COMPANY NUMBER: 06539641 CHARITY NUMBER: 1123304 • Mountbatten Hampshire Mountbatten Hampshire Limited Report and financial statements for the year ended 31 March 2025 Mountbatten Hampshire Limlted Contents of the Financlal Statements for year ending 31 March 2025 Reference and administrative information Statement from the CEO Statement frorn the Chalr of Trustees Background and objects Strategic report- Objectives & actlvities The Mountbatten Pyramid Worklng in partnership to tackle the dlsparity in accessin8 our care Community Engagement Advancing conversations.. A year of progre55 in Care Planning Collaborating to deliver 2417 care to patients at home Celebrating life and changing perceptions Tralnlng tomorrow's Consultants and GPS Enhanclng palliative care at University Hospitals Sovthampton IUHSI Key achievements and performance Our services in numbers io li 12 13 14 15 The impact of planned glvlng Trusts and grants Growth in retail 16 17 18 Mountbatten's people Quality Sustainabllity and carbon reportin8 Flnanclal revlew 19 20-22 23 24 Future plans Prfnclpal rlsks and uncertalntles Information Governance 25 26-27 28 Trustees, duty to promote the success of the Charity- Sectlon 172 statement Engaging with our stakeholders Governance 29-30 30-31 32-33 Publlc benefit statement 33 Statement of trustees, responsibilities Independent auditors report Statement of flnancial activitie5 (incorporating an income and expendlture account) Balance Sheet 34 35-37 38 39 Statement of cash flows Notes to the financial statements 41-64 Mountbatten Hampshire Limited Reference and administrative information For year enifed 31 March 2025 Admlnlstratlve Details Status and structure: Mountbatten Hampshire Limited operates as a charitable company limited by 8uarantee. Company number: 06539641 Charity number: 1123304 Re8lStered offlce and operational address: Botley Road West End Southampton SP30 3JB Trustees Trustees are also Directors under company law.. Slr lan Cheshlre M Acland P Pitcher B Halliday A Stables A Nelll M Forrest-charde K Collins V K Hastings C L Panayi T Peachey J H S Sichel A C Gornall CHAIR {resi8ned July 20241 {resi8ned July 20241 -{appolnted July 20241 (appointed July 20241 (appointed l uly 20241 (appointed July 20241 lappolnted July 20241 (appointed July 2024 and resigned October 20241 Company Secretary.. M R Edmonds (appointed Au8USt 20241 Senlor Management Team.. N Hartley MBE L Smith M R Edmonds Chlef Executive Director of Nursing Interim Director of Finance (appointed July 20241 Director of People Services Director of Psychosocial and Spiritual Care Deputy Chief Executive Director of Quallty Data and Information Director of Commercial (appointed Oct 2024 and left July 20251 D Hodgkins J Hazeldine R McGregor D Fleming S Lewis Page I Mountbatten Hampshire Limited Reference and administratlve Informatlon For year ended 31 March 2025 Bankers: Natwest Bank PIC 3 Lower Northam Road Hedge End Southampton S030 4PA Investment Managers: CCLA Fund Managers Ltd 85 Queen Victoria Street London EC4V 4ET Investment Managers: Ruffer LLP 80 Victoria Street London SWIE 5JL Sollcltors: Bates Wells LLP 10 Queen Street Place London EC4R 18E Audltor: Azets Audit Services timited Ashcombe Court Woolsack Way Godalmlng Surrey GU7 ILQ Page 2 Mountbatten Hampshlre Llmlted Statementfrom the CEO For year ended 31 March 2025 As my final annual report as the CEO of Mountbatten, there is an opportunity to reflect on the13St 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 NHS and it is clear that we stand on the edge of a fight to stand up for what is right and what dying and bereaved people should categorically expect from the statutory sector. There is no question that Mountbatten has changed beyond all recognition in the13st ten years, both the seNices that the org3nisation delivers on behalf of our local communities, but also the sheer numbers of people that we are reaching stretching the scale of our endeavours and our influence both in and beyond the sector. There is nothing wrong with us all bein8 very proud of what we have and what we continue to achieve for those who are at their most vulnerable Mountbatten's work really matters. partScularly at this time when hospSce and end of life care are under threat within the wider UK Health and Soclal Care system through dlslnvestment in funding and financlal Investment. It is also both dlsappointlng and frustratin8 that it still remains significantly easy for the dylng 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 services that our populations need and deserve. It is a sorry state of affairs to be reminded of the terrible deficlts In end of life care which were rlfe In the new National Health SeNlce of the 1940s where dylng was not part of the vision and when the new modern hospice movement rose up in protest and rebelllon, The modern hospice movement ha5 developed during the lifetime of many of us and will reach Its slxtleth 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 dying, foolishly thinking that they cannot come back and complain about the lack of care they have received. As the dying and the bereaved are marginallzed once more, it is Mountbatten's job to both complain and to campaign and we must never stop doing thls. It has become clearer to me over the past decade, that through our public engagement work and Advance Care planning drive, our local communitie5 understand Mountbatten's commitment and service to them more and more. Through listening to those who live locally and hence delivering both what our local population want and need when they and their loved ones are at thelr 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 relationships remalns Mountbatten's most powerful weapon. The support we have through our many fundraising and income generation activities is also qulte simply 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 so whilst healthcare commissioners contlnue to ignore their responsibilities to those they are meant to be servlng, It seems to me that we are on the verge of a battle with our local healthcare commissioners. Thls battle wlll not be between Mountbatten and them, but between our local communities and them. I know that our local populatlon wlll not slt back and see their commitment to Mountbatten's vision and mlsslon be destroyed. Dylng and bereavement are major events In all of our lives and when we are facing both of these Issues we deserve the very best from those who are trusted to both fund and to provide the care we need. I wish Mountbatten well a5 It stands on the ver8e of a new era and wholeheartedly 5UPPOrt the appointment of Becky Mc Gregor as my succe550r. I will alway5 continue to support thi5 remarkable organisation from the sidelines and will always be prepared to take my place on the battlefield to ensure that our communities will always receive the expert15e and kindness they des rve when they come to the end of their lives or when they face bereavement. Nigel Hartley MBE CEO Mountbatten Hampshire Limited Lois Page 3 Mountbatten Hampshlre Llmited ststement from the Chair of Trustees For year ended 31 March 2025 Mountbatten contlnues to serve its users on both sides of the Solent, both in our hospices and more commonly in their homes, as demand for our seNices rises with every passing year. The quality of personal care our teams provide is simply outstanding and I would like to thank all our colleagues for their brilliant work. We have also seen the announcement of a forthcomin8 change of leadership, 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 organisation into the nationally recognlsed leader it is today. We will very much miss him but are also grateful that he has been able to develop such an able successor in the person of Becky. The charity is In good health thanks to Nigel's excellent stewardship, and I want to formally thank him for his great service. As you wlll see in the accounts we had a more posltlve year on the financial front, reducing the deficits year on year, desplte contlnulng challenges. especially in limited support from the NHS. Glven new levels of natlonal Insurance costs, we face more headwinds this year wlth slgnlflcant uncertalnty on future NHS funding models. All that means that we depend more than ever on publlc generoslty to malntaln our vital operations. Thank you to all who supported us In this year and an especial thanks to all who walked on thls year's Walk the Wlght, which again set a new record for money raised. Also thls year we Saw a chan8e of Patron, with Slr Martin White handing over to Alan Titchmarsh CBE, and we very much appreciate Martin's many years of serwice. Finally, I would like to thank my board of trustees for their hard work and support over the yearl Slr lan Che ha Chair of Trustees Mountbatten 14 2oi£ Page 4 Mountbatten Hampshire Limited Trustees, Report {including Directors, Report) For year ended 31 March 2025 Background Mountbatten Hampshire, based in West End, Southampton was opened in 1977, which was then onlythe second NHS hospice in the country. Mountbatten Hampshire has been committed to providing modern hospice care, not just through the provision of beds, but also aiming to integrate seniices both in the local University Hospital in Southampton and across the community through expert care at home. The care has also been focused on patients in the last phase of and at the end of life, together with care and support for their families and carers. Today, on an annual basis, the hospice supports 3,665 people, their famllles, carers and those close to them living across Southampton city, South-west and parts of North-mid Hampshire. It provides care and 5UPPOrt wlthln the places that people live lincluding nurslng and residentlal homes) and in its 16 bedded Inpatient UnSt. Objects The objects of Mountbatten Hampshlre are.. l. To relleve and care for patients generally and in particular to offer palliative care, pain relief, support and friendshlp for the terminally ill and to assist their family throughout their illness and after their death, 2. To provide additional seNices and faclllties for patients, their families and Carers, and 3. For the advancement of palliatlve care through the provision of facillties and fund5 for research, education and training in the field of palliative care and related fields of 5tudv. Strategic report - Objectives & Activities In April 2020 Mountbatten published its new strategy, outlinln81ts future direction and aspirations agalnst a backdrop of challenges and demands faced by our services. Our mission, vision and values are at the heart of this strategy and these guiding principles have been developed in partnership with our staff, volunteers and trustees. Our Mlsslon To promote and to provide good care and support for those people living with, affected by, or curlous about death, dying and bereavement, across Hampshire. Our Vlslon Is of a world where all dying people and those close to them have access to expert, corrpassionate and cost-effective care of the hi8hest quality, 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 klnd and compassionate to our patients and famllies, to our local community and to each other. We are experts in our f ield We are professional at all tirne5, aspiring to be the best that we can be in everything that we do. We are innovative and bold We respond quickly and creatively to the changing need5 of our Society, within the scope of our human and financial resources. We respect our community We exist for our local population now and into the future, and we believe that we can achieve more tO8ether by working in partnership with others. Page 5 Mountbatten Hampshire Limited Trustees, Report (includlng Dlrector< Report) For year ended 31 March 2025 Our values, which have been defined by our stsff and volunteers, are underpinned by a set of expectations and behavlours, which we have all agreed to. Strate￿C Alms We will change public perceptions around death, dying and bereavement and also about the work that Mountbatten does We will meet the needs of everyone who requlres our care and sUPPOrt, ensurlng that no-one Is ignored We will make sure that everything Mountbatten offers is sustainable for the benefit of future generatlons The people we seTVe: People who are curious about death, dying and bereavement (every member of our communities) People who are bereaved or 8rievin8 lincludin8 those who have been affected by deaths other than those under the care of Mountbatten) People who are in the13st phase of life laround the last five years of lifel Page 6 Mountbatten Hampshlre Llmited Trustees, Report (Includlng Dlrectors. Report) For year ended 31 March 2025 Our Mountbatten Strategic Model explained - The Mountbatten Pyramid Expert and s ecialist end of life care and bereaveme support 2417 care packages in the places where people live Keeping people independent to live their lives as well as possible k, Growing our volunteer 'army' Reaching more people earlier Creating communities which aré more comfortable with death, dying and bereavement 2024125 Servlce Developments continue to be aligned to Mountbatten's three strateglc alms with contlnued developments underpi nned by our five Strategic Implementation Plans which are outlined in our strategy document. Developlng and sustaining expert care and support servlces. Developing and growlng our volunteer offer. Developing robust educatlon and training programmes across our communities, includlng the local health and social care systems. Developing and sustaining our impact for the future. Developin8 a shared, common language about what Mountbatten does, In partnershlp wSth ourcommunltles. Page 7 Mountbatten Hampshire Limited Trustees, Report {Includlng Dlrector< Report) For year ended 31 March 2025 Working in partnership to tackle the disparity in accessing our care Mountbatten Hampshire has held Independent status since April 2019 and during thi5 time, changes have been made to broaden the seNices we provide to the population we support. Our caseload has grown. the walting list obliterated. referrals to our bereavement and psychosocial services have increased and the café in our Hazel Centre provides a social space for patients, their families, carers, and our community. Despite these achievements, we know an inequlty exists within the populations we serve. We are experts in our field, we know that, but we aren't yet experts in understanding the needs of under-represented groups. So, we talked to the experts the people who know the communities; faith leaders,. hostel workers- community groups,. local clergy; homeless charities, and our own staff. The effect has been tangible, relationshlps are beginning to form and trust In the knowledge that we genuinely want to be there for our entire population is being established. One area of focus has been homelessness and users of substances. An end-of-llfe forum convened In February 2023 and contlnues to meet quarterly to discuss and understand the issues faced by this 8roup of people and the challenges encountered by our Mountbatten nurses and the hostel workers who supportthem. As a result, Mountbatten, In collaboratlon wlth the Homeless Healthcare team and hostel staff has produced a bespoke Advance Care Plan, establSshed end-of-life trainln8 needs of hostel staff, and supported a monthly drop-in service at Patrick House. Issues surrounding the safe storage of controlled drugs and the efficacy of end-of-life medicines are Just some of the challen8es being worked through currently. The impact of our nurses working alongside the homeless healthcare team has seen individuals, curloslty turn to trust, with opportunities taken to discuss individual personal experiences. Early near-death events have resulted in conversations around end-of-life wishes and the reality of what their expectations might look like; the challenges of detox in dlfficult environments,. and support to put Wills Sn place. Dr Susan Goddard GP lead of the Homeless Healthcare team commented, "IVS been 8reat havln8 the Mountbatten nurses at the hostel. Dying is on many of our patients, minds, even thou8h they might not admit it. So, it Is comfortln8 for them to have the opportunity to explore their feelings about St." Page 8 Mountbatten Hampshire Limited Trustees, Report {Includlng Directors, Report) For year ended 31 March 2025 Community Engagement A successful Hospice UK and Masonic Charitable Foundation grant to purchase a Community Engagement Vehicle ICEVI to reach more people, reducing disparity in access and dispelling the myth5 and perceptions of hospice care. CEVS first official outing was to Eastleigh in August 2024, where a total of 5 people were engaged, information shared and advance care planning was discussed. Since this time CEV has visited over 20 different venues and seen over 500 contacts with members of the public. The type of interaction have differed between locations with the majority of support r@quired in Southampton Clty being bereavement and psychosocial support and dispelling myths around our services are just'in-patient beds., 'just for cancerf and accessible to those who 'can afford/pay'. There has been a lot of interest from people who want to volunteer for Mountbatten. In addltion to we have taken lots of informal enquiries about supporting fundraisin8 actlvities. By contrast, the more rural area of Colden Common, has requlred a level of clinical expertlse, wlth people presenting with recent dia8nosls, curlous to know more about their illness and what to expect. Advancing conversations: A year of progress in Care Planning The past year has marked advancements in promotlng Advance Care Planning IACPI, driven by our dedicated team and community partnerships. Several key achievements have brought us closer to ensuring everyone has the opportunlty to make informed declsions about their future healthcare. Our education team have provided 17 Advance Care Plannin8 tralning sessions to 152 individuals to help those attendln8 understand the Importance of advance planning and to develop confidence to start conversatlons using innovative methods. Additionally the education team led the revision of 3r1 outdated advance care plannlng document used b'v. organi5atlons supporting those experiencing homelessness. Bespoke sessions were provided to support the use of thls revised document in practice, to raise confidence and increase the opportunity for people experienclng homelessness to en8a8e in advance planning. The Communlty Engagement Vehicle has provided an opportunlty to help raise awareness of advance care plannin8. Mountbatten Advance Care Planning booklets and information leaflets have been distributed across varlous community groups, meetin8s and or8anisatlons and enabled conversations with our community about the importance of planning ahead. Page 9 Mountbatten Hampshire Limited Trustees, Report (including Directors, Report) For year ended 31 March 2025 Collaborating to deliver 2417 care to patients at home Over the past year, Mountbatten has expanded its reach, addressing the rising demand for palliative care in our community. This effort has led to a 24% increase in home visits by our community team and a 5% increase in calls to our 2417 advice line, underscoring the growing need for comprehensive support serwices. To ensure people can remain zt home, even as their conditions worsen, our community team has forged strong partnerships with nurslng and care home5. These collaborations are crucial, particularly for people whose advanced care plans indicate a preference to stay at home. By encouraging care homes to contact Mountbatten for support, we enable more people to receive the care they need within familiar environments. The complexlty of people's conditions has Increased, necessitatin8 more intensive interventions. Many community patients are newly diagnosed with multiple symptoms and conditions as they are approaching the end of Ilfe. Our cllnlcal team is dedicated to providing round-the-clock care, admlnlsterlng medlcatlon, and settlng up syrlnge drlvers to manage symptoms day or ni8ht. Thls approach allows individuals to maintain dignity and comfort, avoiding prolonged emergency department Vlslts and ensuring they can spend their flnal days at home. Despite 3 reduction lft the community teams, resources and challenges in accessing services, Mountbatten remains committed to providing 24-hour support to ensure that individuals can receive care in their own homes, Surrounded by loved one5 and in the comfort af famillar surroundin8S. Mountbatten'5 collaborative approach and unwavering commitment to quality care underscore our mission to meet the growing needs of our community. By working together with local care provlders, we continue to enhance the quality of Ilfe for those facing death and dyin& ensurin8 that everyone can access the compassionate care they deserve. Pa8e 10 Mountbatten Hampshire Limfted Trustees, Report (including Dlre¢tors' Report) For year ended 31 March 2025 Celebrating life and changing perceptions Our social programme plays a vital role in changing the way people view our work. By hosting regular events open to the public we demonstrate that our hospice is not just a place for end-of-life care but a vlbrant community where life is celebrated. This shift in perception is crucial in reducing the fear and stl8ma surrounding hospices, encouraging more people to en8age with our services and support our mission. Mountbatten Communlty Cholr The Mountbatten Community Cholrformed In 2023 and momentum has steadlly bulltwlth the group now consisting of 40 singers that meet weekly. Members include people accesslng Mountbatten servlces, people supported by our bereavement service5, Staff, volunteers and the local community who have found a sociable and supportlve environment within the cholr. The group performed at the 2023 Llght up a Life seNice and hosted a special sprin8 showcase In April 2024. Concert serles launch and development Hosting enjoyable. attractive performance events In the Hazel Centre makes further use of our community space to offer another attractive invitation for our community to engage with the Hospice, feel welcome and demystify who we are and what we do. Performances by groups such as the 'Ukulele Jam, have filled the room with audiences enjoying the entertainment, and Indul8ing in wine and canapés, as part of the concert experience. From September 2025 there are plans to hold such events on a regular, monthly basls, with a range of performance types to appeal as widely as posslble. Monthly qulzzes Launched by a user of Mountbatten servlces who dled In our care on the inpatient unlt, the monthly qui2 contlnues as a legacy and remains an extremely popular event that provides a fun and interactlve way for people to engage wlth the hospice. It Is always very well attended by around 100 people, with a mixture of regulars and newcomers. The quizzes cover a wide range of topics, from general.knowledge and pop cultur&to history and local trlvia, ensuring there's somethlng for everyone. Pa8e 11 Mountbatten Hampshire Limited Trustees, Report (includlng Dlrectors. Report) For year ended 31 March 2025 Training toMorro￿S Consultants and GPS Mountbatten Hampshire boasts a proud hlstory of training future Consultants and GPS. Unusually for a h05pice. most of our medlcal workforce comprises doctors in trainin& due to our 5tron8 ties with Unlversity Hospital Southampton IUH51 and Southampton Medical School. We traln doctors in three programs: Specialty Registrars ISpRs1 destined to become palllatlve medicine consultants, GP tralnees, and Foundation Year 2 IFY21 doctors. FY2 doctor5, at the start of their careers, may specialise in various flelds. Three years ago, SpR training was updated to accredit consultants In both Palliative and General Medicine, allowing them to work in hospital acute medical units. Thls comprehensive training extends palliative care to diverse patient settings. Trainees are selected through national interviews, ranked, and allocated via the Wessex Deanery, whlch funds half theirsalaries. Each program has a specific currlculum. workplace-based assessments, annual appraisals and exlt exams ISpRs and GPS) to ensure satlsfactory progress. The General Medical Council IGMCI conducts annual surveys and occasional site inspectlons for quality assurance. The Dlrector of Medlcal Education at UHS oversees training qualitv. Supporting doctors in trainlng requlres a commltted senlor medlcal team. For aspirin8 Palliative Medicine consultants, Mountbatten offers Invaluable experlence in mana8in8 an independent hospice. Our tralnees beneflt from the entlre multidisciplinary team IMDTI and non-clinlcal leaders. Palllative care Is now a core part of curriculums for Oncology, Elderly Care Mediclne, and General Mediclne, aimin8 to improve end-of-life care. Mountbatten Hampshire hosts numerous doctors annually for placements and train non- formal program doctorslstaff or trust grade doctors), wlth plans to include an Internal Medicine rotation for those consldering palliative medicine careers. In January 2025, we welcomed back third-year medlcal students, ensuring all Southampton graduate5 have hosplce tralnlng. Thls Inltlatlve aims to attract future trainees and enhance end-of-llfe care for more patlents. Images of tlmellne from JRCPTB: Th•phy5klon truknlry ￿th￿Qy-￿P 1 spKlolt195(duoJ ccr) (èbBASF.D ASSESSME￿[ Page 12 Mountbatten Hampshlre Llmited Trustees, Report lin¢ludlng Dlrectors, Report} For year ended 31 March 2025 Enhancing palliative care at University Hospitals Southampton (UHS) Mountbatten is dedicated to Improving palliative care through strategic collaborations, such as the partnership with University Hospitals Southampton IUHSI. One of the two Mountbatten consultant nurses devotes time weekly to work at UHS, significantly enhancing the quality of care for patients assoclated with Mountbatten Hampshire or the Isle of Wight. This consultant nurse plays a crucial role Sn patient care across the hospital, provldlng expert advice and facilitating smoother discharge processes. By working directly with patients, the nurse ensures that those known to Mountbatten receive consistent, high-quality care and support durlng their hospital stay. In addltlon to these responsibilitie5, the consultant nurse actively participates in the weekly Enhanced and Supportlve Care clinic at UHS. Thls cllnic Is a collaborative effort, jointly run by a palliative medicine consultant. It offers specialised, supportlve care to patients, addres5in8 complex needs and improvin8 their tsverall quallty of life. Thls Integrated approach f05ters stron8er relatlonshlps and better communicatlon between the hospital's palliatlve care team and Mountbatten Harnpshlre. The presence of the consultant nurse at UHS provides continuity of care, offerin8 a famlliar and reassuring face to patients and thelr famllies during challen8ln8 tlrne5, Through these efforts, Mountbatten Is not only enhancing the immediate care envlronment for patients but also building a more cohesive and collaborative healthcare system. This partnership with UHS exemplifies Mountbatten's commltment to seamless, compassionate palllative care, ensurln8 that patients receive the best possible 5UPPOrt whether they are in the hospital or transltionln8 back to their homes. Page 13 Mountbatten Hampshlre Limited Trustees, Report lin¢luding Dirertor5' Report) For year ended 31 March 2025 Key achievements and performance An annual review of Mountbatten's audit programme has taken place. The aim of this exercise was to review the audits being completed to ensure they were adding value. This informed the decision making on which of the current audits will be continued in the 2025126 audit programme. In discussions with team leads and clinicians we also agreed on what new audits would be completed in 2025/26. An external organisation incidents review group has been set up. The focus of the group is to scrutinise the incidents and identify if there are any themes of learning identified. The group have then worked with system partners to identify ways of making improvements. A piece of work is being undertaken in Hampshire to look at ways to improve ambulance transfer delays of people from home or hospital. Meetings have been held with South Central Ambulance SeNice ISCASI and the Integrated Care Board and Mountbatten has shared the impact of the delays on patients. Options of how the processes could be improved have been dlscussed and there Is hope these can be Implemented in 2025126. Mountbatten tontinue to develop ivs Intranet site with a focus on developing the dashboard area of the site. This provides employee5 Wlth data about key Se￿ICe$ and performance. Further work has been completed in 2024/5 on movlng over to using the strateglc reportlng functSon In Systmone from Clinical reporting. Thi5 will allow for a 8reater depth of data to be collected and used within Mountbatten's dashboards, it is also the first step to providing real time reporting which will help to with decision making relating to patient care. A dashboard has now been used usin8 Strategic report which automates a large part of the process and will mean the data is much more readily available for cliniclans. Mountbatten's Director of Quality, Data and Information wa5 asked to speak at the Hospice U K national onference the work being undertaken at Mountbatten around using a shared record for patlent care and how they are working with system partner5 to get the most out of the electronic patient record that thev share. A schedule for all of the clinical dashboards has been produced, thi5 detai15 where dashboards are tabled and the frequency of thi5. The Director of Quality, Data and Information now attends clinical team meeting to present that data dashboards and lead a conversation on whet the data is telllng the clinlcal teams. A collaborative project between Mountbatten and Oakhaven Hospice has been deiieloped, the remlt of this is a focu5 on data and IT support. Dashboards have been produced that align the data collected across Mountbatten and Oakhaven whlch provides an opportunity, to benchmark and learn across the three hospices. Funding from grant and trusts from 19 dlfferent funder5 ranging from £500 to £IOO,000 have enabled three key refurbishments to be completed. The works included alterations and redecoratlon of patlent bay5 to provide 3-bedded bays wlth a new wet room facllity and essential storage for patient equipment,. creation of 'MouAtbatten Room, a new space will provide a quiet reflective area for those of any falth or no falth for patients, families, vlsitors, stsff, and volunteers and, colocation of the community teams in five newly refurbished offices with the installation of a Controlled Drugs cupboard to enable the team to responslvely take out essential pain and symptom-relleving medicatlon to people at the end of life. Page 14 Mountbatten Hampshire Limlted Trustees, Report (including Directors, Report) For year ended 31 March 2025 Our services in numbers In 2024125 Mountbatten Hampshire supported 3.665 people. The inpatlent unit Our 16 bed unit provides 2417 care in our hospice buildlng. Patients are typically admitted for short stays or respite care. While some will die in the hospice, many are discharged having had their symptoms brought under control. 433 patients 479 admission5 The average length of stay in the Inpatlent unlt 15 10 days Communlty team Our specialised 8roup of nurses and healthcare professlonals support patients and their familles at home and in local care homes 24n. The tearn manages patlents, pain and symptoms, admSnSsters medications, and coordlnates wlth Primary Care Services to ensure comprehensive, person-centred care. 13,860 home visits 2,711 patients supported Care at home The care-at-home teams deliver personal care to patients at home enabling them to remain in famllSar and comfortable surrounding5. They work under the supervision of the community team to ensure people receive comprehensive, compas51onate care tallored to their indlvidual needs. 14,001 vlsits made 226 patients supported Rehabllltation and Enablement The rehabilitation and enablement team provides physlotherapy and accupatlonal therapy to enable people living with a life-limiting illness or condition to improve their quality of life and achieve the things that are most important to them. 510 people supported 2.859 contacts wlth people 24n advlce line (care coordlnatlon centre) A telephone advice and support line for patients, famlly members, carers. and healthcare professionals. 39,671 outgolng calls and 42,149 incoming calls Psychology and Bereavement servlces Counsellors and trained volunteer5 provide emotlonal support to help people manage the complex emotions accompanylng end-of-life situations. They also offer counsellin8 and bereavement support to children and famllles, helping them navigate the emotional challen8es of their loved one's illness and death, 664 people supported across all services 3.528 adult contacts 143 child contacts Page 15 Mountbatten Hampshlre LIMlted Trustees, Report Iln¢luding Directors, Report} For year ended 31 March 2025 The impact of planned giving Planned giving profoundly affects our community and the lives we touch. By committing to regular, ongoing donations, our supporters enable us to plan more effectively, ensuring that resources are available when they are most needed. This steady flow of support allows us to provide consistent, high-quality seNices and respond swiftly to emerging needs. Planned givlng funds 17% of our Services and is the largest source of fundralsed Income for the charity. Not only does planned 8iving benefit those we seNe but It also fosters a deeper connection between donors and our mlssion. Regular contributions, no matter the $52e, create a sense of partnership and shared purpose, empowering donors to see the tangible difference their gener051ty makes over tlme, There are many forms af sustainable giving, such as playlng the lottery, leavin8 a gift of any slze in your Will, or becomin8 a regular giver and donatlng to Mountbatten monthly, quarterly, or yearly. In 2024125, Mountbatten Hampshlre receSved £1,334,490 in income from planned giving. This compares with £1,334,490 in 2023124, an increase af 117%. Planned glvlng In numbers £1,028,092 of gifts in Wllls, contrlbutlng 47% of fundraSsed Income for the charity in 2024125 116 regular givers contrSbuting £20,808 of Sncome in 2024125 £287,660 of income fram 4,222 lottery players in 2024125 Page 16 Mountbatten Hampshire Limited Trustee< Report (including Directors, Report) For year ended 31 March 2025 Trusts and grants We would like to take the opportunity to say thank you to the grant-making trusts and foundations who have generously supported our work during 2024125. The Albert Hunt Trust Barker-mill Foundation Belvedere Trust The Broyst Foundation Carmichael & Mason Charitsble Settlement Colefax Charitable Trust The De Laszlo Foundatlon The Ennismore Charitable Trust The Green Hall Foundatlon The Hobson Charity Llmlted Hospice UK TheJamesTudor Foundatlon Jenna Marie Foundation The Masonlc Charltable Foundation The O'sullivan Family Charltable Trust RHS Spurgln Charltable Trust The Rlchard Kirkman Trust Souter Charitable Trust NPT Transatlantic Page 17 Mountbatten Hampshire Limited Trustees, Report (includlng Directors, Report} For year ended 31 March 2025 Growth in retail Mountbatten shops provides a sustainable and affordable shopping experience. predominately sellin8 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 raisin8 awareness of Mountbatten seNices and events locally on the high street. Mountbatten Hampshlre has a developlng retall operation across the footprlnt of the communlty 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 Hampshire, to a total of nlne charity shops by the end of 2023. In line with Mountbatten's strate8ic plan, bNO new shops were opened in Hampshire durin8 2023124. Mountbatten Hampshire shop income Hampshire totalled £1,063k with a 20% contribution of £210k, compared to the prlor year contribution of £240k, exceedlng the budget by £2k. The phaslng and the late completlon of the Furnlture store and Warehouse had a sli8ht bearin8 on the growth as we had provisioned to open the store In April 2024, but thls was delayed untll late July. The contribution has been achleved despite a rise In costs, Includin8 Staffing costs due to minimum wage and national insurance rises. RAG income has also decreased to the tune of in line with the national reduction in RAG. The slgnlflcant expanslon of stores over the past three years and a focus on local volunteer recrultment campal8ns 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 JL¢ly 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 utillse the stock we have collated to further expand in 2026127. We implemented an outlet theme in our Port5wood store in September 2024 as the market had shifted to lower pricing with all of our competitors and this has yielded on average a 25% increasoin trade. A focus on growlng gift aid income from donated goods commenced in 2023124 acro55 Mountbatten's shops from baseline of £4k in 2022. In 2024125 we made a claim for 35K and we expect to be claimin8 approximately £55k for 2025126. Retall In numbers 10 retall stores 26 staff 140 volunteers £1,063k income generated in 2024125 £210k contrlbution to charitable funds Page 18 Mountbatten Hampshlre Llmited Trustees, Report lincludlng Dlrectors, Report) For year ended 31 March 2025 Mountbatten's people Our people are atthe heart of everyihingwe do. Mountbatten Hamp5hlre employs around 200 staff and is supported by over 200 volunteers. In 2024125, our staffing and volunteer levels remained stable, with successful recruitment in key clinical and management roles. We focused on expanding our volunteer team in Hampshire and developing volunteer patient and bereavement support services, including our Mountbatten Neighbours scheme. Mountbatten invests In education and trainin8 for staff and volunteers, fostering internal development in clinical and non-clinlcal roles. This help5 us address recruitment challenges in the health and social care sector and malntain high service quality. Our recruitment strate8y emphaslses our culture and values, whlch are integral to our hiring process, Induction, and daily operations. Our pay and reward strategy ensLJres competltive terms and conditions, fostering a supportive, involved, and motivated work environment. We annually review pay against other healthcare provlders and the charity sector, balancing flnancial resources wlth the need to attract and retaln skllled Staff. In 2024125, we matched the NHS consolidated pay award. Our annual financlal efficiency review resulted In a small number of staffin8 changes, prioritising minimal servlce impact and alternatlve roles for affected staff. We emphasise the well-being of our employees and volunteers, maintainin8 a fair approach to managin8 absence and supporting individuals to Sustain their roles. Volunteer impact in numbers. By donating thelr time for free, our shop volunteers contribute the equlvalent of over £580,QO to Mountbatten every year, whlch helps fund 2417 care for our patients and their familles. Volunteers In adminlstration, bereavement support, day service5, rehabllitation and inpatlent unit roles contribute over 100 hours each week to support our team&and help services run smoothly. Our reception. café and gardenln8 volunteer5 work hard to make our hospice a warm and welcomin8 Space whlle saving us over £78,000 every year. Page 19 Mountbatten Hampshire Limited Trustees, Report (including Directors. Report) For year ended 31 March 2025 Quality Quality Reporting At Mountbatten Hampshire we continually review the quality of our services to improve and develop them accordin8 to the needs of the community that we serve. Quality is everyone's business across the whole organisation. There are number of ways in which we monitor. evidence and review the quality of our services through our Quality Improvements Programme. Quality Actount A Quality Account Is a report about the quality of services by a healthcare provider. Quality Accounts are an important way for healthcare services to report on quallty and show improvements in services they deliver to their local communities. Mountbatten's Quality Account can be found at.. www.mountbatten-hampshlre.org,uk/quality-account Complalnts and concerns Durlng 2024125 we have continued to report and respond robustly to concerns and complaints when they are recelved at Mountbatten Hampshire, this has been achieved through training and mentoring of staff. Datix, an Incident Management System is used for reporting of feedback and as51StS Wlth the logging and management of each case. We welcome feedback and see this as an opportunity to learn and improve our ways of working, we hold Lessons Learnt se55ions to help us identify learning points and associated attions. Feedback from Patlents and Familie5 At Mountbatten we receive regulir feedback about our se￿ICe5. Some feedback from the past year includes: "I can honestly soy the core, advise. support and compa55ion we receivedfrom the teom ot Mountbatten was second to none. When the tirne came when Non needed endof life core she wos odmitted to Mountbatten Hospice Homp5hire In West End. The week before (7dmi55ion included numerous night/earty morning vlsitsfrom the nur5e5 and even lots of tissues ond hugsfor my Mum who was primary carerfor Nan. In hershort time ot the hospice nothing wos 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 os o smollfomily. We had no ideo in whot to expect and thought of it as o ploce of sodness but Infoct there were mony special times that we spent as afamily remembering the good tlmes and even shoring some laughter." "l am writing to thank you enormouslyfor the core J wos glven at home or the 10 days you came to our home. There ore too mony corers to name but you were all amazing. Your dedicution to your work of looking ofter patients AND their relative5 was just outstonding. The best compliment I can pay 15 thot you ore all round pegs in round holes and I couldn't have Qskedfor more us her husband. I will neverforget haw you looked ofter my wonderful wife. I will be mt7king a large donation in her memory und I hove a5kedfor donation5 Qt thefunerul on 12th August to be earmarked for the hospice. I hope my gratitudefor the amozing work you do somehow conveys how wefeel os afomily as words are totally inadequate. l om sure you will convey our thank5 to the relevant 5toff.- 'To oll the wonderful team at Mountbotten h05pice. From the moment me and my sister come to you, you were so very welcoming to us & all her otherfumily &friends. No motter doy or night you were all there to offer every5UPPOrt we oll needed (not just to our bet7utiful sister) to 115 t711. Nothing was too much trouble even when things become very difficult. Your potience and understanding wa5 heaven sent. From the bottom of mlne and myfamilies & herfriends heorts, I'd like to thonkyou all. I knowxx would have agreed with u5, her last hours spent with people who really cared. God Bless you all." Page 20 Mountbatten Hampshire Limlted Trustees, Report (including Directors, Report) For year ended 31 March 2025 o oll the amazing people ut Mountbotten's Hospice. My mum wus recently o patient at Mountbatten'sfor nearly three weeks andsadly passed away in the earty hours of Mondoy the 19th August. l just wunted to express oursincere oppreciotion ond thanksfor the cure she received while she was in your care. There was not one member of stoff that did not display the most omazing kindness and compassion when dealing with either my mum, myself ondfomily. I cannot put into words how grateful we ore thot she was oble to spend herfinol doys in such o wonderfulploce. I know I speakfor the wholefornily when I soy it 15 a comfort tt) US that she could not have been coredfor better" o eoch und everyone of you, There ore not enough Maltesers in the world to fully show OLJr grotitude for the care you gave to mum, Not only did you bring much needed expertlse and care but you also brought 50 much love and laughter into our home, t7t a tlme when It wos much needed. You are oll livlng legends." Care Quallty Care Rating Mountbatten Hampshire is requlred to register a5 a provSder of healthcare service5 Wlth the Care Quality Commission ICQC), Mountbatten Hampshire is currently registered to provide the followlng activlties.. Treatment of disease, disorder or injury Mountbatten Hampshire dld not participate In any special reviews or investigations by the CQC during 2024125. The CQC has not taken enforcement actlon agaSnst Mountbatten Hampshire durlng 2024/25. Mountbatten Hampshire is subject to periodic inspections by the CQC and the last inspection was carrled out by four inspectors on the 10th August 2021, thls was an unannounced inspection. The inspectlon was carried out due to the management of the hosplce transferring to Mountbatten Hampshire in April 2019. Any change of management of a health or8anisation increases CQCS risk score meaning an Inspection is required. CQC'S model of inspection for providers changed In 2014 using a framework of key Ilne5 of enquiry encompassing five theme5 and questions: is the service safe, effective, responsive, caring and well-ledP There had been a Mock CQC inspection carried out in 2020, the rating received for the inspection was Requires Impravement. The inspectlon hi8hlighted a number of areas where improvement was required, the result of the work carried out in these areas was demonstrated by the rating awarded by the CQC when they carried out their inspection in 2021. which was Good for each of the five themes, safe, effective, responsive, caring and well-led. The CQCS findln8s are shown below.. ￿￿erall￿atIng1orthls locatlon Ar•wkn¢•fkn87 5er¥kesw•*ltrJ7 A synopsis of the coes sumrnary of their Inspection is as follows.. he service had enough staff to care for patients and keep them safe. Staff had training in key skills, understood how to protect patients from abuse, and managed safety well. The service managed infection risk well. Staff assessed risks to patients, acted on thern and kept good care records. They managed medicines well. The seNice managed safety incidents well and learned lesson5 from them. Staff collected safety information and used it to improve the service. 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 effectiveness of the service and made sure staff were competent. Staff worked well together for the benefit of patients, SUPPOrted them to make decisions about their care, and had access to good information. Staff treated patients with compassion and kindness, respected their privacy and dignity, took account of their individual needs, and helped them understand their conditions. They provided emotional support to patients, families and carers. Pa8e 21 Mountbatten Hampshire Limited Trustees, Report (including Director< Report) For year ended 31 March 2025 The Se￿iCe planned care to meet the needs of local people, took account of patlents, Indlvldual needs. and made it easy for people to give feedback. People could access the service when they needed it. Leaders ran seNice5 well using reliable information systems and supported staff to develop thelr 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 recelvlng tare. Staff were clear about their roles and accountabilities. The serwice engaged well with patients and the community to plan and manage servlces and all staff were commltted to improving services continuallv". (Care Quallty Commission, 2021, p. 2) Page 22 Mountbatten Hampshlre Limlted Trustees, Report (including Dire¢tors' Report) For year ended 31 March 2025 Sustainability and carbon reporting The Mountbatten Group is reporting energy and carbon emissions in compliance with The Companies (Directors, Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018. 2024125 2023124 Consurnption of Ele¢trlclty- Kwh / Tons of C02 equiv Hampshire H05pice and associated buildings Retail outlets Hampshire 116,662 127.2 69,634/16.23 not recorded 70,735116.49 Consumptlon of Gas- Kwh Equlv. Hampshire Hospice and a550ciated buildlngs 472,448 1110.15 not recorded The conversion rate of Kwh to ton5 of carbon dioxide is 0.23314 kg C02 per Kwh. The conversion rate of litres fuel to carbon dioxide 15 2.68 k8 C02 per1Stre of fuel. We are reportln8 our energy use and emissions on a 12 month basSs. Commentary on emlssions The lar8est consumer of energy In the Group Is the premises at West End, Southampton , which consumes 100% of 8as consumptlon and 62.6%12024.' 82%) of electrlclty consumption. We have taken an operational control approach, meanln8 that 100% of emlssions from lacatlons and operations over which the Mountbatten Group have operational control have been reparted. This does include the Hampshire Hospice premises for which we are not directly responsible for the Energy contracts. Our fleet includes our company cars and vans, The LIK Government's 2020 emlsslon factors were used to calculate carbon emissions from consumptlon data. Our emlsslons are reported as rnetric tonnes of carbon dloxide equivalent, which Incorporates all six gases regulated by the Kyoto Protocol, Ener8y-savlng artlons undertaken In financlal year 202412025 Our energy 5avin8 actlon5 in our shops and hospice bui5dings include a programme of replacement li8hting with LED installation5 and appliances wherever possible, improving bullding insulation wherever possible and continuing to impress on all staff the necessity to reduce energy consumption whenever possible. We know that we are at an early stage in our energy efficiency journey and we are determlned to improve our energy efficiency and awareness of our consumption of energy across our entire estate. During 2024125 we commenced drafting a Mountbatten environmental sustainabllity policy, which is due to be completed and approved in 2025. Page 23 Mountbatten Hampshire Limited Trustees, Report (including Dlrectors, Report) For year ended 31 March 2025 Financial review The financial environment for the year for Mountbatten Hampshire Limited remained challenging and the Charity produced a deficit for the year of £157k12024.. £1,071kl. This performance was a significant improvement from the prior year as 2 result of strategies and actions Put in place in the prior year to improve financial performance. Legacies improved significantly with receipts of £878k12024= £263kl for the year. Fundraising activities overall brought in more Income than in the prior year. Overall income did 8row in the year mainly due to legacy income growth. Resources expended by the charity for the year decreased substantially, also as a result of the strategies and actions put in place in prior years to improve financial performance. The total re50urce5 expended by the charity decreased to an amount of £8,892k12024'. £9,560kl. An analysis of charity resources expended by activity is as follows: 15.1%12024 - 15.0%) of our expenditure was in relation to the cost of generating funds. The increase is principal ly reflective of the increased level of salary costs and the inflationary costs associated of all our activities. 0 68.2aA 12024 - 68.9%) of our expenditure wa5 directly incurred In the carrylng out of our charitable activities. Our costs are broadly similar in total to 2023-24 however this has been achieved by reducing expenditure, Including freezing vacant posts. nesotiating contracts and streamlining Service expenditure. 16.7%12024- 16.1%) of our expenditure was Incurred In the support activities for the charlty. Investment Pollcy and Performance The Trustees approved an investment policy, overseen by the Resources Committee, to provide financial security and operational stability to the charity. This policy recognises that the charity is exposed to the risk of sharp income fluctuations due to the variability of legacy income and donations and uncertainties surrounding NHS funding. The investment level adopted by the Board is one of Moderate r15k proflle with income and capital growth. The charlty Is contlnulng to develop a policy on Environmental, Social and Governance Influences in its Investlng practices and will implement that as it evolves, currently the Group does not invest in Tobacco based equitie5. Durin8 the year a return of £llk12024 £6kl was achleved throu8h the two Investment management companie5 managing the investment portfollo. Reserves Pollcy Trustees have previously agreed their re5erve5 policy to be an aspired level of rese￿eS equal to one yearfs budgeted expenditure and a minimum level of reseNes, which they will always look to maintain, of a Sum equal to nine months, budgeted expenditure. During the financial year, unrestricted reserves decreased by £224k finishing the year at £162k 12024: £387kl. Budgeted expenditure for 2024125 is £8.5m, unrestricted reserves equated to le5S than I month of budgeted expenditure as at 31 March 2025. This is much lower than we want, management and Trustees have accepted this position following a significant review and reduction in Budgeted expenditure, there are controls in place to ensure expenditure remains in line with budget with milestone decisions through the year should there be a deviation from budget. As mentioned earlier in this report, the budget for the year is to produce a 'break even, financial performance for the year. Management remain confident that, with the controls in place, Mountbatten Hampshire will continue to be able to cover all expenditure. The group holdin8 company have formally agreed to support Mour)tbatten Hampshire to the extent necessary In the future. ReseNes are not accumulated in a random fashion but are the result of careful and prudent consideration of future obligation5 and estirnates of financial results and the trustees will ensure that the charity takes its reserves p051tion into account in future financial planning decisions. The current focu5 is on achieving a position of holding a minimum of 9 months and a maximum of 12 months of operatin8 Costs in free reserves. Page 24 Mountbatten Hampshire Limited Trustees, Report (Including Directors, Report) For year ended 31 March 2025 Future Plans At Mountbatten, we continually 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 priorities with a wide range of people. The key projects that Mountbatten will be focusing on over the coming months are: To take advantage of the capital funding support from the grant funds received from the DHSC and to Expand the parking capacity available at the charity premises Continue the refurbishment and redevelopment of the wards In the Hospice. Construct a new multi-functional building in the grounds to expand and Improve our range of complementary therapies available to our Inpatients and day patients. Attend to a range of replacements of equipment that has reached the end of its useful life. We Intend to upgrade the accountlng software to modernize the administrative and accountlng services to the charity. The current system is two decades old. Page 25 Mountbatten Hampshire Limited Trustees, Report {including Directors, Report) For year ended 31 Mar¢h 2025 Principal risks and uncertainties There are 19 current risks and 11 static risks (where the target rating has been achieved but monitoring still required). Mountbatten's Deputy CEO holds responsibility for the risk register, which was fully reviewed and revised during 202415 and provided training to the Board. The review process for monitoring the or8anisational risk register Is outlined below: Full Risk Register reviewed by the Board annually Changes to Risk Register reviewed by Senior Management Team quarterly Changes to Risk Register reviewed at Quality and Governance Committee quarterly and on the agendas of all seven governance commlttees. The principle flve strategic risks faced by Mountbatten are outllned below,. Rlsk Managernent- Current and planned Financial stablllty frorr contracts with a lack of ppropriate financial uplift Clinical services costed and regular revlews planned Review of priority areas of sèrvice delivery ongoing On80ing detailed review of financial structure and a programme of actlons with the Board of Trustees Ongoing lobbying with local M P's and other key stakeholders to highlight key challen8es Public consultation undertaken and further work on outcome ongoing 2.8% Integrated Care Board IICBI uplift agreed for 202512026 Providing data to ICB In terms of forward plannlng Robust compliance with ICB contract monitorln8 and quality reportin8 Contract monitorin8 meeting5 Wlth ICB In place Failure to ralse funds (fund raising and glfts In wlllsl New fundralsing strategy and action plan now in place Fundraisin8 section of Sustalnabillty Strate8lC Implementation Plan updated in line with fundraising strategv Review of Fundraisin8 Tearn role5 and Skill sets has taken place Plans in place to reduce spend Participation In national Hosplce UK le8acy campalgn Commercial Director comrnenced employmÈnt October 2024 and new Head of Fundraising commenced employment January 2025 Commercial Developrnent Group set up New data controller role in place Regular reporting of Fundraisin8 throu8h governance structure Page 26 Mountbatten Hampshire Limited Trustees, Report {includlng Dlrectors, Report) For year ended 31 March 2025 Financial risks of addition81 costs of employment and retention Irises in national insurance INI) contributions, national minimum wage and NHS pay awards) People senjices completed piece of work on lowest paid roles Paid 3% pay rise from April 2024 and 2.5% pay rlse from January 2025 for all staff Budgeted 202512026 for Nl increase5 and 2.8% staff pay rise alongside reviewing minimum wage Ongoing Close monitorin8 of staffing budget / establishments by the Senior Management Team Lobbying Ioc21 MPS and other stakeholders around Implications of Nl increases and N HS pay awards Worklng in partnership with local NHS, ICB, Care Homes and Third Sector ActSve membershlp of relevant local workin8 parties Continue to enhance close worklng relationships wlth Stakeholders and providers locally and nationallv Evaluation of services and impact of chan8ing demographics Evaluation of roles and responsibillties of volunteers Update referrer5 to encourage earlier referral and update on service offer Forecastin8 and levels of seNice work commenced with focus on Hampshire growth Robust data collection and dashboards Sn place Ongoing further development and revlew of Mountbatten Coordination Centre As part of new 5trateglc plan to be developed in 2025, consider how to further achieve scale and influence Robust governance structure Strong commun ications processes and plan, led by Communicatlons team Trade Mark agent appolnted - Trade Mark agent commlssloned to monitor appllcatlons wh5ch may infringe our rlghts Relationship management with stakeholders and media Legal advlce sought a5 requlred Publlc consultatlon undertaken and further work on outcome ongoing Continue to maintaln public story about our chan8ing services to increase confidence in the local population Mountbatten continues ta rnana8e the public message Appointment of new CEO providing stabillty Unique demo8raphics and stretched health and care servlces creatin8 addltional increased demand on Mountbatten seTvices Potential that public trust In Mountbatten reduces through increasing expectations, lack of confidence In organlsational capability or a significant'media scandal, or misuse of intellectual property Page 27 Mountbatten Hampshire Limited Trustees, Report (includlng Dlrectors, Report) For year ended 31 March 2025 Information Governance During 2024125 all standards were met within the Department of Health Data Security and Protection Toolkit. This demonstrates th2t 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 keeping practice. During 2024125 the I nte8rated Information Governance Comrnittee met monthly. This Committee is chaired by the Data Protection Officer IDPOI and incorporates review of compliance with the Data Security and Protection Toolkit, review of all Inforrnation Governance incidents, including the identification of themes and lessons learnt, review of all Information Governance and Caldicott Guardian decisions, monitoring of our firewall report, Subject Access Requests, Access to Health Record5 Requests and Data Protection Impact Assessment approval. Information Governance 15 monitored at every Mountbatten Committee and at Board level. Mountbatten Group has its own on-site Senior Information Risk Owner ISIROI, Caldicott Guardians, Oeputy Caldicott Guardians and Data Protection Officer. Actlons taken durln8 2024/25 to further improve information governance and data protection within the or8ani53tian have included.. There have been 4 Data Privacy Impact Assessments IDPIA51 completed durin8 2024125. These were completed for a range of projects and new IT systems, these were reviewed at the Integrated Information Governance Committee and ratified at the Quality and Governance Committee. Mountbatten has received 11 Access to health records requests during 2024125. Due process was followed wlthout approprlate information redacted where necessary and regulatory timeframes adhered to. Work continues on making improvements to IT networks, this has included replacing a router in Hampshlre and the set up of automated fail over to a back up router. A new password management system has been implemented to. offer improved security of-mountbatten's sensitive information. A new IT hardware asset management system has been introduced. All of Mountbatten's hardware is now1088ed on the system. The team are now easily able to check devices in and out to respective users, Mountbatten will also be able to use the 50ftware to asslst it's rolling replacement schedule. Mountbatten have taken the declslon to move all employees to Mlcrosoft Business Prerrlum Ilcenses, thls offers greater security and allows the team to push out policie5 across teams in a mana8ed way and ensure updates are adhered to correctly once tested by the IT team. A penetration test was competed by an external company in May 2025, this tested the robustness of Mountbatten's ICT conflguration a8ainst any potentlal threats. The application process for allowing Mountbatten domain emai15 to send and receive N HS related emails was successfully completed and will be applied for again during 2025126. Mountbat'ten have undertaken a project in 2024125 to move the telecommunications provision to Microsoft Teams. This allow5 employees to acces5 calls and messages via a physical desk phone. Their laptop or their work mobile. The move has also meant a significant saving for Mountbatten. An Artificial Intelligence working party has been set up to explore opportunities that could be explored in this field. The group also reviewing the governance and risk which will help to structure an Al policy that will be produced in 2025126. Page 28 Mountbatten Hampshire Limited Trustees, Report (including Director5, Report) For year ended 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 172{11 of the Companies Act 2006 to have regard to various specific factors. including.. the likely consequences of decisions in the long term the interests of employee5 the need to foster the Charity's relationships with third-party stakeholders which, in the case of the Mountbatten Group, include people affected by death, dying or bereavement, supporters, the clinical communSties, key opinion leaders and other inf luencers the impact of the Charity's operations on the community and the environrnent the desirablllty of the Charlty maintainin8 a reputation for hi8h standards of buslness canduct Our 8overnanee processes The Board of Trustee5 (Board) delegate5 day-to-day mana8ement and deci5ion-maklng to the Chief Executive Offlcer 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, holds an annual one'day strategy review meeting to assess progress and identify areas of focus for the followln8 year. The Board receives updates on the CharitV'5 performance and plans at each quarterly Board meetlng, while its Committees review performance and plans in more detail as set out in the relevant Committee's term5 of reference. By monitoring performance and ensuring that management is acting 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 section 172. En8agement with the Charity's maln stakeholder groups, including our staff, people affected by death, dying and bereavement, supporter5, clinical communities, and key opinion leaders and other inf luencers. is discussed in the section "Engaging with our stakeholders on pa8e 30. At each Board meeting the CEO has the opportunity to elaborate on these matters and answer questions and receive feedback from Tru5tee5. The Ilkely consequence5 of any decislon In the long term The Charity's strategy is based on our vislon of expanding our services acr055 our operatlng area and beyond to ensure that no person should find themselves isolated and unsupported while faclng death, dying or bereavement, Thls long- term aim informs our strate8y and declslons regardlng our policies and activitles. The current strategy cycle runs from 2020 to 2025. The Board and its Commlttees keep the Charity's principal rlsks and Sts rlsk appetite under review, formally considerlng emerging risks and reviewing changes In the Charlty's risk profile and responses thereto throughout the year. The desirability of the Charlty malntalnlng a reputatlon for high standards of buslness conduct Among the matters reserved for the Board is setting the Charity'5 culture, value5 and Standards and ensuring that its obligations to its stakeholders are met. The Charity has a range of policies and processes that promote corporate responsibility and ethical behaviour. Areas covered include f undraisin8, conflicts of interest, safeguarding, dignity at work and whistleblowing. Page 29 Mountbatten Hampshire Limited Trustees, Report {including Directors, Report} For year ended 31 March 2025 The deslrability of the Charity maintaining a reputation for high standards of buslness conduct {¢ont.I All policies are reviewed periodically and updated as necessary by SMT and the Board. Although the Charity's core activities do not involve working directly with children it does 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 ha5 a dedicated safeguèrding manager and a network of safeguarding champions who are responsible for ensuring that reporting and review processes are followed so that safeguardin8 issues are dealt with appropriately. Engaging with our stakeholders The charity takes care to maintain positive relationships with suppliers and stakeholders and endeavours to ensure that all contractual and general business terms and condltions are adhered to at all tlmes, In partlcular with regard to smaller companies and suppliers but also in general with regard to all suppliers and stakeholders the charity will ensure that we Settle accounts withln agreed terms and as a routine the finance department will settle accounts on a twice monthly ba515. Our stskeholders How we engage them on key declslons People affected by death, dying or bereavement. It is vital that we listen to the experiences, insights and priorities of people affected by death. dying or bereavement so we can be sure we are meetlng thelr needs, dellverlng -the services most appropriate to those needs and influencing policy changes in the areas that they are most needed as well as providing relevant and accessible information. We routinely consult and cornmunicate with all our servlce users on a con5t?nt basis. This 15 through personal contact as well as frequent electronic contact, follow up and the maintenance of a 2417 telephone line manned by human belngs to ensure that we are always available to those who need us. Our Supparters In order to ensure our long term flnanclal stability, we need to build lasting relationships wlth our su pporters, insplrlng trust and loyalty in them around a shared mlsslon. We also need te provlde them with the right opportunitie5 to 5UPPOrt us and enable them to do 50 in way5 that they flnd easy and convenient. We have invested heavily In facilltles to allow us to stay in better contact with our supporter base and we contact them through these facilities regularly. We have an ongoing communication and dlalogue with ou r supporter base and their feedback is used to gulde the development, delivery and content of our fundrai51ng a nd ma rketing activity to ensure that their views inform all a5pect5 of our fundraising. Page 30 Mountbatten Hampshlre Limited Trustee5' Report Ilncludlng Dlrectors, Report) For year ended 31 March 2025 Our Workforce As an organization, we are only as strong s the people we're made up of. We pride ourselves on the ability to recruit, develop, 5UPPOrt and train he best people i n each area of our work. In order to do thls, we need to Ilsten to our employee5 and understand what kinds of support, information and development opportunlties they want to see from us. We communicate with our staff in many different ways. We run an ongoing series of general open meetings to which all staff are Invited and at which any member of staff my 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 meetings with their line manager to discuss matters that relate di rectly to their day to day work or how their work Is affecti ng their day to day life. We have a formal annual process of appraisal to formally record the performance, development progress and ambitions and future plans for the employee and the Charity. Finally, we have a formal process of whistleblowing and an identified whistleblowing 'cha mpion. to facilitate swift disclosure and resolutlon to employment, and other, Issues whlch may be sensitlve, dlffScult or ¢ontentlous in nature. Suppllers We work with a range of suppliers but given our locatlon and what it Is that we do. they are mostly local suppller5. They do range f rom Small independents to members of large and sometime5 International corporate Broups. We value our relationships with all of our suppliers and try hard to bu ild good relationships with 311 ofrour suppliers. Whlle the nature of our actlvlties means that our largest expense Is Human Resources we still spend slgnificant amounts wlth external suppllers. We are committed to treatlng them fairly and ensure that as far as possible we pay them promptly and de31 with them equitably. We run two creditor payment runs every month to ensure that we are able to pay suppliers promptly and within agreed credit terms. Page 31 Mountbatten Hampshire Limited Trustees, Report (including Direttors, Report) For year ended 31 March 2025 Governance The governance of the Charity is underpinned by a robust committee structure as follows: Chatr. Chalr oftho Board SeThk•s ¢I￿1r. D•sy•i*dTruR•• •UIVSho￿A1fvl$oryG¢Oup vu•dr•tsl￿ Grou 0￿11￿* GOVVII•IIC• Chalr Oir•c¢or ol wurstr Nornm•ti0ft5 & 84murk•ratittns AtsMstrry Group ¢￿Ir. o+swtt•todTiutt Comm•rciil o•Ythpm•nt Groyp Chtr. 0•5*n•t•dTruir•• volvniotr ￿ver(1Pm0nt Int•yat•d Informition ao¥•minc• Gioupl&)cL GOPA ¢h)ti: Dir*rt•r ol Qvlltty. O•ts, rr an6 OPO otslrrttly Stt•r• S•ftEuardini Mvbni Chair= thr4a¢r ol Psyc￿50￿11 anl 5pliiruil c•r• •ilth & S•f•ty Chiir. oèputy Cio chlir Dit+¢ror ol P4opt• StThk*s tducbt￿n,Y(¥I￿ry& p•seir o 888 Ln Ln oom Ln C s +y T5 £ w) ( Q CJ 00 owoo 00 omoo o o o o o v o Ln rr) Ln w o Lt) o e4 0 O W O o Ln Ln * Ln o 17) 0) U) to O C O Ln ffj O o o m 00￿ om o 00 oco* rri ￿ ry rt o rri o 7J Mountbatten Hampshire Limited Notes to the Financial Statements For year ended 31 March 2025 21. Movement in funds {continued) Purposes of restricted funds Summer House During the prior year the Summer House fund was established following the receipt of legacies and trust fund donations towards the c05t of purchasing a summer house. Coronovirus oppeal 'Barclays IOOXIOO UK COVID-19 Community Relief Funding,, the money was used to purchase various specific medical equipment and ward items for patienys use. Capital Campalgn For the upcoming capital proJects. Cormlchael ond Mason Choritoble settlement To purchase speclflc equipment for the hospice, NHSE BID2 NHSE via Hospice UK To do refurblshment works and equipment to co-locate community Hub, to train staff on Brigid & Airmid, IT project management costs and purchase of Drug Cupboard. Francls Winhom Foundatlon The funds were restricted for the purchase of equipment far patients, the funds are belng used to purchase various items Including Oska pumps. Mattre55es and a folding slide board. February Foundation The funds are for the refurbishment of the IPU patlent bays, the work is in progress for all IPU bays to be refurbished in 2024125. Jenna Morie Foundation The funds are restricted to items to be used by our patlents, the funds expensed during 2023124 have purchased Bed5, Blankets and a washing machine. Syder Foundotion The funds donated are restrlcted to the capital campaign, the works are in progress and expected to complete durln8 2024125. Edwlno Mountbatten "Leonora Children's Foundotlon" The funds donated are restrlcted to the capital campaign, the works are In progress and expected to complete durln8 2024125, Sarah Rickett Provided a donation to reward our staff, thi5 has been used alongside another similarly restricted donation in providing a Christmas party at the hospice for staff and volunteers. Duncan Lotter Provided a donation to reward our staff, this has been used alongside another similarly restricted donation in providing a Christmas party at the hospice for staff and volunteers. Hospice UK Capitol Grant Grant funding was provided to help the hospice improve their facilities, increase capacity and enhance digital technology. Page 62 Mountbatten Hampshire Limited Notes to the Flnancial Statements For year ended 31 March 2025 21. Movement in funds (contlnued) Hospice UK Masonic Charitable Foundation This fund has purchased a communlty engagement vehicle, a minibus size vehicle that enables all of our teams to SUPPOrt our communltle5 including those further from our Hospice. Purposes of designated funds The trustees established this fund for use in future prolerts to extend the servlce of Mountbatten Hampshire. 22. Reconclliation of net incomlng resources to net cash flow from operating actlvities 2025 2024 Net expendlture for the reporting period {as per the statement of financial activities) Depreciation charges IGainsl/losses on Investments Dlvldends, interest and rent from investments Interest from intercompany loan Loss on disposal of fixed assets Increase in stocks Increase In debtors Increase Sn creditors 1157,1821 11,071,215) 198,4iXI 5,394 111,3741 212,756 130,2921 4,475 11,2301 13.lQ4} 130,7031 227,398 14.1201 1283,4821 96,229 Net cash (used inl/provlded by operatin8 actlvltles 1156.1351 1691.9151 Analysls of cash and cash equlvalents 2025 2024 Cash in hand 240,443 774,425 Analysi5 of changes in net debt l April 2024 Cash flows 31 March 2025 Cash in hand Borrowings {intercompanvl 774,425 iioo,0001 674,425 1533,9821 loo,000 1433,9821 240,443 240,443 Page 63 Mountbatten Hampshire Limited Notes to the Financial Statements For year ended 31 March 2025 23. Operating leases commitments The group's total future minimum lease payments under non-cance113ble operating lease5 are a5 follows for each of the following periods: Property 2025 2024 Less than one year One to five years Over five years 73,887 755,084 227,371 1,056,343 210,825 651,500 403,250 1,265,575 All of the commitments shown above relate to Mountbatten Hampshire Llmited. The subsidiary company. Mountbatten Hampshlre Promotions Llmited, has no such commitments. 24. Legal status of the charlty The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up Is Ilmited to £1. 25. Ultlmate contralllng party The charlty's ultimate tontrolling party is Mountbatten Isle of Wight Limited, a reglstered charity (number: 10390861 and company limited by guarantee (number.. 029292671. Coples of the consolidated fi nancial statements are available from the Charity Commission. Page 64