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2025-12-31-accounts

Sisters Hospitallers of the Sacred Heart of Jesus CIO Annual Report and Accounts

Year ended 31 December 2025

Charity Registration Number 1198657

Contents

Reports

Reports
Reference and administrative information 1
Foreword by the Chair of Trustees 3
Trustees’ report 5
Independent auditor’s report 45
Accounts
Statement of financial activities 49
Balance sheet 50
Statement of cash flows 51
Principal accounting policies 52
Notes to the accounts 58

Sisters Hospitallers of the Sacred Heart of Jesus CIO

Reference and administrative information

Trustees Sister Maria Lourdes Sanz (Chair)
Rev John Joseph Martin (appointed 21 July 2025)
Sister Cecilia Eshun (appointed 13 February 2025)
Sister Antonia Serrano (appointed 13 February 2025)
Sister Mary Ann Curimatmat (appointed 13 February 2025)
Sister Encarnación Aguayo (resigned 21 July 2025)
Sister Tomasa de la Torre (resigned 21 July 2025)
Delegation Superior Sister Maria Lourdes Sanz
Delegation Bursar Sister Mary Ann Curimatmat
Provincial Secretary Sister María Josefa Hernández
Principal office St Teresa’s Home
42 Roland Gardens
London
SW7 3PW
Telephone 020 7373 3054
Facsimile 020 7259 2446
Website www.sistershospitallers.org
E-mail provincial@hsc-uk.org
Charity registration number 1198657
Auditor Buzzacott Audit LLP
130 Wood Street
London
EC2V 6DL
Bankers National Westminster Bank plc
135 Bishopsgate
London
EC2M 3UR

Sisters Hospitallers of the Sacred Heart of Jesus CIO 1

Reference and administrative information

Investment managers Coutts & Co Charity Investment 440 Strand London WC2R 0QS Rathbone Investment Management Limited 8 Finsbury Circus London EC2M 7AZ Solicitors Stone King LLP Upper Borough Court Upper Borough Walls Bath BA1 1RG

Sisters Hospitallers of the Sacred Heart of Jesus CIO 2

Foreword by the Chair of Trustees 31 December 2025

INTRODUCTION

The year ended 31 December 2025 has been one of resilience, stability, and continued operational focus for the Charity. Throughout the period, we have remained firmly committed to our Hospitaller mission, ensuring that compassionate care and support for those we serve remains central to all activities.

During the year, the CIO, strengthened its governance structure through the appointment of two additional Trustees. These appointments bring a broader mix of professional experience and perspectives, enhancing governance, oversight, and strategic decision-making capacity as the organisation responds to the evolving demands of the care sector.

Despite ongoing challenges across the UK care sector, including pressures on occupancy levels observed across the Group, our Homes have continued to demonstrate resilience and adaptability. Occupancy has remained relatively strong but below optimal levels, consistent with wider sector trends where performance has been impacted by market conditions and admission delays. Against this backdrop, total income for the year remained stable, supported by consistent residential and care fee income and sustained demand for services.

From a financial perspective, the Charity delivered a positive outcome, generating a net surplus of £0.76 million (2024: £1.37 million). While this represents a reduction compared to the prior year, the result remains resilient given the challenging environment, including occupancy pressures and rising operating costs. Increased expenditure, particularly in staffing and care-related costs, has been the principal driver of the year-on-year movement; however, the outcome demonstrates disciplined cost management and overall operational resilience.

Investment performance remained strong, with net gains of £0.70 million (2024: £0.66 million), representing a modest improvement year-on-year. These gains have made an important contribution to the Charity’s financial sustainability, supported by a continued focus on prudent treasury and investment management aligned with long-term objectives.

The Charity’s financial position has further strengthened during the year. Total reserves increased to £34.6 million (2024: £33.8 million), reflecting retained surpluses and positive investment performance. This steady growth in reserves, alongside investment and fixed asset holdings, reinforces financial stability and provides a strong platform to sustain and develop services in the medium to long term.

Operationally, 2025 has been characterised by a continued focus on efficiency, quality of care, and responsiveness to sector challenges. Rising staffing costs and inflationary pressures have required careful oversight; however, improvements in resource allocation, reduced reliance on agency staffing, and strengthened operational controls have supported overall performance. These approaches are consistent with Group-wide efforts to manage workforce costs and maintain service quality despite external pressures.

The Charity has also continued to invest in its infrastructure, systems, and working practices to ensure it remains well positioned to meet increasingly complex sector demands. Throughout these developments, the organisation has maintained its core values of dignity, compassion, and excellence in care.

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Foreword by the Chair of Trustees 31 December 2025

As we look ahead, the Charity is well placed to navigate future challenges. With strengthened governance, stable financial foundations, and a clear commitment to continuous improvement, we remain focused on sustaining our mission and building on the progress achieved during the year.

Finally, we extend our sincere thanks to all co-workers, Sisters, volunteers, and supporters. Their dedication, professionalism, and commitment to the charism of hospitality continue to be essential to the Charity’s success, and we move forward united in our mission to serve with compassion, dignity, and care.

Sister Maria Lourdes Sanz, HSC Delegate Superior, English Delegation

Chair of Trustees

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Trustees’ report 31 December 2025

The Trustees present the report and financial statements of the Sisters Hospitallers of the Sacred Heart of Jesus Charitable Trust CIO (the “Charity”) for the year ending 31 December 2025 .

The accounts have been prepared in accordance with the accounting policies detailed on page 52 to 57 of the accompanying financial statements. They comply with the Charity’s trust deed, applicable statutory requirements, and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102).

Foundational Charism and Mission

Our Congregation , a gift of the Spirit to the Church, was founded in Ciempozuelos (Madrid, Spain) on 31 May 1881 by Saint Benito Menni , a priest of the Hospitaller Order of Saint John of God, alongside María Josefa Recio and María Angustias Giménez . Chosen by God for this mission and animated by the charity of Christ , they embarked on this “ Work of Mercy ” dedicated to the compassionate care of women with mental illness .

On 25 June 1892 , Pope Leo XIII formally approved the Congregation as an Institute of Pontifical Right , and on 16 March 1908 , Pope Pius X definitively approved our Constitutions .

We are known as the Sisters Hospitallers of the Sacred Heart of Jesus , a name that reflects the very heart of our charism. Our purpose within the Church is the exercise of hospitaller charity , lived in the state of religious consecration according to the model of perfect charity, Christ , as symbolised by His Sacred Heart .

AIMS OF THE CONGREGATION

The principal aim of the Congregation is to glorify God the Father , by embodying the sentiments of the Heart of the Son , through the action of the Holy Spirit . We continue in the Church and in the world the saving mission of Jesus , especially on behalf of those with psychiatric illnesses , intellectual and physical disabilities , and with a preferential option for the poor .

In keeping with our charism, we also extend our mission into other areas of apostolic care, responding to individuals in distress or vulnerable conditions , depending on the context of time and place.

STRUCTURE AND JURISDICTION

The Congregation's Generalate is in Rome and is organised into Canonical Provinces, Vice-Provinces, and Delegations . The English Delegation supports and oversees the operation of care homes, hospitals , and health centres across England , Ghana , and Liberia .

The financial statements accompanying this report represent the accounts of the Charitable Incorporated Organisation (CIO) to which the assets of the English Delegation, located in the United Kingdom , are legally assigned.

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The Charity is registered in England and Wales under Charity Registration Number 1198657 . The Trustees are constituted and recognised in accordance with the Charities Act 2011 .

CHARISM OF THE CONGREGATION

Our charism is hospitality, a gift received from the Spirit that configures us with the compassionate and merciful Christ of the Gospel, identifies us as sisters and sends us out as witnesses to testify that He remains alive in the world.

By our charism we are called to be witnesses of God's infinite mercy, by embodying hospitality, fulfilling Jesus' command to "go and do likewise" and collaborating in building up the Kingdom.

We express the hospitality that defines us:

OUR MISSION AND APOSTOLATE

Through our mission, we manifest God's love for people with psychiatric illness and intellectual and physical disabilities, as the primary beneficiaries of our apostolate. We also respond to other needs, according to the times and places, where life is threatened, giving preference to the poorest, according to our charism.

The mission of Christ shapes every aspect of our lives and service. Fulfilling this mission according to our charism and in our distinct manner requires:

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This hospitaller mission, marked by compassion, courage, and prophetic vision, serves as a sign of God’s saving love in the world.

Our Co-Workers and Shared Mission

Our co-workers are vital participants in the Hospitaller Project. They share in our mission with responsibility and dedication, contributing through their professional skills and affirming our identity. Their work upholds the Catholic character of our institution and is carried out in the spirit of the Good Samaritan—marked by compassion, integrity, and a commitment to serve the most vulnerable.

Charitable Work in the United Kingdom and West Africa

The Congregation of the Sisters Hospitallers of the Sacred Heart of Jesus is dedicated to caring for the elderly in the United Kingdom, particularly those living with dementia and Alzheimer’s disease. In keeping with our charism, we also provide care and support to members of our own religious community.

In Ghana and Liberia , our apostolate extends to people affected by mental illness, alongside the delivery of general healthcare services. These ministries, which are financially supported by the charity, serve the broader public, offering dignified care to all, with a special focus on the poor and marginalised.

Core Values and Mission in Action

Our sensitivity becomes service . We offer a welcoming environment and holistic care . We uphold professional quality , always enriched by profound humanity . We embrace ethical integrity and historical awareness .

We seek to promote both individual and collective awareness of our identity as part of the Hospitaller mission remaining faithful to our origins, engaged in the present, and actively shaping the future of hospitaller service.

The Congregation considers its values to be a key distinctive feature with integral qualities that define its approach, characterise its activities, and express its unique manner of serving others.

OBJECTIVES, ACTIVITIES, AND GOVERNANCE POLICIES

The charitable activities of the Congregation of the Sisters Hospitallers of the Sacred Heart of Jesus, and those of its successor charity, are focused on three principal areas:

  1. The ownership and operation of three residential care homes for the elderly in the United Kingdom .

  2. The financial and administrative support of healthcare and mental health projects in Africa , specifically in Ghana and Liberia.

