OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2022-03-31-accounts

Annual Report and Accounts 2021/22 Working together for a better end of life for all

Contents

Contents
Welcome from our Chair and Chief Executive 4
Our year at a glance 6
Who we are 8
Our strategy, growing our services to reach
more people who need us 10
Our plans for the coming year 12
Caring for people 15
Improving end of life care for all 23
Leading the conversation 29
Innovating in technology 33
Supporting our people 37
Celebrating our amazing volunteers 41
Raising vital funds 45
Trustees’ report 52
Financial review 52
S172 statement 60
Our commitment to the environment 64
How we’re governed 66
Principal risks and uncertainties 69
Statement of Trustees’ responsibilities 72
Financial statements 73
Independent auditor’s report 73
Our fnancial statements 78
Who’s who 102
Our patrons 104
Our thanks 105

2 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 3

Welcome

Discover the vital work you’ve made possible over the past financial year to support people living with a terminal illness, their families and friends – as well as our plans for the year ahead.

It was another year of extraordinary challenges for end of life care and the families around the UK who rely on it. But your support helped us build, develop and grow in key areas to meet their needs, and work towards our vision for a better end of life for all.

Secondly, we’ve made good progress in building our resilience – both financially and in terms of how we work as an organisation. Bouncing back strongly from the challenges of lockdowns and social distancing, we performed very well in retail and fundraising last year, but we were also very careful with the purse strings. As a result, we emerged with an operating surplus. We’ll use this surplus to absorb some of the financial turbulence that may lie ahead as the UK and global economies face significant economic challenges over the coming months and years.

We’d like to start by saying a huge and heartfelt thank you. Whether you’re a supporter, a member of staff, a volunteer, or a partner, we simply couldn’t have had such a strong year without you.

As you’ll read in this report, despite the pandemic, we’ve continued to deliver results in several vital areas.

On behalf of the millions of dying and bereaved people across the UK, we also pushed for the vital changes needed at a policy level to challenge injustices in end of life support. We published a proactive care strategy in Scotland and a dedicated cancer strategy in Northern Ireland while, in Westminster, we saw the Scrap 6 Months campaign reach a positive conclusion.

Firstly, in providing expert care and support to people living with a terminal illness and those close to them. This has always been at the heart of what we do, and you’ll read how we’ve provided nursing care in people’s homes, in our nine hospices around the UK, and through information and support online and over the phone to millions.

Fresh from that success, we secured a commitment to make it a legal requirement to provide palliative care in every part of England if local people need it – another huge step forward in making sure all dying people are treated with dignity, care and compassion in their final months, weeks and days of life.

We’ve changed how we organise our care so we’re better able to focus on local needs, working closely with local providers across ten UK regions. And we’ve developed our technology to help us grow our services even further.

----- Start of picture text -----
Matthew Reed, Vindi Banga,
Chief Executive Chair of the Board of Trustees
----- End of picture text -----

A continuing challenge for Marie Curie is delivering results while still developing new ways of working in response to the pandemic. At the time of writing, care-giving colleagues still have to wear PPE for 12-hour shifts, for example, which takes a physical toll. Officebased staff, meanwhile, were adapting at short notice throughout the year as government guidance changed. However, we’ve been humbled time and time again by our staff and volunteers’ resilience and ability to find a way through these challenges.

This is just the tip of the iceberg and we hope you’ll agree, after reading this report, that we’ve all achieved fantastic things together over the last 12 months.

You’ll also find out about the plans we have in place to help us move towards our bold but achievable goal of seeing a United Kingdom where everyone can have a positive end of life experience. Looking forward, we’ll be focused on delivering essential care more effectively, building our resilience as an organisation, and growing our influence as a thought leader in end of life matters.

We forged some formidable partnerships with other organisations as we campaigned together for shared causes. Our Health and Care Bill work is a great example of this, and so is the National Day of Reflection, which returned for its second year in March 2022. Both of these projects were made so much more powerful by working collaboratively with others.

Thank you for reading – we hope you find this report helpful and informative.

Matthew Reed, Chief Executive

Vindi Banga, Chair of the Board of Trustees

4 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 5

Our year at a glance

With nearly 75 years’ experience, Marie Curie is the UK’s leading end of life charity. Across our four nations, we support people affected by all terminal illnesses, and we’re the UK’s largest charitable funder of palliative and end of life research.

----- Start of picture text -----
Care Support Volunteers Reach and influence
46,000 people cared for 904 bereavement Over 6,500 volunteers Almost 1.2 million people
by Marie Curie Nurses and support sessions donate their time to
accessed our online and printed
Healthcare Assistants
our vital cause Information and Support materials
1,904 registered 18,649 Information and 8,014 home visits by Our online magazine
Nurses and Support enquiries via Helper volunteers Talkabout generated
Healthcare Assistants phone and web over 423,000 visits
9 hospices 718 households 423 volunteer An estimated 600,000 people
across all 4 nations supported by Helper fundraising groups to benefit from our palliative
Volunteers raised £2.5 million care campaigning successes
6 Marie Curie Annual Report and Accounts 2021/22 Marie Curie Annual Report and Accounts 2021/22 7
----- End of picture text -----

Who we are

Marie Curie is here for everyone because we all deserve the chance to have the best death we can. To prepare and to say our goodbyes. To remain ourselves. To feel safe. To have our wishes known. For it to be how we expect it to be. In recent years, we’ve seen how, when it’s not right, the repercussions can last a lifetime.

Marie Curie nursing teams and hospices, and our trusted information and free Support line, are here to help everyone in the UK through all aspects of dying, death and bereavement. Through our policy and campaigning work, we’re also fighting for a society where everyone gets to lead the best life they can, right to the end.

Community nursing and hospice care

Marie Curie Nurses and Healthcare Assistants work night and day, in people’s homes across the UK, providing hands-on care and emotional support. They help people living with a terminal illness to stay surrounded by the people they care about most, in the place they’re comfortable. See pages 14-21. mariecurie.org.uk/nurses

We’ll help you to talk, plan and prepare, to get things sorted in advance. We’ll support you through your final years, months, days and hours of life – whether you have Parkinson’s, Motor Neurone Disease (MND), late stage cancer or any illness you’re likely to die from.

Our hospices offer the reassurance of specialist care and support, in a friendly, welcoming environment. Our hospices provide this to people living with terminal illness, some staying in the hospice, some just coming in for the day – and we support their loved ones too. See pages 14-21.

We’ll be there for the people you love. And we’ll push the boundaries of knowledge around what makes a good end of life, and fight for your rights, to make that experience the best it possibly can be.

mariecurie.org.uk/hospices

All this is possible thanks to your continuing support.

----- Start of picture text -----
Phil Hardman/Marie Curie
----- End of picture text -----

Helper volunteers: We know the little things can make a big difference when you’re living with a terminal illness. That’s where our trained Helper volunteers come in. They can visit regularly to have a friendly chat over a cup of tea, help you get to an appointment or run an errand. See pages 40 - 43. mariecurie.org.uk/helper

Policy and campaigning: We’re determined to fight for a world where everyone gets the best experience they possibly can at the end of their lives. We campaign and influence decision-makers on issues that affect people reaching the end of their lives and their families and friends, to help them access high-quality care and support when they need it most. See pages 22-27.

Information and support: Whatever your question, we’re here to help with practical information and support on all aspects of life with terminal illness, dying and bereavement. You can call us, chat to us online, visit our website, order information in print, or join our online community. See page 19. mariecurie.org.uk/support

mariecurie.org.uk/policy

Public awareness: We know talking and planning can help make life better at the end. We offer resources to help families and friends start important conversations around end of life earlier, so, as a nation, we can be better prepared for death. See pages 28-31. mariecurie.org.uk/talkabout

Research: We’re a leader in end of life research across the UK. We fund research to help improve care and support across our services, as well as those provided by others. We also use our findings to help us campaign for a better world for people affected by death, dying and bereavement. See pages 22-27. mariecurie.org.uk/research

8 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 9

Our strategy, growing our services to reach more people who need us

Marie Curie currently provides expert care and support to one in 14 people dying in the UK. But we want to be in a position to do so much more. By 2040, we expect the need for palliative and end of life care to have increased by up to 42%. So it’s vital that we grow our organisation to meet the demands of the world we operate in.

Without urgent change, the gaps in end of life provision will only get larger and more people will die without adequate help or support.

What’s more, the pandemic has shone a harsh light on structural problems and inequities in the communities we serve. So, to start reaching more people urgently, we need to use all of our 75 years of experience to collaborate with others and find new ways to support more people. With this in mind, we’ve developed a strategy focused on five areas.

Care at a more local level

We’ll continue to work closely with others in local communities to design and influence the support we provide people where they live. This will help us identify and overcome the barriers people face, ensuring more people have the best possible experience, getting the individual care and support they need at the end of their life.

We’ve made a very strong start on this journey, re-organising our clinical teams so that they’re more similar in structure to established local and national health and social care systems. Our place-based approach is already getting good results at a local level (see Caring for people , pages 14-21, for more).

Helping people understand end of life

Empowering people to make the right plans and preparations and find the information and support they need – whether they’re facing terminal illness or bereavement – is crucial for a better end of life experience for all. By providing

high quality, freely accessible information and support services we can ensure more people turn to Marie Curie for help.

In 2021 our information and support services were accessed by over 1.68 million people. And, as we move forward, we’ll continue to build our information and support so we can reach more people. We’ll also continue to invest in our digital capabilities to ensure we’re making the most of technological opportunities, and providing our information and support in the most easily accessible ways.

The fight for change

We’ll continue using our UK-wide influence to change policies, laws and systems to create a better environment for people at end of life across the UK. We’ve made some truly noteworthy progress in this area already; see Campaigning for change , pages 22-27, to find out more.

Adapting to challenges

We’ll address the predicted increase in need for our services by running our charity in the most efficient way possible, making our funds work even harder. So we’ll set up our organisation in a way that allows us to work as effectively as possible and build long-term sustainability. We’re creating strong foundations now by focusing on our people, our processes and our digital capability, to help us drive positive change across the end of life care system.

Reaching everybody who needs us

Finally, we’ll prioritise social inclusion, because our research and insight shows that some communities get disproportionally less support than others at end of life.

In all, we believe these areas of focus will allow us to have the greatest positive impact we can on the growing number of people across the UK who’ll need us over the coming years.

Phil Hardman/Marie Curie

10 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 11

Our plans for the coming year

Like everyone, in the coming year we expect to be facing an uncertain financial outlook. So we’re focusing on sustainable growth in our services, alongside providing vital care today and pushing for longer term change that will benefit more people in future.

Deliver vital care and support

From the first day we opened our doors, care and support has been at the heart of everything we do.

We’ll need to be able to respond effectively to any further pandemic challenges, and adapt seamlessly to the ever-changing healthcare landscape. So we will:

Grow our influence, scale and impact

We need to reach more people so that everyone, regardless of their background or location, has access to the best possible end of life experience. But we also need to fully understand the difference we make to people’s lives, so that we can continue to invest in services that provide the greatest impact for people when they need us. So we will:

and increase the total reach of our services by 8%

Build operational and financial resilience

So, to improve our core business, strengthen our operations and make our charity even more efficient, we will:

----- Start of picture text -----
Phil Hardman/Marie Curie
----- End of picture text -----

12 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 13

Caring for people

Marie Curie works night and day in people’s homes, in our nine hospices, on the phone and online to provide expert care and vital emotional, clinical and spiritual support to the people who need us. We collaborate closely with local organisations to plan and offer services that meet the specific needs of the local population as part of our placed-based approach.

----- Start of picture text -----
14 Marie Curie Annual Report and Accounts 2021/22
----- End of picture text -----

15

Marie Curie Annual Report and Accounts 2021/22

Continuing to adapt to Covid-19

For the second year, the pandemic posed extraordinary challenges to how we delivered our care. But we continued to support people face-to-face in our hospices and in communities – as well as over the phone, online, and via video consultations. Our doctors, nurses, allied health professionals, social workers and healthcare assistants cared for over 46,000 people in communities across the UK last year, which is an increase on our pre-pandemic numbers.

At the time of writing, there are still some restrictions in place to reduce the risk of Covid-19 transmission which are affecting our hospices and community services, and we’re continuing to monitor the pandemic carefully.

Over 1.2 million people received direct care, telephone support or accessed our online information

----- Start of picture text -----
Phil Hardman/Marie Curie
----- End of picture text -----

England: focus on place-based care

In the Northwest, our Integrated Mersey Palliative Care Team (IMPaCT), a service delivered in partnership with Liverpool University Hospitals, Woodlands Hospice and Mersey Care, continues to go from strength to strength.

IMPaCT is a group of specialist palliative care clinicians working together to optimise palliative and end of life care to patients in the area. In data collected last year, the service has achieved a reduction of 44% in the average number of unplanned admissions to hospital in the last 90 days of life, a mean length of hospital stay reduced from 31.1 to 21.9 days and the number of deaths in hospital reduced by 12%.

In Yorkshire, our Bradford team developed the Marie Curie React service in partnership with the District and Craven Clinical Commissioning Group, Bradford Teaching Hospital NHS Foundation Trust and Social Finance, who invested over £2.5 million into the project. Marie Curie React aims to prevent unnecessary hospital admissions and time spent in hospital by placing senior palliative care clinicians in A&E and providing a 24/7 Rapid Response community nursing team. The project, starting in June 2022, aims to reduce admissions to hospital by 14% for 1,024 people in their last year of life in the City and District areas.

Targets

Achievements

A closer focus on local needs

governance, education, and leadership in place.

Three of our priorities for the last year were to build and co-design end of life care services with others, to support people in the best possible way in their local communities; to develop and implement a plan to transform the end of life care experience at a national level in all four nations; and to develop community services that are locally inclusive and meet their end of life needs.

Virtual Learning Academy

Our fourth priority for this year was to support a virtual Learning Academy to share our knowledge and skills with other organisations, so more people have the best possible experience at the end of life.

We carried out a feasibility study to understand the education and learning needs for our own staff and staff working in care homes. We provided small scale learning programmes with care home staff to find out what was needed and explore the best way of providing education and learning.

We continued to move towards a placebased approach to planning and organising palliative and end of life care to address these priorities. Our place-based approach means that, across Scotland, Wales, Northern Ireland, and our seven regions in England, we prioritise planning for the needs of the local population, offer services as close as possible to where people live, and collaborate closely with local organisations, community groups and individual families wherever possible.

The next steps are to look at ways in which we can scale up and improve access to good quality education, learning and accreditation for a wide range of people working in the health and care sector including volunteers.

As part of this approach, our Hospice and Community Nursing teams started to work more closely, with joint arrangements for

Releasing more time to care

Our Transforming Care Delivery programme –

16 Marie Curie Annual Report and Accounts 2021/22

17

Marie Curie Annual Report and Accounts 2021/22

Scotland: focus on place-based care

In Scotland, we’ve supported palliative care delivery for people in prisons, firstly through direct involvement with prisoners who have palliative care needs, and secondly, by providing support and education to prison staff for whom palliative care is a complex and challenging element of their role.

In January, we launched a Project ECHO network with 10 prisons to form a community of practice across Scotland. Across the network, 40 people attended the sessions, which looked at different aspects of palliative care delivery in prisons. These sessions have been evaluated positively, and meant palliative care and clinical staff in prisons had a chance to learn together about how to best deliver palliative care in that setting. Our commitment to this population of patients continues and remains one of our strategic objectives for the year ahead.

which is designed to help community nurses spend more time delivering care, and less on administration – is largely complete, and our Community Nursing teams are reaping the rewards.

We now have an electronic referral and allocation system and electronic patient records right across our services, and we’re seeing tangible improvements in terms of operating efficiency, data accuracy, and the amount of time our clinical staff get to spend directly caring for people living with a terminal illness.

“In the northeast of England and Yorkshire, staff are really excited about the Transforming Care Delivery programme. We’ve seen how it will streamline our

processes, getting the right nurse to the right patient in the most efficient way possible, and free up our patient-facing staff to concentrate on delivering even more high quality, compassionate care.”

Helen Forrow, Associate Director of Strategic Partnerships and Services, North East and Yorkshire

Supporting GPs to provide the best care

GPs are a vital part of health infrastructure in this country, so it’s important they’re able to help their patients access end of life care and bereavement support. The Daffodil Standards are a free, evidence-based framework from Marie Curie run in conjunction with the Royal College of General Practitioners (RCGP) to help GP practices offer the best end of life and bereavement care for people living with a terminal illness and those close to them.

We grew the proportion of UK GPs signed up to this framework to 20%, and feedback from GPs on how the Standards are working have helped inform a new set of advance care planning principles with NHS England and the Care Quality Commission (CQC). These principles help to better support people to plan and prepare for the end of life support that’s right for them.

----- Start of picture text -----
Phil Hardman/Marie Curie
----- End of picture text -----

Information and Support

We can’t reach everyone who needs us with our services on the ground. But we can provide vital information and emotional support via our Support Line, website, and printed information. This year, these services were accessed more than 1.68 million times. The Support Line answered a total of 18,649 enquiries, including over 11,000 calls and over 5,300 web chats.

It’s important that people know they can trust our information, so we applied and were successful in being awarded the PIF Tick in April 2021 – the UK quality mark for trustworthy health information.

Bereavement

Lots of the information and support we provide is to people facing bereavement and grief. For example, in 2021/22, we provided over 900 sessions via our Bereavement Support Line to people who needed a listening ear.

We also conducted extensive research into bereavement in the workplace, including what support is offered by employers and what support employees might need. That research revealed that many employees who’d been bereaved felt pressured to return to work before they were ready, and that many line managers would welcome help

We answered 18,649 Support Line enquiries

----- Start of picture text -----
Brian Morrison/Marie Curie
----- End of picture text -----

Wales: focus on place-based care

We partnered with Diverse Cymru, an equalities charity with expertise in connecting with under-represented communities, to secure £357,000 of Welsh Government funding to improve access to bereavement services in Wales over three years.

The work will focus on minority groups and individuals who currently find it difficult to access services due to language or cultural barriers.

We’ve started providing some services already, and we hope to be fully up and running by autumn 2022. At that point, we expect to provide bereavement support to different communities via the following:

18 Marie Curie Annual Report and Accounts 2021/22

19

Marie Curie Annual Report and Accounts 2021/22

on supporting bereaved employees. This led to the launch of our new Workplace Bereavement Hub in September 2021 – a resource full of helpful information for bereaved workers, their colleagues, and management. It’s proved popular too; the

Northern Ireland: focus on placebased care

hub had over 21,000 unique page views over the year.

We secured £770,000 over a three-year period from the Cancer Fund Northern Ireland, which is enhancing partnership working between Marie Curie and the NHS. As part of this, we’re developing a programme of work which includes establishing key roles within the workforce, like clinical nurse specialists, community consultants and a service improvement facilitator. We’re also developing a single point of access for palliative care services within the Belfast Trust. If this model proves successful, we’ll look into replicating it across the region.

Even as the UK started to emerge from government pandemic restrictions, our Covid-19 information hub continued to be a trusted and valuable resource. It received over 185,000 web views during 2021-22, and was shortlisted by the British Medical Association, reaching the final three in their 2021 Patient Information Award.

Preparing for a future where more people are dying

According to Office of National Statistics calculations in 2018, the number of people dying in England will increase by 24% over the next 20 years. In turn, the number of people close to them who need support with grief and bereavement will rise too. Which is why, during 2021/22, we created a Business Development function. This team will help us to secure more commissioned services and build impactful partnerships all over the UK so we can reach more people.

£376,000 in additional funding from HSBC has assisted with cost pressures we’ve experienced in Northern Ireland as a result of Covid-19.

Developing the skills of our clinical experts

We updated our Clinical Supervision Policy, which focuses people in supervisory positions on compassion, self-awareness, mindfulness

----- Start of picture text -----
Phil Hardman/Marie Curie
----- End of picture text -----

and understanding of emotional systems. Meanwhile, 12 of our clinical staff completed the Nightingale Challenge Programme, a Marie Curie initiative which provides future nursing leaders with bespoke interactive learning to help develop their leadership skills.

March 2022. The report is not yet available.

The quality of our care

Our Quality Account sets out how we monitor, measure and ensure the quality of the care we provide. It contains additional background, context and detail relating to nursing and quality. You can read the Quality Account online at mariecurie.org.uk/qualityaccount

Inspections

The South West Community Service was inspected by the Care Quality Commission (CQC) in October 2021 and the Eastern community service was inspected by the CQC in November. Both services maintained the overall ’good’ rating with ’good’ achieved in all five of the CQC domains: safe, effective, caring, responsive and well led.

----- Start of picture text -----
Brian Morrison/Marie Curie
----- End of picture text -----

Healthcare Improvement Scotland carried out focused inspections of Edinburgh and Glasgow hospices in April 2021. Edinburgh was rated ’good’ for safe delivery of care and ’satisfactory’ for leadership of improvement and change. Glasgow was rated ’good’ for safe delivery of care and ’good’ for leadership of improvement and change.

Our hospice in Belfast was inspected by Northern Ireland’s Regulation and Quality Improvement Authority (RQIA) at the end of

In 2022/23, we will:

20 Marie Curie Annual Report and Accounts 2021/22

21

Marie Curie Annual Report and Accounts 2021/22

Improving end of life care for all

Our Research, Policy and Public Affairs team helps us to build evidence and then use it to make end of life care better and fairer across the UK, through making the case for changes to policy and practice.

Marie Curie Nurse Precious Obidimalor, Baroness Finlay of Llandaff and campaign supporter Joanne Aitken lobbying for an amendment to the new Health and Care Bill .

22

23

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

Making history in England

Our four priority areas

One of the highlights of the year was successfully lobbying for an amendment to the new Health and Care Bill . This change ensures that, for the first time in NHS history, health commissioners are now required by law to commission palliative care services in every part of England. Almost 500,000 people a year in England could benefit from better access to better quality palliative care near them.

We launched our brand-new combined Research, Policy and Public Affairs strategy for 2022/25. This sets out four priority areas where we think we can make the biggest difference to people living with a terminal illness and their families:

Evidence from our Better End of Life programme, led by researchers at the Cicely Saunders Institute at King’s College London, played a key role in securing this change. Shockingly, the programme showed that, of 23 Integrated Care Boards which had published their strategies in response to the new bill, only six had any strategy outlined for palliative care. And only three of those had identified any targets relating to palliative care, such as reduced hospital admissions. These findings were central to our case, and frequently quoted in Parliament.

----- Start of picture text -----
Brian Morrison/Marie Curie
----- End of picture text -----

Targets

Cutting red tape for people living with terminal illness

Our Scrap 6 Months campaign with the Motor Neurone Disease Association achieved fantastic success in summer 2021. Previously, people with a terminal illness had to show it was likely that they had just six months or less to live (via a doctor’s letter) before they could get fast-track access to benefits. The process often meant dying people had to endure long delays, distressing assessments and unnecessary red tape.

We argued that this was not only inhumane for people living with terminal illnesses and their loved ones, but also an impractical demand to place on doctors. Our lobbying was eventually successful, and it’s now easier for people living with a terminal illness to access vital financial support. We conservatively estimate that around 80,000 people per year will benefit from this change.

We estimate 80,000 people a year will benefit from our successful Scrap 6 months campaign

Achievements

Enabling vital research

Research provides us with evidence to support everything from planning our services to lobbying for vital changes to make life better for people affected by terminal illness. This year, we offered research grants to projects falling within our four priority areas and, at time of writing, seven new grants are in the process of being finalised. The research will study a range of areas including why people in lower socioeconomic positions are more likely to die in hospital, and how paramedics currently provide end of life care.

Our small grants scheme aims to rapidly deliver evidence in key areas where we have policyrelated activities planned. It awards grants to successful applicants inside Marie Curie.

Nine new projects were funded last year, covering areas as diverse as homelessness, end of life care in prisons, long term grief during the pandemic, and how fundraising can impact the bereavement journey.

24

25

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

Understanding and combating loneliness in Northern Ireland

We awarded a small research grant to gather insights from Marie Curie staff in Northern Ireland who had cared for people experiencing loneliness. The team working on this project then turned the research into a policy report and ran a very successful engagement event.

Using this research, we’re campaigning for Northern Ireland to develop a national strategy to tackle loneliness; it’s the only country in the UK that doesn’t yet have one.

Public attitudes to death and dying

Our Marie Curie Palliative Care Research Centre (MCPCRC) at Cardiff University conducted a survey of over 8,000 people across the UK about how they understand dying, death and bereavement. The survey covered areas like palliative care services, what those services needed, and what matters most to people affected by serious illness.

The survey revealed that as many as a third of people in the UK are not familiar with common terms used by professionals caring for dying people. Results from the survey were used to support Marie Curie’s lobbying work at party conferences in 2021, and our call for an amendment to The Health and Care Bill .

Campaigning in all four nations

Our strategy commits us to working across all four UK nations, and over the last year made a real difference to improving end of life care for all, across the UK.

England

In England, we successfully campaigned for the Government to amend the Health and Care Bill – see the Fighting for change section above for more details.

Scotland

We campaigned tirelessly during the Scottish Parliament Elections 2021, securing a commitment from the Holyrood government to appoint a new National Clinical Lead for Palliative and End of Life Care, and to a new national Palliative and End of Life Care Strategy , which we’ll co-design over the coming year. We estimate that almost 56,000 people in Scotland could benefit from these changes.

----- Start of picture text -----
istock
----- End of picture text -----

Wales

We helped develop the new high level policy statement for end of life care in Wales, aiming to ensure that high quality end of life care is delivered equitably across the whole of Wales.

Meanwhile, the Marie Curie Research Centre in Cardiff conducted a consensus exercise across Wales and asked patients and their families to select what their priorities would be at the end of life. From this, a set of recommendations was made about how the palliative care system can meet the preferences of people affected by death, dying and bereavement more effectively.

Northern Ireland

For too long, palliative and end of life care has not been given the attention it deserves at the strategic policy level in Northern Ireland. But in March 2022, we managed to get palliative and end of life care included in the 10-year Cancer Strategy for Northern Ireland .

We estimate that 27,000 people across Northern Ireland could benefit from the palliative and end of life care recommendations included in the Cancer Strategy.

Up to 490,000 people a year could benefit from changes we helped make to the Health and Care Bill

Phil Hardman/Marie Curie

Sarah’s story

Sarah Stanley is a Research Nurse at the Marie Curie Hospice, Liverpool. Sarah has played a key role in creating a research culture within the hospice, and has presented at many conferences. She’s had 26 publications and counting, and her recent work investigated digital communications during the pandemic.

“Historically there wasn’t much research here at the hospice, so it was essential to talk to staff about what research is, why we do it, and why we involve patients. Once staff understood this and saw that patients wanted to be involved, it really helped shift the culture. Since then, I’ve helped staff to write summaries of research papers, and develop posters for conferences, to showcase the great work they do.

“I also help to run a journal club where staff from across the hospice discuss scientific research. We recently looked at research about pet therapy and found evidence that it improves wellbeing for patients. This prompted

Dr Ami Nwosu is Research Manager at Marie Curie Hospice, Liverpool and a Clinical Lecturer in Palliative Medicine.

----- Start of picture text -----
Patrick Olney/Marie Curie
----- End of picture text -----

a wider conversation because, since the first lockdown, pets hadn’t been coming into the hospice. We took our findings to a senior management meeting, and there was a therapy dog visiting the hospice the very next day; it’s a nice example of how research can guide practice.”

26 Marie Curie Annual Report and Accounts 2021/22

27

Marie Curie Annual Report and Accounts 2021/22

Leading the conversation

Our marketing and communications experts help us make sure our important messages are heard loud and clear across the UK, by the people we need to hear them. 2021/22 was another busy year of supporting vital activities across the charity, helping to raise awareness of our services and supporting our campaigning and lobbying work.

Visitors post messages onto a Wall of Reflection as part of the Marie Curie-led National Day of Reflection.

28

29

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

The second National Day of Reflection

Building on the success of the first National Day of Reflection in 2021, we led the second event on 23 March 2022, two years from the day the UK first entered lockdown. We mobilised organisations from every sector, and communities around the UK once again, as we called on people to come together, acknowledging and supporting the millions bereaved during the pandemic.

Over 700 organisations around the UK joined the National Day of Reflection

Activities on the day included a minute’s silence at noon, a series of online events, evening vigils, and buildings lit up yellow. We also welcomed our Royal Patron His Majesty the King, Charles III to the Marie Curie Hospice, Belfast, where he joined the minute’s silence and met patients, staff and supporters. The day was supported and promoted by several of our celebrity ambassadors too, including Jim Carter, Janet Ellis and Chris Kamara. New for this year, a series of Walls of Reflection across the country acted as community spaces where people could share thoughts, memories and pictures of loved ones who’ve died.

The continuing importance of the National Day of Reflection was highlighted by medical research in December 2021, and a consumer survey in March 2022. We found that 30% of respondents didn’t think the UK had had the opportunity to properly reflect on the loss of the last two years. While 53% felt that “we need a moment to reflect and process the impact and communal loss we have experienced”.

Marie Curie’s Life Questions campaign

Over 700 organisations supported the event, including emergency services, schools, charities, businesses, institutions, community and faith groups, and bereaved families across the UK. The day was also supported by crossparty politicians, celebrities and members of the public.

It’s important people know they can come for us for help. So last year we ran a TV advertising campaign to highlight how our Support Line

We created over 427 million media opportunities for people to see and engage with our Health and Care Bil l campaign

----- Start of picture text -----
Visit of His Majesty the King, Charles III to the Marie Curie
Hospice, Belfast on the Day of Reflection, 23 March 2022. Here
Brian Morrison/Marie Curie he adds a special message to the Wall of Reflection.
----- End of picture text -----

Targets

donating to us or supporting us, including the Great Daffodil Appeal in March 2022 and our One Last Wish legacies campaign in October 2021.

Achievements

----- Start of picture text -----
Taepel mod eic, tatia sequate recuptatia sequate
reicimi, susam corporate id ex ia sequate
recuptatia sepel mod eic, ta istock
----- End of picture text -----

can help anyone across the UK. Called Life’s Questions, the adverts depicted people from different ages and backgrounds asking seemingly innocuous questions, leading up to a much bigger question that Marie Curie could help with.

The campaign helped to increase public awareness of Marie Curie. The Support Line itself received 18% more calls in November and December 2021 than the same period in 2019, and webchats increased by 80% in the same period.

Talkabout

This year, we saw a consistent level of site visits to our Talkabout online magazine, with over 423,000 sessions and 375,000 users. Talkabout aims to stimulate conversations about death and dying, and encourage more people to think and plan earlier for the end of life. It contains a wide and ever-increasing range of articles and features, from powerful personal stories to popular culture and celebrity stories, and advice or tips for coping with aspects of death, dying and bereavement.

Our online magazine Talkabout generated over 423,000 visits

30 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 31

Innovating in technology

In order to adapt to people’s end of life needs and provide more vital services in new ways all over the UK, we need to evolve our technological capabilities. During 2021/22, we nurtured innovation across the organisation, and increased our impact through digital tools and tech.

32

Marie Curie Annual Report and Accounts 2021/22 33

Marie Curie Annual Report and Accounts 2021/22

Technology to support future ways of working

Digital developments

It’s been a busy year for Marie Curie in the digital space. We developed the first version of the Marie app, which is designed to provide people with easier, 24-hour access to vital care. At the time of writing, the app is being tested with users.

Like all organisations, we’re still feeling the effects of the pandemic in many ways, but the last two years have provided us with significant opportunities to embrace new ways of working.

This year, we deployed new technology to help us work more efficiently for our patients, and to give staff and volunteers more control over how they work, too.

To understand how colleagues, beneficiaries and supporters use technology (and therefore what they need from it), we’ve been investing in our data and analytics capabilities. We started to see that investment really bear fruit in 2021/22, as we created a dedicated online Data and Insights Portal, a secure area where we can report on all the data we collect across the organisation in one place.

This included upgraded devices and software for staff and volunteers working in the community, self-service booking options for patients and carers wanting virtual consultations, and advanced desk booking facilities for hybrid office workers.

We also brought together the data from our key clinical systems into one place, so we have better insight to help us improve our care.

Our improved booking system means patients can now book their own appointments

----- Start of picture text -----
Philip Hardman/Marie Curie
----- End of picture text -----

Targets

Achievements

The new Marie app is being tested, and aims to give more people 24 hour access to vital support and information

----- Start of picture text -----
Ben Gold/Marie Curie
----- End of picture text -----

----- Start of picture text -----
Fundraising
Finance and Governance
----- End of picture text -----

34 Marie Curie Annual Report and Accounts 2021/22

35

Marie Curie Annual Report and Accounts 2021/22

Supporting our people

We couldn’t support people living with a terminal illness and those close to them without our fantastic staff and volunteers. During the year we continued to foster a workplace which underpins our values and ensures we remain agile, inclusive and resilient.

36 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 37

our Strategic Reward Review to address inequality in pay and benefits in ways that are sustainable for the charity.

Adapting during challenging times

Our people are our most important asset and we are committed to creating a safe environment where all our colleagues can develop and thrive. Everyone has been impacted by the pandemic and many of our colleagues have been operating in very difficult conditions for over two years. We continue to evolve our wellbeing framework to ensure everyone feels supported and informed. Our People team plays an important role in making sure we are making every effort to comply with employment law and meet regulator expectations.

Equity, Diversity and Inclusion

We expanded the Marie Curie Equity, Diversity and Inclusion (EDI) programme, and, towards the end of the financial year, we started work on building an anti-racism strategy. There is no place for racism in our charity and we won’t tolerate discrimination from our service users, members of staff, or volunteers. To demonstrate our commitment a zerotolerance-to-abuse policy was approved and a code of conduct was introduced. Work began with a survey to all staff aimed at having an open and honest conversation about how we can make Marie Curie truly inclusive, and how to shape our anti-racism strategy. We hope to launch, and therefore start implementing, the strategy during the 2022/23 financial year.

Attracting and keeping the best people

As part of our ongoing response to a highly competitive labour market, we launched a project to evaluate our structure, leadership and continuous improvement, and develop new strategies for attracting the best talent. We’ve already made positive steps towards our targets and look forward to achieving more next year.

We have trained 70 mental health first aiders across the organisation

An important part of this is making sure we’re keeping up with the rest of the market in terms of pay and benefits. So this year, we developed

----- Start of picture text -----
Accessibility Armed Forces Bereavement Carers
Ethnic Diversity LGBTQ+ Muslim Parents
----- End of picture text -----

Our staff networks provide colleagues with a range of peer group support options.

----- Start of picture text -----
Well being Women
----- End of picture text -----

Targets

Achievements

programmes on request. We provided bespoke training for teams throughout the organisation, as well as a range of online learning courses, newly refreshed last year.

Investing in our people

Marie Curie is firmly committed to helping staff and volunteers develop their skills and pursue their ambitions within the charity. So we continued to offer virtual training, but also gradually increased our face-to-face training events, including our Leadership Excellence programme, Heading North Change Management, Step in Step Up to Leadership, Rise Middle Management, and the Nightingale Nurse Leadership programme.

Gender pay gap

Since April 2017, we’ve reported on our gender pay gap. This figure shows the difference between the average salary of men and women at Marie Curie. It doesn’t compare salaries earned by men and women in similar roles.

Our mean gender pay gap in 2021/22 was 13.5%, a reduction on last year (17.6%). Our median in 2021/22 was 14.2%, a reduction of 0.4%. We’re pleased to see this slowly reducing and have agreed an action plan to further reduce this gap focusing on three areas across the organisation. This includes reviewing how overtime is offered, the removal of unconscious bias in higher paid roles, and a revised job evaluation process as a part of the Strategic Reward Review.

We continue to support staff to gain professional qualifications, and we design and deliver bespoke team development

Phil Hardman/Marie Curie

38 Marie Curie Annual Report and Accounts 2021/22

39

Marie Curie Annual Report and Accounts 2021/22

Celebrating our amazing volunteers

The care we provide simply wouldn’t be possible without our thousands of remarkable volunteers across the UK. Many volunteering activities were put on hold by the pandemic but 2021/22 was a year for celebration, as we started to welcome huge numbers back to the Marie Curie family.

Phil Hardman/Marie Curie

40 Marie Curie Annual Report and Accounts 2021/22

41

Marie Curie Annual Report and Accounts 2021/22

• We improved both the content and delivery of volunteer manager training and resources with a thorough review and analysis of existing materials. • We developed a plan to overhaul our corporate volunteering, which will improve what we can offer to corporate partners and deliver greater impact for the charity. • We enhanced safeguarding with our new retail volunteer investigation and complaints procedure, and ensured parental consent is captured for volunteers under the age of 18. • We employed a dedicated communications officer, who will help us deliver better volunteer communications, and improve

A big thank you

We’d like to start by thanking every Marie Curie volunteer. The work you do is amazing, it makes so much of our vital care and support possible, and your commitment is truly inspirational.

Our 6,500 regular volunteers perform many different roles, including phone support for lonely and vulnerable people, home visits for patients and their families, essential hospice support, helping to run our retail shops, and countless fundraising activities that help pay for our services year in, year out.

A warm welcome

Last year, we recorded some of the greatest numbers of new starter volunteers we’ve ever seen. This was helped by the fact that we improved our on-boarding process for new volunteers, using an online application system that combines faster turnaround times with even stronger regulatory compliance.

Hospice volunteers

As pandemic restrictions eased, many of our wonderful hospice volunteers returned to their usual activities, showing resilience and flexibility as they supported hospice teams in delivering vital care and support. We developed new hospice-based volunteering roles too, in response to Covid-19 requirements. This included Lateral Flow Support volunteers, who enabled loved ones to visit patients in our hospices safely.

A helping hand and a listening ear

Lots of our volunteers provide vital support directly to people who need it. This includes bereavement counselling and helper volunteering, which offers much-needed inperson companionship and carer respite. At times during 2021/22, our Helper volunteers had to adapt and provide virtual assistance, but we’re pleased to say that many are now back to home visiting.

718 households have been supported with over 8,000 visits from our Helper volunteers

Volunteer gardener Eileen Tedford at the Marie Curie Hospice, Phil Hardman/Marie Curie Liverpool.

Volunteer fundraising

There are over 3,600 Marie Curie volunteer fundraisers across the UK covering many different roles, from speaker volunteers to collection box coordinators. We supported 423 dedicated fundraising groups and a raft of clubs, groups and associations that raise funds on our behalf. This year, we celebrated the tenth anniversary of our fundraising group programme.

It was heart-warming and inspiring for us to see more and more of our volunteers and groups return to their pre-pandemic activities, as Covid-19 restrictions eased during 2021/22.

Their continued support, dedication, and creativity helped our volunteers adapt to changing restrictions and new challenges, ultimately raising more than £2.5 million last year. We’re in awe of that effort, and we can’t thank our fundraising volunteers enough.

Over 6,500 regular volunteers across the UK

Targets

Achievements

• We accelerated volunteer recruitment as we

Retail volunteers

Marie Curie shops across the UK are heavily reliant on the generosity and hard work of our Retail volunteers, who provide a consistent source of support for shop staff, keeping our shops serving their local communities. Our Retail volunteers are now back to carrying out the tasks they enjoy, collecting donations, preparing items for sale, and offering a friendly welcome to customers, all to help raise vital funds to support end of life care.

Improving volunteer support

We wanted to communicate more effectively with our volunteers, so we created more opportunities for volunteers to share their views and opinions on important aspects of their roles at Marie Curie. These include regular forums to provide a space for people to exchange information, ideas, and experiences.

We also did a full review of our safeguarding controls, including an audit and digitisation process of volunteer records, a more robust process capturing parental/guardian consent for under-18s, and improved mandatory training compliance.

emerged from the Covid-19 pandemic, with nearly 2,000 volunteers onboarded from the beginning of 2022 until the end of the financial year.

Jas’s story

Jas gives his time to our Information and Support team, and as a Ward Support volunteer at the Marie Curie Hospice, West Midlands.

"Volunteering gives me something quite unique. Why Marie Curie? I suppose I wanted something to remind me of how fragile we are and how precious life is.

"There are tangible benefits to volunteering, like having the opportunity to meet people from different walks of life and everything else that comes from the engagement. It’s a privilege when people let you into their lives and you become part of their journey.

"Then there’s the intangible benefit. Volunteering doesn’t have a monetary reward, but it is truly a nurturing experience, a journey of personal growth if done with sincerity. It’s not something that you get in reading a book or something you can buy."

42

43

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

Raising vital funds

This year, we grew our fundraising thanks to the amazing support of our donors, and the dedication of our inspiring volunteers. We exceeded our overall fundraising target, and it proved to be a particularly strong year for legacy giving and retail.

44

Marie Curie Annual Report and Accounts 2021/22 45

Marie Curie Annual Report and Accounts 2021/22

What a year

Once again, we’ve been blown away by how our supporters and partners have stood by us during what’s been a challenging time for everyone in the UK. We want to say a huge and heartfelt thank you.

The return of retail

As restrictions eased and the high street reopened, our shops recovered well. We saw sales trends go up week-on-week, eventually returning to pre-pandemic levels in the final quarter of the year.

Sales through our online shop and mail order continued growing strongly; up almost a third compared to pre-pandemic levels. Donors gifting us items to sell contributed £800,000 through Gift Aiding.

Over £3 million growth in fundraising income, year on year

Stuart Jamieson raised over £9,000 on his Guinness World Record-breaking Land’s End to John O’Groats scoot in memory of his wife. He beat the record by an amazing 10 days!

Gifts in Wills

During 2021/22, we received our highest legacy income on record, with more gifts in Wills left to us than ever before.

Marie Curie relies on the remarkable generosity of gifts in Wills to maintain our vital services. To make the process easier for supporters, we offer a free Will-writing service via partners, and we promote legacies in various ways, including our One Last Wish TV campaign, which aired for the first time in October 2021.

Over £38 million received through gifts in Wills, our highest ever amount

Sheena Havlin and family take part in our Twilight Walk in memory of their aunt Breda who was cared for by Marie Curie in Northern Ireland.

----- Start of picture text -----
Light up the Night event in the garden
of the Marie Curie Hospice, Belfast.
----- End of picture text -----

Targets and achievements 2021/2022 Fundraising
Retail and Trading
Total
Targets and achievements
Target income (gross)
for 2021/22
£81.00 million
£13.11 million
£94.11 million
Actual income (gross)
for 2021/22
£93.35 million
£13.81 million
£107.16 million
Achievements
• We passed some amazing corporate
partnership milestones. SPAR UK reached
£2 million, donations from Amazon Smile
have raised over £500,000 since 2018, and
we celebrated Hotter Shoes raising over
£200,000 with the launch of a new Marie
Curie shoe.
• Full-scale in-erson events were resumed in
• Our virtual event oferings continued,
including a Christmas carol concert and two
smaller scale live events: the Glasgow Brain
Game and A Private View of the Summer
Exhibition at the Royal Academy (with an
online art auction). Thanks to Tennants
Auctioneers for their support in hosting the
auction website.
Target income (gross)
for 2022/23
£91.45 million
£15.44 million
£106.89 million

The Great Daffodil Appeal

Far-reaching individual support

The 2022 Great Daffodil Appeal saw the return of public collections for the first time in two years, with our wonderful volunteers back out in yellow, collecting donations on the streets.

Throughout the year, Marie Curie’s individual supporters continued to show incredible dedication to our cause in many different ways. Regular givers have stayed with us despite a difficult climate, and donors to our appeals, newsletters, raffles or prize draws contributed almost £10 million during 2021/22.

This year we worked with a wide range of stakeholders, including supporters, to come up with innovative ideas which would appeal to existing supporters and help us find new ones too. We hope to have these ready to build the success of 2023’s appeal and beyond.

46 Marie Curie Annual Report and Accounts 2021/22

47

Marie Curie Annual Report and Accounts 2021/22

because it meant their Marie Curie fundraising total surpassed £9 million since 2013. Our partnership is based on a shared belief that everyone should get to lead the life they want, right to the end. Staff from both businesses showed remarkable commitment, with over 97% of all store teams hosting customer fundraisers. We’re incredibly grateful to Superdrug and Savers for their many years of loyal support.

Philanthropy and partnerships

Thank you to the individual philanthropists, charitable trusts, foundations and corporate partners that went above and beyond in supporting us this year.

We celebrated 25 years of partnership with the National Gardens Scheme (NGS), raising an incredible £10 million. To celebrate, we launched the National Garden Scheme Nightingale Challenge – a bespoke nurse leadership coaching programme for nursing leaders of the future. The NGS continues to be Marie Curie’s longest partner and we’re hugely thankful to their colleagues, county organisers and garden owners for their ongoing support.

The Liz and Terry Bramall Foundation continue to support the core work of our Marie Curie Hospice, Bradford. Recognising the importance of sustainable funding through an incredible five-year pledge, the third instalment of which was received this year. This gift has helped ensure that the hospice team have been able to provide much needed support to people throughout Bradford and West Yorkshire.

In November 2021, we were delighted to be chosen as KPMG’s new charity of the year. Our partnership, which hopes to raise £1 million over two years, will help support our front-line nursing care as well as the digital transformation of our services. We’re grateful that, alongside KPMG’s employee fundraising, Marie Curie will benefit from their expertise through pro bono support and thought leadership.

We continued to receive amazing support from Oak Foundation, and we’re delighted that they’ve renewed their commitment to our cause with a special interest grant of £1 million over three years. This gift will help us implement our place-based ways of working (see Caring for people , pages 14-21). It will also help us make sure our work is led by research learnings via the Better End of Life Programme (see Campaigning for change , pages 22-27) so that we’re providing care that’s tailored to what’s most needed. We thank Oak Foundation for recognising the importance of this work and helping us innovate for the future.

Longstanding partners Superdrug and Savers raised over £500,000 last year – an amazing achievement in itself, but even more so

New corporate partnership with KPMG, aiming to raise £1 million

----- Start of picture text -----
Supporters taking part in the 2022
Colin Baldwin/Marie Curie London Brain Game.
----- End of picture text -----

Throughout the year, we were also incredibly grateful for the support of NatWest Group, Royal Bank of Scotland and Ulster Bank NI. We were the beneficiaries of the UK-wide #Download2Donate appeal and the partner for Royal Bank of Scotland’s One Week in September campaign, where staff hosted fundraising activities for Marie Curie across Scotland, England and Wales. Royal Bank of Scotland and Ulster Bank NI were instrumental in their support in the second National Day of Reflection too.

A special thank you to all our patrons, development board members and special events committee members for their muchvalued dedication and support.

Sandra and Clare’s story

Sandra and Clare met in 2014, just when Sandra had been given the all-clear from breast cancer. Then in 2018, the cancer came back. Sandra died in the Marie Curie Hospice, Liverpool, in 2021. While she was being cared for there, Sandra, who’d always written poetry, came up with a unique fundraising idea for Marie Curie, giving away digital copies of her poetry collection, Most Women I Know…

Before she died, Sandra explained: “We suggested a £5 donation, but some people are actually donating £50! I’ve always had a dream to get my poetry out in the world."

The poetry fundraiser went viral, raising over £7,000, and celebrities including Jon Snow, Leanne Best and John Cooper Clarke recorded readings of Sandra’s poems, encouraging others to do the same and helping spread the word further.

Sandra said: "Hearing the poems back is like hearing them for the first time every time. It’s a different voice telling your story and it’s so powerful. It really is the greatest healer I’ve ever had. You wouldn’t believe how much it’s making my spirits soar.”

Clare reflected: “Perhaps one of the hardest parts of living with terminal illness is not knowing when that truck of devastation and

Superdrug and Savers staff have gone above and beyond over the course of our nine-year partnership.

Sandra (left) and Clare (right )

loss is going to hit you. It was coming at us for three years. You couldn’t get a harder journey for me and Sandra, but at the same time there was so much love and beauty and power in it. It was an amazing journey too, almost magical."

It was a privilege to be able to care for Sandra and Clare, and we’d like to say a huge thank-you to them both for their generous and imaginative support for our charity.

48 Marie Curie Annual Report and Accounts 2021/22

49

Marie Curie Annual Report and Accounts 2021/22

Managing our fundraising effectively

In a year of such uncertainty, we remained focused on making sure our fundraising management and processes were as effective as possible.

Regulation

Marie Curie is registered with the Fundraising Regulator and committed to adhering to the Code of Fundraising Practice . Alongside other charities, Marie Curie contributed to the costs of establishing the Regulator. We review compliance and take corrective action where required. We also employ a dedicated Compliance Officer.

Standards and monitoring

Marie Curie is committed to following the highest ethical standards and to ensuring a quality supporter experience. We have detailed policies and procedures in place that in many cases go beyond the minimum requirements for the sector, and we regularly monitor ourselves and our agencies through a range of methods (including regular internal audits, mystery shopping and call listening). This helps ensure all Marie Curie fundraisers, and those who work on our behalf, are aware of, and are adhering to, our high standards.

Some of our fundraising activity is conducted on our behalf by carefully selected professional fundraising agencies. We don’t use agencies for street fundraising, but we do work with an agency to carry out door-to-door fundraising as this is a cost effective way for us to manage the activity we undertake each year. We also work with agencies to call up existing supporters to talk about their donation and, on some occasions, to ask for a further donation. We work very closely with our agencies to make sure they represent our work and our organisation to the highest standards.

We are extremely grateful for the advice and direct financial support received from our business partners during the past year. Partner organisations are expected to comply with the requirements of any professional standards, or trade bodies, depending on their activities (including commercial participators), and all applicable laws, statutes, regulations and codes of practice.

Complaints

The number of complaints received in 2021/22 regarding fundraising was 251 (2020/21:205). Over that period, supporters had over 470 million opportunities to see one of our fundraising advertisements. All the complaints were resolved satisfactorily through our in-house procedures and none were escalated to the Fundraising Regulator.

Managing communications

Most people who donate to us want to know how their money is making a difference. We ask whether they’d like us to keep in touch with them so we can update them on our work and how they’ve helped us. From time to time, we ask supporters if they’d like to support us further – for example, by increasing their donation or by taking part in a particular event.

We ask supporters how they’d prefer us to communicate with them. We give them the option to let us know if they prefer less contact or no longer wish to hear from us, and always respect their wishes. We don’t sell or exchange lists of data with any other charities or companies.

Protecting the public

All Marie Curie fundraisers, including agency staff acting on our behalf, receive detailed training on how to identify and protect people in vulnerable circumstances. All fundraising

staff receive Dementia Friends training to help to recognise and understand the impact for people affected by dementia. If we encounter someone showing signs of distress, confusion or vulnerability, our fundraisers are trained to politely end the conversation and refuse any donation offered in such circumstances. In the unlikely event of a donation being taken in such circumstances, we refund the donation.

Raffles and lotteries

Marie Curie operates raffles and a weekly lottery as a means for people to support us. These activities are regulated by the Gambling Commission. As of April 2018, it requires all charities running raffles and lotteries to publicise the percentage of raffle and lottery income that goes directly to the cause.

To run a raffle or a lottery legally, 20% of income must go to a good cause. This is the level that many organisations work to. However, last calendar year Marie Curie used 65% of income from raffles and the Weekly Lottery to directly support people living with a terminal illness. The remaining 35% was reinvested into operating and developing our gaming fundraising activities. This means we can promote our raffles and Weekly Lottery further, to help us raise more money in the long term and increase the percentage of funds going towards supporting people living with terminal illness into the future.

Last calendar year, Marie Curie raffles raised more than £814,000 from donations on top of income from ticket sales.

Our fundraising promise

As a charity, we believe you need to know we’re using our resources effectively. That’s why we make these promises to you:

50 Marie Curie Annual Report and Accounts 2021/22

51

Marie Curie Annual Report and Accounts 2021/22

Financial review 2021/22

The result for 2021/22 was a surplus of £12 million (2020/21: £25 million) before gains and losses on investments and pensions, reflecting the tremendous efforts of our supporters through another challenging year. The year began in lockdown which continued into April across the four nations, with all our retail shops closed and significant uncertainty remaining over the potential for fundraising activity. However, as the year progressed, we saw significant improvement in income, particularly from our retail shops, which saw income up £8.5 million compared with 2020/21. Fundraising income also grew £3.3 million despite continued constraints on face-to-face fundraising activity, following an improvement in income from legacies, which more than offset a reduction in donations and other voluntary income.

Income

Total income was £166 million, a decrease of 2% from £170 million in 2020/21. Government grant support through the pandemic was reduced to £8.3 million during 2021/22, down from £27.8 million in 2020/21. Core income from fundraising and retail showed significant recovery and we increased our commissioned income from our charitable activities. With government grant income excluded, income increased by 11% to £158 million from £142 million in 2020/21.

Hospice income from the NHS was £20 million, an increase of 3% from 2020/21. During 2021/22 we cared for 7,117 patients in our hospices (2020/21: 7,385). Income received from the NHS for our nursing services increased by 8% to £29 million. During 2021/22, we cared for over 39,000 patients at home. This was a slight decrease on the number for 2020/21 (42,168) as demand for care at home reduced following a significant increase during the first year of pandemic. The number we cared for at home was above the pre-pandemic level of 35,999 in 2019/20.

To protect our services through the further wave of the pandemic in December 2021, we received further grant support from the governments of all four nations which totalled £7.4 million (2020/21: £21.5 million), excluding furlough payments and retail support grants. We're grateful for this government support over the last two years, which has enabled us to invest further in our services and further grow our impact through our Information and Support and Policy and Research teams, while continuing the vital care and support provided by our hospices and nursing services.

Income from fundraising increased by 4% to £93 million from £90 million, mainly following an improvement in legacy income. Donations, events and other voluntary income were reduced to £55 million from £60 million in 2020/21, as faceto-face fundraising activity was still constrained by

----- Start of picture text -----
All figures in £m 2021/22 % change 2020/21
Hospice income 20.2 3% 19.7
Income for the nursing service 29.2 8% 27.1
Grants and furlough 8.3 -69% 26.8
Fundraising income 93.4 4% 90.1
Retail income including retail grants 13.8 160% 5.3
Other income 1.0 -9% 1.1
Total underlying income 165.9 -2% 170.1
Expenditure on fundraising and publicity (28.6) 1% (28.3)
Expenditure on retail (14.0) 20% (11.7)
Amount available for our services 123.2 -5% 130.0
Invested in:
Hospices (50.3) 6% (47.6)
Nursing services (50.1) 1% (49.8)
Helper service (0.7) 17% (0.6)
Information and support (2.8) 87% (1.5)
Policy and research (7.8) 34% (5.8)
Surplus 11.6 -53% 24.7
----- End of picture text -----

----- Start of picture text -----
Reconciliation of grant income 2021/22 2020/21
£m £m
Support for hospice and community nursing services (Government) 7.4 21.5
Coronavirus Job Retention Scheme – furlough (Government) 0.2 5.1
Other grants (non-Government) 0.7 0.2
Sub-total – grants and furlough per income table 8.3 26.8
Retail grants (Government) 0.7 1.2
Total 9.0 28.0
Less: Other grants (non-Government) (0.7) (0.2)
Total Government grants 8.2 27.8
----- End of picture text -----

the response to the pandemic throughout the year. Our 2020/21 performance was also boosted by our successful emergency appeal launched at the beginning of the pandemic, generating £6 million of fundraising in that year, which reduced to £1.1 million in 2021/22 before the conclusion of the appeal.

Expenditure on retail

Our shops and trading activities exist to raise vital funds to support our charitable work, as well as to increase awareness of our organisation, through 133 shops across the four UK nations. They also provide a community outpost and we're fortunate to be supported by staff and loyal volunteers who can signpost those with questions about our work to our Information and Support teams. The 19% increase in expenditure reflects the recovery in retail trading activity following the lockdown closures of 2020/21. In 2021/22, our retail activities made a net loss of £0.15 million, which is already a significant recovery compared to a net loss of £6.44 million in 2020/21. In addition, £0.12 million of furlough grants received in 2021/22 relate to retail staff (2020/21: £2.5 million), so including this effectively results in our retail activities breaking even. This shows the significant progress and recovery that we have made during the pandemic, particularly as we did not have a full year’s worth of trading as the shops were not open for much of April 2021. We plan to improve this further going forward with cost saving initiatives to ensure we are getting best value for money, so that our retail activities return to providing a significant net contribution to the Charity. We also recognise the impact that our shops have, not just financially, but in supporting the community and representing the Marie Curie name across the UK.

Although the year started with the temporary closure of our retail shops through much of April 2021, income from trading activity recovered to £13.8 million from £5.3 million in 2020/21, with lower retail grant income of £0.7 million (2021: £1.2 million) as lockdown restrictions were lifted. Despite the challenging trading conditions, average income per shop was increased to £92,500 from £91,400 in 2019/20 before the pandemic, reflecting the success of the rationalisation of our shop portfolio to retain the strongest performing stores. Our online trading platform continued to perform well, matching the income of £1 million in 2020/21. Looking forward to 2022/23, we plan to boost retail income by diversifying our products, channels and markets, and continuing to cultivate a culture of innovation to drive income. We also continue to expand our community hubs within our retail stores, with Chilwell in Nottingham opened in June 2022 and two further sites planned for later this year. These hubs support the local community to learn more about the services we offer, with staff trained to provide support for bereaved customers.

Support costs

Expenditure on fundraising and publicity

Support costs allocated to raising funds and our charitable activities have increased to £20.1 million from £14.2 million in 2020/21. We had unusually low expenditure in 2020/21 as we undertook precautions to ensure our financial resilience during the uncertainty of the pandemic, including a freeze on recruitment and certain senior staff donating a proportion of their salary. In part, 2021/22 marks a return to normal operations, with increased expenditure to be expected. We also incurred several one-off costs in 2021/22 in order to enable our

Our investment in fundraising activities ensures we can continue to raise vital funds to support our charitable work. We were able to increase this investment during 2021/22, with increased community fundraising activity and greater investment in regular giving than had been possible during 2020/21.

52 Marie Curie Annual Report and Accounts 2021/22

53

Marie Curie Annual Report and Accounts 2021/22

continued development. For example, in recognition that work patterns are changing, we are roughly halving the size of our London estate, moving into a new London office towards the end of 2022 which will be better-suited to our needs. We also saw this as an opportunity to strengthen our focus on sustainability, and have selected highly energy-efficient new premises. The lease for our new office was signed on 27 May 2022. However, this has led to costs of £1.1 million in dilapidations and an onerous lease at our existing office, as we will be paying dual rent until March 2023. Another one-off cost of £2.3 million was incurred in 2021/22 in order to improve our systems and processes to streamline our operations and support our growth, and we will continue to benefit from this for years to come. Excluding these one-off items, our support costs would be more comparable to the 2019/20 figure of £15.0 million which is a more relevant year for comparative purposes than 2020/21, which was hampered by the pandemic.

As noted in the Trustees Report and Accounts for 2020/21, we implemented Oracle Finance and HR systems in December 2021, based on proprietary Oracle software. A remediation plan was implemented in spring 2021 to address the issues that arose after implementation, embed the changes in processes and to ensure that the benefits envisaged were realised. Significant improvements in processes have been achieved over the year following the additional £2.3m one off investment in remediation work, enabling us to embed the new automated purchase to pay system and improved functionality of the Finance and HR systems. We have a continuous improvement project now in place to realise further benefits from the functionality of the systems, and to improve the efficiency and effectiveness of our processes and management information.

How we invest our charitable funds

Expenditure on hospices and nursing services

of the cost of Marie Curie’s nursing service (2021: 54%), with the remainder of the costs funded by our supporters. As in 2020/21, we received a number of one-off government grants to support hospice care and nursing services totalling £7.4 million (2020/21: £21.5 million) to ensure we were able to continue to deliver vital services to our patients.

Hospices and nursing services are partly funded by the NHS, but to ensure that we can continue to provide care to as many people as possible, and to the highest standard possible, we are reliant on the generous contributions of our supporters. Our 1,705 nursing staff provide crucial care for people in their homes, day and night. Our nine hospices provide a full range of palliative care services, including in-patient care, outpatient services and specialist domiciliary visits to patients’ homes and care homes.

Our services are organised around place-based teams which are able to influence the strategic decisions made about the overall funding of end of life care to the populations served within each area of the country.

----- Start of picture text -----
Hospices: Nursing services:
60% [40%] 43%
57%
NHS funding
Charitable donations
----- End of picture text -----

Information and support

We continue to grow investment in our Information and Support services, providing clear and accurate information on topics relating to end of life and our national support lines for bereavement and clinical support. During 2021/22 we also invested in Project ECHO, a unique and highly collaborative system of sharing knowledge, experience and innovation on end of life care via a series of digital networks across the UK. These networks constitute professional communities of practice mobilised through hubs staffed by Marie Curie doctors, nurses and research officers, where everyone is seen as a ‘learner’ and a ‘teacher’ in a non-hierarchal structure and takes equal ownership for the work undertaken. Through Project ECHO, we've engaged with the wider

On average in 2021/22, the NHS paid for 40% of the cost of Marie Curie’s hospices (2021: 41%) and 57%

community in places such as care homes, prisons and local councils, covering topics such as homelessness, fundamentals of palliative care, health and wellbeing and mouthcare matters. To date, we've created nine networks, running 46 sessions with 739 attendees. Following the success of these, we have many more planned as we seek to grow Project ECHO’s scale and impact to reach more people.

Policy and research

We further expanded investment in our Policy and Research team, seeing this as essential to improvement in standards of care and experience at end of life, increasing our capacity to influence policy across the four UK nations. The benefits of this approach can be seen in the success of our Make end of life care fair campaign – end of life care must now be provided by law in every part of England where local people need it.

Our funds

Reserves

Total reserves as at 31 March 2022 were £161.3 million (2021: £145.7 million). These comprised:

----- Start of picture text -----
All figures in £m 2021/22 2020/21
Restricted reserves 17.4 21.9
Designated reserves 67.4 69.2
Impact and Innovation Fund 30.8 31.4
Tangible Fixed Asset Fund 36.1 35.8
Capital Investment Fund 0.0 1.6
Pension scheme surplus 0.5 0.4
General reserves 76.5 54.6
Total reserves 161.3 145.7
----- End of picture text -----

Restricted reserves: £17.4 million (2021:

service delivery and to invest to save. The range of investments include activities to:

£21.9 million). These are funds received for undertaking an activity specified by the donor when making the gift, or may result from the terms of an appeal for funds for a specific initiative. Of these funds, £17.0 million, represents the value of hospice assets purchased over time at cost less depreciation. As at March 2022, unspent funds are only £0.4 million (2021: £3.3 million).

Designated reserves: £67.4 million (2021:

We invested £0.6 million of this fund during 2021/22, with significant investment planned and due to commence in 2022/23. In the event of increased financial risk or if no longer required, these funds can be de-designated at the Trustees’ discretion. Future commitments would be reduced accordingly, and the funds returned to General Reserves.

£69.2 million). These reserves represent funds that have been designated for a particular purpose by the Trustees. They would normally be utilised for that purpose within a specified timescale. We recognise that urgent and radical change is needed to keep pace with society’s rapidly growing need for end of life care provision. Accordingly, we created a £31.4 million designated reserve for impact and innovation in 2021 to invest in transforming the future of end of life experience within the UK by delivering on the strategic initiatives outlined in pages 10-11. This fund is to be used for oneoff investment to support change, innovation of

Designated funds also include:

54 Marie Curie Annual Report and Accounts 2021/22

55

Marie Curie Annual Report and Accounts 2021/22

• the FRS 102 surplus on the Marie Curie defined benefit pension scheme. The scheme had a surplus of £0.5 million at 31 March 2022.

and expenditure. Based on our principal risks, the Trustees estimate that a total of £51.0 million of target reserves is required for 2022/23, the same level as for 2021/22. This reflects that while risks related to the pandemic have reduced, macro-economic and geopolitical risks have increased and our plans to grow our scale and impact require a strong base.

The Capital Investment Fund was designated for the improvement of hospices and other capital projects. This fund has now been used in full, having delivered significant improvements to the hospice estate and the modernisation of our IT infrastructure, and has now been closed.

The Charity’s reserves policy states that if reserves exceed 115% of target, management should prepare a plan of action, to be approved by Trustees within three months, to restore them to the target level. Likewise, if reserves are lower than 85% of target, management should prepare a plan to be approved by the Trustees within three months, to restore them to the target level. The level of General Free Reserves (comprising the General Fund) at 31 March 2022 was £76.5 million, which is above the recommended range. The Trustees have approved a multi-year plan to maximise the impact of these funds in expanding our reach and impact for the long-term. This plan includes actions to:

General (Free) Reserves: £76.5 million (2021: £54.6 million). These are the reserves remaining when restricted and designated reserves are excluded from the total amount. General Reserves are held so that the charity can continue its operations in the event of an unforeseen shortfall in voluntary income or increase in costs and to cover planned future operating expenditure.

All charities are required to consider how much money they need to hold in reserves. The extent varies depending on the scale and nature of the charity’s activities. Marie Curie provides a range of critical health services which communities across the UK depend upon. To fund these services, we rely on several fluctuating income streams from donations, legacies, shop profits and investment income. To enable us to make commitments to each community to provide its key hospice and nursing services, we need to maintain a level of free reserves so that we can continue our operations in the event of an unforeseen shortfall in voluntary income or increase in costs. This is known as our target reserves.

Given these actions, we expect a planned deficit in 2022/23 and 2023/24 which will be funded from our General Reserve.

The Trustees calculate the amount required to be held in target reserves based on the assessment of the risks affecting the income and expenditure of the charity on an annual basis. In assessing the amount of target reserves required, the Trustees estimate the risk of a shortfall in income or an increase in expenditure and a sum is held to cover the potential shortfall for each element of the charity’s income

----- Start of picture text -----
80
60
51 51
48
43 43 42 42 42
40 Target
Actual
20
0
March March March March March March March March
2015 2016 2017 2018 2019 2020 2021 2022
General Reserves (£m)
----- End of picture text -----

How we invest our funds

The restricted and designated reserves (excluding the Tangible Fixed Asset Fund and the pension surplus) are invested in cash investments, unless the long-term nature of a specific element of the fund indicates that an investment can be made in risk assets for that element. The General Fund is held in a variety of investments according to the policy below.

monitor the environmental impact of our portfolio, carefully tracking the weighted average carbon intensity of the portfolio.

Our investment managers have been instructed not to directly invest in any organisation where more than 10% of turnover is derived from the production of tobacco products, tar sands, oils shale extraction and services or coal mining. Most of our investment fund is managed on a discretionary basis by Newton Investment Management Limited. These investments comprise UK and international equities and fixed interest securities. Marie Curie’s property investments are invested in the Charities Property Fund.

Investment policy

The investment objective for the General Fund portfolio is to generate a return in excess of inflation over the long term while generating an income to support the ongoing activities of Marie Curie. The investments are managed by independent investment managers appointed by the Trustees according to the powers defined in the charity’s constitution. The Trustees rely upon specialist advice for fund selection and allocation. The performance of our investment advisers and our investment portfolio is monitored by senior Finance staff and the Investment Committee. We have adopted an ethical investment policy to ensure that our investments do not conflict with our aims and support Marie Curie’s values as much as possible. For example, we're invested in several leading healthcare companies focused on creating, building and funding innovative treatments for a variety of health issues. Our investment managers actively monitor and engage with the companies they invest in from an Environmental, Social and Governance (ESG) perspective, using proprietary research, engagement and proxy voting rights to influence change. We also

Marie Curie’s investment portfolio, most of which is managed by Newton Investments, saw investment gains of £3.8 million in 2021/22 compared to gains of £9.8 million the previous year, as the investment market has continued to recover from the pandemic, though the onset of the Russian invasion of Ukraine and the resulting uncertainties had a negative impact on the portfolio towards the end of the year, limiting the overall growth in 2021/22. Following the invasion, the Trustees worked to ensure that there were no direct investments held in Russian or Belarusian entities and that the remaining investment portfolio only included entities that had either withdrawn, suspended or significantly scaled back their operating activities linked to Russia.

The portfolio return over the 12 months to 31 March 2022 was 8.5% against the long-term benchmark return of 8.7%.

----- Start of picture text -----
Asset allocation as at Actual Actual Target 2020/21
31 March 2022 £m % % Actual £m
UK equities 15.9 28.6% 20–45 11.6
International equities 20.2 36.4% 25–50 22.6
UK Government Bonds 3.2 5.8% 5–15 3.4
Global Bonds 7.8 14.1% 15–20 7.9
Absolute return – 0.0% 7–15 1.3
Cash 3.6 6.5% 2–10 1.4
Sub-total 50.7 48.2
Property and unlisted 4.9 8.8% N/A 4.1
Total 55.5 52.3
----- End of picture text -----*

56 Marie Curie Annual Report and Accounts 2021/22

57

Marie Curie Annual Report and Accounts 2021/22

Manager to manage our portfolio against a total return target, maximum volatility and liquidity rates and ESG requirements instead of setting benchmarks in order to enable greater flexibility to generate net returns. They will review our investments and will have discretion to respond to market conditions and reshape our portfolio within the parameters they're given.

The investment market is expected to be more volatile in 2022/23 due to Russia’s invasion of Ukraine and increased inflation. However, we plan to mitigate this both through robust review and selection of investments and by pursuing a more dynamic investment strategy. In 2022/23, Marie Curie will be moving to a new basis of managing our Investment Portfolio with the appointment of a Fiduciary

Defined benefit pension scheme

Marie Curie is the sponsoring employer of a funded defined benefit pension scheme (the Scheme). In January 2021, the Scheme purchased a bulk annuity policy (known as a buy-in) from Legal and General Assurance Society (LGAS) for £30.0 million. This policy secured the full benefits of all Scheme members. Given the financial strength of LGAS, this buy-in substantially removes the risk of further contributions being required from the Charity to provide benefits to members. In February 2022, the Trustees of the Scheme instructed LGAS to convert the bulk annuity policy to individual member policies held in trust by the scheme. Following the buy-in and policies being issued in trust to the Scheme, at 31 March 2022 the Scheme’s assets comprised the individual policies held in trust for the members plus £0.5 million of cash. As the individual annuity policies with LGAS cover the liability for all of the members’ benefits in the Scheme, under FRS 102 the Scheme actuary has

valued the bulk annuity policy at the same value as the Scheme’s pension obligations.

Subsequent to year end, in June 2022, the policies were assigned to the individual members. The trust now has no further purpose and the Scheme Trustees are working to complete a windup of the Scheme. Pension regulations require that the members are consulted before any surplus is repaid to the sponsoring employer. This consultation period ended on 29 August 2022. Subject to confirmation from The Pension Regulator that the regulatory requirements have been complied with, the Scheme will be wound up, with the net surplus being paid back to the Charity. The 2021/22 pension scheme year has been extended to 18 months, to the end of September 2022, to facilitate the wind-up and it is anticipated that all will be completed by this date.

Payment terms

The regulations under section three of the Small Business, Enterprise and Employment Act 2015 oblige Marie Curie to report on a half-yearly basis (30 April and 31 October) their payment practices, policies and performance. The information is published through an online service provided by the Government through which is available to the public and is reported to the Audit and Risk Committee.

During 2020/21, Marie Curie implemented a new finance system. Issues that emerged subsequent to that implementation resulted in a delay in the payment of suppliers’ invoices. However, during 2021/22, continued action has been undertaken to improve payment performance. The success of these actions is reflected in the more timely payment of invoices during 2021/22 compared to 2020/21, and during the second half of 2021/22 compared to the first half of 2021/22.

----- Start of picture text -----
Activity 1 Oct 21 – 31 Mar 22 1 Apr 21 – 30 Sep 21
Average time taken to pay invoices 24 days 37 days
Invoices paid:
Within 30 days 82% 64%
In 31 – 60 days 10% 21%
In 61 days or more 8% 15%
Standard payment terms 30 days 30 days
Maximum contractual payment period agreed 30 days 30 days
----- End of picture text -----

Going concern

Our strong financial performance throughout the pandemic has enabled Marie Curie to maintain our liquidity and reserves position at a reasonable level. Cash, investments and reserves are monitored closely, with regular forecasts prepared to assess financial needs. These forecasts, combined with an assessment of the future cash and reserves position, form the basis of our assessment of going concern. Our forecasts are stress tested to reflect a number of possible scenarios.

Our stress-test scenarios, potential financial impact and probability are linked to our principal risks and include:

Based on our cash flow, liquidity and reserves forecasts, we believe that the going concern basis of accounting remains appropriate for our accounts. We've also considered whether there's any material uncertainty that may cast significant doubt over the use of that basis for a period of at least 12 months from the date of approval of the financial statements. We do not believe that this is the case.

Any shortfall in income or increase in costs over the next twelve months can be covered from Marie Curie’s cash holdings and investment portfolio. At 31 March 2022, Marie Curie held £46.0 million in cash and bank deposits and £55.5 million in longer term investments, most of which are readily accessible.

Data and cyber security breaches

reached the requirement for regulatory action and it has confirmed it is satisfied with how the Trustees have managed these matters. Information security measures including cyber security and training for staff was strengthened and the remedial measures identified were implemented at pace in order to further strengthen the Charity’s defences.

During the year, the Charity remained vigilant to the risk of cyber-attack and information security breaches and strengthened our defences to mitigate these risks. We reported two incidents to the Information Commissioner’s Office (ICO), one involving a cyber-attack and one involving an internal data breach. The ICO took no formal enforcement action in respect of these incidents as neither

58 Marie Curie Annual Report and Accounts 2021/22

59

Marie Curie Annual Report and Accounts 2021/22

Working with our stakeholders: s172 statement

d) the impact of the company’s operations on the community and the environment

Companies are required to include a statement in their strategic report of how directors have complied with their duty to have regard to the matters in section 172 (1) (a)–(f) of the Companies Act 2006 (‘the Act’). As per the Charities SORP Information Sheet 3: The Companies (Miscellaneous Reporting) Regulations 2018 and UK Company Charities, the duty of the Trustee of a charitable company under this subsection of the Act is to act in the way he or she considers, in good faith, would be most likely to achieve its charitable purpose and in doing so have regard (among other matters) to:

e) the desirability of the company maintaining a reputation for high standards of business conduct

We listen to and engage effectively with our wide variety of stakeholders on whom the future success of Marie Curie depends, including service users, supporters, employees, volunteers, and suppliers, to make sure responsible decisions are made. This helps us ensure that decisions are sustainable in the long term and do not disproportionately affect any single stakeholder group.

The Board considers the following to be the key decisions and considerations it has made during the year to March 2022:

----- Start of picture text -----
Significant Board decision Stakeholders affected Action and impact
Appointment of a new fiduciary Our beneficiaries, our • Following a tender process managed by an external consultant,
manager to manage the employees and society the Investment Committee recommended a fiduciary manager
Charity’s investments to manage the Charity’s investments, which was approved.
• Management of the Charity’s investments to move to a more
diversified basis, still ESG-linked.
Support of lobbying related to Our beneficiaries and their • The Charity lobbied successfully for the bill to be amended
the Health and Care Bill families and carers, our to introduce a legal duty for palliative care services to be
employees, our volunteers, commissioned, which was incorporated by Government
the NHS and society amendment into the Health and Care Act 2022 .
Action plans for hospices Our beneficiaries and their • Consideration of arrangements for management of hospices
suffering from staffing families and carers, our and proposed action plans, including temporary reduction in
challenges employees and volunteers, service offering where felt appropriate.
the NHS
Strategic Reward Review Our employees • The detailed review of pay and benefits across the Charity to
balance effectiveness, sustainability and fairness.
Establishment of the Research Society • Oversight of the scope and effectiveness of the Charity’s
and Policy Committee Research and Policy strategy as a whole, to support delivery
and ensure alignment with the organisational strategy.
Updating the Charity’s Our beneficiaries and their • Consolidating and building;
strategic goals families and carers, our • Delivering vital care and support; and
employees and volunteers,
• Growing – in influence, scale and impact.
the NHS and society
Change of London office Our employees and volunteers, • Relocation to new office space in Central London.
the environment • Choice of a building with high sustainability credentials.
----- End of picture text -----

Engaging with our stakeholders

In this table, we set out in more detail how we've engaged with our key stakeholders and the impact of that engagement.

----- Start of picture text -----
Stakeholder Their issues How we engage Key highlights of 2021/22 showing Where to
group and impact of the engagement find further
why they are information
important to in this report
our success
----- End of picture text -----

Stakeholder
group and
why they are
important to
our success		 Their issues How we engage Key highlights of 2021/22 showing
impact of the engagement		 Where to
fnd further
information
in this report
Our
benefciaries,
and their
families and
carers		 • End of life care
and support
that refects
what’s most
important
to them.
• High-quality
and safe
services.		 • Expert voices.
• Friends and family
feedback.
• We regularly update our
information and support
services in line with
feedback from users and
their families.		 • 99% of nursing service patients and
families who completed the Friends and
Families Test described the overall service
as “very good” or “good”.
• 97% of hospice patients who completed
the Friends and Families Test described
the service as “very good” or “good”.
• 91% of Support Line callers said we
provided them with the information and
support they required.		 See sections
on hospices,
nursing and
information
and support
on pages
14 -21.
Our
employees
Our services
are delivered
through our
experienced,
diverse and
dedicated
workforce.		 • Opportunities
for development
and progression.
• Fair and
transparent
pay and reward
structures.
• Opportunities
to share ideas
and make a
diference.
• Respect for
their diversity
and an inclusive
workplace
where all are
treated fairly.		 • We engaged regularly
virtually, via email, our
intranet and live video
updates from senior
management and in person,
through team meetings.
• Workforce engagement
is measured through
employee surveys.
• The employee forum
meets monthly as a
group called “Let’s Talk”
made up of 16 employee
representatives.		 • We're reviewing our Equity, Diversity,
Inclusion and Wellbeing strategy and
Action Plan to ensure we can deliver
and embed EDI and Wellbeing across
Marie Curie and foster an inclusive
environment where everyone feels able
to participate and achieve their potential.
• We recruited a full-time Wellbeing Lead
in November 2021 to further support the
staf wellbeing agenda in partnership
with our EDI Lead and Head of Wellbeing
and EDI.
• Our employee networks continue to feed
into our EDI strategy and action plan,
as we listen to employees’ voices and
lived experiences to inform our eforts
in becoming an authentic employer of
choice and inclusivity.
• We continue to work with the
organisation Stonewall. Throughout our
partnership, we've made great progress
in our standards, policies and procedures
on diversity and LGBTQ+ initiatives. Our
eforts were recognised in the_Workplace_
Equality Index 2021, where we received
the Bronze Award.
• We established an anti-racism action
plan. As part of this, we'll soon be
working in partnership with the
organisations Flair, EA Inclusion and Push
Far to scrutinise our culture and metrics
and work towards tangible action points
to improve our workplace.
• In March 2021, we launched our Mental
Health First Aider (MHFA) programme.
To date, we've trained 70 MHFAs who
act as a point of contact for employees
experiencing mental health challenges or
emotional distress.
• 74% staf satisfaction, just below the
benchmark for the non-proft sector.		 See section on
volunteering
on pages 40-
43.

60 Marie Curie Annual Report and Accounts 2021/22

61

Marie Curie Annual Report and Accounts 2021/22

----- Start of picture text -----
Stakeholder Their issues How we engage Key highlights of 2021/22 showing Where to
group and impact of the engagement find further
why they are information
important to in this report
our success
----- End of picture text -----

Stakeholder
group and
why they are
important to
our success		 Their issues How we engage Key highlights of 2021/22 showing
impact of the engagement		 Where to
fnd further
information
in this report
Our volunteers
and supporters
We can only
achieve our
strategic
vision with
the generous
contributions of
our volunteers
and supporters.		 • They require
us to make the
best use of the
resources (time
and money)
they generously
give.
• They trust us to
follow the rules
and treat them
with respect.		 • We communicate with our
supporters in a number
of ways according to their
preferences: by post and
email, on our website and
through the media and
other campaigns.
• We have 133 shops where
we engage with supporters
who both donate and
buy goods.
• Each volunteer has an
assigned manager to
supervise them.		 • We generated donation and legacy
income of £93.4 million and retail
income of £13.8 million during the year.
• 13,513 Helper calls/visits were given to
Marie Curie during the year.
• Our dedicated volunteers remained
committed to Marie Curie and played
a vital part in our Emergency Appeal,
which raised £1.1 million in 2021/22.		 See sections
on fundraising
on pages 44-
51, and
volunteering
on pages
40-43.
The NHS
Our essential
work is provided
in contract to
the NHS, who
are also our
main partner.		 • It fulfls its
statutory
requirement to
provide end of
life care.
• We deliver to
our contractual
promises.
• We provide
safe and high-
quality care.		 • Each contracting NHS
organisation has a
dedicated member of our
business development team
assigned to them.
• We have operational and
contractual management
arrangements in place
for all NHS relationships,
covering each
commissioning body.
• We regularly discuss
palliative and end of
life care with the NHS
bodies representing
the four nations, and
actively participate in
conversations to improve
the experience of dying,
death and bereavement.
• During the Covid-19
pandemic we've continued
to deliver care, but we've
also worked with the NHS
and other partners to adapt
and re-focus our services
to meet the changing
demands of the pandemic.
We've been in very close
contact with the regulators
across the UK to ensure
safety and quality of care
is maintained.
• At a central level, we
engage with NHS England
and NHS Digital to drive
continuous improvement.		 • We received £49 million in income
from the NHS to provide services to
support them.
• Active engagement with commissioners
during the year led to further growth
in income of £2.7 million, 6% on a
recurring basis.
• Relationships with the NHS in England
and with equivalent bodies in Wales,
Scotland and Northern Ireland remained
strong and responsive.		 See sections
on hospices
and nursing
on pages
14-21.

----- Start of picture text -----
Stakeholder Their issues How we engage Key highlights of 2021/22 showing Where to
group and impact of the engagement find further
why they are information
important to in this report
our success
----- End of picture text -----

Stakeholder
group and
why they are
important to
our success		 Their issues How we engage Key highlights of 2021/22 showing
impact of the engagement		 Where to
fnd further
information
in this report
Suppliers
We rely on
third-party
suppliers and
providers to
partner with us
to deliver our
services.		 • Working in
partnership.
• Agreed
contracts
with clear
Service Level
Agreement
requirements.
• Fair payment
terms.		 • We collaborate with our
suppliers to ensure that we
have a mutually successful
relationship, including
account reviews where
appropriate.
• We work with our suppliers
to ensure that they uphold
the same high standards
of security and operation
(eg modern slavery) that
we uphold.
• During the Covid-19 crisis,
we've been working closely
with suppliers to make sure
we can keep our cash at
adequate levels while still
paying them fairly.		 • We paid suppliers on average within
31 days. We implemented improvements
during the fnancial year to reduce
this period compared to the previous
fnancial year.
• We've put a new supplier portal in place
to improve communication with suppliers
and management of supplier data.		 See Financial
Review from
page 52.
UK society
To fulfl our
strategic vision
in a responsible
and sustainable
manner.		 • Everyone has
the best end of
life experience
they possibly
can.
• Environmental
sustainability.		 • Working with governments
and other decision-making
bodies to ensure the best
end of life experience
for everyone.
• Using feedback from
society at large to inform
policy work.
• Public awareness campaign
to change the conversation
on death and dying.
• Funding world-class
research to help inform best
practice in palliative and
end of life care.		 • We ensured that end of life care was put
at the heart of the Welsh programme for
government, and secured a commitment
to develop a new end of life care
programme in Wales in order to deliver
on this.
• We successfully campaigned for the
Government to amend the_Health and_
_Care Bill_to add palliative care services to
the list of services that Integrated Care
Boards are required to commission in
every part of England from July 2022. This
change could beneft to around 490,000
people per year in England by improving
both access to and quality of palliative
care services available locally.
• We secured commitment from Scottish
Government to appoint a new national
clinical lead for palliative care, and to
commission a new palliative and end of
life care strategy.
• We secured the inclusion of palliative and
end of life care into the 10-year Cancer
Strategy for Northern Ireland.
• Following our “Scrap 6 months”
campaign, we were successful in
changing the circumstances under which
people living with terminal illness can
get fast-track access to benefts across
all four UK nations. We conservatively
estimate that around 80,000 people per
year will be afected by this change.		 See sections
on policy,
research and
public afairs
on pages 22-
27.

The Board actively engages with Marie Curie stakeholders, for example through the National Advisory Boards in Northern Ireland, Wales and Scotland, site visits and supporter events around the UK. Trustees regularly engage in strategy at Board meetings drawing on reports from management, engagement with other staff throughout Marie Curie,

and their own external engagement and experience. The more detailed elements of strategic scrutiny are carried out by the Board committees – the Finance and Resources Committee, the Quality Committee, and the Audit and Risk Committee – drawing on the expertise of Trustees and non-trustee members in those committees.

62

63

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

Our commitment to the environment

to further develop and implement our environmental action plans.

Marie Curie needs to operate in an environmentally sustainable manner. Environmental issues are having an increasing impact on the health and wellbeing of people in the UK, and it's vital that Marie Curie plays its part in improving this situation.

During the year, we carried out a number of actions which have and will continue to have a positive impact on our carbon footprint and use of natural resources, including:

Energy efficiency actions

We recognise that there's a cost to the environment in the way we operate. Marie Curie’s policy is to conduct our business in an environmentally accountable manner, in compliance with all relevant environmental legislation. We're committed, where practicable, to minimising any adverse environmental impacts which may result from our services.

Not only must Marie Curie be prepared for the changing demands on its services, we must also work to reduce our reliance on fossil fuels and finite resources, and mitigate the impact of our own operations on the environment.

We do this through taking into account the direct environmental impacts of our operations (including those of our services, buildings, travel, and the procurement of materials and services) and, where possible, implementing low carbon alternatives. Recognising the importance of this and the desire to increase the pace of actions to minimise our carbon footprint and use of natural resources, we appointed a Sustainability Manager during the year

Streamlined Energy and Carbon Reporting (SECR) statement

----- Start of picture text -----
2021/22 Restated
2020/21
Gas (Scope 1) 5,180,408 7,648,425
Other fuels (Scope 1)
Electricity (Scope 2) 5,376,371 5,018,943
UK and offshore
Energy consumption Electricity transmission and distributions (Scope 3)
(kWh)
Transport fuel (Scope 1 – company fleet) 2,099,691 1,993,694
Transport fuel (Scope 3 – grey fleet) 3,573,788 3,891,677
Total 16,230,258 18,552,739
Gas (Scope 1) 949 1,558
Other fuels (Scope 1)
Electricity (Scope 2) 1,142 1,170
UK and offshore emissions Electricity transmission and distributions (Scope 3) 101 101
(tCO2e) Transport fuel (Scope 1 – company fleet) 494 504
Transport fuel (Scope 3 – grey fleet) 836 911
Total (Gross Scope 1 and 2) 2,585 3,232
Total (all Scopes) 3,521 4,245
----- End of picture text -----

The 2020/21 figures have been restated to include gas data from our Northern Ireland sites and to include comprehensive data for our grey fleet, most of which relates to Caring Services staff travel. This is on a consistent basis with our 2021/22 figures. The gross figures previously reported for 2021/21 included UK and offshore energy consumption (kWh) of 8,864,909 (Scope 1), 5,018,943 (Scope 2) and 947,365 (Scope 3) and UK and offshore emissions of 1,904 (Scope 1), 1,170 (Scope 2) and 362 (Scope 3).

Intensity ratio

Due to the diverse range of services offered by Marie Curie, all of which depend on the dedication of members of staff, the intensity metric of kWh/FTE (full time equivalent employee) was chosen.

----- Start of picture text -----
2021/22 Restated
2020/21
Normalisation Metric
2,462 2,687
(FTE)
Intensity Ratio
1.430 1.579
(tCO2e/FTE)
----- End of picture text -----

The decrease in our overall carbon footprint for 2021/22 compared to 2020/21 largely comes from a 32% reduction in gas usage. This is due to a decrease in gas consumption across virtually all our sites, as hybrid working has changed how we use our spaces. In addition, our Hampstead Hospice has had a significant reduction in gas consumption due to a ward being closed for the past year and due to boiler and water tank improvements carried out in Spring 2020 which improved efficiency.

In addition, the data shows a 4% reduction in business travel (across both company-owned and employee-owned vehicles). This reduction comes from a move to home and hybrid working and a focus

on minimising business travel. We will continue to discourage avoidable travel through our policies and procedures and will be focusing on a switch to vehicle electrification for our fleet and company cars.

Our electricity consumption (kWh) did slightly increase in 2021/22 (+7%), however, our overall emissions related to electricity decreased by 9%. This is due to the UK greening of the grid; switching to renewable energy generation (wind, solar, tidal) and alternative energy (nuclear) meant that DEFRA gave a lower conversion factor for 2021/22, shown in the table below:

----- Start of picture text -----
Scope 2 Year kg CO2e
Electricity factor 2021/22 0.21233
2020/21 0.23314
----- End of picture text -----

Methodology

Methodology follows best practice and is based on HM Government Environmental Reporting Guidelines for Streamlined Energy and Carbon Reporting (SECR) .

All emissions factors are taken from UK Government GHG Conversion Factors for Company Reporting, 2021 factors .

Scope 1 and Scope 2 consumption data (gas and electricity) taken from validated and verified utility supplier invoices.

Scope 1 and Scope 3 (transport) data taken from Marie Curie internal tracking systems incorporating company fleet data and grey fleet data; company fleet classed as scope 1 emissions, grey fleet (i.e. fuel used in employees’ private cars for business trips) classed as scope 3 emissions as defined in HM Government Environmental Reporting Guidelines March 2020 .

64 Marie Curie Annual Report and Accounts 2021/22

65

Marie Curie Annual Report and Accounts 2021/22

How we are governed

Our structure

Marie Curie is a company limited by guarantee (incorporated on 3 May 1952, registered number 00507597) and a registered charity in England and Wales (charity number 207994) and Scotland (charity number SC038731). The charity’s constitution is its Articles of Association, which are available on our website.

Subsidiaries

The charity’s principal subsidiary undertakings as at 31 March 2022 are all wholly owned and registered in England and Wales. Details are included in Note 19 (see page 100) to the financial statements. We raise some of the funds needed to run our services through the trading activities of a wholly owned subsidiary, Marie Curie Trading Limited.

Our Trustees

The charity is governed by the Board of Trustees who are legally responsible for directing our affairs. The Board determines the charity’s long-term strategy and approves the annual business plan and budget. Specific responsibilities are delegated to six committees which report back to the Board on a quarterly basis. The Board delegates the day-to-day management of the charity to the Chief Executive and Executive Leadership team.

Marie Curie’s Board of Trustees have a wide range of skills, knowledge and experience, including clinical and commercial expertise. The Trustees are members of the charity and directors of the charitable company.

As permitted by the Articles of Association, each of the Trustees has the benefit of an indemnity which is a qualifying third-party indemnity as defined by Section 234 of the Companies Act 2006 . The indemnity was in force throughout the last financial year and is currently in force. The Company also purchased and maintained throughout the financial year Trustees’ and Officers’ liability insurance in respect of itself and its Trustees.

In July 2021 Richard Wohanka joined as a trustee, in September 2021 Ian Waller and Chrisha Alagaratnam joined as trustees and in January 2022 Mary Hinds joined as a trustee. Tim Breedon and Ruth Holt retired from the Board in April 2021, John Compton retired

in August 2021 and Helen Weir and Linda Urquhart retired in March 2022.

Following the year end, Steve Carson retired from the Board in June 2022.

The Board meets regularly to review and direct Marie Curie’s strategy, budget and performance. Certain matters are reserved for Board approval, including changes to strategy and budget. There were five Board meetings held in the year; the table below sets out individual attendance by Trustees.

Board composition and meeting attendance during 2021/22

----- Start of picture text -----
Trustees Meetings Maximum
attended possible
Vindi Banga (Chair) 5 5
Chrisha Alagaratnam 3 3
Dr Rachel Burman 5 5
Tim Breedon CBE 0 0
(retired April 2021)
Steve Carson 1 5
(retired June 2022)
John Compton CBE 0 2
(retired August 2021)
Richard Flint CBE 5 5
Professor Richard 4 5
Harding
Mary Hinds 1 1
Ruth Holt 0 0
(retired April 2021)
Patricia Lee 5 5
Chris Martin 5 5
Maria McGill CBE 2 2
Dame Barbara 5 5
Munroe DBE
Linda Urquhart OBE 4 5
(retired March 2022)
Ian Waller 3 3
Helen Weir CBE 4 5
(retired March 2022)
Richard Wohanka CBE 0 3
----- End of picture text -----

The Board of Trustees appoints all new Trustees and independent committee members on the advice and recommendation of the Nominations Committee. During the year, Board of Trustee vacancies have not generally been advertised widely. However, the Board of Trustees comprises twelve individuals, each with an extensive network of experienced contacts, and they've all been asked to make appropriate recommendations. Identification of potential Trustees has been done through headhunter-led, advertised processes alongside recommendations from the Trustees and Executives as appropriate. Selection was done by an interview process by a subset of the Nominations Committee; followed by Nomination Committee discussions, recommendations and Board endorsement.

The Board believes that a balance of skills, experience, knowledge and diversity in the broadest sense is vital to providing a variety of different perspectives to its discussions and enhancing the Board’s decisionmaking. All new Trustee appointments are evaluated against the existing skills, experience and knowledge on the Board.

We offer a tailored induction programme to all new Trustees, including interaction with our services, and meetings with the Chief Executive, members of the Executive Leadership Team and other senior management, and provide further updates and training as needed. Trustees are not renumerated for their services. They are paid out-of-pocket expenses only.

Governance

Towards the end of the year, each committee carried out an effectiveness review, which included a review of its activity over the past year against the terms of reference. All committees concluded that they had operated effectively in the year and agreed action plans to address areas identified for development. In addition, all committee terms of reference were reviewed to ensure they accurately reflected current practice and a consistency of approach.

All Trustees and independent committee members completed a skills audit which will inform the recruitment programme for 2022. The independent members on each committee play a vital role in our governance structure and complement the skill sets of our Trustees. To see a full list of all members, please refer to ‘ Who’s Who ’ (pages 102-103).

Each Trustee is required to disclose potential or actual conflicts of interest to the Charity as part of annual review and at the start of every meeting. In line with Charity Commission guidance, details of positions held by Trustees outside of the Charity are available to the public on request from the Company Secretary.

As previously reported, the Board has adopted the principles of good governance in the Charity Governance Code . These principles underpin the Board’s governance and form an integral part of the programme of change underway. The Trustees have taken account of the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims, objectives and planning.

Board committees

66 Marie Curie Annual Report and Accounts 2021/22

67

Marie Curie Annual Report and Accounts 2021/22

to the UN Principles for Responsible Investment (UNPRI) and who take ESG considerations into account in stock selection, voting decisions and engagement with companies.

Northern Ireland, each of which is chaired by a Trustee.

Over the year, the Board and committee meeting cycle continues on a quarterly model, with ad hoc special purpose meetings as required.

• Research and Policy Committee Responsible for strategic oversight of the charity’s research and policy activities. It ensures that research is being undertaken to the highest possible quality standards and is being effectively leveraged to deliver impact across the four UK nations.

Our auditors

In accordance with Section 485 of the Companies Act 2006 , an ordinary resolution proposing that BDO LLP be re-appointed as auditor of the charity will be put to the Annual General Meeting.

The Board of Trustees is also advised by National Advisory Boards (NABs) in Scotland, Wales and

Board committee membership as at 31 March 2022

----- Start of picture text -----
Trustees Audit Finance Investment Nominations Quality Research National
and and and and Advisory
Risk Resources Remuneration Policy Boards
Vindi Banga Member Chair
Chrisha Member Member
Alagaratnam
Dr Rachel Burman Member Member
Richard Flint CBE Chair Member
Prof Richard Chair
Harding
Mary Hinds Member Member Chair
(Northern
Ireland)
Patricia Lee Chair
Chris Martin Member Member Chair
(Wales)
Maria McGill CBE Member Chair
(Scotland)
Dame Barbara Member Member Member Member
Munroe DBE
Ian Waller Chair Member Member
Richard Chair Member
Wohanka CBE
Number of 5 11 4 4 4 8
meetings
----- End of picture text -----

Please see pages 102-103 for a full list of Trustees and Independent Members of committees, which also shows movements since the year end.

Principal Risks and Uncertainties

The Board of Trustees has overall responsibility for risk management, and recognises the importance of establishing a culture of strong risk management, with effective systems and controls in place.

serious incidents, including the implementation of any corrective actions required.

Risk management framework

Marie Curie has a risk management policy approved by the Board of Trustees. This policy establishes a comprehensive risk management framework to help us identify and manage risks and opportunities, in turn optimising outcomes to ensure strategic objectives are successfully achieved.

This year, we've improved our risk management framework to support the effective and consistent evaluation of risks throughout the charity. We've developed a risk appetite statement and improved our risk register tool.

Our refreshed approach allows us to identify and capture opportunities related to our principal risks, as well as mitigate the related downsides. As a result, we’re now better able to assess the impact of risks on the organisation’s ability to deliver its strategy, objectives, and plans.

Everyone at Marie Curie has a role to play in how risk is managed across the charity:

Risk management improvements

Our risk management framework is regularly reviewed to ensure it’s aligned to the UK Charity Governance Code and the principles of good risk practice.

We’re continuously looking for opportunities to improve our risk processes and capabilities to improve the way we manage risk. With that in mind, we’re currently working to:

• Introduce risk appetite into our decision making and risk processes following approval of our first ever risk appetite statement by the Board of Trustees in March 2022. As our risk appetite varies according to activity, opportunity and risks identified, the statement includes details of an overarching approach, provides easy-tounderstand definitions, and is supported by 12 specific principal risk appetite statements. More details will be shared in future reports once appetite has been embedded and tested.

68 Marie Curie Annual Report and Accounts 2021/22

69

Marie Curie Annual Report and Accounts 2021/22

• Manage risk and facilitate strong governance in a way that helps us achieve our strategies. A review of central governance, risk and compliance resources is currently under way, looking at ways to ensure all stakeholders are supported to work in an effective and integrated way.

Strategic risk overview

Over the last year, we’ve seen our strategic risks evolve, with significant changes to our people-related risks, and a new geopolitical risk. Some of the risks we identified last year have been removed from this year’s overview because we’ve had evidence that they’ve either been stabilised or reduced.

• Improve risk reporting, including the creation of a board assurance framework. This is being developed at the time of writing and will set out accountabilities and what assurance is available across our ‘three lines of defence’: risk owners, risk oversight, and risk assurance.

The following table includes those risks identified as the most relevant to Marie Curie which are being closely monitored by both the Board of Trustees and Executive Leadership Team. Detailed mitigation plans are in place to reduce the risks and the Executive Leadership Team is satisfied that resources, in terms of people and funding, are being prioritised and allocated in the most effective way.

----- Start of picture text -----
Principal risk and why it’s relevant Key mitigations Trend
----- End of picture text -----*

Principal risk and why it’s relevant Key mitigations Trend*
Service delivery:There's a risk that we're
unable to maintain our bed capacity and
available hours of clinical care due to
capacity constraints caused by sickness,
Covid-19 isolation, or vacancies which
could impact on contractual compliance,
patient experience, quality and safety
of our services, poor staf morale, and
our reputation.		 • The quality of our services, patient safety, safeguarding and
patient/family experience is at the heart of everything we do. On
the rare occasions we’ve been unable to fnd additional resources
(reallocated, overtime or bank staf) to ensure our clinical standards
are met, we’ve taken the difcult decision to close wards or reduce
our community services.
• Such action was necessary during the fourth wave of Covid-19 and
following the removal of all Government restrictions. Services were
re-established as a priority.		 Increased
Attract and retain staf:There's a risk
if we are unable to attract or retain the
right people with the right skills and
values, we will be unable to deliver our
ambitious strategy.		 • Our people are our most important asset and, like many operators in
the healthcare sector, we’ve been afected by staf re-assessing their
careers in the wake of the pandemic, and external market factors.
• To ensure we are attractive in a competitive market, some aspects of
our Strategic Reward Review, set up to ensure we have a fair reward
strategy, have been accelerated to make sure we have good incentives
in place.
• During the year, we also reviewed our recruitment approaches and
processes to reduce the time it takes to recruit.
• Investing in our people continues to be a priority.		 Increased
People resilience:There's a risk that if we
fail to promote a safe environment for all
colleagues where wellbeing is prioritised,
and we're not satisfed that work
expectations are realistic, this may lead
to burnout, increased stress levels or poor
mental health and sickness rates.		 • The implications for everyone’s health and wellbeing during the
pandemic have been signifcant. Many of our colleagues have been
operating in very difcult environments for over two years. During the
year, we further developed our comprehensive wellbeing framework
and released a variety of communications, ensuring key messages are
distributed efectively.
• In parallel, hybrid working is being trialled and priorities are
continually re-assessed and, where appropriate, to ease workloads,
major pieces of work have been rescheduled.		 Constant
Place-based:There's a risk we fail to
execute and achieve the intended benefts
of building expanded integrated place-
based end of life services in partnership
with others and during the transformation
period ensure staf are supported so
there's no impact on quality or on
service provision resulting in signifcant
reputational and people risks.		 • Changing to place-based ways of working is a key way that Marie
Curie proposes to adapt to the new commissioning landscape in
England, and capitalise on new opportunities in all nations. During
the year, we appointed our ten Associate Directors and a Director of
Business development.
• Various workstreams are underway which will ensure there is clarity
of delegation, business plans are developed for each area, and
the charity supports place-based ways of working, with all teams
operating in a collaborative way.		 Constant

----- Start of picture text -----
Principal risk and why it’s relevant Key mitigations Trend
----- End of picture text -----*

Principal risk and why it’s relevant Key mitigations Trend*
Financial sustainability:There's a risk
that we have insufcient income and
reserves to achieve our strategic objectives
and continue our operations without
compromising on the delivery/impact for
the people we support.		 • We operate a comprehensive annual planning and budgeting process
and have robust reserves in place to maintain resilience.
• Increasing our income and driving down net cost of delivery are
key organisational objectives. A comprehensive programme of
work is under way to ensure we continue reducing our operating
costs; fnding best value for money through procurement; exploring
commercial opportunities to diversify our income; maximising our
fundraising initiatives; and increasing our digital capabilities.		 Constant
Change:There's a risk we fail to
execute organisational change and
transformational programmes efectively,
to achieve the intended benefts, resulting
in other key risks materialising and/or
leading to the inefcient use of the charity
resources and reducing our ability to be
fexible and agile.		 • We're currently delivering an ambitious portfolio of transformational
programmes and are strengthening our central change team, which
will oversee this, and the project management teams to ensure we
have sufcient capabilities and capacity.
• We maintain robust project oversight and governance and, where
appropriate, independent assurance is undertaken.
• A bespoke programme of workshops for all senior leaders has been
established to develop the skills required to deliver change efciently
and efectively.		 Constant
Geopolitical risk:There's a risk we fail to
understand the direct and indirect risks/
consequences following Russia’s invasion
of Ukraine and implement changes to
minimise exposure (infation, investment,
supply chain), mitigate against regulatory
sanctions, protect colleagues and
continue to provide quality care/deliver
our strategy.		 • Following an initial assessment in late February 2022, our technology
teams implemented enhanced cyber surveillance, and we carried
out compliance checks to ensure we were operating in line with our
approved sanctions policy.
• A specifc geopolitical risk register was created to record the risks and
aid ongoing monitoring. All potential risks identifed are considered to
be managed.
• We’re constantly reviewing the potential dilution efect on our
fundraising campaigns and if they are being afected by the DEC
disaster appeals and other calls to support those impacted.		 New
Data:There's a risk we fail to manage all
forms of data legally and efectively. Failing
to do this may increase the potential for
data breaches, and reduce the availability,
organisation and accuracy of the data
we hold.		 • Strong cyber security is in place to protect digital data and an
improved digital strategy is being implemented to ensure we’re well
equipped for the future.
• Mandatory training is provided in areas like General Data Protection
Regulation (GDPR) compliance.
• A review of the information governance framework is underway to
ensure that all data is of high quality, and properly protected as long
as we hold it.		 Constant

70 Marie Curie Annual Report and Accounts 2021/22

71

Marie Curie Annual Report and Accounts 2021/22

Independent auditor’s report to the members and Trustees of Marie Curie

Statement of Trustees’ responsibilities

The Trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and charity and of the incoming resources and application of resources, including the income and expenditure, of the group for that period.

In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping proper and adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with

the Companies Act 2006 , the Charities and Trustee Investment (Scotland) Act 2005 , and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended). 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.

Financial statements are published on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the charity’s website is the responsibility of the Trustees. The Trustees’ responsibility also extends to the ongoing integrity of the financial statements contained therein.

So far as each of the Trustees at the time this report is approved are aware:

The Trustees' Report, including the Strategic Report, was approved by the Board of Trustees and authorised for issue on 18 October 2022.

Vindi Banga, Chair of Trustees

Opinion on the financial statements

In our opinion, the financial statements:

We have audited the financial statements of Marie Curie (“the Parent Charitable Company”) and its subsidiaries (“the Group”) for the year ended 31 March 2022 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Parent Charitable Company balance sheets, the Consolidated Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. 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).

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 financial statements section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Independence

We are independent of the Group and the Parent Charitable Company in accordance with the ethical requirements relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements.

Conclusions related to going concern

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements 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 Group and the Parent Charitable Company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements 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 financial statements and our auditor’s report thereon. The other information comprises: Year at a Glance, Welcome from our Chair and Chief Executive and the Trustees’ Report. The Trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in 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 there is a material

72 Marie Curie Annual Report and Accounts 2021/22

73

Marie Curie Annual Report and Accounts 2021/22

misstatement in the financial statements or a material misstatement of the other information. 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.

Other Companies Act 2006 reporting

In our opinion, based on the work undertaken in the course of the audit:

In the light of the knowledge and understanding of the Group and the Parent Charitable Company and its environment obtained in the course of the audit, we have not identified material misstatement in the Strategic report or the Trustee’s report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005 requires us to report to you if, in our opinion;

Statement of Trustees’ responsibilities

As explained more fully in the Statement of Trustees’ responsibilities, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the Group’s and the Parent Charitable Company’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 Group or the Parent Charitable Company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements 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. 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 financial statements.

Extent to which the audit was capable of detecting irregularities, including fraud

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:

Audit response to risks identified

74 Marie Curie Annual Report and Accounts 2021/22

75

Marie Curie Annual Report and Accounts 2021/22

Our audit procedures were designed to respond to risks of material misstatement in the financial statements, recognising that the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery, misrepresentations or through collusion. There are inherent limitations in the audit procedures performed and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we are to become aware of it.

A further description of our responsibilities for the audit of the financial statements is located at the Financial Reporting Council’s (“FRC’s”) website at frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

Use of our report

This report is made solely to the Charitable Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 , and to the Charitable Company’s Trustees, as a body, in accordance with the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the Charitable Company’s members and 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 Charitable Company, the Charitable Company’s members as a body and the Charitable Company’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Jill Halford (Senior Statutory Auditor)

For and on behalf of BDO LLP, statutory auditor London, UK

4 November 2022

BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).

76 Marie Curie Annual Report and Accounts 2021/22

77

Marie Curie Annual Report and Accounts 2021/22

Consolidated statement of financial activities

(Incorporating the Consolidated Income and Expenditure Account) for the year ended 31 March 2022

----- Start of picture text -----
2021/22 2020/21
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds funds funds
Note £’000 £’000 £’000 £’000 £’000 £’000
Income from:
Generated funds
Donations and legacies 2 76,759 16,595 93,354 76,847 13,248 90,095
Retail sales of donated and purchased goods 8,896 4,914 13,810 3,445 1,807 5,252
Investments 3 998 - 998 954 - 954
86,653 21,509 108,162 81,246 15,055 96,301
Charitable activities 4 50,293 7,357 57,650 52,025 21,538 73,563
Other income 26 - 26 152 - 152
Total income 136,972 28,866 165,838 133,423 36,593 170,016
Expenditure on raising funds
Cost of generating voluntary income 23,709 2,245 25,954 21,793 1,750 23,543
- -
Publicity 2,304 2,304 4,360 4,360
Fundraising trading: cost of goods sold 10,395 3,564 13,959 9,975 1,715 11,690
Investment management costs 353 - 353 410 - 410
36,761 5,809 42,570 36,538 3,465 40,003
Net income available for 100,211 23,057 123,268 96,885 33,128 130,013
charitable application
Expenditure on charitable activities
Hospices 33,312 17,015 50,327 27,515 20,100 47,615
Nurses 40,313 9,796 50,109 36,789 13,019 49,808
Helper 611 63 674 468 162 630
Information and support 2,244 531 2,775 1,030 450 1,480
Policy and research 7,688 81 7,769 5,600 213 5,813
Total charitable expenditure 84,168 27,486 111,654 71,402 33,944 105,346
Total expenditure 5 120,928 33,295 154,224 107,940 37,409 145,349
----- End of picture text -----

----- Start of picture text -----
2021/22 2020/21
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds funds funds
Note £’000 £’000 £’000 £’000 £’000 £’000
Net income/(expenditure) for the year 16,043 (4,429) 11,614 25,483 (816) 24,667
before investment gains
Gains on investments 7 3,803 - 3,803 9,840 - 9,840
Net income/(expenditure) for the year 19,846 (4,429) 15,417 35,323 (816) 34,507
Other recognised gains
Actuarial gains/(losses) on defined benefit
pension scheme 15 181 - 181 (6,238) - (6,238)
Net movement in funds 20,027 (4,429) 15,598 29,085 (816) 28,269
Reconciliation of funds
Total funds at 1 April 16 123,818 21,849 145,667 94,733 22,665 117,398
Total funds at 31 March 143,845 17,420 161,265 123,818 21,849 145,667
----- End of picture text -----

All of the charity's activities are continuing. There were no gains or losses other than those shown above. The notes on pages 78 to 101 form part of these financial statements.

78 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 79

Balance sheets for the year ended 31 March 2022.

for the year ended 31 March 2022

Consolidated Cash Flow Statement

----- Start of picture text -----
Group Charity Note 2022 2021
£'000 £'000
Note 2022 2021 2022 2021
£’000 £’000 £’000 £’000 Cash flows from operating activities:
Fixed assets
Net cash used in operating activities A 8,373 22,089
Tangible assets 8 53,074 54,348 53,065 54,348
Investments 7 55,503 52,259 55,835 52,648 Cash flows from investing activities:
108,577 106,607 108,900 106,996 Dividends received 990 610
Current assets Interest received 8 80
Stocks 9 486 326 - -
Capital expenditure (4,619) (5,758)
Debtors 10 36,274 30,745 36,600 31,214
Investment purchases (2,771) (14,728)
Investments 11 27,579 33,263 27,579 33,263
-
Change in deposits 4,025
Cash at bank and in hand 18,441 7,446 18,161 6,637
Investment proceeds 1,944 17,275
82,780 71,780 82,340 71,114
Cash withdrawn from/(invested into) market deposit accounts 1,386 (1,078)
Creditors:
Amounts falling due within one year 12a (25,842) (27,879) (25,677) (27,754) Net cash (used in)/provided by investing activities (3,062) 426
Net current assets 56,938 43,901 56,663 43,360
Change in cash and cash equivalents in the reporting period 5,311 22,515
Total assets less current liabilities 165,515 150,508 165,563 150,356 Cash and cash equivalents at 1 April 40,709 18,194
Creditors:
Cash and cash equivalents at 31 March 46,020 40,709
Amounts falling due after more than one year 12b (1,166) (1,099) (1,166) (1,099)
Provision for liabilities and charges 14 (3,556) (4,144) (3,556) (4,144) Analysis of cash and cash equivalents
Cash at bank and in hand 18,441 7,446
Net assets (excluding pension asset) 160,793 145,265 160,841 145,113
Money market and other deposits 27,579 33,263
Defined benefit pension asset 15 472 402 472 402
46,020 40,709
Net assets (including pension asset) 16 161,265 145,667 161,313 145,515
Analysis of net movement in funds At 1 April Cash flows Other At 31 March
Funds 2021 £'000 changes 2022
£'000 £'000 £'000
Restricted funds 16 17,420 21,849 17,420 21,849
Cash at bank and in hand 7,466 10,995 - 18,441
Designated funds 16 67,372 69,194 67,372 69,194
-
Short term deposits 33,263 (5,684) 27,579
84,792 91,043 84,792 91,043
Free reserves Total 40,709 5,312 - 46,020
General funds 16 76,473 54,624 76,521 54,472
The movement in net funds represents the increase in cash balances during the year.
161,265 145,667 161,313 145,515
----- End of picture text -----

The movement in net funds represents the increase in cash balances during the year. Notes 1 to 21 form part of these financial statements.

No Statement of Financial Activities (SOFA) or Income and Expenditure Account of the charity has been presented as permitted by Section 408 of the Companies Act 2006 .

Total income of the charity for the year, including investments, was £164.5 million (2021: £170.0 million) less resources expended of £152.7 million (2021: £145.3 million) leading to a surplus before gains and losses of £11.8 million (2021: surplus of £24.7 million) and a surplus after gains and losses of £15.8 million (2021: surplus of £28.3 million).

These financial statements for Marie Curie Ltd, Company number 00507597 were approved and authorised for issue by the Board of Trustees on 18 October 2022 and signed on its behalf by Vindi Banga, Chair.

Vindi Banga, Chair of the Board of Trustees

80

81

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

----- Start of picture text -----
Note A: 2022 2021
£’000 £’000
Reconciliation of net expenditure to net cash flow from operating activities
Net income for the year 15,417 34,507
Adjustments for:
Depreciation 5,892 3,683
Losses on disposal of fixed assets - 71
(Gains) on investments (3,803) (9,840)
Pension funding adjustment 111 (265)
Dividends receivable (990) (610)
Interest receivable (8) (80)
(Increase) in stocks (160) (61)
(Increase) in debtors (5,528) (5,737)
(Decrease)/increase in creditors and provisions (2,558) 421
Net cash inflow from operating activities 8,373 22,089
----- End of picture text -----

Notes to the financial statements for the year ended 31 March 2022

1 Accounting policies

The principal accounting policies are summarised below.

Going Concern

As discussed in the Financial Review section of the Trustees’ Report, Marie Curie’s senior management team closely monitor the Charity’s cash, investments and reserves, with regular forecasts prepared to assess financial needs for at least the next twelve months. These forecasts, combined with an assessment of the future cash, investments and reserves position, form the basis of our assessment of going concern. Our forecasts are stress tested to reflect a number of possible scenarios. These have identified no material uncertainties that may cast significant doubt over the ability of the Charity to continue as a going concern for a period of at least 12 months from the date of signing of the financial statements. The trustees therefore consider it appropriate that our accounts continue to be prepared on a going concern basis.

(a) Basis of preparation

The financial statements 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 UK and Republic of Ireland (FRS 102) (effective 1 January 2019) (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006 . The financial statements have been prepared under the historical cost convention with the exception of investments stated at bid value. The charity meets the definition of a public benefit entity under FRS 102. The charity has availed itself of paragraph 3 (3) of Schedule 4 of the Companies Act 2006 and adapted the Companies Act formats to reflect the special nature of the charity’s activities. The preparation of the financial statements in accordance with Charities SORP (FRS 102) requires the Trustees to make judgements, estimates and assumptions that affect the application of policies and reported amounts in the financial statements. Judgements made that could have a significant effect on the financial statements and estimates are disclosed in note 1 (l).

(b) Group accounts

The charity owns 100% of the share capital of Marie Curie Trading Limited which has been consolidated with the financial statements of the charity on a line by line basis.

(c ) Investments

Investments listed on a recognised stock exchange are included in the balance sheet at bid price with the exception of our property investments which are valued at Net Asset Value (NAV).

Valuations are updated on a monthly basis. All gains and losses arising during the year are included in the Statement of Financial Activities.

(d) Stocks

Stocks of bought in goods are stated at the lower of cost and net realisable value. As it is not practical to value items donated for resale on receipt because of the volume of low value items, they are not recognised in the financial statements until they are sold.

(e) Depreciation

Tangible fixed assets costing more than £1,000 are capitalised and included at cost. Freehold land is not depreciated. Depreciation is not provided on assets in the course of construction or on investment properties. Depreciation is provided on all other tangible fixed assets using a straight line basis as follows:

----- Start of picture text -----
Building and structure 50 years
Windows and doors 25 years
Other fixtures, fittings Generally 3-15 years
and equipment
Leasehold shops Over the period of the lease or 10
improvements years, whichever is the shorter
----- End of picture text -----

(f) Income

All income is included when the charity is entitled to the income, the amount can be quantified and receipt of the funds is probable.

Legacy income

Legacy income is recognised when it's probable that it will be received. Pecuniary legacies are recognised when probate is granted. Residuary legacies are recognised when either probate has been granted, the estate accounts have been approved and any conditions have been fulfilled, or if the charity has received notification from executors of their intention to make a distribution. See also (l) on accounting estimates and judgements.

Legacy income is not recognised on properties where there is a life interest or where there is reasonable risk of challenge.

Events

Income from major events is recognised in the period in which the event takes place. Income received in advance is included in deferred income.

Retail

Income is recognised at point of sale. Goods donated for sale are included as income at point of sale.

Investment income

Investment Income is accounted for on an accruals basis. See above (c).

Gifts in kind

Gifts in kind are valued at their realised amount, or the amount equivalent to an alternative commercial supply, and are recognised in the Consolidated Statement of Financial Activities when sold. No amounts are included for services donated by volunteers.

Government grants

Income from Government grants is recognised when the charity has entitlement to the funds and any performance conditions attached to the grant have been met.

(g) Resources expended

All expenditure is accounted for on an accruals basis and allocated to the appropriate heading in the accounts. Specific accounting policies are as follows:

Grants payable

The total sum awarded during the year is expensed where a constructive obligation exists, notwithstanding that a proportion will be disbursed in subsequent accounting periods. Where a grant is recognised prior to the cash being disbursed, a creditor is recognised for the funds not yet distributed.

Fundraising costs

Fundraising and publicity expenditure have been shown separately. Fundraising expenditure represents the total costs of fundraising (donations and legacies), including fundraising staff costs and fundraising marketing costs. Publicity expenditure represents raising awareness of our campaigns and raising the Charity’s profile.

Support costs

The costs of functions which support more than one of the charity’s activities have been allocated to those activities based on measures such as time spent or floor space.

Governance costs

Governance costs are the costs associated with the governance arrangements of the charity. These costs include external and internal audit, legal advice for Trustees and costs associated with constitutional and statutory requirements.

Investment managers costs

Investment management costs include a charge linked to the value of funds managed and also a performance-related fee based on their performance against the target return.

82 Marie Curie Annual Report and Accounts 2021/22

83

Marie Curie Annual Report and Accounts 2021/22

(h) Pensions

Defined benefit scheme

For the Marie Curie defined benefit pension schemes the amounts charged in expenditure are the current service costs and gains and losses on settlements and curtailments. They are included as part of staff costs. Past service costs are recognised immediately in the income and expenditure account if the benefits have vested. If the benefits have not vested immediately, the costs are recognised over the period until vesting occurs. The interest losses are recognised in the ‘Other recognised gains and losses’.

The Marie Curie defined benefit scheme is funded, with the assets of the scheme held separately from those of the charity, in trustee-administered funds. Pension scheme assets are measured at fair value and liabilities are measured on an actuarial basis using the projected unit credit method and discounted at a rate equivalent to the current rate of return on a highquality corporate bond of equivalent currency and term to the scheme liabilities. The actuarial valuations are obtained every three years. A valuation in accordance with FRS 102 is produced at each balance sheet date. The resulting defined benefit asset or liability is presented separately after other net assets on the face of the balance sheet. At 31 March 2022 there was a net asset which has been recognised in accordance with FRS 102, as Marie Curie would be able to recover this net asset either through reduced contributions in the future or through refunds from the plan.

In January 2021, the Scheme purchased a bulk annuity policy (known as a buy-in) from Legal and General Assurance Society (LGAS) in the name of the trustees. In February 2022, the Trustees of the Scheme instructed LGAS to convert the bulk annuity policy to individual member policies held in trust by the scheme. Following the buy-in and policies being issued in trust to the Scheme, at 31 March 2022 the Scheme’s assets comprised the individual policies held in trust for the members together with cash holdings held in the Scheme. As the individual annuity policies with LGAS cover the liability for all of the members’ benefits in the Scheme, under FRS 102 the Scheme actuary has valued the bulk annuity policy as at 31 March 2022 at an amount that is equivalent to the Scheme’s pension obligations. This takes no account of any other net current assets or liabilities which are thereby effectively be assumed to be immaterial. Additional Voluntary Contributions are excluded from the assets and liabilities as these match each other.

Multi-employer schemes

The NHS Pension Scheme and Universities Superannuation Scheme are accounted for as defined contribution schemes as the Group is unable to identify its share of the underlying assets and liabilities on a reasonable and consistent basis.

Defined contribution schemes

For defined contribution schemes the amount charged in respect of pension costs and other postretirement benefits is the contributions payable in the year. Differences between contributions payable in the year and contributions actually paid are shown as either accruals or prepayments in the balance sheet.

(i) Leased assets

Rentals payable under operating lease contracts are charged on a straight line basis over the lease life.

(j) Funds

Restricted funds comprise funds subject to specific restrictions imposed by donors and funders. The purposes and uses of the restricted funds are set out in Note 16 to the financial statements.

Income received from capital appeals is included under restricted voluntary income and the related costs, including depreciation, are charged against that income.

Designated funds comprise unrestricted funds which have been set aside at the discretion of the Board of Trustees for specific purposes. The purposes and uses of the designated funds are set out in Note 16 to the financial statements. Funds contained within the designated fund comprise:

(1) Tangible Fixed Asset Fund which represents the value of general funds invested in fixed assets. (2) Impact and Innovation Fund which has been established to support new developments in end of life care or to support changes and improvments in the efficiency of existing services.

(3) Pension reserve which represents the valuation under FRS 102 of the charity’s defined benefit pension scheme.

The General Fund is an unrestricted fund which is available to meet possible shortfalls in revenue and unforeseen increases in expenditure.

(k) Provisions

Provisions are recognised when there is a legal or constructive financial obligation, that can be reliably estimated and for which there is an expectation that payment will be made.

(l) Accounting estimates and judgements

Cost allocation

In preparing the financial statements, the Trustees are required to make estimates and judgements. The matters below are considered to be the most important in understanding the judgements made and the uncertainties that could impact the amounts reported in the financial statements.

Support costs are allocated across all charitable activities. Dependant upon each type of support activity, costs are applied directly against a function or appropriate cost drivers such as time allocations are utilised.

Actuarial assumptions

Legacy income

The defined benefit pension scheme has been valued by a qualified independent actuary in accordance with FRS 102. Significant judgement is required in a number of areas, including future changes in inflation, mortality rates and the selection of appropriate discount rates. Further details are provided in Note 15.

The recognition of accrued legacy income requires judgement about the probability and timing of receipt of legacies. Where probate information is not available or probate is not required to execute an estate, our entitlement is estimated with consideration to the date we are notified of the legacy, our historical experience of income from similar legacies and any other information available for a specific estate.

2 Donations and legacies

----- Start of picture text -----
2021/22 2020/21
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds funds funds
£’000 £’000 £’000 £’000 £’000 £’000
Donations, events and other 47,160 7,384 54,545 51,843 8,160 60,003
voluntary income
Legacies 29,599 9,211 38,810 25,004 5,088 30,092
76,759 16,595 93,354 76,847 13,248 90,095
3 Investment income
----- End of picture text -----

Listed investments
Cash investments
Property fund
Other investments		 2021/22
Unrestricted
funds
£’000
Restricted
funds
£’000
Total
funds
£’000
733
-
733
8
-
8
200
-
200
57
-
57
998
-
998		 2020/21
Unrestricted
funds
£’000
Restricted
funds
£’000
Total
funds
£’000
610
-
610
80
-
80
202
-
202
62
-
62
954
-
954

84 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 85

Allocation of support costs

4 Charitable activities income

----- Start of picture text -----
2021/22 2020/21
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds funds funds
£’000 £’000 £’000 £’000 £’000 £’000
- -
NHS funding for nurses 28,762 28,762 26,801 26,801
- -
NHS funding for hospices 20,174 20,174 19,661 19,661
Other NHS funding 341 - 341 184 - 184
Other income 120 - 120 149 - 149
Grants and furlough 897 7,357 8,254 5,230 21,538 26,768
50,293 7,357 57,650 52,025 21,538 73,563
----- End of picture text -----

Grants and furlough income comprises Government funding of £0.2 million (2021: £5.1 million) in furlough relief received under the Coronavirus Job Retention Scheme, £7.4 million (2021: £21.5 million) in restricted grants in relation to hospices and nursing services, and £0.7 million (2021: £0.2 million) in other grants.

5 Expenditure

----- Start of picture text -----
2021/22 2020/21
Direct Support Total Direct Support Total
costs costs 2022 costs costs 2021
£’000 £’000 £’000 £’000 £’000 £’000
Cost of raising funds
Fundraising 22,800 3,154 25,954 20,475 3,068 23,543
Publicity 1,918 386 2,304 3,945 415 4,360
Retail activities 12,464 1,494 13,958 10,644 1,046 11,690
Investment management costs 318 35 353 387 23 410
37,500 5,070 42,570 35,451 4,552 40,003
Charitable activities
Hospices 44,100 6,227 50,327 44,180 3,435 47,615
Nurses 43,077 7,032 50,109 45,104 4,704 49,808
Helper 605 70 674 551 79 630
Information and support 2,334 440 2,775 1,011 469 1,480
Policy and research (Note C) 6,475 1,294 7,769 4,813 1,000 5,813
96,591 15,063 111,654 95,659 9,687 105,346
Total 134,091 20,132 154,224 131,110 14,239 145,349
----- End of picture text -----

----- Start of picture text -----
Executive, Governance Finance HR and IT Facilities Total
Legal and (Note A) £’000 Training £’000 and 2022
Strategy £’000 £’000 Property £’000
£’000 £’000
Fundraising 352 128 458 802 1,354 61 3,155
Publicity 55 20 70 123 118 - 386
Retail activities 203 69 246 432 177 367 1,494
Investment management costs - - 35 - - - 35
Total raising funds 610 217 809 1,357 1,649 428 5,070
Hospices 934 346 1,196 2,160 1,472 120 6,227
Nursing 1,187 346 1,231 2,160 2,060 48 7,032
Helper 5 - - - 59 6 70
Information and support 39 10 35 62 294 - 440
Policy & Research 193 69 246 432 353 - 1,294
Total charitable activities 2,358 771 2,708 4,814 4,238 174 15,063
Total support costs allocated 2,968 988 3,517 6,171 5,886 603 20,133
----- End of picture text -----

Prior year allocation of support costs for comparison

----- Start of picture text -----
Executive, Governance Finance HR and IT Facilities Total
Legal and (Note A) £’000 Training £’000 and 2021
Strategy £’000 £’000 Property £’000
£’000 £’000
Fundraising 489 150 402 732 1,245 50 3,068
Publicity 55 30 23 70 237 - 415
Retail activities 135 7 209 209 178 308 1,046
Investment management costs - - 23 - - - 23
Total raising funds 679 187 657 1,011 1,660 358 4,552
Hospices 441 180 325 906 1,482 101 3,435
Nursing 674 187 264 1,464 2,075 40 4,704
Helper 2 - 13 - 59 5 79
Information and support 99 8 31 35 296 - 469
Policy & Research 316 188 70 70 356 - 1,000
Total charitable activities 1,532 563 703 2,475 4,268 146 9,687
Total support costs allocated 2,211 750 1,360 3,486 5,928 504 14,239
----- End of picture text -----

Support costs allocated to raising funds and our charitable activities have increased to £20.1 million from £14.2 million in 2020/21. This is partly due to several one-off costs that we incurred in 2021/22 in order to enable our continued development. This includes the forthcoming move to a new London office, which has led to costs of £1.1 million in dilapidations and an onerous lease at our existing office, as we will be paying dual rent until March 2023. Another one-off cost of £2.3 million was incurred in 2021/22 in order to improve our systems and processes to streamline our operations and support our growth, and we will continue to benefit from this for years to come.

86

87

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

----- Start of picture text -----
Note A 2022 2021
£’000 £’000
Governance costs
Internal audit 315 214
External audit fees (Note B) 98 149
- -
Trustees’ travel and meeting expenses (Note 16)
Trustees’ indemnity insurance (Note 17) 50 20
Compliance 525 367
988 750
Note B 2022 2021
£’000 £’000
Net income for the year is stated after charging;
Fees payable to the charity’s auditor for:
the audit of these financial statements - charity 82 132
the audit of financial statements of subsidiaries pursuant to legislation 10 10
other audit services 6 7
98 149
Amounts paid under operating leases:
land and buildings 3,641 3,788
plant and machinery 822 1,142
4,463 4,930
Depreciation of owned assets 5,897 3,683
----- End of picture text -----

The audit fee in 2020/21 was higher due to the additional work required as a result of the Charity moving to a new accounting system.

An adjustment was made to the depreciation charge in 2020/21 to correct historic over depreciation of a small number of fixed assets. This resulted in a lower depreciation charge during 2020/21. The depreciation charge for 2019/20 was £5.8 million.

----- Start of picture text -----
Note C 2022 2021
£’000 £’000
Policy and Research costs
Grant funding of activities:
- -
Marie Curie Palliative Care Research Department at UCL
Marie Curie Palliative Care Research Department at Cardiff University 529 -
National grant programme 863 29
Other recipients 793 514
Other Policy and Research activity undertaken directly 4,290 4,270
Support costs 1,294 1,000
7,769 5,813
----- End of picture text -----

6 Taxation

received within categories covered by Chapter 3, Part 11 Corporation Tax Act 2011 or Section 256 of the Taxation of Chargeable Gains Act 1992 , to the extent that such income or gains are applied exclusively to charitable purposes. Its subsidiaries have not incurred a tax charge as they gift aid all profits to the charity.

Corporation tax

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2011 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains

7 Investments

----- Start of picture text -----
Listed Property Money Group Investment in Charity
investments and unlisted market total subsidiaries total
£’000 investments deposits £’000 (Note 19) £’000
£’000 £’000 £’000
Group and charity
Market value at 1 April 2021 50,837 36 1,386 52,259 389 52,648
- - -
Movements in deposits (1,386) (1,386) (1,386)
Additions at cost 2,771 - - 2,771 - 2,771
- -
Disposals at book value (193) (193) (58) (250)
Unrealised gains 1,920 132 - 2,052 - 2,052
Market value at 31 March 2022 55,335 168 - 55,503 331 55,835
Historic cost at 31 March 2022 40,636 75 - 40,711 331 41,043
Historic cost at 31 March 2021 38,058 75 1,386 39,519 389 39,908
Gains on investments 2022 2021
£’000 £’000
Realised gains 1,751 1,912
Unrealised gains included in 2,052 7,928
market value
3,803 9,840
Listed investments 2022 2021
£’000 £’000
UK 35,168 28,250
Non UK 20,167 22,587
55,335 50,837
Analysis of investment class 2022 2021
£’000 £’000
UK equities 15,874 11,547
International equities 20,167 22,532
UK Government Bonds 3,246 3,404
Global Bonds 7,766 7,905
Property and unlisted 4,886 4,099
Cash 3,564 2,772
55,503 52,259
----- End of picture text -----

88 Marie Curie Annual Report and Accounts 2021/22

89

Marie Curie Annual Report and Accounts 2021/22

8 Group and charity tangible fixed assets

10 Debtors

----- Start of picture text -----
Land and Short leasehold Furniture Total
buildings land and equipment and £’000
£’000 buildings motor vehicles
£’000 £’000
Cost
At 1 April 2021 86,076 9,520 37,917 133,513
Additions at cost 387 736 3,495 4,618
At 31 March 2022 86,463 10,256 41,412 138,131
Depreciation
At 1 April 2021 42,187 8,241 28,737 79,165
Provided in the year 2,556 768 2,568 5,892
At 31 March 2022 44,743 9,009 31,305 85,057
Net book value
At 31 March 2022 41,720 1,247 10,108 53,074
At 31 March 2021 43,889 1,279 9,180 54,348
----- End of picture text -----

Land and buildings consist of nine Marie Curie Hospices of which one, Marie Curie Hospice Belfast, is held under a 9,000 year lease that was created in 1894 and is subject to a peppercorn rent. All other buildings in this category are freehold properties.

The cost of freehold land included within land and buildings is £1.6 million (2021: £1.6 million).

Short leasehold land and buildings consists of administrative offices and shops. All short leases are less than 50 years.

Group capital commitments

----- Start of picture text -----
2022 2021
£’000 £’000
Capital expenditure authorised and contracted for 996 376
Capital expenditure authorised but not contracted for 8,521 7,524
9 Stocks
Group Charity
2022 2021 2022 2021
£’000 £’000 £’000 £’000
Inventory for resale 486 326 - -
----- End of picture text -----

----- Start of picture text -----
Group Charity
2022 2021 2022 2021
£’000 £’000 £’000 £’000
Trade debtors 3,513 5,046 3,395 5,046
Taxation recoverable 3,542 2,107 3,542 2,123
Prepayments 4,403 1,975 4,380 1,975
Legacy debtors 17,350 15,554 17,350 15,554
Amounts due from subsidiary undertakings - - 501 523
Other debtors 7,466 6,063 7,433 5,993
36,274 30,745 36,600 31,214
----- End of picture text -----

The charity has been notified of legacies with an estimated value of £17.6 million (2021: £17.7 million) which have not been recognised as income at 31 March 2022 because probate has not been

granted and draft estate accounts or other suitable information is not available which allows the legacy to be measured with reasonable accuracy. This amount has been treated as a contingent asset.

11 Current asset investments

----- Start of picture text -----
Group Charity
2022 2021 2022 2021
£’000 £’000 £’000 £’000
At 1 April 33,263 18,906 33,263 18,906
Movements in deposits (5,645) 14,297 (5,645) 14,297
Unrealised (losses)/gains (38) 60 (38) 60
At 31 March 27,579 33,263 27,579 33,263
12 Creditors
Group Charity
2022 2021 2022 2021
£’000 £’000 £’000 £’000
(a) Amounts falling due within one year
Trade creditors 8,004 8,740 7,921 8,654
NHS contract obligations 5 5 5 5
Palliative care research grants 4,887 4,858 4,887 4,858
Tax and social security creditors 1,596 1,699 1,596 1,699
Accruals 8,343 10,199 8,262 10,133
Deferred income (Note 13) 1,990 1,645 1,990 1,645
Pensions and other payroll 1,016 733 1,016 733
Amounts due to subsidiary undertakings - - 0 27
25,842 27,879 25,677 27,754
----- End of picture text -----

NHS contract obligations comprises amounts paid on account by the NHS for services from the Marie Curie Nursing Service which have been carried forward.

90

91

Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22

----- Start of picture text -----
Group Charity
2022 2021 2022 2021
£’000 £’000 £’000 £’000
(b) Amounts falling due after
more than one year
Palliative care research grants 962 852 962 852
Investment Managers’ performance fee 203 247 203 247
1,166 1,099 1,166 1,099
----- End of picture text -----

The Investment Managers' fees are partly performance related. The amount payable is based on the four-year average compared to the benchmark.

13 Deferred income

----- Start of picture text -----
Group and charity At 1 April 2021 Amounts released Additional At 31 March 2022
£’000 in the year provisions made £’000
£’000 £’000
Caring services 365 (365) 710 710
Fundraising events 1,280 (591) 592 1,280
1,645 (957) 1,301 1,990
----- End of picture text -----

Fundraising events deferred income includes amounts received in advance in respect of events which had not taken place by the balance sheet date.

14 Provision for charges and liabilities

----- Start of picture text -----
Group and charity At 1 April 2021 Additional Amounts used Amounts At 31 March
£’000 provisions made £’000 released 2022
£’000 £’000 £’000
Dilapidations 483 620 - (8) 1,095
Rent 287 505 (39) (248) 505
Staff costs and other liabilities 3,374 24 (613) (829) 1,956
4,144 1,149 (652) (1,085) 3,556
----- End of picture text -----

Staff costs and other liabilities

Dilapidations

These include provisions for restructuring and redundancy costs, costs associated with the planned closure of a small number of shops, and the Working Time Directive.

Dilapidations relate to properties where there is a legal responsibility to pay for these costs before the end of the lease period.

Rent

Rent relates to amounts that may become due once rent reviews are completed on individual properties or where a decision has been made to vacate early.

15 Pensions

Marie Curie meets the employer costs required by the Universities Superannuation Scheme.

Schemes available to employees

The current scheme available to employees is a Group Personal Pension Plan with Scottish Widows which was started in April 2013. This is a defined contribution scheme.

The NHS Pension Schemes are statutory unfunded defined benefit schemes.

Defined contribution pension charge in the

Marie Curie employees also participate in two multi-employer defined benefit plans: the Universities Superannuation Scheme and the NHS Pension Schemes.

Statement of Financial Activity (SoFA)

The employer’s contribution rates at the year end and the employer’s total pension contributions made during the financial year in respect of the above three open schemes were as follows:

Sufficient information is not available to account for these as defined benefit schemes, therefore they have been accounted for as defined contribution schemes.

----- Start of picture text -----
2022 2021
No. members % rate £’000 No. members % rate £’000
Marie Curie Group Personal Pension 2,492 4-15% 3,595 2,913 4-15% 3,675
Plan with Scottish Widows
NHS Pension Scheme 475 14.4-22.5% 2,177 477 14.4-22.5% 2,329
Universities Superannuation Scheme 2 21.6% 27 3 21.1% 32
5,800 6,036
----- End of picture text -----

requirements of FRS 102 in assessing the liabilities of the scheme and the fair value of the assets at the date.

Closed scheme

Marie Curie Defined Benefit Scheme

The charity operates a defined benefit pension scheme, which is closed to new members and future accrual. The Scheme is funded by the charity and, until it was closed to future accrual, also from contributions from members at rates set in the Scheme rules. The assets are held in a trust separate from the charity. There were no active members in the Scheme during 2022/21 or 2020/21.

In January 2021, the Scheme purchased a bulk annuity policy (known as a buy-in) from Legal and General Assurance Society (LGAS). In February 2022, the Trustees of the Scheme instructed LGAS to convert the bulk annuity policy to individual member policies held in trust by the scheme. Following the buy-in and policies being issued in trust to the Scheme, at 31 March 2022 the Scheme’s assets comprised the individual policies held in trust for the members together with cash holdings held in the Scheme. As the individual annuity policies with LGAS cover the liability for all of the members’ benefits in the Scheme, under FRS 102 the Scheme actuary has valued the bulk annuity policy as at 31 March 2022 at an amount that is equivalent to the Scheme’s pension obligations.

The date of the last full triennial actuarial valuation of the Marie Curie defined benefit pension scheme was 31 March 2020 and this resulted in an actuarial surplus of £9.0 million. On the basis of this valuation the Scheme Trustees agreed the Charity could cease making deficit recovery payments in May 2020. The latest FRS 102 valuation as at 31 March 2022 by a qualified independent actuary takes account of the

----- Start of picture text -----
2022 2021
£’000 £’000
Present value of funded defined benefit obligation (22,168) (24,780)
Fair value of scheme assets 22,640 25,182
Net asset 472 402
----- End of picture text -----

92 Marie Curie Annual Report and Accounts 2021/22

93

Marie Curie Annual Report and Accounts 2021/22

----- Start of picture text -----
The movement in the defined benefit pension scheme surplus 2022 2021
is as follows: £’000 £’000
Asset at 1 April 402 6,375
Net finance charge 7 145
-
Administration expenses (118)
Employer’s contributions - 120
291 6,640
Re-measurement gain/(loss) 181 (6,238)
Asset at 31 March 472 402
Movements in present value of defined benefit obligation 2022 2021
£’000 £’000
At 1 April 24,780 24,397
Administration expenses 118 -
Interest cost 447 532
Re-measurement (gains)/losses (1,855) 1,343
Benefits paid (1,322) (1,492)
At 31 March 22,168 24,780
Movements in fair value of scheme assets 2022 2021
£’000 £’000
At 1 April 25,182 30,772
Interest credit on scheme assets 454 677
Re-measurement (loss) (1,674) (4,895)
Contributions by employer - 120
Benefits paid (1,322) (1,492)
At 31 March 22,640 25,182
Expense recognised in the Consolidated Statement of 2022 2021
Financial Activities £’000 £’000
Interest on defined benefit pension plan obligation 447 532
Interest credit on scheme assets (454) (677)
Net finance credit (7) (145)
Administration expenses 118 -
Total 111 (145)
Re-measurement gain/(loss) charged to the Consolidated 2022 2021
Statement of Financial Activities £’000 £’000
Re-measurement (loss) – return on scheme assets (1,674) (4,895)
Re-measurement gain/(loss) – actuarial gain/(loss) 1,855 (1,343)
Total 181 (6,238)
----- End of picture text -----

----- Start of picture text -----
The fair value of the scheme assets 2022 % 2021 %
was as follows: £m £m
Insurance contracts 22.2 97.9% 24.8 98.4%
Cash 0.5 2.1% 0.4 1.6%
Total net assets 22.6 100.0% 25.2 100.0%
Principal actuarial assumptions (expressed as weighted averages) 2022 2021
at the year end were as follows:
Discount rate 2.7% 1.9%
Retail Prices Index (RPI) Inflation 4.3% 3.7%
Consumer Prices Index (CPI) Inflation 3.4% 2.8%
Future increases in deferred pensions 4.2% 3.6%
Future salary increases N/A N/A
Rate of increases in pensions in payment:
Fixed 4% 4.0% 4.0%
CPI subject to min 4% pa and max 5% pa pre 2030 4.3% 4.2%
CPI subject to min 4% pa and max 5% pa post 2030 4.4% 4.3%
CPI subject to max 5% pa pre 2030 3.2% 2.8%
CPI subject to max 5% pa post 2030 3.9% 3.4%
CPI subject to max 2.5% pa pre 2030 2.2% 2.0%
CPI subject to max 2.5% pa post 2030 2.4% 2.3%
Cash commutation: 100% of members commute 25% of their pension
Life expectancies used to determine benefit obligations 2022 2021
are as follows:
Future life expectancy of male aged 65 at balance sheet date 22.2 22.1
Future life expectancy of male aged 65, 20 years after the balance sheet 23.5 23.5
date
Future life expectancy of female aged 65 at balance sheet date 24.5 24.5
Future life expectancy of female aged 65, 20 years after the balance sheet 26.0 25.9
date
----- End of picture text -----

The main assumptions are derived as follows:

The CPI inflation rate is assumed to increase with effect from 2030 following the Government's announcement that the methodology for calculating CPI would change at that date.

Discount rate on corporate bonds : We've used zero coupon yield curve data.

Inflation : We've derived the market’s expectation for RPI inflation by reference to the RPI swaps market. Specifically, the rate of inflation is derived as the rate that equates to the yield of the swap rate curve at the duration of the Scheme’s liabilities.

Life expectancy : SP3xA base table and the CMI model for 2020 with a long-term rate of mortality improvement of 1.25% pa.

94 Marie Curie Annual Report and Accounts 2021/22

95

Marie Curie Annual Report and Accounts 2021/22

The consolidated surplus of total income less revenue expenditure is attributable to the surplus for the year dealt with in the separate accounts of:

16 Funds

Group and charity

----- Start of picture text -----
Note At Income Expenditure Gains and Transfers At
1 April £’000 £’000 Losses £’000 31 March
2021 £’000 2022
£’000 £’000
Restricted Funds (Group and Charity)
Hospices – Capital Fund i 18,574 - (1,634) - 64 17,004
Hospices - Revenue ii 1,626 19,513 (20,897) - (64) 178
Nurses ii 1,053 9,121 (10,084) - - 89
Helper ii 66 23 (63) - - 25
Information and Support ii 530 125 (531) - - 123
Palliative care research - 85 (85) - - -
Total restricted funds 21,849 28,866 (33,295) - - 17,420
Designated Funds (Group and Charity)
Impact and Innovation Fund iii 31,400 - (570) - - 30,830
Tangible Fixed Asset Fund iv 35,774 - (4,258) - 4,554 36,070
- - - -
Capital Investment Fund 1,618 (1,618)
Pension scheme surplus v 402 - (111) 181 - 472
Total designated funds 69,194 - (4,939) 181 2,936 67,372
General Funds (Group)
General Fund vi 54,624 136,971 (115,989) 3,803 (2,936) 76,473
Total general funds 54,624 136,971 (115,989) 3,803 (2,936) 76,473
Consolidated Funds 145,667 165,838 (154,224) 3,984 - 161,265
General funds (Charity) 54,472 135,420 (114,237) 3,803 (2,936) 76,522
----- End of picture text -----

The above funds carried forward at 31 March 2022 represent:

i. Grants and donations received from hospice and other capital appeals which have been invested in capital projects. The expenditure in the year represents the amount by which the capital expenditure has been depreciated.

investment to support change, innovation of service delivery and to invest to save. A number of initiatives to be funded from this designated reserve have been identified and have commenced, with higher levels of expenditure planned for 2022/23. In the event of increased financial risk or if no longer required, funds can be de-designated at the Trustees’ discretion. Future commitments would be reduced accordingly, and the funds returned to General Reserves.

ii. Funds restricted for Marie Curie Hospices, Marie Curie Nurses, Marie Curie Helper and Information and Support. A transfer is made to the Hospice Capital Fund in respect of expenditure on capital projects funded by the income.

iv. The net book amounts already invested in tangible fixed assets, other than those covered by restricted funds (see (i) above).

iii. We recognise that urgent and radical change is needed to keep pace with society’s rapidly growing need for end of life care provision. A £31.4 million designated reserve for an Impact and Innovation Fund was created in 2020/21 to invest in transforming the future of end of life experience within the UK by delivering on the strategic initiatives outlined in page 10 of this report. This fund is to be used only for one-off

v. The valuation under FRS 102 of the defined benefit pension scheme surplus.

vi. The General Fund represents the net amount that the Trustees have available to meet possible shortfalls in funding and increases in costs.

----- Start of picture text -----
2022 2021
£’000 £’000
The charity 14,928 28,053
Intra-group profit 670 217
15,598 28,270
----- End of picture text -----

Prior year funds for comparison Group and charity

----- Start of picture text -----
Note At Income Expenditure Gains and Transfers At
(see 1 April £’000 £’000 Losses £’000 31 March
above) 2020 £’000 2021
£’000 £’000
Restricted Funds (Group and Charity)
Hospices – Capital Fund i 20,124 - (1,608) - 58 18,574
Major capital appeals 21 - (21) - - -
Hospices – Revenue ii 806 22,663 (21,785) - (58) 1,626
Nurses ii 1,510 12,671 (13,127) - - 1,054
Helper ii 150 66 (150) - - 66
Information and Support ii 30 980 (480) - - 530
Palliative care research 24 213 (238) - - (1)
Total restricted funds 22,665 36,593 (37,409) - - 21,849
Designated Funds (Group and Charity)
Impact and Innovation Fund iii - - - - 31,400 31,400
Tangible Fixed Asset Fund iv 32,220 - (2,102) - 5,656 35,774
- - - -
Capital Investment Fund 1,618 1,618
Pension scheme surplus v 6,375 - - (6,238) 265 402
Total designated funds 40,213 - (2,102) (6,238) 37,321 69,194
General Funds (Group)
General Fund vi 54,520 133,423 (105,838) 9,840 (37,321) 54,624
Total general funds 54,520 133,423 (105,838) 9,840 (37,321) 54,624
Consolidated Funds 117,398 170,016 (145,349) 3,602 - 145,667
General funds (Charity) 54,581 132,171 (104,799) 9,840 (37,321) 54,472
----- End of picture text -----

The above funds carried forward at 31 March 2021 represent the funds numbered i to vi on page 96 together with the remaining funds on the major capital appeal which were expensed by 31 March 2021.

96 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 97

Analysis of net assets between funds

----- Start of picture text -----
2022 2021
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds 2022 funds funds 2021
£’000 £’000 £’000 £’000 £’000 £’000
Tangible fixed assets 36,070 17,004 53,074 35,774 18,574 54,348
Investments 83,083 - 83,083 85,522 - 85,522
Stocks 486 - 486 326 - 326
Debtors 36,272 - 36,272 30,745 - 30,745
Creditors and cash (12,538) 416 (12,122) (28,951) 3,275 (25,676)
Defined benefit pension scheme surplus 472 - 472 402 - 402
Total net assets 143,845 17,420 161,265 123,818 21,849 145,667
----- End of picture text -----

17 Staff

----- Start of picture text -----
i) Remuneration 2022 2021
£’000 £’000
Wages and salaries 83,501 82,305
Social security costs 7,172 7,038
Other pension costs 5,800 6,036
Total Marie Curie staff costs 96,473 95,379
Contracted staff 5,532 4,422
Total remuneration 102,005 99,801
----- End of picture text -----

Contract staff includes costs for nurses, consultants, other medical staff and health professionals employed by the NHS for whom the charity reimburses the NHS for the time spent working at the charity. These people are not employed by the charity and so are not included in the analysis of staff employed.

The total amount of termination payments in the year was £1.0 million (2021: £0.7 million). There were no termination payments to key management (the Executive Leadership Team) in either year.

----- Start of picture text -----
ii) Average number of employees 2022 2021
Hospices 854 923
Nurses 1,705 1,925
Clinical Management, Quality and 120 62
Education
Research 11 8
Information and Support 15 17
Fundraising 260 259
Publicity, Policy and Public Awareness 74 65
Shops 411 400
Support 271 224
3,721 3,883
Comprising
Full time 1,395 1,326
Part time 2,326 2,557
3,721 3,883
----- End of picture text -----

Prior year figures have been restated to move 62 staff into a new category, Clinical Management, Quality and Education, to better reflect their roles

as part of the wider Caring Services team. Previously they were included under Support.

----- Start of picture text -----
iii) Remuneration of higher paid staff 2022 2021
Number Number
£60,000 - £69,999 41 30
£70,000 - £79,999 16 12
£80,000 - £89,999 14 9
£90,000 - £99,999 6 8
£100,000 - £109,999 3 1
£110,000 - £119,999 1 2
£120,000 - £129,999 1 2
£130,000 - £139,999 4 1
£140,000 - £149,999 - 1
- -
£150,000 - £159,999
£160,000 - £169,999 1 -
Included in the above are the following 10 11
number of medical practitioners
----- End of picture text -----

voluntary pay cut which is reflected in the bandings in the comparative figures above).

Contributions of £272,830 (2021: £228,151) were made to the NHS Defined Benefit Pension Schemes for 23 (2021: 18) higher paid employees.

All Executive Directors and Tier 2 directors took a voluntary pay cut in Quarter 1 of 2020/21 as part of the overall Covid-19 effort. This is reflected in the comparative figures above.

Contributions of £253,378 (2021: £208,524) were made to defined contribution schemes for 54 (2021: 44) higher paid employees.

The total remuneration of the key management (the Executive Leadership Team) including any employer pension contributions was £824,635 (2021: £524,800). The increase compared to the prior year is primarily due to three additional roles being included in the Executive Leadership Team, as roles that were previously unfilled or filled by contractors now have permanent staff in place.

iv) Trustees’ expenses

No trustees received any remuneration in the year. No trustees were reimbursed for travel expenses in the year (2021: none).

The charity maintains liability insurance covering trustees in their capacity as directors and other officers of the charity at a cost of £50,120 per annum (2021: £20,468)

The salary of the Chief Executive in 2021/22 was £160,000 (2020/21: £150,000 before the temporary

18 Lease commitments

The charity has annual operating lease commitments as follows:

----- Start of picture text -----
Restated
2022 2021
£’000 £’000
Land and Buildings
Within one year 3,254 3,593
Between two and five years 7,406 9,138
Over five years 1,759 2,545
12,419 15,276
Other
Within one year 271 420
Between two and five years 223 291
494 711
----- End of picture text -----

The figures stated in the prior year for 2020/21 totalled £4.1m for Land and Buildings and £0.4m for Other. These have been restated to correct an error in historical reporting and now include the total future lease commitments over the life of the lease, not only

what is due to be paid in the final year of the lease. This methodology is now consistent with the current year, to enable better comparison.

98 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 99

19 Subsidiary undertakings

The charity has the following subsidiary undertakings which were wholly owned and registered at 89 Albert Embankment, London, SE1 7TP:

Marie Curie Trading Limited – The company undertakes trading activities for the benefit of the charity that it cannot carry out itself as an exempt charity, including the sale of new goods such as Christmas cards and certain events. The company

made a profit of £0.7 million for the year ended 31 March 2022 (2021: £0.2 million) which will be paid to the charity by means of a payment under Gift Aid.

Marie Curie Developments Limited – The company was dissolved on 23 November 2021.

A summary of the results of the subsidiaries is set out below:

----- Start of picture text -----
Marie Curie Trading Limited 2022 2021
£’000 £’000
Turnover 2,221 1,470
Cost of sales (763) (588)
Gross profit 1,458 882
Other expenses (778) (653)
Interest payable (10) (12)
Payment to the charity under Gift Aid (670) (217)
- -
Retained profit for the year
Net current assets 320 320
Liabilities - debenture held by the charity (320) (320)
Net assets 0 -
----- End of picture text -----

The debenture loan is secured by a first floating charge and is subject to interest calculated at 3% above the base rate.

20 Related party transactions

Marie Curie Trading owes the Charity £0.5 million (2021: £0.7 million). This includes the current year dividend of profits to the Charity of £0.7 million (2021: £0.2 million) which benefits from Gift Aid and accumulated management and support charges for services received from the Charity. This is partly

netted off by £0.2 million that the Charity owes to Marie Curie Trading in respect of other general intercompany balances.

There were no other transactions with Trustees or other related parties in the year.

21 Post Balance Sheet Events

Marie Curie is the sponsoring employer of a funded defined benefit pension scheme (the Scheme). In January 2021, the Scheme purchased a bulk annuity policy (known as a buy-in) from Legal and General Assurance Society (LGAS) for £30.0 million. This policy secured the full benefits of all Scheme members. Subsequent to the 2021/22 year end, in June 2022, the policies were assigned to the individual members. The pension trust now has no further purpose and the Scheme Trustees are working to complete a windup of the Scheme. Pension regulations require

that the members are consulted before any surplus is repaid to the sponsoring employer. This consultation period ended on 29 August 2022. On 8 September the Pension Regulator confirmed that the regulatory requirements had been complied with for the Scheme to be wound up. The net surplus was paid back to the Charity on 22 September 2022. The 2021/22 pension scheme year has been extended to 18 months, to the end of September 2022, to facilitate the wind-up and it is anticipated that all will be completed by this date.

100 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 101

Who’s who[*]

Royal Patron His Majesty the King, Charles III

Life Vice Presidents

Sir Peter Davis LLD, FRSA Sir Thomas Hughes-Hallett

Vice Presidents

Major General Sir Michael Carleton-Smith CBE DL John Carson CBE

Pauline Clarke

Dr Jane Collins MSc MD FRCP FRCPCh John A Cooke MA Sir Ranulph Fiennes OBE Baroness Finlay of Llandaff FMedSci Christine Hamilton Stewart MBE Dame Deirdre Hine DBE FRCP Sir Martyn Lewis CBE Bill Midgley FCIB MIMgt

Members of Board of Trustees

Vindi Banga (Chair)

Tim Breedon CBE (Honorary Treasurer) (to April 2021) Chrisha Alagaratnam (from September 2021) Dr Rachel Burman FRCP MA Steve Carson (to June 2022) John Compton CBE (to August 2021) Richard Flint CBE Professor Richard Harding Mary Hinds (from January 2022) Ruth Holt RGN BSc DNCert MBA MSc (to April 2021) Patricia Lee

Chris Martin BPharm (Hons) FRPharmS Maria McGill CBE Dame Barbara Monroe DBE Linda Urquhart OBE (to March 2022) Ian Waller (from September 2021) Helen Weir CBE FCMA (to March 2022) Richard Wohanka CBE (from July 2021)

Bankers

The Royal Bank of Scotland 280 Bishopsgate, London EC2M 4RB

Solicitors

Bates Wells & Braithwaite, 10 Queen Street Place, London EC4R 1BE

CMS Cameron McKenna Nabarro Olswang LLP Cannon Place, 78 Cannon Street, London, EC4N 6AF

Auditor

BDO LLP, 55 Baker Street, London W1U 7EU

Audit and Risk Committee

Ian Waller (Member from September 2021, Chair from April 2022) Helen Weir CBE FCMA (Chair and Member to March 2022) Chrisha Alagaratnam (from September 2021) Tim Breedon CBE (to April 2021) Chris Martin BPharm (Hons) FRPharmS Robert Milburn MA FCA (Independent Committee Member)

Finance and Resources Committee

Richard Flint CBE (Chair from April 2021) Vindi Banga (Chair to March 2021) Tim Breedon CBE (to April 2021) Chris Martin BPharm (Hons) FRPharmS (from March 2022)

Dame Barbara Monroe DBE Linda Urquhart OBE (to March 2022) Ian Waller (from March 2022) Helen Weir CBE FCMA (to March 2022)

Investment Committee

Richard Wohanka CBE (Chair) Richard Flint CBE Mark Chaloner (Independent Committee Member) Geoff Love (Independent Committee Member) Pankaj Shah (from June 2022) (Independent Committee Member)

Nominations Committee

Vindi Banga (Chair) Richard Flint CBE (from June 2022) Patricia Lee (from June 2022) Dame Barbara Monroe DBE Linda Urquhart OBE (to March 2022) Ian Waller (from March 2022) Helen Weir CBE (to March 2022) Richard Wohanka CBE (from March 2022)

Research and Policy Committee (established March 2022)

Professor Richard Harding (Chair) Dr Rachel Burman Mary Hinds Dame Barbara Monroe DBE Jamilla Hussain (Independent Committee Member) Mark O’Donnell (Independent Committee Member) Kate O’Donnell (Independent Committee Member) Tim Peters (Independent Committee Member) Kathy Seddon (Independent Committee Member)

Quality Committee

Patricia Lee (Chair from June 2021) Dame Barbara Monroe DBE (Chair to June 2021) Chrisha Alagaratnam (from September 2021) