportunity to elaborate on these matters and answer question5 and receive feedback from Trustee5. The Ilkely consequences of any declslon In the long tenn The Charlty '$ strategy Is based on our vlsion of expandlng our seN Ices acro ss our operatin8 area and beyond to ensure that no person should find themselves Isolated and unsupported while facin8 death, dying or bereavement . This long - term aim informs our strategy and decislons regarding our policies and activltles. The current strategy cycle runs from 2020 to 2025. The Board and its Committees keep the Charity's principal risks and its risk oppetite under review, formally considering emergin8 risks and reviewing changes in the Charity'5 risk profile and re5ponse5 thereto throughout the year. The desirability of the Charlty rnaintaining a reputstlon for high standards of buslness Condurt Among the matters reserved for the Board is setting the Charity 's culture, values and standards and ensuring that Its obligations to it5 Stakeholder5 are met. The Charity has a range of policie5 and pro¢e55es that promote corporate responsibility and ethical behavior. Areas covered include fundraising. conflict5 of interest, safeguarding, dignity at work and whistleblowing. All policies are reviewed periodlcally and updated as necessary by SMT and the 8oaré Page 51

Mountbatten Isle of Wlght Llmlted Trustee< Report {Includln8 the DlrectDfs' Reportl For year ended 31 March 2025 Although the Charity's core activitie5 do not involve working directly with children it doe5 work extensively with vulnerable adults, and those working In the Charity's shops, at its events or through voluntary fundraising activities may from time to time come into contact with. children or vulnerable adults. The Charity has a dedicated safeguarding manager and a network of safeguarding tharnpions who are responsible for ensuring that reportlng and review processes are followed so that safeguarding issue5 are dealt with appropriately. En8a8ln£ with our stakeholders The Group takes care to maintaln posltlve relatlonshlps wlth suppliers and stakeholders and endeavours to ensure that all contractual and general bu5ine55 term5 and conditions are adhered to at all tirnes. In particular wlth regard to smaller companies and suppliers but also In general with regard to all suppliers and stakeholders the Group will ensure that we settle accounts within agreed terms and as a routlne the finance department wlll settle accounts on a twlce monthly basis. Our Stakeholders How we enia e them on ke declsions People affected by death. dylng or bereavement. It15 vltal that we listen to the experiences, insights and priorities of people affected by death, dylng or bereavement so we can be sure we are meeting their needs. delivering the servlce5 most appropriate to those needs and Influenclng pollcy changes in the areas that they are most needed as well as provldlng relevant and accesslble information. We routinely consult and communicate wlth all our Service users on a constant basls. Thls Is through personal contact as well as frequent electronic contact. follow up and the maintenance of a 2417 telephone line manned by human beings to ensure that we are always available to those who need us. Our Supporters In order to ensure our long term financial stablllty. we need to build lasting relationshlps with our supporters, inspiring trust and loyalty in them around a shared mlssion. We also need to provide them wlth the rlght opportunltles to support us and enable them to do so In ways that they flnd easy and convenlent. We have Invested heavily in facllltles to allow us to stay in better contact wlth our supporter base and we contact them through these facilitie5 regularly. We have an ongoing communication and dialogue wlth our supporter base and their feedback Is used to gulde the development, dellvery and content of our fundraising and marketlng activlty to ensure that thelr vlews Inform all aspects of our fundraising. Page 52

Mountbatten Isle of Wight Llmlted Trustee< Report (Including directors, report) For year ended 31 March 2025 Our Workfor¢e As an organization, we are only as strong as the peoplewe're made up of. We pride ourselves on the ability to recruit. develop, SUPPOrt and traln the best people in eacharea of our work. In order to do this. we need to listen to our employees and understand what kinds of support. information and development opportunltles they want to see from us. We communlcate wlth our staff in many different ways. We run an ongoing series of general open meetings to whlch all staff are Invlted and at which any member of staff may raise any Issue or concern that they may have. We also have a policy whereby all staff are able to have regular and frequent one to one meetlngs wlth thelr Ilne mana8er to dlscuss matters that relate dlrectly to their day to day work or how thelr work is affecting thelr day to day life. We have a formal annual process of appraisal to formally record the performance, development progre55 and am blt Ions and future plans for the employee and the Charit y. Flnally. we have a formal process of whlstleblowing and an identified whistleblowlng ' champion, to facilitate swift disc105ure and re501utlon to employment. and other. issues which may be sensitive, dlfficult or contentlous In nature. Suppllers We work wlth a range of suppllers but glven our locatlon and what It Is that we do, they are mostly local suppliers They do range from small independents to members of large and 50metlmes internatlonal corporate groups. We value our relationshlps with all of our suppliers and try hard to build good relatlonshlps wlth all of our suppliers. Whlle the nature of our activitie5 means that our largest expense is Human Resources, we stlll spend signlficant amounts wlth external suppllers. We are commltted to treatlng them fairly and ensure that as far as posslble we pay them promptly and deal with them equitably. We run two credltor payment runs every month to ensure that we are able to pay suppllers promptly and wlthln agreed credit terms. Page 53

Mountbatten Isle of Wight Limited Trustees, Report Ilncludln8 dlrectors, report) Foryear ended 31 March 2025 Sustainability and carbon reporting The Mountbatten Isle of Wlght is reporting energy and carbon emissions in compliance wlth The Companies (Directors, Report) and Limited Llabllity Partnerships (Energy and Carbon Report) Regulations 2018. Consumption of Electrlclty- Kwh / Tons of C02 equiv 2024125 2023124 Isle of Wight Hospice a nd assocSated buildings Retail Dutlet5 Isle of Wight Ham shire Hosplce and associated ing5 Retail outlets Hampshlre 449.544/104.81 85.002 119.82 116,662 127.20 464,727 1108.35 77,181/17.99 Not recorded 69,634 116.23 70,735/16.49 Consurnptlon of Gas- Kwh Equiv. Retail outlet5 151e of Wight Isle of Wight Hosplce and associated building5 Hampshlre Hosplce a nd a550clated bulldlngs 138,018 132.18 554,397 1129.25 472,448/110.15 102,208 123.83 772,487 1180.10 Not recorded Con5umptlon of fuel In vehlcle fleet Consumption of fuel in Vehicles 16.347 143.81 6,898/18.49 The conversion rate of Kwh to tons of carbon dioxlde is 0.23314 kg C02 per Kwh The conversSon rate of litre5 fuel to carbon dioxlde is 2.68 kg C02 per litre of fuel. We are reportln8 our energy use and emissions on a 12 month basis Commentary on emlsslons The largest consumer of energy in the Group is the premises at Halberry Road, Newport, Isle of Wight which consumes approxlmately 47.6%12024 88%) of 8as consumption and 62.3Yo12024 82%) of electriclty consumption. We have taken an operational control approach, meaning that 100% of erni55ion5 from locations and operations over which the Mountbatten group have operational control have been reported. Thi5 does include the Hampshire Ospice premises for which we are not directly responsible for the Energy contracts. Our fleet include5 our company cars ènd van5. This fleet Wa5 5ub5tantially expanded during the year by the addition of io fleet vehicles for the use of our community clinical staff and thi5 15 reflected in the 137% increase in fuel consumption. However, th15 increase is balanced by a commensurate reduction in the mileage done by Community clinical staff in thelr private vehicles. This compensatory u53ge reduction is not apparent from the above figure5. The Primary sources used for energy and fuel are billing data and reports from our energy supplier. The UK Government's 2020 emlssion factor5 were used to calculate carbon emissions from consumption data. Our emissions are reported a5 metric tonnes of carbon dioxide equivalent, which incorporates all six gase5 regulated by the Kyoto Protocol. Page 54

Mountbatten Isle of Wl8ht Limited Trustee< Report lincluding dirertors, report) For year ended 31 March 2025 Energy-savlng artlons undertaken in financial year 2024125 Our energy saving actions in our shops and offices include a contlnued programme of replacement LED- lighting installations and appliances. improving building insulation where applicable, installation of an electrlc vehicle charglng point at the Isle of Wight hosplce slte and continuing to Impre55 on all staff the nece551ty to reduce ener8y consumptlon whenever po551ble. We continue to focus on improving our energy efflciency and awareness of our consumptlon of energy across our entire estate. We are developin8 a Mountbatten Sustainability policy and have an Environmental Sustainability Groupj whlch is planned to be relaunched In 2025 and which will develop an artion plan to monitor and aim to achieve the maximum energy efficiency posslble within the constralnts of delivering a conslstently high quality service to all our beneflclaries. Mountbatten Isle of Wi8ht was successful in an appllcatlon for an electric Toyota Communlty Loan Vehicle for a period of two years and we received the vehicle In February 2025. The vehicle wlll be used to extend our community outreach and to transport patients to the hosplce outpatient and day services. An electric charging point has also been installed in the car park. Our fleet includes our company cars and vans. Page 55

Mountbatten Isle of Wlght Llmlted Trustees, Report lincluding directors, report) For year ended 31 March 2025 Financial review The financial result for the year for the Mountbatten Group. whilst still a deficit of over £700k, is a big Improvement over the prior year result and a demonstration that our recovery plans are effective and are working. Results were affected by a number of factors. All income categories apart from trading activities showed no real increase or growth over the prior year. Trading activities did show a small Increase over the prior year. in particular due to the expansion of the Hampshire retail estate. Resources expended by the Group for the year were very tlghtly controlled and In fact decreased compared to the prlor year by over £400k as detailed in Note 6 to these Accounts. The total resources expended by the Group decreased to an amount of £18,623k compared to £19,099k in 2024. An analysis of Group Resources expended by activity 15 a5 follows.. 18%12024- 19%) of our expenditure was on the cost of generatlng funds. 59%12024 - 58%) of our expenditure was directly Incurred In the carrylng out of our charitable activities. 23%12024- 23%) of our expenditure was incurred in 5UPPOrt of the carrying out of our charitable activltles ond our governance. Investment Pollcy and Perforrnance The Trustee5 approved an investment policy, overseen by the Resources Committee, to provlde financlal securlty nd operational stability for the charity. This policy reco8ni5es that the charity is exposed to the risk of sharp income fluctuation5 due to the variability of legacy income and donations and uncertalnties surroundlng NHS funding. The investment level adopted by the Board 15 one of a Moderate risk profile with income and capital growth. The charity is continuing to develop a policy on Environmental. Social and Governance inflltences in it5 investing practices and will implement that as it evolves. Currently the Group does not invest in Tobacco based equities. During the year a Ios5 of £38,960 {2024 - galn of £273,879) wa5 achieved through the two management companies, this was a result of a 8ain of £86,83512024-105s of £218,5841 with funds invested in Ruffer and loss of £125,79512024 - 8ain of £492,463) f rom the funds invested in CCLA. The return In the year shows the benefit of utilisin8 two Investment managers and the differing portfolios to reduce the Impact of changlng markets. The portfollo contlnues to be managed by Ruffer LLP and CCLA Investment Management. The joint mana8ement strategy is intended to provlde broad risk management to protect the portfolio from extreme moves in investment sentiment and world events In all foreseeable circumstances. Page 56

Mountbatten Isle of Wlght Limlted Trustees, Report (including directors, report) For year ended 31 March 2025 Reserves Policv Trustees have previously agreed their reserves policy to be an asplred level of reserves equal to one year's budgeted expenditure and a minimum level of reserves, which they will always look to maintain, of a sum equal to nine months, budgeted expenditure. During the financial year, unrestricted reserves decreased by £O.8m finishing the year at £13.4m12024 £14.2ml. Budgeted expenditure for 2025126 is £17.9m, so total unrestricted reserves equate to approxlmately 9 months of budgeted expenditure as at March 2025. Excluding restricted funds and funds Set aside to Cover the book value of flxed 355ets, the free reserves available to the group are £3.8m, which equates to Just over 4.5 months, expenditure. Re5erve5 are not accumulated in a random fashlon but are the result of careful and prudent consideration of future obli8atl0ll5 and estimates of flnanclal result5 and the trustees will ensure that the charity takes its reserves posltion into account In future financial planning decisions. The current focus is on achlevlng a position of holding a minimurn of 9 months and a maxlmum of 12 months of operatlng costs In free reserves. Publ1¢ beneflt Statement Whilst evaluatlng the public benefit provlded by the Group, the Trustee5 referred to the Charity Commlsslon's general guldance. When reviewing the aim5 and objectives of the Hospice ond in planning future activities the Trustees consider whether or not there are identifiable public benefits, what they are, how they are related to the aims, and how they are balanced against any detriment or harm. Page 57

Mountbatten Isle of Wlght Llmlted Trustees, Report (including directors, report) For year ended 31 March 2025 Principal risks and uncertainties There are 19 current risks and 11 static risks (where the target ratlng has been achieved but monitoring still required). Mountbatten's Deputy CEO holds responsibility forthe risk register, which wa5 fully reviewed and revised during 202415 and provided training to the Board. The review process for rnonltorln8 the organlsational risk register Is outllned below., Full Risk Re8lSter reviewed by the Board annually Chan8es to Rlsk Register revlewed by Senior Management Team quarterlv Changes to Rlsk Reglster reviewed at Quality and Governance Committee quarterly and on the a8endas of all seven governance committees, The princlple flve strategic risks faced by Mountbatten are outllned below.. Rlsk Management-current and planned Financial stability from contract5 Wlth a lack of appropriate financlal uplift Clinical services costed and regular reviews planned Review of priority areas of service dellvery on80in8 Ongoing detalled review of flnancial structure and programme of actions with the Board of Trustees Ongoing lobbying with local MP'5 and other kev Stakeholders to highlight key challenges Public consultation undertaken ond further work on outcome ongoing 2.8% Integrated Care 8oard IICBI uplift agreed for 202512026 Providing data to ICB in terms of forward planning Robust compliance with IC8 contract monitoring and quality reporting Contract monltorlng meetlngs with ICB In place Failure to ralse fund5 Ifundrai51ng and glfts Sn wills) New fundraislng Strategy and action plan now In place Fundraisin8 section of Sustainability Strategic Implementation Plan updated in line with fundralslng strategy Review of Fundraising Team roles and skill sets has taken place Plans In place to reduce spend Participation in national Hospice UK legacy campaign - Commercial Director commenced employment October 2024 and new Head of Fundraising commenced employment January 2025 Commercial Development Group set up New data controller role in place Regular reporting of Fundraising through governance Structure People service5 completed piece of work on lowest paid roles Paid 3% pay rise from April 2024 and 2.5% pay rise from January 2025 for all staff Budgeted 202512026 for Nl increases and 2.8% staff poy rise alongside reviewin minimum wage Financial risks of additional costs of employment and retention Irises in national insurance contributions, national minim um wage and NHS pay awards) Page 58

Mountbatten Isle of Wlght Llmlted Trustee< Report (including director5. report) For year ended 31 Marth 2025 - Ongoing dose monitorbng of stafflng budget / establishments by the Senior Management Team Lobbying local MPS and other stakeholdefs around implications of Nl increase5 and NHS ay awards Working in partnership wlth local NHS, ICB, Care Homes and Third Sector Active membership of relevant local workln8 partles Continue to enhance close working relatlonshlps wlth Stakeholder5 and provlders locally and nationallv Evaluatlon of services and Impact of chan8ln8 demographlcs Evaluation of roles and re5ponsibllltles of volunteers Update referrer5 to enceurage earller referral and update on service offer Forecastlng and levels of servlce work commenced with focu5 on Hampshbre 8rowth Robust data collectlon and dashboards In place Ongolng further development and review of Mountbatten Coordlnatlon Centre A5 part of new strategic plan to be developed In 2025, conslder how to further achleve scale and influence Robust governance structu Strong communlcatlons processes and plan, led by Communlcations team Trade Mark agent appolnted- Trade Mark agent commlssloned to monitor appllcatlons which may infringe our rlghts Relatlonship management wlth stakeholders and medla Legal advice sought as requlred Public consultatlon undertaken and further work on outcome on8olng Contlnue to malntaln publlc story about our changln8 seThices to Increase confidence In the local population Mountbatten contlnues to manage the publlc me5sagÈ Appolntment of new CEO providing stablllty Unique demographlcs and st￿tched health and care seNlces creating additlonal increased demand on Mountbatten services Potential that public trust in Mountbatten reduces throu8h Increasing expectation5, lack of confldence in organlsatlonal capability or a si8nlllcant 'media scandal, or misuse of intellectual property Page 59

Mountbattenlsle of Wlght Limited Trustee< Report lindudlng dlrertor< report) For year ended 31 March 2025 Statement of trustees, responsibilities The trustee5. who are also the dlrectors of Mountbatten Isle of Wight Limlted for the purposes of company law, are respon51ble for preparing the Trustees, Report Iwhich includes the Strateglc Report) and the flnanclal statements In accordance with applicable law and Unlted Kingdom Accounting Standards (United Klngdom Generally Accepted Accountlng Practlcel. Company Law requlre5 the trustees to prepare flnanclal statements for each financlal year which 8lve a true and fair vlew of the state of affalrs of the charlty and of the incoming re50urce5 and application of ￿sOUrces. Includlng the income and expendlture, of the charltable company for that year. In preparlng these financlal ststements, the trustees are requlred to.. select suStable accountlng pollcles and then apply them conslstently,. obserye the methods and princlples In the Charltle5 SORP; make lud8ements and estlmates that are reasonable and prudent; state whether appllcable UK Accountlng Standards have been followed, sublett to any materlal departures disclosed and explained in the finan¢lal statements,. and prepare the financlal statements on the 8oln8 concern basls unless It Is Inappropriate to presume that the charlty will contlnue In operatlon. The tru5tee5 are responslble for keeping adequate accountlnB records that disclose wlth reasonable accuracy at any tlme the financial posltlon of the charity and enable them to ensure that the flnanclal statement5 comply wlth the Companles Act 21Y)6. They are also re5pon51ble for safeguardlng the a55ets of the charlty and hence for taking reasonable steps for the preventlon and detectlon of fraud and other Irregularltles. The trustees are respon51ble for the malntenance and Inte8rlty of the charity and flnanclal informatlon Included on the charity's webslte. Legislation in the Unlted Xlngdom governin8 the preparatlon and dissemlnatlon of financial statements may dlffer from le8lslation In other lurlsdlctlons. Audltor In accordance wlth the company's artlcles, a resolutlon proposln8 that Azets Audit Servlces be reappolnted as audltor of the company will be put at a General Meetln8. D15c105ure of informatlon to auditor Each of the trustees has confirrned that there Is no information of which they are aware which 15 relevant to the audlt, but of whlch the auditor is unaware. They have further conflrmed thatthey have taken approprlate 5tep5 to identify such relevant information and to estsblish that the audltor Is aware of such information. The trustees, report W3s approved by the Board of Tru5tees'. Sir lan Cheshlre Chalr of the Boafd of Trustees Dated.. 14 Zo LS Page 60

Mountbatten Isle of Wight Llmlted Independent Audltorfs Report to the Trustees of Mountbatten Isle of Wight limlted For year ended 31 March 2025 Opinlon We have audited the financial statements of Mauntbatten Isle of Wight Limited Ithe 'parent charitable company'l and its subsidiaries {the 'group'l for the year ended 31 March 2025 which comprise the consolidated statement of financial attivities. the group and charitable company balance sheets, the consolidated statement of cashflow and the notes to the financial statements, Including significant accounting policies. The financial reportin8 framework that has been applied in their preparation is applicable law and United Klngdom Accounting Standard5. including Financial Reportin8 Standard 102 The Financial Reporting Standard appllcable in the UK and Republic of Ireland Iunited Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: give a true and fair vlew of the state of the group's and parent charitable company's affairs as at 31 March 2025, and of the group's incomin8 resources and application of resources, including its income and expenditure, for the year then ended,. have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006 and the Charitie5 Art 2011. Basls for oplnlon We conducted our audlt In accordance with Internatlonal Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the auditor respon5ibilitles for the audit of the financial statements section of our report. We are independent of the group and parent charitoble company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard. and we have fulfllled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained 15 sufficient and appropriate to provide a bosis for our opinion. Concluslons relating to golng concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of accounting In the preparation of the financlal statements is appropriate. Based on the work we have performed, we have not identlfled any materlal uncertainties relating to events or conditions that, Individually or collectively, may cast s18nificant doubt on the group and parent charitable company's ablllty to contlnue as a goin8 concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibillties and the responsibilities of the trustees with respect to going concern are described in the relevant 5ectior15 of thi5 report. other informatlon The other information comprises the information included in the trustee5 annual report, other than the flnancial statements and our auditorfs report thereon. The trustees are responsible for the other informatlon contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated In our report, we do not express any form of assurance concluslon thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materiallv inconslstent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material intonsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material rnisstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fatt. We have nothing to report in thi5 regard. Page 61

Mountbatten Isle of Wlzht Llmlted Independent Auditorfs Report to the Trustees of Mountbatten Isle of Wl8ht Llmlted For year ended 31 March 2025 Oplnlons on other matters prescribed bythe Companies Act2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees, report (incorporating the strategic report and the directors. report) for the financial year for which the financial statements are prepared 15 consistent with the f inanclal statements: and the strategic report and the directors, report have been prepared in accordance with applicable legal requirements. Matters on whlch we are required to report by emceptlon In the Ilght of the knowledge and understandlng of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstaternpnt5 in the strategic report and the dlrectors, report. We have nothing to report in respect of the followlng matters in relatlon to which the Companies Act 2￿6 and the Charitie5 Act 2011 requires us to report to you if, in our opinion: adequate and sufficient accountlng records have not been kept by the parent charitable company, or returns adequate for our audit have not been recelved from branches not visited by us,. or the parent charitable company's fSnancial statements are not In agreement with the accountlng records and return5; or certain dlsc105ures of directors, remuneration speclfied by law are not made,. or we have not received all the Informotion and explanations we requlre for our audit. Responslbllltles of trustees As explained more fully in the trustees, responsibilities statement Set out on page 42, the trustees Iwho are also the directors of the parent charitable company for the purpose5 of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements thot are free from materlal misstatement, whether due to f raud or error. In preparing the financial statements, the trustees are responsible for assessing the group and parent charitable company's ability to continue as a golng concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so. Audltor responsibllltles for the audlt of the Ilnanclal statements We have been appointed auditor under the Companies Act 21x16 and section 151 of the Charities Act 2011 and report in accordance with those Acts. Our objectlves are to obtain reasonable assurance about whether the financial Statements as a whole are free from materlal mlsstatement. whether due to fraud or error, and to issue an auditorfs report that includes our opinion. Reasonable a55urance 15 a high level of assurance, but 15 not a guarantee that an audit conducted in accordance with ISAS {UKI wlll alway5 detect a material misstatement when it exi5t5. Misstatements cam ar15e frorn fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of u5er5 taken on the basis of these financial Statements. Page 62

Mountbatten Isle ofwlght Llmlted Independent Audltorfs Report to the Trustees of Mountbatten Isle of Wlght Limited For year ended 31 March 2025 Extent to which the audit was considered capable of detertln8 Irregularities, including Iraud Irregularities, including fraud, are instances of non-compliance with laws and regulation5. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council'5 webslte, to detect material misstatements in respect of irregularities, including fraud. We obtain and update our understanding of the entity, Its activities, its control environment, and Ilkely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error. design and perform audit procedures responsive to those risks. and obtain audit evldence that Is sufficient and appropriate to provide a basis for our opinion. Thls includes consideration of the risk of acts by the entlty that were contrary to applicable laws and regulations, includlng fraud. In response to the rlsk of irregularltles and non-compliance with laws and regulatlons, Includin8 fraud, we designed procedures whlch included.. Enquiry of management and those charged with governance around actual and potentlal Iltl8atlon and claims as well as actual, suspected and allegeé f raud; Reviewing mlnutes of meetin85 of those char8ed with 8overnance,' Assessing the extent of compliance with the laws and regulations considered to have a dlrect materlal effect on the financlal staternent5 or the operatlons of the entity through enquiry and inspection; Reviewlng financial statement disclosures and testing to supporting documentatlon to assess compliance with applicable laws and regulations: Performlng audit work over the risk of mana8ement bias and override of controls, including testing of journal entries and other adjustrnent5 for approprlateness, evaluating the busine55 rationale of slgnificant transactions outside the normal course of busine55 and revlewin8 accounting estlmate5 for indicotors of potential bias. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material mi55tatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance wlth a law or regulation is removed from the events and transactions reflected in the flnantial Stotements, as we will be less likely to become aware of instances of non-compliance. The risk of not detecting a material misstatement resulting from fraud 15 higher than for one resulting from error, a5 fraud may Involve colluslon, forgery, intentional omisslons, m15representations, or the override of internal control. Use of our report This report Is made solely to the charltable company's members, as a body, In accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken 50 that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body for our audit work, for this report, or for the opinions we have formed. Ashcombe Court Woolsack Way Godalming Surrey GU7 ILQ Ats+s AtsJJ'* £0 Debra Saunders Bsc FCA (Senior Statutory Auditor) 7 AugLJSt 2025 For and on behalf of Azets Audit Services, statutory Auditor Page 63

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Mountbatten Isle of Wight Lirnited Balance Sheet As at 31 March 2025 The Group 2025 Mountbatten Isle of Wi8ht 2025 2024 2024 Note Flxed assets: Tanglble 355et5 Investments 12 13 11,890,386 5,437,701 17.328.087 11,629,418 5,912.002 17,541,420 11,216,576 4,654,598 15,871.174 11,285,274 4,884,659 16,169,933 Current assets.. Stocks Debtors Cash at bank and In hand 58,632 1,888,850 1,005,003 2,952,485 20,210 546,242 2,179,415 2,745,867 40,251 1,782,705 757,627 2,580,583 51 580.427 1,354,164 1,934,642 16 Llabllltles: Creditors: amounts falling due within one year 17 13.355,2971 12,625,485) 11,978.5051 11,051,983) Net current assets 1402,8121 120,382 602,078 882,659 Total net assets 20 16,925,275 17,661,802 16,473,252 17,052,592 Funds: Restricted funds MIOW Restricted funds MH Total restrlcted funds Unrestricted funds: Deslgnated funds General funds Total unrestrlcted funds 3,186.885 315,163 3.502.048 3,236,179 248,109 3,484,288 3,186,885 3,236,180 3,186,885 3,236,180 9,573,435 3,849,792 13,423,227 9,573,435 4,604,079 14,177,514 9,073,435 4,212,932 13,286,367 9.073,435 4,742,977 13.816,412 Total funds 21 16,925,275 17,661,802 16,473.252 17,052,592 The financlal statements were approved by the Board of Trustees on behalf by: "knic and were slgned on its Sirlan Ches ire Chalr of the Board of Trustees Registered Company Number.. 02929267 The notes form part of these financial statements Page 65

Mountbatten Isle of Wlght Llmited Consolidated Statement of Cash Flows For year ended 31 March 2025 Note 2025 2024 Net cash used In operatln8 actlvitles 22 11.124,5851 1809.1661 Cash flows from Investlng actlvltles: Purchase of property, plant and equipment Proceeds from disposal of propertyj plant and equlpment Proceeds from sale of Investment5 Purchase of Investments Movement In portfolio cash held for investment 1550,0431 1291,8491 2,730 1,881,000 17,487,494) 770,318 1270.1021 Net cash used In investing artlvltles 149,8271 15,895,613) Change In cash and c•sh equlvalents In the year 11,174,412) {6,704,7791 Cash and cash equivalent5 at the beglnnlng of the year 2,179,415 8,884,194 Cash and cash equlvalents at the end of the year 1,005,003 2,179,415 Page 66

Mountbatten Isle of w￿ht Limited Notes to the Financial Statements For year ended 31 March 2025 ACCOUNMNG POLICIES Ststutory Informatlon Mountbatten 151e of Wight ￿mited15 0 charitable company limited by guarantee and 15 incorporated in England and Wales. The registered office address land principal place of business) is Halberry Lane. Newport,151e of Wight P030 2ER. bl 8asls of preparatlon The financial statements have been prepared in accordance with the Companles Act 2LKJ6 and "Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in ccordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 (effective l January 20191" Assets and liabllltles are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. These flnanclal statements consolidate the results of the charltable company and Its wholly-owned subsidiarv, Mountbatten Isle of Wight Tradin8 Llmlted, and Mountbatten Hampshire Group on the basis that the charitable companies are under common control. Mountbatten Hampshlre Group includes the parent charity, Mountbatten Hampshire Limited, and its sub5idlary, Mountbatten Hampshlre Promotions Llmited, and the entlties are consolidated on a Ilne by Ilne basls. Transactlons and balances between the charitable company and Its subsldlarles have been ellminated from the consolidated financial statements. Balances between the entities are disc105ed in the notes of the charitable company's balance sheet. A separate statement of financial activitie5. or income and expendlture account, for the charitable company Itself is not presented because the charitable company has taken advantage of the exemptlons afforded by section 408 of the Companies Act 2006. The twstees do not consider that there are any sources of estlmation uncertainty at the reporting date that have a signlficant risk of causing a materlal adjustment to the carryin8 amounts of assets and liabilltles wlthin the next reportlng period. The flnanclal statements are prepared in £ sterlingi whlch Is the f unctlonal currency of the charitable companv. Monetary amounts in these financial statements are rounded to the nearest £. Public benefft entity The charitable company meets the definition of a public benefit entity under FRS 102. d) Golng concern The trustees conslder that there are no material uncertainties about the group'5 and charitable company's ability to continue as a going concern. Thus, the trustees continue to adopt the going concern basls of accounting in preparing the financial statements. Income Income is recognised when the group has entltlement to the funds, any performance conditions attached to the income have been met, It Is probable that the income will be received and that the amount can be measured reliably. Income from government and other grants, whether 'capital' grants or 'revenue' grants. is recognised when the group has entitlement to the funds, any performance conditions attached to the grants have been met. it is probable that the income will be received, and the amount con be measured reliably and is not deferred. Page 67

Mountbattenlsle of Wight Limited Notes to the Flnanclal Staternents For year ended 31 March 2025 ACCOUNTING POLICIES {continued) Income (contlnued) For legacie5, entitlement is taken as the notification has been made by the executorlsl to the charities that a distribution wlll be made. or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably, and the charity has been notified of the executor's intention to make a distribution. Where legacies have been notif led to the charities, or the charities are aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contin8ent asset and disclosed If material. Income recelved In advance of the provlslon of a specified Service is deferred untll the crlterla for Income recognition are met. f) Donatlons of zlfts. servl¢es and facllltles Donated prDfe551onal Services and donated facilities are recognised a5 Income when the group has control over the item or received the service, any condition5 a550ciated with the donation have been met, the receipt of economic benefit frorn the use by the group of the item is probable and that Economic benef5t can be measured rellably. In accordance wlth the Charities 50RP IFRS 1021, volunteer time is not reco8nlsed, and reference Is made in the trustees, annual report about their contribution. On receipt, donated glfts, professional services and donated facllities are reco8n15ed on the ba515 of the value of the gift to the group which 15 the amount the group would have been wllling to pay to obtain 5ervice5 or faclllties of equivalent economic benefit on the open market; a correspondin8 amount is then recogrbised In expenditure in the per￿0d of receipt. Interest re¢elvable Interest on f und5 held on deposit15 included when receivable and the amount can be measured reliably by the group; thls 15 norrnally upon notification of the interest paid or payable by the bank. hl Fund accountlni Restricted funds are to be used for specif ic purposes as laSd down by the donor. Expenditure which meet5 these criteria is charged to the fund. Unrestrlcted funds are donations and other Incomlng resources received or generated for the charitable purposes. Designated fund5 are unrestrlrted funds earmarked by the trustees for particular purposes. Expendlture ènd Irrecoverable VAT Expenditurels recogni5ed once there Is a legal or constructive obligation to make a paymeTrt to a thlrd party. It Is probable that settlement w151 bp required and the amount of the obligation can be measured reliably. Expenditure is classified under the following actlvity headings: Costs of raising fund5 relate to the costs incurred by the charitable companie5 in inducing third partie5 to make voluntary contributions to them, as well as the cost of any activltie5 Wlth a fundraising purpose Expenditure on charltable activities includes the costs of dellverlng 5ervice5 both within the hospices and the community to further the purposes of the charities and their associated 5UPPOrt Costs. Page 68

Mountbatten Isle of Wl8ht Llmlted Notes to the Flnanclal Statements For year ended 31 March 2025 ACCOUNTING POLICIES {continued) J) Allocatlon of support costs Resources expended are allocated to the particular activlty where the c05t relote5 dlrectly to that activitv. However, the c05t of overall direction and administration of each activity* comprislng the salary and overhead costs of the central fvnttion, and govemance costs, is apportioned on the following basis which are an estimate, based on staff time. of the amount attributable to each activity. Cost of raising fund5 Inpatient / Day Care Community Care 22% 37% 41% Governance costs are the costs associated with the govemance arrangements of the charity. These costs are associated with constitutlonal and statutory requirements and include any costs assoclated with the strategic management of the charities, actlvlties. k) Operating leases Rental charges are charged on a stralght-llne basis over the term of the lease, Tanglble fixed assets Items of equipment are capitallsed where the purchase price exceeds £2,000. Depreclation costs are allocated to activltie5 on the basis of the use of the related assets in those attivitie5. Assets are revlewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value In use. The charity has taken the opportunlty provided in FRS 102 section 35 to treat the revaluatlon amount of freehold land and buildings Os deemed cost. Depreciation 15 provlded, on a strai8ht line basis, at rates calculated to write down the cost of each a55et, except land, to its estimated residual value over its expected useful life. The useful live5 are as follows.. Freehold land and buildings Leasehold improvements Fixtures, fittin8s and equipment Motor vehlcles Not depreclated Over the term of the lease between 3 and Ioyears between 5 and 7 years Depreciation is not charged on freehold buildings because the charity has a policy to malntain the properties to a high standard through o continuing programme of refurbishment and maintenance. Consequently, the lives of the propertie5 and their residual values are such that any depreclation charge would be Immaterial. Freehold buildings are reviewed for impairment at the end of each accounting period in accordance wlth FRS 102. Llsted Investments Investment5 are a form of basic financial instrument and are initially recognised at their tran5aCtlon value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of finantlal activities and any excess of fair value over the historic cost of the investments will be shown as a falr value reserve in the balance sheet. Investment gains and losses, whether reallsed or unrealised. are combined and shown in the headlng "Net gainsl{105sesl on investments" in the statement of financial activities. The charity does not acquire put options. derivatives, or other complex financlal instruments. Investments In subsldiaries Inve5tment5 in subsldiaries are measured at cost. Page 69

Mountbatten Isle of Wlght Llmlted Notes to the Financial Statements For yearended 31 March 2025 ACCOUNTING POLICIES (continued) Stocks Stocks are stated at the lower of c05t and net rea115able value. In general, cost is deterrnined on a first In first out basis and includes tran5POrt and handling cost5. Net realisable value is the price at which stock5 can be sold in the normal course of busine55 after allowing for the costs of realisation. Provision is made where nece55ary for obsolete, slow moving, and defective stocks. The value of donated goods for resale is not recognised on receipt. Instead, the value to the charities of these goods is reco8nised as income when sold. p) Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. ql Cash at bank and In hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturlty of three months or less from the date of acquisition or openin8 of the deposit or similar account. Credltor5 and provlslans Creditors and provisions are recognised where the charlty has a present obligation resulting from a past event that will probably result In the transfer of funds to a thlrd party and the amount due to settle the obligation can be measured or estlmated reliably. Creditors and provlsion5 are normally reco8nlsed at thelr settlement amount after allowin8 for any trade dlscounts due. Flnanclal Instruments The company has elected to apply the provisions of Section 11 'Basic Financial Instruments, and Section 12 '0ther Financial Instruments155ues' of FRS 102 to all of Its flnancial instruments. Flnanclal instruments are recognised in the company'5 balance sheet when the company becomes party to the contractual provlsions of the instrument. Financial assets and Ilabllitie5 are offset, with the net amounts presented In the f Inanclal statements, when there is a le8ally enforceable right to set off the reco8nised amounts and there Is an intention to settle on a net basis or to reallse the asset and settle the liability slmultaneously, Baslc flnanclal assets Basic financial assets, which include debtors and cash and bank balances. are initially measured at transartlon price including transaction costs and are subsequently carried at amortised c05t using the effective interest method unle55 the arrangement constitutes a financing transaction. where the transaction is measured at the present value of the future recelpts dlscounted at a market rate of interest. Financlal assets classified as receivable within one year are not amortised. other flnanclal assets Other financial asseis, Including investments in equity instruments which are not subsidlaries, a550ciate5. orjoint ventures, are inltially measured at fair value. which is normally the transaction price. Such assets are subsequently carried at fair value and the changes in falr value are reco8nised in profit or 105s, except that investments in equity instruments that are not publicly traded and whose fair values cannot be measured reliably are measured at cost le55 impairment. Page 70

Mountbatten Isle of Wlght Llmlted Notes to the Flnanclal Statements For year ended 31 March 2025 ACCOUNTING POLICIES (continued) Impairment of financial assets Financial assets, other than those held at fair value through profit and loss, are assessed for indicators of impairment at each reporting end date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the finantlal asset, the estimated future cash flows have been affected. If an asset is impaired, the impairment loss is the difference between the carrying amount and the present value of the estimated cash flows discounted at the asset'5 original effective interest rate. The impairment loss is recognlsed in profit or loss. If there is a decrease In the Impalrment loss arising from an event occurrln8 after the impairment was reco8nlsed, the impairment is reversed. The reversal is such that the current carrying amount does not exceed what the carrylng amount would have been, had the impairment not prevSously been recognlsed. The impalrment reversal Is recognised in proflt or loss. Dereco8nltlon of flnanclal assets Flnancial assets are dereco8ni5ed only when the contractual rights to the cash flows from the a55et expire or are settled, or when the company transfers the financial a55et and substantially all the risks and reward5 of owner5hlp to another entity, or if some significant rlsks and rewards of ownership are retained but control of the a55et has transferred to another party that is able to sell the asset in its entlrety to an unrelated third party. Classlflcatlon of flnanclal Ilabllltles Financlal liabilities and equity instruments are classlfled accordin8 to the substance of the contractual arrangements entered into. An equity instrument is any contract that evldences a residual interest in the assets of the company after deducting oll of its liabilities. Baslc financlal Ilabilltles Basic financial liablllties, including creditors, bank loan5 and loan5 from fellow group companle5, are initiallv recognlsed at transactlon price unless the arrangement constitutes a financlng transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of Interest. Financial liabilities classified as payable within one year are not amortised. Debt instruments are subsequently carried at amortlsed cost, uslng the effertive interest rate method. Trade creditors are obllgatlons to pay for goods or servlces that have been acquired in the ordlnary course of business from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non￿Urrent liabilities. Trade credltors are reco8nised initlally at transactlon price and subsequently measured at amortised cost using the effectlve Interest method. Derecognltlon of financlal Ilabllities Financial Ilabllities are derecogni5ed when the company's contractual obli8atlons explre or are discharged or cancelled. Page 71

Mountbatten Isle of Wight Limrted Notes to the Flnanclal Statements Foryear ended 31 March 2025 ACCOUNTING POLICIES (continued) Penslons The charities contrlbute to the NHS Superannuation pension scheme for certain qualifying employees. The assets of the scheme are held separately from those of the charities in an independently administered fund. The pension charge represents contrlbution5 payable by the charity to the fund. It is a multi-employer scheme and the charities are unable to identify their share of the underlying assets and liabilities. It is therefore accounted for as thou8h it were a defined contribution scheme. The 8roup also provides a defined contributlon pension scheme for staff other than those wlthln the NHS superannuation pension scheme. The assets of the scheme are held separatply from those of the company Sn a separately adminlstered fund. Pension costs relatln8 to employee5 recharged from the NHS Trust are not identified separately ané are included in wage costs, on a defined benefit ba515. Judsements and key sources of e5tlmation uncertalnty In the application of the compony's accounting policies, the dlrectors are required to make judgements, estimates and assumptions about the carrylng amount of assets and Ilabllitie5 that are not readily apparent from other sources. The estimates and assoclated assumptions are based on historical experlence and other factors that are consldered to be relevant. Actual results may differ from these estimates. The estimates and underlyin8 assumptions are reviewed on an on8olng basi5. Rev151on5 to accountlng estlmate5 are recognised in the period in whlch the estimate is revlsed where the revision affects only that perlod, or in the period of the revision and f uture periods where the revision affects both current and future periods. Management do not conslder there to be any key estimates or Jud8ement5 in the preparation of these flnancial statements. Page 72

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Mountbatten Isle of W*ht Llmlted Notes to the Financial Statements For year ended 31 March 2025 Net Income I lexpenditure) for the year Thls Is stated after charging 2025 2024 Depreciation Operating lease rentals: Property- MIOW Property- MH Audltor's remuneratlon lexcludlng VAn: Audit- MIOW Audit- MH Other servlces - MIOW Other services- MH 289,075 353,977 198,508 257.628 198,505 182.383 24,200 22,175 6,450 4,950 22,750 19,500 975 1,725 8. Anatysls of staff costs, trustee remuneratlon and expenses. and the cost of key management personnel Staff costs were as follows: Current year 2025 MIOW MH Total Staff under servlce level agreement with NHS Wages and salaries Employer's national Insurance Pension costs Temporary and agency staff Other staff costs 761,983 5,675.935 553,017 583,009 528,364 177,771 8,280,079 595.820 3,808,358 312,134 401,189 613,460 183,862 5.914,823 1,357,803 9,484,293 865,151 984,198 1,141,824 361,633 14.194.902 Prlor year 2024 MIOW MH Total Staff under service level agreement with NHS Wages and salarles Employer's national insurance Penslon costs Temporary and agency staff Other staff costs 678.736 5,276,550 533,839 549,463 623,114 249,837 7,911,539 653,781 4,220,974 412,132 436,322 588,549 183,699 6,495,457 1,332,517 9,497,524 945,971 985,785 1,211,663 433.536 14,406,996 Pa8e 78

Mountbatten Isle of Wight Limited Notes to the Financial Statements For year ended 31 March 2025 Anatysis of staff costs. trustee remuneration and expenses. and the cost of key management personnel {continued) The following number of employees received employee benefits lexcluding employer pension costs and national insurance) during the year between: 2025 No. 2024 No. £60,0￿ - £69,999 £70,0(JJ - £79,999 £80.OIJJ - £89,999 £90,OLMJ - £99,999 £100,￿10 - £109,999 £110,000- £119.999 In addltlon to employed staff costs, there were costs relatlng to 212024: 21 seconded medical professlonal staff of £295,19112024: £217,026). The total employee benefits including penslon contrlbutlons and employers, Nl of the key management personnel were E771,81512024.. £708,683). No charlty trustees were paid nor received any other beneflts from employment with the charity In the year12024: none). No charlty trustee received payment for professlonal or other services supplled to the charity12024.. £nill. Trustees, expenses repre5ent5 the payment or reimbursement of travel and subsistence costs totalling £87512024: £3291 Incurred by 412024.. 41 tru5tee5. Staff numbers 2025 Employed by Charity No. 2025 Recharged to Charitv No. 2024 Employed by Charity No. 2024 Rechar8ed to Charlty No. Fundraising- MIOW Fundraisin8 - MH In patient unit / Patient 5eNices - MIOW In patlent unlt / Patient 5eNices - MH Communlty Day unit / JCC Retail Support 45 67 140 55 67 113 26 62 77 414 63 78 412 10. Related party transartlons There are no donation5 from related parties which are outside the normal course of business and no restricted donations from related parties12024.. £nil) not already disclosed. 11. Taxatlon The charities are exernpt from corporation tax as all their incorne is charitable and is applied for charitable purposes. The trading subsidiarie5 Mountbatten Isle of Wight Trading Limited and Mountbatten Hampshire Promotions Limited gift aid available prof it5 to their immediate parent charities. Page 79

Mountbatten Isle of Wight Limited Notes to the Flnancial Statements For year ended 31 March 2025 12. Tan8ible flxed assets Fixtures, fittings and equipment Land and buildings Leasehold improvements Motor vehicle5 Group Total Cost At the start of the year Additions in year Disposals in year At the end of the year 11,033,169 462,875 460,928 2,761,409 59.247 472,081 29,868 14,729,534 550,043 11,033.169 923,803 2,820,656 501,949 15.279.577 Depreclatlon At the start of the year Charge for the year Depreciation eliminated on disposal At the end of the year 50,233 1,531 318,548 75,952 2,466,692 157,734 264,643 53,858 3,1￿,116 289,075 51,764 394,500 2.624,426 318,501 3.389,191 Net book value At the end ofthe year 10,981,405 529,303 196,230 183,448 11,890,386 At the start of the year 10,982,936 144,327 294,717 207,438 11,629,418 Freehold land and buSldings Flxture5, fittings and equipment Leasehold improvement5 Motor vehicles Mountbatten Isle of Wlght Total Cost At the start of the year Additions in year Disposals in year At the end of the year 10,981,014 136.940 2,087,101 12,977 442,281 9.000 13.647,336 21,977 10,981,014 136,940 2,100,078 451.281 13,669,313 Depreciatlon At the start of the year Charge for the year Depreciatlon ellminated on disposal At the end ofthe year 132,938 1,069 1,965,961 45,882 263, 163 43,724 2,362,062 90,675 134,007 2,011,843 306,887 2,452,737 Net book value Atthe end of the year 10,981,014 2,933 88,235 144,394 11,216.576 At the start of the year 10,981,014 4,002 121,140 179,118 11.285,274 All of the above assets are used for charitable purposes. In the group figures, land and buildings constitutes both freehold property and leasehold property. Page 80

Mountbatten Isle of Wight Llmlted Notes to the Financial Statements For year ended 31 March 2025 13. Investments Group 2025 Mountbatten Isle of Wight 2025 2024 2024 Listed investments Fair value at the start of the year Additlons at cost Dlsposal proceeds Net Ilossllgain on change in fair value 5,912,002 64,875 1770,3181 138,9601 5,167,599 31,629 7,487,494 {1,881,0001 273,879 5,912,002 4,884,657 53,505 1250,0001 133,5661 4,654,596 5,688.901 {1,047,8311 243.587 4,884,657 Cash held by investment broker pendin8 reinvestment 270,102 Investment In 8roup undertaking Falr value at the end of the year 5,437,701 5,912,002 4,654,598 4,884,659 2025 2024 Charlty Trusts Over5ea5 Bonds Cash held by investment broker pending relnvestment 5,135,970 31,629 5,880,373 31,629 270,102 5,437,701 5,912,002 Page 81

Mountbatten Isle of Wight Limited Notes to the Financial Statements For year ended 31 March 2025 14. Subsldlary undertakln8S Mountbatten Isle of Wi8ht Limlted, the charitable parent company, is the sole organisational member of Mountbatten Hampshire Limited. Mountbatten Isle of Wight Limited operates a hospice on the Isle of Wight and owns the whole of the issued ordinary share capital of Mountbatten Isle of Wight Trading Ltd, a company registered in England and used for non-primary purpose trading. The company number is 03083127. Mountbatten Hampshire Llmlted operates a hospice in Southampton. The company number is 06539641 and the charity number 1$ 1123304. It owns the whole of the issued ordinary share capital of Mountbatten Hampshire Promotions Limited, a company registered in England and used for non-primary purpose trading. The company number is 03675130. All subsidiary company èctivities have been consolidated on a line by line basis in the statement of flnanclal adivities. Available profits from the trading subsidiaries are gift alded to their respectlve parent charitable companies. A summary of the results of the subsidiaries for the year are shown below: Mountbatten Hampshlre Llmlted Mountbatten Hampshlre Promotlons Ltd Mountbatten Isle of Wlght Tradlng Ltd Year ended 31 March ZOZS Income I turnover Cost of sales 8,357,683 382.886 192,714) 141,927 111,668) Net Income / gross profit 8,357,683 290.172 130,259 Net expenditure l administrative expenses Distribution from subsidiary Gain on investment assets 18,780,227) 270,755 15,3941 119,4171 136,7391 Net income/lexpenditurel/profit/llossl for the financlal year 157,1831 270.755 93,520 Funds/retained earnings brought forward Net income/lexpendlturel/profit/llossl for the financial year Di5tributlon under Glft Ald to parent charity 683,001 1157,1831 270.755 {270.7551 93,520 193,520) Reserveslretained earnlngs carrled forward 525,818 The aggregate of the assets, liabilities and funds was.. Assets Llabllltles 2,191,742 11,665,924) 49,655 149,6531 14,675 114,673} Funds 525.818 Page 82

Mountbatten Isle of Wlght Llmlted Notes to the Flnan¢lal Statements For year ended 31 March 2025 14. Subsldlary undertakings {continued) Mountbatten Hampshire Llmlted Mountbatten Hampshlre Prornatians Ltd Mountbatten Isle of Wight Tradlng Ltd Yearended 31 March 2D24 Income I turnover Cost of sales 8,091,363 367,466 1121,0951 148,132 110,8421 Net Income / gross profit 8,091,363 246,371 137,290 Net expendlture / admlnistrative expenses Distribution from subsidiary Gain on investment assets 19,419,803) 475.021 30,292 119,4381 137,0431 Net income/lexpenditurellprofit/llos51 for the f inancial year 1823,1271 226,933 100,247 Fund5/retained earnlng5 brought forward Net incomel{expenditurel/profit/lloss} for the financial vear Dlstrlbutlon under Glft Ald to parent charity 1,506,128 248.088 1823,1271 226.933 1475.0211 100,247 1100,2471 Reserves/retained earnin85 carrled forward 683,001 The aggregate of the a55ets, liabilitie5 and funds was: Assets Liabilities 2,341,866 11,658,865) 148,090 1148,0881 54.567 {54.5651 Funds 683,001 Intercompany transactlons Included withln admlnistrative expen5e5 for Mountbatten Hampshire Limited is a management charge of £882.424 (2024: £933,426) from Mountbatten 151e of Wlght Llmited to Mountbatten Hampshire Limited. Included within administrative expenses within Mountbatten Isle of Wight Tradlng Limited is a management charge of £30,00012024'. £30,000) from Mountbatten Isle of Wight Limlted. Included withln administrative expenses for Mountbatten Isle of Wlght Llmited is a mana8ement char8e of £34,960 12024: £129,200) from Mountbatten Hampshire Limited to Mountbatten Isle of WSght Limlted. Shared trUsteesldl￿ttorS All trustees of Mountbatten Isle of Wlght Limited are also trustees of Mountbatten Hampshire Limited, with the exceptions of Stephen Izatt and Wendy Murwill, who are only trustees of Mountbatten Isle of Wi8ht Limited. Stephen Izatt & Wendy Murwill are tru5tee5 and directors of both Mountbatten 151e of Wlght Llmlted and Mountbatten Isle of Wight Trading Limited. Page 83

Mountbatten Isle of Wight Limited Notes to the Flnanclal Statements For year ended 31 March 2025 15. Mountbatten Isle of Wlght Llmlted The parent charitvs (Mountbatten Isle of Wight Limited) gross income and the results for the year are disclosed as follows: 2025 2024 Gross income Result for the year 9,959,988 1579,3401 10,061.618 1215,461) 16, Debtors Group 2025 Mountbatten Isle of Wlght 2025 2024 2024 Amounts due from group entltles Trade debtors Accrued income and other debtors VAT recoverable Prepayments 307,412 1.010.647 210,522 38.557 215,567 1,782,705 163,111 48,693 64,586 87,634 216,403 580,427 1,055,806 298,042 234,267 300,735 1,888,850 93,128 102,676 103.902 246.536 546,242 17. Credltors: amounts falllng due wlthln one year Group 2025 Mountbatten Isle of Wi8ht 2025 2024 2024 Trade creditors Deferred income Other creditors and accruals Amounts due to group entities 937,485 991,796 1,426,016 1,266,421 156,910 1,202,154 276,453 974,806 613.277 113.969 325,921 155,870 570,192 3,355,297 2.625,485 1,978,505 1,051,983 18. Deferred Income Deferred Income comprises grant and contratt Income recelved In advance of services being provided. Group 2025 Mountbatten Isle of Wlght 2025 2024 2024 Balance at the beginning of the year Amount released to Income in the year Amount deferred in the year 156,910 13,039,929) 3,874,815 69,718 13,625,204) 3,712.396 155.870 13.038.889) 3.857.825 69,718 {3,625,2041 3,711,356 Balance at the end of the year 991,796 156,910 974.806 155,870 Page 84

Mountbatten Isle of Llmlted Notes to the Financial Statements For year ended 31 March 2025 19. NHS Penslon Scheme The charities have some staff who are members of the NHS Pension Scheme. The scheme is an unfunded, defined benefit scheme that covers NHS employees, general practices and other bodies, allowed under the direction of the secretary of State, in England and Wales. The scheme is not designed to be run in a way that would enable each body to identify its share of the underlying scheme assets and liabilities. Therefore the scheme is accounted for as if it were defined contribution scheme. Details of the benefits payable and rules of the Scheme can be found on the NHS Pensions website at www.nhsbsa.nhs.uk/pensioDs Inhsbsa.nhs.ukl. The cost of participating in the Scheme is taken as equal to the contributions payable to the scheme for the accounting period. In order that the deflned benefit obligatlons recognised in the financial statements do not differ materially from those that would be determined at the reporting date by è formal actuarlal valuation, the FReM (Government Financial Reporting Manuall requires that "the period between formal valuations shall be four years, with approximate assessments in intervenlng years. An outline of these follows: a) Accountlng valuatlon A valuatlon of scheme liablllty Is carrled out annually by the scheme actuary Icurrently the Government Actuarfs Departrnentl as at the end of the reportlng period. This utili5e5 an actuarial assessment for the prevlous accounting period in conjunction with updated membership and financial data for the current reporting period, and 15 accepted as providing suitably robust figures for financial reporting purpose5. The valuation of the scheme liability as at 31 March 2021, is based on valuation data as 31 March 2020, updated to 31 March 2021 with summary global member and accounting data. In undertaking thi5 actuarial assessment, the methodology prescribed In IAS 19, relevant FReM Interpretations, and the discount rate prescribed by HM Treasury have also been used. The latest assessment of the liabilities of the scheme is contained in the report of the scheme actuary, which forms part of the annual NHS Pension Scheme Accounts. These accounts can be viewed on the NHS Pensions website and are published annually. Coples can a150 be obtalned from The Stationery Offlce. b) Full artuarlal Ifundlng) valuatlon The latest actuarial valuation undertaken for the NHS Penslon Scheme was completed as at 31 March 2020. The results of this voluatlon set the employer contribution rate payable from April 2024 to 23.7% of penslonable pay. The total penslon contrlbutlons payable for the NHS penslon Scheme in the year were £984,19812024.. £985,785). Page 85

Mountbatten Isle of Wight Limited Notes to the Flnanclal Statement5 For year ended 31 March 2025 20. a) Analysls of group net assets between funds- 2025 General unrestricted Designated fund5 Restricted fund5 Total funds Tangible flxed assets Investments Net current assets 348,800 5.437,701 11,936,709) 9,073,435 2,468,151 11,890,386 5,437,701 1402.812) 500,000 1,033,897 Net assets at the end of the year 3,849,792 9,573,435 3,502,048 16,925,275 20. a) Analysts of group net asset5 between funds- 2024 General unrestrirted Designated funds Restricted funds Total funds Tanglble flxed assets Investments Net current assets 89.881 5,912,002 11,397,804) 9,020,915 2,518,622 11,629,418 5,912,002 120,382 552,520 965,666 Net assets at the end of the year 4,604,079 9,573,435 3,484,288 17,661,802 Page 86

Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 March 2025 21. a} Movefflent in funds- 2025 At l April 2024 Galn on revaluations At 31 March 2025 Income Expendlture Transfers Restrlrted fvnds Capitsl funds John Cheverton Estate flxed Asset Fund John Cheverton Estate Pool Vehicle Fund Fixed Asset Fund Hosplce UK Grant Revenue funds Cllnlcal Co-ordination Centre IBCF Kelly donation Youn8 adult seThlces NH5CCG-CQUINs KIs5yPuppy re5trlcted fund Advanced communlcatlon MND Cllnlc Mountbatten young adults Barclays donation Ward Furnlture Bladder Scanner5 Hoist Pod5 for IPU 22,087 22,087 240,891 2,255,644 150,4711 190,420 2.255,644 155.151 1155,1511 41,213 26,667 505 22,709 38,931 465,380 3,748 4,173 1,822 58,511 1,012 6,083 2,720 41,213 126,6671 505 122.7091 138,9311 154,0721 13.7481 14,1731 130,232 541,540 1,822 58.511 11,0121 11,9001 4,183 2,720 Essentlal Equipment for patlent Care 24,538 1,000 24,538 Dalsy Rlch Trust Hospital Saturday Fund Chlldren's Service other restrfcted funds 12,0001 28,657 28,657 14,045 3.186,885 16,545 3,236,179 12,5001 1363,3341 Total restrlcted funds MIOW 314,040 Page 87

Mountbatten Isle of Wl8ht Llmited Notes to the Flnanclal Statements For year ended 31 March 2025 21. al Movement In lunds- 2025 leont.) At l April 2024 Galnon revaluations At 31 March 2025 Income xpenditure Transfers Restrlrted fund5- MH NHSE 28,818 219,291 28.818 286,345 other 255,743 1188,6891 Totsl restrlcted funds 3,484,288 569,783 1552,0231 3,502.048 Unrestrlrted funds- MIOW Designated fund5'. Flxed Asset Fund 9,073,435 9,073,435 500,000 9,573,435 9.073,435 9,073,435 5¢Xs,000 9,573,435 Total deslgnated funds. MIOW Desl8naied fund5- M Total desl8nated funds Gener*1 fund5- MIOW group Genernl funds- MH youp 911,052 3,693,027 8,870,393 8,484,826 19,366,878) 18,703,668) 133,5661 15,3941 381,001 3,468,791 Totsl untestrltt•d funds 14,177,514 13,220,665 4.441,137 17,661,802 17,35S,219 9,184,433 8,740,569 17,925,002 118.070.5461 19,730,212) 18,892,357) 118.622.5691 138,9601 133,5661 15,3941 138,9601 13,423,227 12,641,320 4,283,955 16,925,275 Totsl fvnds- MIOW Total fund5- MH Total fvnds Page 88

Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 March 2025 21. b) Movement in funds- 2024 At l Aprll 2023 Gain on revaluations At 31 March 2024 Income Expendlture Transfers Restrlrted funds Capital funds John Cheverton Estste fixed A55et Fund John Cheverton Estste Pool Vehlcle Fund Fixed Asset Fund Revenue fund5 Cllnical CO￿rdInatIon Centre 18CF Kelly donatlon Youn8 adult 5ervlces DC cllnlcal teaching port NHS CCG- CQUINS KIs5yPuppy restricted fund Advanced communication MNO Cllnlc Mountbatten young adults Barclays donatlon Ward Furnlture Bladder Scinner5 Ho15t Pods for IPU 44,286 122,1991 22.087 250,000 2,255,644 19,1091 240.891 2,255.644 41,213 34,004 505 22,709 41,213 26,667 505 22,709 17,3371 39,038 399,580 3,748 6,927 2,469 66,278 1,012 7,083 3,680 44,202 129.306 144.3091 163,5061 38,931 465,380 3,748 4,173 1,822 58,511 1,012 6,083 2.720 12.7541 16471 17.7671 11.0001 19601 Essential Equipment for patlent Care 4,263 1,000 2,000 9,345 3,194,784 21,102 18271 24,538 1,000 2,000 16,545 3,236,179 Da15y Rlch Trust Hospltal Saturday Fund Other restrlrted funds 7,200 Totsl restrlrted funds MIOW 201,810 1160.4151 Page 89

Mountbatten 151e of Wight Limited Notes to the Financial Statements For year ended 31 March 2025 21. a) Movement In funds- 2024 Icont.) At l Aprll 2023 Galn on revaluation5 At 31 March 2024 Income Expenditure Transfers Restrlrted fund5- MH NH5E Other 71,800 149,150 142,9821 129.0751 28.818 219,291 99.216 T4)t•l restrlcted funds 3,415,734 301,026 232,4721 3,484,288 Unrestrlrted funds- MIOW De51gnated funds.. Flxed Asset Fund 9,073,435 9,073,435 500,000 9,573,435 9,073,435 9,073.435 500,000 9,573,435 Totsl de51gnated funds- MIOW Deslgnated funds- MH Totsl deslgnated funds Géneral funds- MIOW 8roup General fvnds- MH Broup 3,163,956 2,858,509 8,944,265 8,230,412 111,440,756) 17.426,1861 243,587 30,292 911,052 3.693,027 Total unrestrlcted funds Total lunds- MIOW Total lunds- MH Yotsl lunds 15,595.900 15,432,174 3,579,460 19,011,634 17,174,677 9,146.075 8,329.628 17,475,703 118,866,942) 111,601,171) 17,498,243) 119,099,414) 273.879 243,587 30,292 273,879 14,177,514 13.220,665 4.441,137 17,661,802 Page 90

Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 Mar¢h 2025 21. Movement In funds (contlnued) PuTroses of restrltted fvnds John Cheverton estatefixed asset fund- This fundlng was provided to acquire spetlfic assets including a new ambulance, new Arjo baths and certain new beds with mattresses and pumps. All these assets have been acquired and will be depreciated in terms of the policies relating to the depreciation of fixed assets. Fixed asset fund represents funds received for the purchase, refurbishment and improvement of the Hospice's building5, Included within fixed assets. It includes: The Halberry Lodge Funds, a donation received for the purchase of Halberry LodgelJCC, fully capitalised within Freehold Land and Buildlngs. DOH funds recelved as a contrlbutlon towards the refurblshment of Halberry Lodge/JCC as above. The Space Utili5ation and Enhancement ISUREI project fund. a DOH 8rant toward5 the refurbishment of offlce space, capltalSsed within fixtures. flttings and equlpment. The Facilities Improvement fund, recelved as a contrlbution towards the improvement works requlred on the existin8 buildlngs* and represents the net book value of those completed works. Cllnical Co-ordlnation Centre 8rant from the CCG supports the establlshment and operation of an 'Early Interventlon, Initiatlve which seeks to flnd and make contact with people approachin8 end of life. Thls wlll enable u5, from an early stage, to ensure that they are receivin8 appropriate care and 5UPPOrt for their condition. Th15 will range from simple conversations about Advanced Care Plannin8 and a 6 monthly phone call to concentrated treatment and possible adrnlssion to the In-Patient unlt. IBCF Thls grant from the 151and Better Care Fund supports the estobllshment and operatlon of a comprehenslve education facility and associated education programme. Kelly Donation- This donation is specifically to fund the acquisition of Rlser/Recliner chairs for the H05pice. Young odult services- This grant was made to fund the post of a Young Adult Therapist/Counsellor for three year5. The NHS CCG - CQUINS fund represents the Isle of Wight Clinical Commissioning Group funding toward5 the ocquisition, installation and commissioning of a new patient record software programme known as Systemone. The Kissypuppy funds represents donations received towards chlldren's services. Barclay5 Grant has been glven to fund the acquisition of cllnlcal equipment, supplies and PPE. Page 91

Mountbatten 151e Df Wight Limited Notes to the Financial Statements Foryear ended 31 March 2025 21. Movement In funds (continued) Purposes of restrltted funds (continued) NHSE Ivia Hospice UK) Grant The NHSE awarded funding to allow the hospice to make available bed capacity and community support from December 2021 to March 2022 to provide support to people with complex needs in the context of the COVID-19 situation. Advanced Communication - This 8rant was made to fund further training for our Bereavernent and Psycho-social teams in advanced communlcatlon skills. The MND grant is to fund the establishment and running of a monthly multi-disciplinary team with all services represented so that MND patlents can acce55 all the services that they mlght need in the sarne place and at the same time. Mountbatten Young Adults Fund Is a fund raised by this group of beneflciarles for their use In connection with life enhancin8 experiences and travel opportunities. JC Pool Vehicle Fund represent5 amounts received from the John Cheverton Estatefor the purposes of providin8 vehicles to be used by nursin8 Staff in reaching patients who are not In resldence at the hospice. Hospice UK Capltal Gront Grant funding was provided to help the hospices improve thelr facllltles. Increase capacity and enhance dlgital technology. Other specified restricted Funds - these f unds as listed are self explanatory. They have been received for the specific purpose stated and are used solely for those purposes. Mountbatten Hampshire's f unds are held as a restrlcted fund within the 8roup solely for the use of that charity's hospice on the mainland. Purposes of deslgnated funds Flxed Asset Replacement Funds are set aslde to enable the Hospice to redevelop exlstlng buildlngs and purchase capltal Items as requlred. Flxed Asset Fund represents the net book value of fixed assets purchased through general funds and therefore not readily available for other purpose5. Depreciation will be charged against this fund. Transfers between funds arise when planned spending on a prolect exceed5 the amount of restrlcted funds avallable for the purpose. In that circumstance the excess spend Is transferred from the applicable restrlcted fund line in the analy515 of restricted fund5 to general funds thereby reducing the balance on the restricted fund to zero. The trustees established the MH designated fund for use in future projects to extend the services of Mountbatten Hampshire. Page 92

Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 March 2025 22. Reconclliation of net incomln8 resources to net cash flow from operating artivities 2025 2024 Net expendfture for the reportlng perlod {as per the statement of financial actlvlties) Depreciation charges Profit on disposals of fixed a55ets Lossesllgainsl on Investments Interest received and dividends from investments Increase in stocks {Increasel/decrease in debtors Increase in credltors 1736,5271 11,349,832) 289,075 353,977 11,2301 1273,8791 38,96D 164,8751 138,4221 11,342,608) 729,812 (10.6121 143,521 328,889 Net cash used In operatlng activltles 11,124,585) 1809,1661 Analysis ol cash and Cash equlvalent5 2025 2024 Cash in hand 1,005,003 2,179.415 Analysls of changes in net debt l April 2024 Cash f lows 31 March 2025 Cash in hand 2,179,415 11,174,412) 1,005.003 23. Operatlng leases commltments The total future minimum lease payments under non-cancellable operatlng lease5 are as follows for each of the following periods: Group Mountbatten Isle of Wlght 2025 2025 2024 2024 Less than one year One to five years Over five years 229.S99 1,291.593 432,881 395,140 1,214,317 705,417 155,712 536,509 2D5,510 184,315 562,817 302.167 1,954,073 2.314,874 897,730 1,049,299 Legal status of the charlty The charity is o company limited by guarantee and has no share capital. The liablllty of each member in the event of winding up 15 limited to £1. Page 93