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3. Providing care and support to members of the Congregation

The success of these activities is assessed annually by comparing the stated aims and objectives outlined in each Centre's strategic plan and budget with actual performance. This evaluation spans key operational domains, including:

Performance monitoring within the UK residential care centres is maintained through a combination of internal oversight and external accountability processes, including:

In addition:

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Residential Care Homes

In England, we operate three registered residential care homes dedicated to the care and support of elderly individuals—many of whom are living with varying degrees of dementia and require specialised assistance. These homes are:

In operating these Homes, the Trustees pursue the following core objectives:

Support for Projects in Africa

The charity extends financial support and voluntary human resources to various healthcare projects across Ghana and Liberia . While not all these projects are directly owned by the charity, they are deeply aligned with the Congregation’s values and are often operated in partnership with like-minded religious and healthcare organisations. The key projects include:

St Francis Xavier Hospital – Assin Foso, Ghana

The charity supports this hospital through the deployment of sisters and healthcare professionals and covers associated travel expenses, including those incurred by international volunteers and religious sisters.

The current priority is the Maternity Project , now in Phase Three , which includes equipping the facility and completing external works such as landscaping. Fundraising for this final phase is ongoing.

In 2025, the Congregation also sent a container of medical supplies to the hospital. We express our sincere gratitude to our friends, benefactors, and volunteers who continue to support this mission in diverse and generous ways.

St Benedict Menni Health Centre – Pipeline, Monrovia, Liberia

A healthcare facility within the Diocese of Monrovia that offers general medical care, mother and childcare, as well as a mental health service.

This Centre receives ongoing financial, logistical, and personnel support from the sisters.

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Mental health service: admission, rehabilitation programme and domiciliary care

It is dedicated to the restoration and reintegration of women living with mental illness , always rooted in dignity, local identity, and alignment with our mission and values.

The Centre is also responding to the growing challenge of substance use and addiction , especially among women, and is actively developing new care pathways to address this urgent need.

Benito Menni Hospital – Dompoase, Ghana

Situated in a rural area, this small hospital delivers mental health services through a day centre serving adults and youth with intellectual disabilities. These essential services receive no government subsidy. The Congregation funds daily operations including treatment, transport, meals, activities, and maintenance.

In partnership with the Diocesan Health Office, the hospital is also constructing a new Mother and Child Department , using its own resources to enhance services for maternal and paediatric care.

Care for Members of the Congregation

The charity recognises its obligation to provide care and support to members of the Congregation , especially as the demographic profile in England reflects an ageing community and new vocations to consecrated life in Europe remain limited.

Elderly and infirm sisters are cared for at the Congregation’s infirmary in Addlestone , under the supervision of two sisters. They receive a level of care that reflects their lifelong commitment and ensures their dignity and quality of life.

The Trustees aim to:

Safeguarding of Vulnerable Adults

The Trustees recognise the fundamental importance of safeguarding and protecting vulnerable individuals in the charity’s care. As such, they are committed to full implementation of the safeguarding policies and procedures of the Catholic Safeguarding Standards Agency (CSSA) .

The Congregation is an active member of the Religious Life Safeguarding Service (RLSS) , which provides expert guidance, tailored training, and strategic support in safeguarding matters. Additionally, CSSA offers standards, monitoring, and audit frameworks to ensure continual compliance.

The charity also has its own Designated Safeguarding Lead (DSL), who works closely with the Superior to ensure compliance with Church safeguarding requirements and related standards.

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To further reinforce this commitment, the charity has appointed a lay Safeguarding Lead to coordinate safeguarding operations across all Centres.

Each Home also adheres to the national regulatory frameworks set out by the Care Quality Commission (CQC) and the Care Act , ensuring robust and transparent safeguarding practices are consistently upheld.

ACHIEVEMENTS AND PERFORMANCE

Residential care homes

Residential care homes
St Teresa ’s Home St Augustine’s
Home		 Christ the King
Home
Residents/beds 26 51 50
Admissions 13 21 19
Discharges 7 5 6
Residents' deaths in year 7 17 14
Occupancy% 84% 90% 90%

St Teresa's Home, London

Registration and Purpose

St Teresa’s Care Home is registered under the Health and Social Care Act with the Care Quality Commission for the accommodation of up to 26 residents . Situated in the Royal Borough of Kensington and Chelsea , the Home is dedicated to delivering person-centred care within a warm, supportive, and respectful environment. We are committed to upholding the highest standards of care and professionalism.

Rooted in a culture of collaboration and compassion , our staff and sisters work in unison towards a shared mission—supporting each resident in achieving their fullest potential. By addressing the physical, emotional, and spiritual needs of those in our care, we cultivate a truly holistic environment that promotes dignity and well-being.

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Care

Our approach to care is grounded in a holistic approach . We place strong emphasis on developing and implementing personalised care plans that reflect our shared commitment to the individuals we support and their families.

St. Teresa’s has consistently delivered safe, effective, person-centred and well-led care throughout the year, supported by strong multidisciplinary working, robust governance, responsive communication and a clear commitment to dignity, inclusion and continuous improvement.

Activities

We believe that activities play a vital role in the care we provide, and that the Activity Coordinator is an integral member of the care team. St. Teresa’s Home offers a wide range of indoor activities, delivered both in group settings and on a one-to-one basis, depending on each individual’s preferences and needs.

Throughout 2025, St. Teresa’s Care Home offered a rich and varied programme of activities, designed to promote well-being, connection, and a strong sense of community among residents.

Alongside engaging indoor activities that encouraged social interaction and companionship, residents also enjoyed regular outings. Walks within the local area, visits to parks and museums, and social trips for refreshments provided valuable opportunities for relaxation and engagement beyond the home. Ongoing links with local schools and churches further strengthened community involvement.

Weekly visits from the local primary school were a valued part of life at the Home, bringing energy, creativity, and meaningful intergenerational interaction. Their contributions, particularly during the Christmas period, were warmly received by residents.

Activities led by the Sisters, staff, and volunteers supported residents’ physical, emotional, and social well-being. Group exercises, games, and creative sessions encouraged participation, while day-to-day conversations remained central to building relationships and maintaining a supportive environment.

A notable highlight was our ongoing intergenerational programme with a local primary school . Weekly visits brought energy, creativity, and joy—through storytelling , artwork , and music . At Christmas, handmade cards from the children brought heartfelt warmth, deepening the bonds between generations and capturing the spirit of the season.

Central to all activities was the power of conversation —thoughtful, engaging interactions that foster emotional well-being and friendship. We also celebrated birthdays and special milestones , creating cherished memories filled with love, dignity, and joy.

Pastoral Care

Pastoral care forms a cornerstone of our philosophy at St Teresa’s. Rooted in Christian values , our pastoral programme offers spiritual and emotional support to residents, staff, and families. We honour everyone’s right to practice their faith and remain respectful of the diverse religious backgrounds represented in our home.

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We have recently welcomed new members to the pastoral care team, a sister and a permanent Deacon, who support the spiritual and emotional needs of both residents and staff with care, dignity and compassion.

Their presence strengthens the home’s commitment to holistic, person-centred care and they have been warmly received by residents and their families.

In addition, a dedicated team made up of Sisters and staff supports the day-to-day activities within the home. This service is fully integrated into the care provided ensuring that spiritual, emotional and practical support is accessible to everyone as part of everyday life

Residents are offered regular opportunities for spiritual reflection and religious practice. These include the sacrament of Communion , Church of England services , and support in attending Sunday Mass or other external services. Through this, we seek to ensure a spiritually fulfilling life for all who wish to engage.

Human Resources

The year 2025 brought a distinct set of recruitment challenges for the organisation. Factors such as candidate no-shows, last-minute withdrawals, rising living costs, and our geographical location created considerable barriers in attracting and retaining suitable talent. Despite these difficulties, the local HR team demonstrated strong resilience and flexibility. By refining recruitment approaches and streamlining the interview process, they achieved significant success in identifying and appointing appropriate candidates, ensuring that organisational values and culture remained at the heart of every hiring decision.

In addition, a new HR system, Sense HR, has been introduced to further enhance recruitment processes, improve efficiency, and strengthen workforce management. This digital development supports more streamlined tracking, communication, and compliance oversight, contributing to a more structured and responsive HR function. Looking forward, adaptability, innovation, and continuous improvement will remain essential. By investing in a resilient, values-led workforce, the organisation is strengthening its foundation for sustainable success, regardless of external pressures.

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HR Overview: Starters vs. Leavers
20
(2023 -2025)
15
10
5
0
2023 2024 2025
Starters Leavers
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Here’s a visual representation comparing staff starters and leavers at St. Teresa’s Care Home for the years 2023, 2024, and 2025. It highlights a noticeable decline in new starters following 2023, alongside fluctuations in staff leavers, with 2025 showing higher turnover than

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recruitment and 2025 reflecting a closer balance between the two, indicating gradual stabilisation in workforce levels.

Training and Development

St. Teresa’s Home demonstrates a consistent commitment to quality care across all areas of its operations, reflected in its ongoing staff training and development programme. Recognising the importance of continuous learning and professional growth, the organisation ensures that all employees receive comprehensive training, including both mandatory requirements and specialised, service-specific instruction.

Mandatory training covers key areas such as health and safety, infection control, and residents’ rights, helping to foster a culture of accountability, safety, and professionalism. Mandatory training on the organisation’s values is also provided to all staff, ensuring that the hospitaller ethos remains central to daily practice

Beyond core requirements, St. Teresa’s provides tailored training programmes designed to meet the specific needs of its diverse services.

The Home also now delivers quarterly refresher Value Trainings, which are completed both online via Altura and in person, ensuring that key principles, standards, and organisational values are consistently reinforced throughout the year.

Overall, St. Teresa’s Home remains firmly committed to delivering exceptional care, supported by a robust and evolving training framework.

Inspections Conducted During the Year

Over the course of the year, the following inspections and audits were carried out:

All inspections were completed successfully, and the findings confirmed that the standards met the expectations required.

Innovation and Improvement

This year marks an exciting new chapter for St. Teresa’s Care Home, as we continue to develop and enhance our environment to ensure it remains comfortable, modern and nurturing for all residents, while preserving the warmth and values at the heart of our care.

Alongside these achievements, there have been positive developments within the management structure, including changes that have supported ongoing improvements to care planning processes and strengthened overall service delivery.

As we move forward, we remain committed to continuous improvement and excellence in care delivery. These developments reflect our ongoing dedication to providing a safe, dignified,

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and high-quality environment for all residents, ensuring that St. Teresa’s continues to thrive as a place of compassion, professionalism, and trust.

Challenges and the Way Forward

At the beginning of 2025, St. Teresa’s Care Home experienced the passing of several residents in close succession. While each loss was deeply felt by our team, this period also brought significant operational and financial challenges.

With a capacity of just twenty-six beds, even a small number of vacancies had a notable impact on occupancy and income. The rapid succession of losses limited opportunities for new admissions, leading to reduced occupancy and revenue. At the same time, ongoing recruitment challenges made it more difficult to maintain optimal staffing levels.

Additionally, there has been a deterioration in residents’ health and dependency levels, resulting in increased care needs and added pressure on staff and resources.

Despite these challenges, the team responded with resilience and compassion, supporting residents and families throughout. As we move forward, we remain committed to delivering high-quality care while carefully managing occupancy, staffing, and resources.

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St Augustine’s Care Home

St Augustine’s Care Home is in the serene surroundings of Addlestone, in the county of Surrey. Established in 1945, the Home accommodates up to 51 residents and includes a secure 10-bed unit, designed to provide enhanced safety and specialist care for individuals living with advanced dementia.

Our dedicated and compassionate team provides personalised care in a warm, supportive, and secure environment. We also offer short-term respite care. A community of sisters plays an integral role in supporting the care staff, particularly in pastoral care, ensuring that both staff and sisters work collaboratively to help residents reach their full potential.

Care

In 2025, St. Augustine’s Care stayed true to its mission of offering compassionate, holistic support rooted in dignity, service, and community. The year marked important strides in delivering patient-centered care and weaving spiritual well-being into everyday practices. Among the key achievements were enhanced healthcare quality through staff training, stronger collaborations with local organizations, and the adoption of digital tools like E-MAR and Sense to improve coordination and record management.

2025
Residents/beds 51
Admission 21
Discharge 5
Deaths 17
Occupancy 90%

Activities, Outings & Entertainment

Our activities at St. Augustine’s, continue to priorities’ person-centered care, ensuring that every resident’s individual needs are met. Our aim is to create a vibrant environment where residents can benefit their mind, body and soul, and enjoy happiness throughout the year.

Spiritual wellbeing is supported through Wednesday and Sunday Mass services, and feast day or for special occasions. Rosary every Thursday in the lounge. School children visit during term time to chat, sing or dance for the residents.

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Our program also features a variety of online quizzes, including music, general knowledge, logo quizzes and many more. Residents have daily choices between word search puzzles, reading books, paper-based quizzes to solve, and colouring. Theres always an array of arts and crafts activities, such as making birthday cards or creating themed crafts for especial occasions with volunteers and staff always on hand to help. Alongside weekly quizzes and bingo with staff and sisters. Arts and crafts are staple of our routine

The bingo sessions have proven to be an excellent way to stimulate the mind of our residents, offering both fun, everyone had the opportunity to participate actively by reading out each bingo number loudly in front of the group. This not only encouraged interactions but also helped build confidence among the residents.

Residents enjoy Zoom singing with Barbara and friends. We keep selections of board games on hand, including chess, card games puzzles, Scrabble and dominoes. Sport activities like bowling and a variety of ball games, football proved to be especially popular.

One of the most memorable events is our Memory Lane session, where everyone had a wonderful time reminiscing about days gone by the atmosphere was filled with nostalgia

Poetry sessions, which have become delightful highlights each week. We gather to read Poems, and it’s wonderful to see how much everyone enjoys participating

New activities.

We have organized and ran monthly cinema trips which have been a great success. Not only do we get to watch a film together, but we also get the chance to meet our local community at the shared meal after the film. The cinema experience is accessible and engaging

Flower arranging Once a month we make flower arrangements for the dining room; this allows residents to express their creativity and can promote interesting discussions. It also allows calm extended focus.

Learning through activities

We found ways to incorporate activities and learn about important events from around the world. This kept learning both fun and accessible

Friends of St Augustine’s

The Friends of St. Augustine’s They are totally an independent body add a great value to the Home. They are well known by the residents and families. They are extremely cautious not to interfere with running of the Home. They always inform Superior and Care Manager of their activities such as a Summer and Christmas fayre with Tombola, raffle etc and some social events. They run events to raise funds for the residents, and they organise entertainments and financed the cost.

Pastoral Care

We are fully committed to meet the spiritual needs of our Residents and staff.

During the year a lot of activities have taken place, the staff is very engaged in assisting the residents if they wish to attend any services in the church or going out to attend other services in different other denominations.

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We are very fortunately to have daily services in our own chapel in the home, the priest who visit and conduct the services are always available to listen to the needs of the residents and of the staff if they required their services.

The team ensured that the home promotes resident’s spiritual and emotional wellbeing from the day they moved into the care home until the end of their lives.

The team ensures that residents wishes are respected, and they are always treated with dignity. The team organised the sacrament of the sick at least twice a year and when the residents are on end of life as requested. The Sisters and staff are always by their side to accompany them at their last moment and support their families.

Human Resources

St Augustine’s Care Home is supported by:

The management team comprises the Manager, Superior, Deputy Manager, and Finance Officer. This year we Implemented a new HR electronic programme – Sense.

In 2025, we welcomed 13 new staff and experienced 14 leavers. One of the home’s biggest challenges was recruiting but in 2025 the Home managed to have consistent staff numbers, we maintained a stable staffing ratio, reducing reliance on agency personnel.

We subcontract catering duties to SCCS, they employ 6 Kitchen staff and gardening duties to Gogartys Garden Services which employ 4 gardeners.

Training

We have a comprehensive training programme that runs throughout each year for all members of staff which includes all mandatory courses. This updates existing qualifications and allows for accredited courses and Health & Social Care Diploma’s and NVQs to run alongside.

Our staff are also trained on the identity, philosophy and values of the Institution of the Sisters Hospitallers, enhancing their understanding of the Congregation’s

We maintain a comprehensive, year-round training programme that includes all mandatory and specialist modules, ensuring staff are equipped with up-to-date skills and knowledge.

We will also continue to promote all distance learning as these courses are so in-depth and offer a greater knowledge for all who complete them. We consider training to be extremely important

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Inspections Conducted During the Year

Improvements in 2025

Progress achieved includes:

Challenges & Way Forward

Key strategic priorities and challenges include:

It’s working hard to maintain strong occupancy levels to ensure stable revenue. One of the key challenges is increasing the number of privately funded residents, which is becoming more difficult due to significant competition in the local area. Several neighbouring care homes hold strong CQC “Good” ratings, making the market more competitive and giving families more options to choose from currently facing difficulties with stability in the senior team. Several senior staff members have recently left, and although new seniors have been recruited, the team is still in a period of transition.

Another key challenge is recruiting candidates who genuinely align with the company’s values is to improve the current CQC rating Alongside this, the home needs to increase its visibility within the local community.

The building at St Augustine’s is ageing and now requires significant maintenance work.

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Footherley Hall Residential Care Home

Overview

Established in 1965, Footherley Hall Residential Care Home is located on the outskirts of Shenstone, Lichfield. Nestled within the serene Staffordshire countryside, it is surrounded by extensive and beautifully maintained grounds that offer peace, tranquillity, and picturesque views. The estate features wheelchair-accessible walkways, ample seating areas, a large pond with a waterfall and fountain, a summer house, and well-positioned pergolas, providing a therapeutic outdoor experience for residents and visitors alike.

A dedicated community of sisters collaborates closely with the management team at all levels. Their presence is integral, especially in the delivery of pastoral care, and brings a distinctive spiritual and compassionate dimension to the home.

Care Provision

We continue to offer a holistic care based in our hospitaller model a very person centre care. Our care plans are reviewed and evaluated regularly and any time resident condition changed our aim is to meet the need of each resident as much as possible.

In the care we offer the family play a very important role, we meet the families as often as necessary, value their input and feel that they are always willing to participate in the care of their loved ones.

Our end-of-life care is very much in line with our values and ethos. We work well as a team with the Hospice staff, district Nurse Team and our sisters, we have been able to ensure most residents end their life with us in their Footherley home surrounded by love and kindness of the carers and Sisters who know them best. This is also a great comfort to the relatives

Beds Admission Discharge Deaths Occupancy N° of Stays
50 19 6 14 90% 17,408

In 2025, we successfully maintained a high occupancy rate of 90% , with a healthy waiting list, reflecting the trust placed in our services.

Activities Programme

Our residents enjoy a rich and varied activities programme led by our activity’s coordinators. Designed to promote mental, emotional, and physical wellbeing, daily activities include:

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Christmas was a particular highlight, featuring a joyful carol concert with the sisters and management team, followed by a festive buffet during our first fully restored Christmas party since the pandemic.

Pastoral Care

Pastoral care is woven seamlessly into our daily operations. Spiritual wellbeing is nurtured through:

The pastoral care team is led by a sister and supported by the care team, the pastoral care team ensures that residents are spiritual need are supported from admission to end-of-life, always treated with dignity and in accordance with their beliefs and wishes.

Human Resources

A new HR system, Sense HR, has been introduced to further enhance recruitment processes, improve efficiency, communication and strengthen workforce management.

Footherley Hall currently employs:

Our current staffing numbers are sufficient to have a good ratio of staff to resident over a 24hour, 7-day period, by make use of agency staff.

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During 2025 we have had 15 leavers, and we have employed 14 new members of staff. We are currently recruiting Senior Night Care Assistant, a Senior Day care Assistant, an afternoon Care Assistant, and a Weekend Care Assistant.

We have continued with our flexible approach to working. As such any new employees are contracted for days or nights, and this has continued to enable a more flexible.

We subcontract our House care/domestic and catering duties to SCCS, they employ 8 Kitchen staff and 10 domestic staff.

Staff Training and Development

We place great emphasis on professional development, ensuring that all staff are trained to the highest standard. Our comprehensive training programme includes:

We also continue to promote distance learning courses, which offer deeper, specialised knowledge and support career progression.

Friends of Footherley

We are fortunate to have the unwavering support of the Friends of Footherley , a vibrant volunteer group with 152 members and its own committee. Their contributions include:

The 2025 Summer Fête was a tremendous success, drawing an exceptional turnout and showcasing our beautiful grounds. The funds raised was excellent. The Friends' ongoing dedication ensures our residents experience joy, comfort, and community beyond the daily care we provide.

Inspections and Regulatory Visits

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Improvements and Developments

Challenges and the Way Forward

Conclusion

Despite the trials of 2025, Footherley Hall has remained resilient and committed to delivering high-quality, person-centred care. Our cohesive team, the presence of the sisters, the dedication of the Friends of Footherley, and the deep-rooted values of the Institution of the Sisters Hospitallers ensure that our residents continue to live with dignity, purpose, and joy.

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Missions in Africa

St Francis Xavier Catholic Hospital, Assin Foso, Ghana

The Congregation of the Sisters Hospitallers of the Sacred Heart of Jesus assumed responsibility for a small community clinic under the Assin District Council in 1965. Under their stewardship, the facility was progressively developed and was eventually upgraded to a Mission Grade B secondary hospital with district hospital status.

The hospital is jointly managed by the Sisters Hospitallers and the Archdiocese of Cape Coast.

Serving as the District Hospital for both Assin North and Assin South Districts, the hospital covers a combined geographical area of approximately 1,255 square kilometres— representing one-quarter of the Central Region.

Currently, the hospital has a capacity of one hundred and fifty-eight (158) beds and holds full membership of the Christian Health Association of Ghana (CHAG).

Activity Patients seen 2025
Residents/beds 144
Admissions 11,116
Discharges 10,488
Residents' deaths inyear 284
Outpatient 130,057
Major surgeries 1,482
Births 2,939
X-Ray 4,276
Specialist Diagnostic E.(Scans) 12,554
Specialist Diagnostic E.(Laboratory) 100,852
Physical rehabilitation 2,753
Occupancyrate 82.6%

Despite the many challenges faced during the year, the hospital continued to serve as a key referral hospital for the Central Region. This reflects the strength of our hospitaller identity, our model of care, and our core values of hospitality, dignity, and sensitivity to those who are excluded.

Overall, 2025 showed significant growth across many of our services. Key highlights included the following:

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OPD attendance improved steadily 130,057 in 2025, reflecting a 7.2% increase and sustained growth in service demand.

Total admissions increased to 11,116 in 2025, representing a 10.3% rise over 2025 and indicating growing inpatient demand.

Physiotherapy attendance continued to show a strong upward trend over the five-year period, despite an initial decline.

Imaging Unit. The X-ray service recorded moderate fluctuations over the five-year period, with volumes remaining relatively stable overall.

Laboratory. Despite the relatively stable attendance figures, the number of tests performed increased substantially. Overall, the laboratory continues to demonstrate strong service utilization

Pastoral Care

Pastoral care remains a cornerstone of our holistic approach to healing. The hospital employs a full-time chaplain , who is an integral member of the multidisciplinary care team. The chaplain provides daily spiritual support, counselling, and accompaniment for patients, their families, and staff.

In addition to in-hospital support, the pastoral team conducts post-discharge home visits , offering continued psychosocial and spiritual support—particularly valuable for elderly patients and those living with chronic illness.

As part of the hospital's commitment to staff wellness and holistic care, a three-day retreat programme was organised for health workers under the theme “Addiction.” The retreat was held at the Franciscan Valley of Prayer and Silence Centre on 17th September, 24th September, and 1st October 2025.

The programme also included spiritual support through the Sacrament of Reconciliation, providing participants with an opportunity for spiritual renewal, personal reflection, and a strengthening of faith.

Liturgical feasts of the Church, along with the Feast of the Congregation , are commemorated with reverence and participation.

Looking Ahead

As we move forward, St Francis Xavier Catholic Hospital remains steadfast in its mission to deliver compassionate, high-quality healthcare. We are committed to continuous improvement, guided by the values of service, dignity, and hospitality that define our institution.

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Human Resources

The hospital has a total of five Hundred and two (502) staff.

STAFF MOVEMENTS STAFF MOVEMENTS
New postings Exit Long Service
Awards 30 & 35years
Rotation and
National Service		 Promotion
55 44 2 93 72

Training and Capacity Development

At St Francis Xavier Catholic Hospital, we recognise that staff development — both professional and personal — is essential to enhancing productivity and delivering quality healthcare.

In 2025, a total of 21 staff members were granted approval for further studies. Of these, 9 were granted study leave with pay, while the remaining 12 undertook programmes through sandwich and weekend arrangements. Approved academic pathways included Residency in Internal Medicine, General Surgery, Fellowship (Radiology), BSc. Physiotherapy, MBA Health Services Administration, MBA Human Resource Management, BSc. Mental Health Nursing, among others.

In-service Training

The hospital has a training schedule highlighted in the yearly action plans of the hospital’s Quality Management Team. The schedule is mainly developed from a Training Needs Assessment Report provided by the HR Unit. There are basically twelve (12) training topics in a particular year.

Further Studies

The data below illustrates the thirty-four (34) staff currently under bond, spread over the specific year that they are expected to be through.

Donations and Support

We are immensely grateful for the continued generosity of individuals, institutions, and partners. Notably this year, The Papal Foundation for its generous donation toward equipping the Hospital’s new maternity project.

Benito Menni Foundation (BMF) continues to make a significant financial contribution and to seek active donors to support the development of the Maternity Block , a vital part of our maternal and child health services.

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Major Achievements in 2025

The project is currently at the planning and consultation stage, with the selection of a suitable supplier still pending.

These initiatives are aimed at improving access to specialized care locally, reducing patient referrals to distant facilities, and strengthening the hospital’s role as a key secondary healthcare provider within the region.

Challenges and the Way Forward

The delivery of quality healthcare services remains central to the mission of St. Francis Xavier Catholic Hospital. During the 2025 reporting year, the hospital continued to provide a wide range of clinical and operational services aimed at improving health outcomes for patients within its catchment area and beyond. Through the dedication and professionalism of its clinical and non-clinical staff, the hospital maintained its commitment to delivering accessible, safe, and patient-centred care.

As a secondary-level facility, the hospital requires an adequate number of specialists and skilled health professionals to deliver quality healthcare services.

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As well as facing difficulty in retaining Medical Officers and staff transfer-out requests.

St Benedict Menni Health Centre – Monrovia

Overview

St Benedict Menni Health Centre, situated on the outskirts of Monrovia in Pipeline, operates under the Archdiocese of Monrovia and has been managed by the Sisters Hospitallers of the Sacred Heart of Jesus since 1966 . Originally established in Virginia, Liberia, the Centre began as a haven for orphaned and physically disabled children. In 1988, it was relocated to its current site, where it continued as a clinic and rehabilitation facility for children with polio until the eradication of the disease in 2010.

Today, the Centre comprises two integrated healthcare units:

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developing a dedicated facility to support women affected by substance use disorder (SUD).

Together, these units uphold the healing mission of the Church by caring for the sick, the vulnerable, and those in need of social and psychological reintegration.

Affiliations

The facility operates under the umbrella of the National Catholic Health Council (NCHC) and is an active member of the Diocesan Catholic Secretariat (DHS) . It is recognised by the Ministry of Health as a leading institution in mental health care across Liberia.

Clinical Services Offered

The general clinic provides a wide range of medical services, including:

  1. General Outpatient and Emergency Care;

  2. Maternity Services;

  3. Maternal and Child Health (MCH);

  4. Diagnostic Laboratory Services;

  5. Management of Communicable Diseases (Tuberculosis, Leprosy, HIV);

  6. Pharmaceutical Services;

  7. Prevention of Mother-to-Child Transmission (PMTCT); and

  8. Anti-Retroviral Therapy (ART).

Mental Health and Rehabilitation Services

The Maria Josefa Recio Unit offers a holistic and person-centred approach to mental healthcare, particularly focused on the rehabilitation of women. Key interventions include:

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These services aim to promote independence, emotional recovery, and eventual reintegration into the family and society.

Partnerships and Collaborations

The Centre has received steadfast support from:

In 2025, the Centre began a meaningful collaboration with the Gbowee Peace Foundation , the NASSCORP Foundation , and Médecins Sans Frontières (MSF) Liberia , focusing on referral pathways and the co-management of mental health patients from MSF’s outpatient cohort to the Maria Josefa Recio Unit for residential rehabilitation.

Care Protocol and Daily Activities

Each day at the Health Centre begins with morning devotion , reinforcing the spiritual dimension of care. This is followed by triage, where initial assessments—including temperature checks—are performed. Patients then proceed through:

The clinic also provides daily immunisation services for children under five, as part of its preventive health mission.

Mission and Values

The mission, vision, and core values of the Sisters Hospitallers remain deeply embedded in all aspects of care delivery. In 2025, the Health Centre celebrated the Feast Day of our Founding Father, reaffirming its commitment to compassion, dignity, and service to the most vulnerable.

We strive to provide high-quality care based on our Hospitaller model, offering holistic support grounded in our values and making our facility distinctive.

The recruitment of a doctor, even on a part-time basis, has been a significant asset to the care we provide. It has reduced referrals, improved the quality of treatment, and enabled valuable staff training.

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Activity Patients seen 2025
Emergency 325
Outpatients 7,202
Births 172
Vaccinations 8,816
Specialist Diagnostic E.(Scans) 508
Specialist Diagnostic E.(Laboratory) 20,646
Emergency
Mental Health Unit
Bed 24
Admissions 38
Discharge 39
Occupancy 66.3%
Outpatients 732

Pastoral Care

There was provision of holistic health care both Spiritual and Physical. Pastoral Care is an integrated part of the Hospitaller Model

There were home visits to the aged people wherein they were counselled and accompaniment.

There is a team with sisters and staff assisted by a priest. They program their activities on a daily basis:

Human resources

Student Nurses and aid-nurses are affiliated for the practical in both service Clinic and mental health unit.

STAFF MOVEMENTS STAFF MOVEMENTS STAFF MOVEMENTS
New postings Leavers Part Time
Retirements		 Total Staff Rotation
students
5 4 5 0 52 0

Training and Capacity Building

At St Benedict Menni Health Centre, training and staff development remain fundamental pillars in delivering high-quality care and fostering personal and professional growth among employees.

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Key Improvements and Achievements

To expand our diagnostic capabilities, we acquired an ultrasound machine, strengthening our mother and childcare services.

The finance office has worked with various health insurance providers to put arrangements in place for direct payment to the Centre.

Challenges & Way forward

As we continue our mission, we remain committed to addressing these challenges through innovation, advocacy, and collaboration with our partners. Our efforts are guided by the values of compassion, dignity, and justice, ensuring that no one is left behind in accessing care.

Inspection Visits and Supervisions

Throughout the year, several oversight and evaluation visits were conducted by partner organisations and governmental bodies, including:

It also reflects the strength of collaboration with the Ministry of Health , families, community leaders and partners who share a belief that mental health is essential to individual and collective wellbeing.

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These visits play a crucial role in ensuring compliance, identifying areas for improvement, and strengthening our partnerships with both local and international stakeholders.

Volunteers

Volunteers continued to play an integral role in supporting our Mental Health Unit. A Clinical Psychologist ; and a Medical Doctor specialised in Psychiatry.

These professionals brought valuable expertise and provided direct support to patients and staff. We also benefited from our regular annual visits from Spanish volunteers , who contribute across a range of clinical and supportive services.

As we continue our mission, we remain committed to addressing these challenges through innovation, advocacy, and collaboration with our partners. Our efforts are driven by the values of compassion, dignity, and justice ensuring no one is left behind in accessing care.

Benito Menni Hospital, Dompoase, Ghana

St Benito Menni hospital is a Catholic Health Facility of the Catholic Diocese of Obuasi in the Ashanti region of Ghana. The Facility is under the supervision of Sisters Hospitallers of the Sacred Heart of Jesus in conjunction with the Diocesan Department of Health. It is also a member of the Christian Health Association of Ghana (CHAG), under National Catholic Health Service (NCHS).

The Hospital started as a Health Centre and began operation in June 2001. It was upgraded to a hospital status in February 2015 by Health Facility Regulatory Agency Ghana (HeFRA). The hospital is the only one in the diocese that has its own Mental Health service Unit and day centre for children and young adults with learning disabilities.

The facility has operated for the past two decades, providing general and specialist services to the people in the locality. Our services include.

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The hospital set out the following priorities for the year 2025:

The care activity during 2025 has been consistent and aiming to offer a holistic and person centre care. We try to embed our values in the work we do as this at times is a great challence.

Most of our activities have increase except the inpatients. The new diagnostic service Xray has been a great advantage

Activity Patients seen 2025
Hospital
Beds 45
Admissions 1,732
Discharges 1,711
Residents' deaths inyear 21
Outpatient 29,047
Major surgeries 159 205
Births 347
Specialist Diagnostic E.(Scans) 1,901
Xray (New service in 2025) 283
Specialist Diagnostic E.(Laboratory) 42,971
Occupancyrate 66 %
Accident & Emergency 1,159
Mental Health
Outpatients 1,235
DayCare 3,390

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Pastoral Care

Pastoral Care remains part of the care we offer. With the presence of a full-time chaplain in the hospital he is integrated in the care we offer to the clients. We now have pre and postcounselling for patients who are to undergo surgeries.

The provision of a listening presence, companionship and support to all clients and their relatives and staff irrespective of their beliefs.

There are counselling sessions available for clients, families and staff.

These are some of the activities:

Human Resources

The total staff strength of the hospital for the year under review was 260.

During the year the turnover is lower than the previous year which we value, the movement has been on transfer basis rather than absconders.

STAFF MOVEMENTS STAFF MOVEMENTS
New postings Leavers Long Service
Awards 10 & 20
years		 Rotation and National
Service		 Promotion
10 9 - 10 24

Training

The facility takes steps to approve further studies for as many staff as possible. The facility has 22 staff sponsored for further studies in 2025.

The required training was given for the staff in service training in house is ongoing for all levels of the staff, ranging from customer care to infection control.

Visitors and External Engagements

In the year, a delegation from the National Health Insurance (NHI) undertook an audit and monitoring visit to the facility. The exercise was part of their routine oversight to assess operational compliance and service delivery standards.

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Key Achievements

Challenges Faced

The lack of local funds has not allowed us to continue we are currently looking for international donors to be able to finish and make it operational.

There is a need to carry out minor repair works to the existing buildings and supervise the landscaping of the extensive grounds.

VOLUNTEERS

The charity counts on a number of volunteers who assist in the provision of social and recreational activities (local volunteers) in each of the Homes.

INTERNATIONAL VOLUNTEERS

International volunteers are ordinarily coordinated from the Benito Menni Foundation, the Congregation’s non-governmental organisation (NGO) for international co-operation, based in Madrid, Spain and we also attend requests from the UK. When the volunteers are from the UK or other countries in Europe goes through our provincial office.

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FINANCIAL REVIEW

Results for the year

The results for the year are shown on the statement of financial activities at page 49.

In the year to 31 December 2025 total income amounted to £8,813,367 (2024: £8,944,428), whereas expenditure was £8,754,414 (2024: £8,231,425).

The net income for the year before investment gains was £58,953 (2024: £713,003). Investment gains totalled £701,634 (2024: £658,734). In total there was a net increase in funds of £760,587 (2024: £1,371,737).

Investment policy and performance

The Trustees of the charity wish to invest the portfolio to provide a return that maintains the real (inflation adjusted) value of the capital, whilst also delivering a cash flow of around 3% per annum over the longer term. The Trustees wish to follow a total return approach and are happy to generate income, capital or a combination of the two. Sufficient liquidity and cash reserves should be maintained at all times to meet any short or medium-term requirements.

To meet investment objectives, the Trustees have taken advice from both Coutts and Co and Rathbone Investment Management Limited. The Trustees have been very satisfied with Coutts and Co’s performance over recent years but decided to split the portfolio with a second investment manager to mitigate risk and diversify funds.

Across their Community Fund and Province Mission Support Fund the Trustees have a risk tolerant attitude to investment risk. They wish to invest in a widely diversified investment portfolio to reflect this. However, for the St Teresa’s Home Support Fund and HSC Medium Risk Fund they have a moderately risk tolerant attitude.

The Trustees wish to avoid any direct investments in armament manufacturing companies, tobacco manufacturing companies or alcoholic drink manufacturing companies and any other companies whose aims are in direct conflict with the objectives of the charity.

Currently the Trustees do not utilise any distributions from their investment portfolios and income is reinvested. This policy will be reviewed regularly.

A long-term time horizon is to be adopted – at least ten years and potentially far longer for the Community Fund and Province Mission Support Fund. For the St Teresa’s Home Support Fund and the HSC Medium Risk Fund the time horizon is a little lower – five to eight years.

Reserves policy and financial position

Funds at 31 December 2025 amounted to £34,603,835 (2024: £33,843,248), including a tangible fixed assets fund of £20,044,828 (2024: £19,892,936) and the Sisters’ retirement reserve of £5,000,000 (2024: £5,000,000).

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A decision was made by the Trustees to separate the tangible fixed assets from the general funds of the Charity in recognition of the fact that the assets are essential to the day-to-day work of the Charity and as such their value should not be regarded as funds that would be realisable with ease in order to meet future contingencies. Funds will be released on sale or disposal or depreciation of tangible fixed assets.

The retirement fund comprises monies set aside to provide for the care and support of members of the Sisters of the Hospitallers of the Sacred Heart of Jesus as they grow older. The value of the fund has been calculated using actuarial principles, but the amount designated is constrained by the assets available. Funds will be released at such point as income from pensions, investments, allocations from the Centres for duties performed by the sisters and donations to the UK communities are less than expenditure by the UK communities.

The Trustees’ policy is for free reserves to equate to up to twelve months’ expenditure.

At 31 December 2025, free reserves amounted to £9,559,007 (31 December 2024: £8,950,312), equivalent to approximately thirteen months’ expenditure. This remains above the Trustees’ target and will be kept under review in the coming year.

Fundraising

Two of the UK Care Homes have marvellous supporters known as "Friends of Footherley Hall" and "Friends of St Augustine's". These support groups are both thoroughly hands on registered charities that kindly organize fundraising events and outings/activities for our residents.

If money is donated to the Care Home for a specific asset or item of expenditure from The Friends or otherwise the charity will ensure it is used for that purpose. The UK Care Homes do little if any proactive self-fundraising but do regularly receive gifts (largely from appreciative relatives) and the occasional legacy.

Employees in the UK Care Homes are engaged in fundraising for the mission in Africa. Such fundraising has been, and is, encouraged by the sisters without placing undue pressure on staff to either participate or donate. Residents are not approached for donations to the African mission; families and friends however may be engaged by the publicity in the Home or by staff who are partaking.

Because proactive fundraising in 2025 remained at a very small scale, the charity has not registered with the Fundraising Regulator or any similar body. No external parties are engaged to fundraise on the charity's behalf. The charity has no knowledge of any complaints about its Fundraising activities. If a professional in the UK is recruited for and fundraising with making applications to grant making bodies for projects in Africa, the Trustees will re-assess their position with the Fundraising Regulator.

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RISK MANAGEMENT

In line with the requirements for Trustees to undertake a risk assessment exercise and report on the same in their annual report, the Trustees have looked at the risks the Congregation, and hence the charity, currently faces in the UK and have reviewed the measures already in place or needing to be put in place to deal with them. The Trustees have identified five main areas where risks may occur:

1. Governance and management-strategic

2. Operational

Through monitoring by the Care Quality Commission, and our own Quality Assurance Audits, we strive to remain relevant to the people we serve.

3. Financial

The financial reporting process has been adapted in 2023 remains in place and is working well. Annual budget and monthly reporting systems are rigorously managed and the annual audit of the accounts assists us to ensure that proper financial controls are in place. In addition, we carry out internal audits of the finance and administration functions in our UK Centres.

4. Reputational

A full employee and sisters' training programme is maintained to ensure that our reputation as a care provider gives confidence to the public.

5. Laws, regulations, external and environment

We strive to maintain the standards expected by the Charity Commission, the Care Quality Commission and other regulatory bodies.

The key risks for the charity, as identified by the Trustees, are described below together with the principal ways in which they are mitigated. The Trustees consider they have established effective systems of monitoring and control to mitigate the identified risks:

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In regard to safeguarding, the Trustees have worked closely with the Care Quality Commission and other health and social service bodies to attain the required standards of monitoring and control to mitigate safeguarding risks re-occurring in any of the Homes.

Common trends and risks identified across the three services, and also reflected in CQC inspection reports, include staff training, new staff inductions, supervisions and appraisals, PRN (as-needed) medicine management, modified diets, sharing lessons learned, MCA and BI assessments, care planning, infection prevention, and overall governance.

Improvement Summary

Staff training compliance has greatly improved with the introduction of a new system that offers real-time reporting for managers and governance staff, along with automated reminders for due courses. The staff induction program was updated in 2023 to be more user-friendly and is now regularly audited by HR and compliance teams. Supervisions are 80% compliant, with appraisals at 70%, and reports are regularly provided to managers to ensure consistency.

Medicine management is generally good, though the handling of PRN medicines needed improvement. A revised PRN protocol and template have been implemented to ensure safer management. Shortfalls in managing modified diets, especially in Shenstone, have been addressed through external training, bringing the home into compliance.

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manager's performance and that of the portfolio are monitored. The investment strategy is assessed regularly to ensure it remains appropriate to the charity's needs - both now and in the future.

GOVERNANCE, STRUCTURE AND MANAGEMENT

Governance

In terms of Canon Law, the Congregation of Sisters Hospitallers of the Sacred Heart of Jesus is governed at international level by the Superior General and her Council in Rome. They are elected every six years at a General Chapter, by representatives of the Congregation from around the world. The English Province is governed by the Provincial and her Council who are in turn elected by representatives of the members of the English Province.

The Superior General is required to make a canonical visit at least once every six years, as well as the Provincial. The Provincial ensures that centres are visited on a regular basis throughout her term of office to ensure that the people who use the service are being adequately supported.

Structure and management reporting

Sister Maria Lourdes Sanz

Sister Antonia Serrano

Sister Cecilia Eshun

Sister Mary Ann Curimatmat

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The Trustees are ultimately responsible for the policies, activities and assets of the charity. They meet at least six times a year to review developments with regard to the charity or its activities and make any important decisions. When necessary, the Trustees seek advice and support from the charity's professional advisers, including property consultants, investment managers, solicitors and accountants. The day-to-day management of the charity's activities, and the implementation of policies, is delegated to the appropriate members of the Congregation or Senior Management Team.

In 2025 the English Province comprised 31 sisters who lived as part of six communities. One community home is situated in each of Staffordshire, London, Surrey, and Liberia, as well as two in Ghana. Each UK community provides care services to one of the charity's registered Care Homes. In Africa, we offer care and support to the sick and the needy in hospitals, health care centres and day centres for people with mental illness.

Each community has a Local Superior appointed by the Provincial. The Local Superior is responsible for the needs and care of the sisters in her community and she liaises regularly with the Provincial. The Local Superior, where applicable, works closely with the Registered Manager of the service, ensuring that the ethos of the Congregation remains part of the everyday running of the Centre.

The charity has a Provincial Management Team that meet at least six times a year and comprises the Trustees, the Managing Director, Head of Quality and Compliance, Head of Finance, Human Resources Manager and Business Support Manager. This group is accountable to the Trustees but works towards promoting a harmonious and consistent application of procedures and policies across the Province. Each Centre has its own Local Management Team consisting of sisters and co-workers in posts of responsibility that monitor day-to-day management and application of the plans for the Centres.

The charity uses a consistent format to complete the annual strategic plan for each of the Centres. This follows the guidelines of the Congregation and it is a good tool for evaluating and improving our annual planning process in order to achieve the charity's objectives.

Key management personnel

The Trustees (including the Provincial and Provincial Bursar) consider that they together with the Provincial Management Team comprise the key management of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis.

All Trustees are members of the Congregation and whilst their living and personal expenses are borne by the charity, they receive no remuneration or reimbursement of expenses in connection with their duties as Trustees.

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The pay of all the employees reviewed annually by the Trustees. Pay is normally increased in accordance with average earnings. In view of the nature of operations of the Care Homes and the national shortage of care home managers and care staff, the Trustees benchmark pay rates against pay levels in other similar charitable care homes. The remuneration benchmark is based on published pay grades for managers, care and administrative staff but takes in to account additional responsibilities to ensure that the remuneration paid is fair and not out of line with that paid for similar roles.

Trustees' responsibilities statement

The Trustees are responsible for preparing the Trustees' report and accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).The law applicable to charities in England and Wales requires the Trustees to prepare accounts for each financial year which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing these accounts, the Trustees are required to:

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the accounts comply with the Charities Act 2011, applicable Charity (Accounts and Reports) Regulations and the provisions of the charity's trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Working with other organisations

The charity works with other organisations including:

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EMPLOYEES, MEMBERS OF THE CONGREGATION AND VOLUNTEERS

The Trustees wish to record their recognition of the professionalism and commitment of all their staff and individual members of the Congregation. Their dedication and positive approach are greatly appreciated.

We have a reduced number of Volunteers that returned after Covid-19. They are deeply valued by the charity at large as they provide that added support of accompanying residents, assisting in activities, driving, and fundraising.

Sisters in England undertake a variety of roles depending upon their age and physical abilities. Some have roles in management and others undertake ancillary roles that give carers more time for their skilled services. A small number of sisters are themselves in receipt of care. In Africa all the sisters have specific roles and duties.

In Africa, because volunteering is largely from professionals overseas, this whole aspect is far more formal and programmes are prepared according to the requirement and the individuals' qualifications and the regulations of the Country. This is often in coordination with the Benedict Menni Foundation.

Approved by the Trustees and signed on their behalf by:

Chair of Trustees - Sister Maria Lourdes

Sanz Approved on: 19/08/2026

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Independent auditor’s report to the Trustees of Sisters Hospitallers of the Sacred Heart of Jesus CIO

Opinion

We have audited the accounts of the Sisters Hospitallers of the Sacred Heart of Jesus CIO (the ‘charity’) for the year ended 31 December 2025 which comprise the statement of financial activities, the balance sheet, the statements of cash flows principal accounting policies and the notes to the accounts. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the accounts:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the accounts section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the accounts, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the accounts is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the accounts are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Annual Report and Accounts, other than the accounts and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the accounts does not cover the other information and we do not express any form of assurance conclusion thereon.

Sisters Hospitallers of the sacred Heart of Jesus CIO 45

Independent auditor’s report 31 December 2025

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the accounts 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 fact.

We have nothing to report in this regard.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement contained within the trustees’ report, the trustees are responsible for the preparation of the accounts 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 accounts that are free from material misstatement, whether due to fraud or error.

In preparing the accounts, the trustees are responsible for assessing the charity’s ability to continue as a going 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 charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the accounts

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Sisters Hospitallers of the sacred Heart of Jesus CIO 46

Independent auditor’s report 31 December 2025

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these accounts.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

We assessed the susceptibility of the charity’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

To address the risk of fraud through management bias and override of controls, we:

Sisters Hospitallers of the sacred Heart of Jesus CIO 47

Independent auditor’s report 31 December 2025

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the accounts is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s trustees 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Buzzacott Audit LLP Statutory Auditor 130 Wood Street London EC2V 6DL

Date: 20 August 2026

Buzzacott Audit LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

Sisters Hospitallers of the sacred Heart of Jesus CIO 48

Statement of financial activities Year ended 31 December 2025

Notes Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2024 Year ended 31 December 2024 Year ended 31 December 2024

Un-
restricted
funds
£		 Restricted
funds
£		 Total
funds
£		 Un-
restricted
funds
£		 Restricted
funds
£		 Total
funds
£
Income from:
Donations, grants and legacies
1
Investments and interest
2
Charitable activities
. Residential and care fees
Other sources
. Sundry income
Total income
Expenditure on:
Raising funds
. Investment management fees
Charitable activities
. Provision of residential and care
services
.. Operation of care homes
3
. Support of members of the
Congregation
. Grants and donations
Total expenditure
Net income before net
investment gains
Net gains on investment assets
9
Net income for the period and
net movement in funds
5
Reconciliation of funds
Total funds brought forward at 1
January 2025
Total funds carried forward at 31
December 2025
228,618

281,013
8,300,308
3,428		 —
—
—
—		 228,618
281,013
8,300,308
3,428		 204,704
429,992
8,290,109
19,623		 —
—
—
—		 204,704
429,992
8,290,109
19,623
8,813,367 — 8,813,367 8,944,428 — 8,944,428
31,811

8,348,159
226,995
147,449		 —
—
—
—		 31,811
8,348,159
226,995
147,449		 28,854
7,943,558
86,699
172,314		 —
—
—
—		 28,854
7,943,558
86,699
172,314
8,754,414 — 8,754,414 8,231,425 — 8,231,425
58,953

701,634		 —
—		 58,953
701,634		 713,003
658,734		 —
—		 713,003
658,734

760,587
33,843,248		 —
—		 760,587
33,843,248		 1,371,737
32,471,511		 —
—		 1,371,737
32,471,511
34,603,835 — 34,603,835 33,843,248 — 33,843,248

All recognised gains and losses are included in the above statement of financial activities.

All of the CIO’s activities derived from continuing operations during the above two periods.

Sisters Hospitallers of the sacred Heart of Jesus CIO 49

Balance sheet 31 December 2025

Notes
2025
£

2025
£

2024
£

2024
£
Fixed assets
Tangible assets
8
Investments
9
Current assets
Debtors
10
Cash at bank and in hand
Liabilities
Creditors: amounts falling due
within one year
11
Net current assets
Total net assets
The funds of the charity
Income funds:
Unrestricted funds
. General fund
. Tangible fixed assets fund
12
. Designated funds
13


375,542
4,411,255		 20,044,828
10,520,214


296,763
4,801,868		 19,892,936
9,608,164
30,565,042



4,038,793		 29,501,100



4,342,148
4,786,797

(748,004)		 5,098,631
(756,483)






34,603,835 33,843,248
9,559,007
20,044,828
5,000,000		 8,950,312
19,892,936
5,000,000
34,603,835 33,843,248

Approved by the Trustees and signed on their behalf by:

Trustee - Sister Maria Lourdes Sanz

Approved on:19/08/2026

Sisters Hospitallers of the sacred Heart of Jesus CIO 50

Statement of cash flows Year to 31 December 2025

Notes
Year to 31
December
2025
£		 Year to 31
December
2024
£
Cash flows from operating activities:
Net cash provided by operating activities
A
Cash flows from investing activities:
Dividends and interest from investments
Purchase of tangible fixed assets
Proceeds from the disposal of investments
Purchase of investments
Transfers to short term deposits
Net cash (used in) provided by investing activities
Change in cash and cash equivalents in the period
Cash and cash equivalents at 1 January 2025
B
Change in cash and cash equivalents due to exchange rate movements
Cash and cash equivalents at 31 December 2025
B

51,185
701,254
281,013
(512,395)
754,453
(956,863)
—
429,992

(511,610)

2,732,416

(3,012,932)

2,469,972
(433,792) 2,107,838
(382,607)

4,829,184
—
2,809,092

2,020,249

(157)

4,446,577
4,829,184

Notes to the statement of cash flows for the year to 31 December 2025

A Reconciliation of net income for the year to net cash flows from operating activities

Year to 31
December
2025
£		 Year to 31
December
2024
£
Net income for the period (as per the statement of financial activities)
Adjustments for:
Depreciation charge
Gains on the disposal and revaluation of investments
Foreign exchange losses
Dividends and interest from investments
Increase in debtors
(Decrease) increase in creditors
Net cashprovided by operating activities		 760,587
360,503
(701,634)
—
(281,013)
(78,779)
(8,479)		 1,371,737
317,499
(658,734)
157
(429,992)
(86,275)
186,862
51,185 701,254

B Analysis of net debt

Analysis of net debt
Year to 31
December
2025
£		 Year to 31
December
2024
£
Cash at bank and in hand
Cash held by investment managers
Total cash and cash equivalents		 4,411,255
35,322		 4,801,868
27,316
4,446,577 4,829,184

Sisters Hospitallers of the sacred Heart of Jesus CIO 51

Principal accounting policies 31 December 2025

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the accounts are laid out below.

Basis of preparation

These accounts have been prepared for the year to 31 December 2025 with comparative information provided in respect to the period for the year to 31 December 2024

The accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant accounting policies below or the notes to these accounts.

The accounts have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

The charity constitutes a public benefit entity as defined by FRS 102.

The accounts are presented in sterling and are rounded to the nearest pound.

Critical accounting estimates and areas of judgement

Preparation of the accounts requires the Trustees and management to make significant judgements and estimates. The items in the accounts where these judgements and estimates have been made include:

Sisters Hospitallers of the sacred Heart of Jesus CIO 52

Principal accounting policies 31 December 2025

Assessment of going concern

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these accounts. The Trustees have made this assessment in respect to a period of one year from the date of approval of these accounts.

The Trustees of the charity have concluded that there are no material uncertainties related to events or conditions that may cast significant doubt on the ability of the charity to continue as a going concern. The Trustees are of the opinion that the charity will have sufficient resources to meet its liabilities as they fall due.

The most significant areas of judgement that affect items in the accounts are detailed above. With regard to the next accounting period, the year ending 31 December 2025, the most significant areas that affect the carrying value of the assets held by the charity are the level of investment return and the performance of the investment markets (see the investment policy and the risk management sections of the Trustees’ report for more information).

Scope

The accounts include all the activities and net assets of Sisters of Hospitallers of the Sacred Heart of Jesus CIO (the Congregation) in England. The accounts do not include the activities and assets of the Congregation overseas as these are controlled by the Congregation, not the charity’s Trustees.

Income recognition

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably, and it is probable that the income will be received.

Income comprises donations and legacies, investment income, interest receivable, fees receivable from the provision of care to the residents of the care home and sundry income.

Donations, including the pensions of individual religious received under Gift Aid or deed of covenant, and grants are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations and/or grants pledged but not received, the amount is accrued for where the receipt is considered probable. In the event that a donation or grant is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

In accordance with the Charities SORP FRS 102 volunteer time is not recognised.

Legacies are included in the statement of financial activities when the charity is entitled to the legacy, the executors have established that there are sufficient surplus assets in the estate to pay the legacy, and any conditions attached to the legacy are within the control of the charity.

Sisters Hospitallers of the sacred Heart of Jesus CIO 53

Principal accounting policies 31 December 2025

Entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor to the charity that a distribution will 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 notified to the charity, or the charity is aware of the granting of probate, but the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title of the asset having being transferred to the charity.

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due; this is normally upon notification by the investment manager.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Fees derived from the provision of care to the residents of the care homes are recognised as income based on the period to which the residency relates.

Grants and other income receivable in relation to Covid-19, including income from the Coronavirus Job Retention Scheme Coronavirus Job Retention Scheme, is credited to the statement of financial activities once the charity is entitled to the funding and when the amount receivable has been quantified.

Services provided by members of the Congregation

For the purposes of these accounts, no value has been placed on administrative and other services provided by the members of the Congregation.

Expenditure recognition and the basis of apportioning costs

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

All expenditure is accounted for on an accruals basis. All expenses are allocated to the applicable expenditure headings. The majority of expenditure is directly attributable and any apportionment between headings is negligible. The classification between activities is as follows:

Sisters Hospitallers of the sacred Heart of Jesus CIO 54

Principal accounting policies 31 December 2025

All expenditure can be attributed directly to the above categories and hence there has been no apportionment between headings.

Pension costs

Contributions in respect of defined contribution pension schemes and contributions to a group pension plan are charged to the statement of financial activities in the period in which they are payable to the scheme. The charity has no liability beyond making its contributions and paying across the deductions for the employees’ contributions.

Tangible fixed assets

All assets costing more than £1,000 and with an expected useful life exceeding one year are capitalised.

Freehold land and buildings comprise the charity’s care homes. Those held by the charity’s predecessor charity and transferred on 31 January 2023 are stated at a trustees’ valuation made on that date based on market value for existing use. This valuation is now deemed to be cost. Additions since 1 February 2023 are stated at cost. Such buildings are depreciated over a fifty-year period on a straight line basis. Freehold land is not depreciated.

Expenditure on the purchase and replacement of medical and surgical equipment is capitalised and depreciated over a five year period on a straight line basis.

Expenditure on the purchase and replacement of plant, fixtures, fittings and office equipment is capitalised and depreciated over a five to ten year period on a straight line basis.

Motor vehicles are capitalised and depreciated over a four year period, on a straight line basis, in order to write off the cost of each vehicle over its estimated useful life.

Sisters Hospitallers of the sacred Heart of Jesus CIO 55

Principal accounting policies 31 December 2025

Heritage assets

The charity owns a number of artefacts and paintings that have not been valued for the purposes of these accounts on the grounds that information regarding the cost or valuation of such assets cannot be obtained at a cost commensurate with the benefit to the users of the accounts and to the charity. In the main, these artefacts and paintings are of a religious nature and the Trustees consider that their ownership is consistent with the principal charitable objective of the charity of advancing the Roman Catholic faith. Many of these assets have been given or bequeathed to the charity and it is the intention of the Trustees that such assets will be held indefinitely.

Investments

Listed investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price.

The charity does not acquire put options, derivatives or other complex financial instruments.

As noted above the main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within particular sectors or sub sectors.

Realised gains (or losses) on investment assets are calculated as the difference between disposal proceeds and their opening carrying value or their purchase value if acquired

subsequent to the first day of the financial period. Unrealised gains and losses are calculated as the difference between the fair value at the period end and their carrying value at that date. Realised and unrealised investment gains (or losses) are combined in the statement of financial activities and are credited (or debited) in the period in which they arise.

Debtors

Debtors are recognised at their settlement amount, less any provision for non-recoverability. Prepayments are valued at the amount prepaid. They have been discounted to the present value of the future cash receipt where such discounting is material.

Cash at bank and in hand

Cash at bank and in hand represents such accounts and instruments that are available on demand or have a maturity of less than three months from the date of acquisition. Deposits for more than three months but less than one year have been disclosed as short term deposits. Cash placed on deposit for more than one year is disclosed as a fixed asset investment.

Creditors and provisions

Creditors and provisions are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Creditors and provisions are recognised at the amount the charity anticipates it will pay to settle the debt. They have been discounted to the present value of the future cash payment where such discounting is material.

Sisters Hospitallers of the sacred Heart of Jesus CIO 56

Principal accounting policies 31 December 2025

Foreign currencies

Assets and liabilities in foreign currencies are translated into sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the rate of exchange ruling at the date of the transaction. Exchange differences are taken into account in arriving at the net movement in funds.

Fund structure

Designated funds comprise monies set aside out of unrestricted funds for specific future purposes or projects.

The tangible fixed assets fund comprises the net book value of charity’s tangible fixed assets, the existence of which is fundamental to the charity being able to perform its charitable work and thereby achieve its charitable objectives. The value represented by such assets should not be regarded, therefore, as realisable.

General funds represent those monies which are freely available for application towards achieving any charitable purpose that falls within the charity’s charitable objects.

Leases

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities on a straight-line basis over the term of the lease.

Sisters Hospitallers of the sacred Heart of Jesus CIO 57

Notes to the accounts 31 December 2025

1 Income from donations, grants and legacies

Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2024 Year ended 31 December 2024 Year ended 31 December 2024
Un-
restricted
funds
£		 Restricted
funds
£		 Total
funds
£		 Un-
restricted
funds
£
60,158
144,546
204,704		 Restricted
funds
£


Total
funds
£
Donations and gifts
Pensions of individual
religious received under gift
aid or deed of covenant		 82,113
146,505		 —
—		 82,113
146,505		 —
—
60,158

144,546
228,618 — 228,618 —
204,704
Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2025

Year ended 31 December 2024 Year ended 31 December 2024 Year ended 31 December 2024
Un-
restricted
funds
£		 Restricted
funds
£		 Total
funds
£		 Un-
restricted
funds
£		 Restricted
funds
£
—
—
—		 Total
funds
£
Income from listed investments
Bank interest receivable		 278,695
2,318		 —
—		 278,695
2,318

244,241

185,751		 244,241
185,751
281,013 — 281,013
429,992		 429,992

3 Expenditure on charitable activities: Operation of care homes

Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2025 Year ended 31 December 2024 Year ended 31 December 2024 Year ended 31 December 2024
Un-
restricted
funds
£		 Restricted
funds
£		 Total
funds
£
5,197,612

813,551
1,460,727

360,503

—

29,486

486,280
8,348,159		 Un-
restricted
funds
£		 Restricted
funds
£		 Total
funds
£
Staff costs (note 6)
Premises costs
Care and welfare costs
Depreciation
Foreign exchange losses
Governance costs (see note 4)
Other operating costs		 5,197,612
813,551
1,460,727
360,503
—
29,486
486,280
—

—

—

—
—

—

—		 4,830,520

840,066
1,405,968

317,499

157

37,756

511,592		 —
—
—
—
—
—
—		 4,830,520

840,066
1,405,968

317,499

157

37,756

511,592
8,348,159
—		 7,943,558 — 7,943,558

4 Governance costs

Governance costs
Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
Auditor’s fees 29,486 37,756

Sisters Hospitallers of the sacred Heart of Jesus CIO 58

Notes to the accounts 31 December 2025

5 Net income for the period

This is stated after charging (crediting):

Net income for the period
This is stated after charging (crediting):
Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
Staff costs (note 6)
Depreciation (note 8)
Foreign exchange losses
Auditor’s remuneration
. Statutory audit services – current year
. Statutory audit services – prior year
. Other services		 5,197,612
360,503
—
32,706
(3,220)
—		 4,830,520
317,499
157
33,868
798
3,090

6 Staff costs and remuneration of key management personnel

Staff costs and remuneration of key management personnel
Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
Wages and salaries
Social security costs
Pension costs
Agency staff and other costs		 4,113,221
465,160
255,288		 3,788,242
340,495
233,130
4,833,669
363,943		 4,361,867
468,653
5,197,612 4,830,520

The average number of employees in the period was as follows:

Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
Provision of residential and care services 163 163

The high agency staff costs reflect the national shortage of qualified nursing and care staff.

One employee earned between £140,001 and £150,000 (including taxable benefits but excluding employer pension contributions) during the year (year to 31 December 2024 – none), one employee earned between £80,001 and £90,000 (including taxable benefits but excluding employer pension contributions) during the year (year to 31 December 2024 – one), one employee earned between £70,001 and £80,000 (including taxable benefits but excluding employer pension contributions) during the year (year to 31 December 2024 – none), and one employee earned between £60,001 and £70,000 (including taxable benefits but excluding employer pension contributions) during the year (year to 31 December 2024 – one).

Sisters Hospitallers of the sacred Heart of Jesus CIO 59

Notes to the accounts 31 December 2025

The key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day-to-day basis comprise the Trustees (including the Provincial and the Provincial Bursar) and the Centres’ Management Team. The total remuneration (including taxable benefits, employer’s pension contributions, and employer’s social security costs) of the key management personnel for the period was £476,096 (period to 31 December 2024 – £414,584).

As members of the Congregation, the living and personal expenses of the Trustees were borne by the charity, but they received no remuneration or reimbursement of expenses in connection with their duties as Trustees during the period (period sto 31 December 2024 - £nil).

7 Taxation

The Sisters Hospitallers of the Sacred Heart of Jesus CIO is a registered charity and, therefore, is not liable to income tax or corporation tax on income or gains derived from its charitable activities, as they fall within the various exemptions available to registered charities.

8 Tangible fixed assets

Freehold
property
and
improvements
£		 Medical
and surgical
equipment
£		 Plant,
fixtures,
fittings and
office
equipment
£		 Motor
vehicles
£		 Total
£
Cost or valuation
At 1 January 2025
Additions
At 31 December 2025
Depreciation
At 1 January 2025
Charge for period
At 31 December 2025
Net book values
At 31 December 2025
At 31 December 2024		 19,791,492
214,034		 178,159
954		 2,272,277
297,407		 32,695 22,274,623
512,395
20,005,526 179,113 2,569,684 32,695 22,787,018
385,441
204,162		 166,582
3,590		 1,796,969
152,751		 32,695
—		 2,381,687
360,503
589,603 170,172 1,949,720 32,695 2,742,190
19,415,923 8,941 619,964 — 20,044,828
19,406,051 11,577 475,308 — 19,892,936

The historical cost of the freehold land and buildings included above at valuation cannot be ascertained with accuracy.

As permitted under FRS 102, the charity has adopted a policy of not revaluing tangible fixed assets held for the charity’s use. The deemed cost of freehold property is based on a trustees’ valuation made on the date the assets were transferred from the predecessor charity.

Sisters Hospitallers of the sacred Heart of Jesus CIO 60

Notes to the accounts 31 December 2025

It is likely that there are material differences between the open market values of the charity’s land and buildings and their book values. These arise from the specialised nature of some properties and the effects of inflation. The amount of such differences cannot be ascertained without incurring significant costs, which, in the opinion of trustees, is not justified in terms of the benefit to the users of the accounts.

Heritage assets

The charity owned a number of artefacts and paintings that have not been valued for the purposes of these accounts. In the main, these artefacts and paintings are of a religious nature and the Trustees consider that their ownership is consistent with the principal charitable objective of the charity of advancing the Roman Catholic faith. Many of these assets have been given or bequeathed to the charity and it is the intention of the Trustees that such assets will be held indefinitely. With effect from midnight on 31 January 2023, the heritage assets transferred to the successor charity.

9 Fixed asset investments

Fixed asset investments
Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
Listed investments
At 1 January 2025
Additions at cost
Disposals proceeds
Net realised and unrealised gains
Fair (market) value as at 31 December 2025
Cash held by investment managers for reinvestment
Cost of listed investments at 31 December 2025		 9,580,848
956,863
(754,453)
701,634		 8,641,598
3,012,932
(2,732,416)
658,734
10,484,892
35,322		 9,580,848
27,316
10,520,214 9,608,164
8,442,321 7,773,093

Listed investments held at 31 December 2025 comprised the following:

2025
£		 2024
£
Unitised funds
. Fixed interest – UK
. Fixed interest – Overseas
. Equities – UK
. Equities – overseas
Property
Commodities		 346,665
709,395
3,244,533
6,122,780
61,519
—		 328,468
573,604
3,068,532
5,552,895
—
57,349
10,484,892 9,580,848

All listed investments were dealt in on a recognised stock exchange.

Sisters Hospitallers of the sacred Heart of Jesus CIO 61

Notes to the accounts 31 December 2025

At 31 December 2025, listed investments included the following individual holdings deemed material when compared with the overall portfolio valuation (including cash) as at that date:

Holding 2025
Market
value of
holding
£		 2025
Percentage
of portfolio
%
Rathbone Unit Trust Mgt Core Active Income & Growth Income Fund
Rathbone Unit Trust Mgt Core Investment Fund for Charities
Coutts North America ESG Insights EquityFund Shares -C- GBP		 3,457,671
3,154,744
704,547		 33.0%
30.1%
6.7%

10 Debtors

Debtors
2025
£		 2024
£
Care home fees receivable
Prepayments
Other debtors		 239,461
50,900
85,181		 224,823
51,962
19,978
375,542 296,763

11 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
2025
£		 2024
£
Expense creditors
Accruals
Social security and other taxes
Other creditors including fees in advance		 139,567
313,854
105,625
188,958		 143,430
348,990
96,655
167,408
748,004 756,483

12 Tangible fixed assets fund

Tangible fixed assets fund
Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
At 1 January 2025
Transfer to general fund
Balance at 31 December 2025		 19,892,936
151,892		 19,698,825
194,111
20,044,828 19,892,936

The tangible fixed assets fund represented the net book value of the charity’s tangible fixed assets. A decision was made to separate this fund from the general funds of the charity in recognition of the fact that the assets are essential to the day-to-day work of the charity and as such their value should not be regarded as reserves available to finance charitable activities.

Sisters Hospitallers of the sacred Heart of Jesus CIO 62

Notes to the accounts 31 December 2025

13 Designated fund – retirement fund

Designated fund – retirement fund
Year
ended 31
December
2025
£
5,000,000
—
5,000,000		 Year ended
31 December
2024
£
5,000,000
—
5,000,000
At 1 January 2025
New designations
Balance at 31 December 2025

The retirement fund comprised monies set aside to provide for the care and support of members of the Sisters of the Hospitallers of the Sacred Heart of Jesus as they grow older. The value of the fund has been calculated using actuarial principles but the amount designated is constrained by the assets available.

14 Analysis of net assets between funds

Unrestricted funds Unrestricted funds Unrestricted funds Restricted
funds
£		 31
December
2025
Total
£
General
fund
£		 Tangible
fixed
assets
fund
£		 Retirement
fund
£
Tangible fixed assets
Investments
Net current assets		 —
5,520,214
4,038,793		 20,044,828
—
—		 —
5,000,000
—		 —
—
—		 20,044,828
10,520,214
4,038,793
9,559,007 20,044,828 5,000,000 — 34,603,835
Unrestricted funds Restricted
funds
£		 31
December
2024
Total
£
General
fund
£		 Tangible
fixed
assets
fund
£		 Retirement
fund
£
Tangible fixed assets
Investments
Net current assets		 —
4,608,164
4,342,148		 19,892,936
—
—		 —
5,000,000
—		 —
—
—		 19,892,936
9,608,164
4,342,148
8,950,312 19,892,936 5,000,000 — 33,843,248

Sisters Hospitallers of the sacred Heart of Jesus CIO 63

Notes to the accounts 31 December 2025

The total unrealised gains as at 31 December 2025 constitute movements on revaluation. Those in respect to listed investments are as follows:

Year
ended 31
December
2025
£		 Year ended
31 December
2024
£
Unrealised gains included above:
On listed investments
Reconciliation of movements in unrealised gains
Unrealised gains at 1 January 2025
Add: Movement in the period
Total unrealisedgains at 31 December 2025		 2,042,571 1,807,755
1,807,755
234,816		 758,370
1,049,385
2,042,571 1,807,755
2,042,571 1,807,755

As stated in note 8 above, the historic cost of the charity’s freehold land and buildings properties cannot be ascertained with accuracy. The cumulative unrealised gains on the functional property, therefore, cannot be quantified and so cannot be disclosed accurately.

15 Lease commitments

At 31 December 2025 the charity had total future minimum lease payments under noncancellable operating leases for office equipment as follows :

cancellable operating leases for office equipment as follows_:_
2025
£		 2024
£
Amounts payable
. Within one year
. After one but within five years
. After five years		 46,469
146,095
147,691		 15,912
39,780
—
340,255 55,692

16 Ultimate control

The charity, which is constituted as a CIO, was controlled throughout the period by the English Province of the Sisters Hospitallers of the Sacred Heart of Jesus by virtue of the fact that the Provincial Superior of the Province appoints the Trustees. The Province does not hold any assets, incur liabilities or enter into any transactions in its own right. Assets and liabilities of the Province in England are vested in the Trustees of the charity, who undertake all transactions entered into in the course of the Province’s charitable activities.

17 Related party transactions

As members of the Congregation, no trustee has resources of her own as all earnings, pensions and other income have been donated to the charity under a Gift Aid compliant Deed of Covenant. During the year, the total amount donated by the trustees to the charity was £15,865 (31 Dec 2024, £29,192)

There were no other related party transactions during the period ended 31 December 2025 (year ended 31 December 2024 – none).

Sisters Hospitallers of the sacred Heart of Jesus CIO 64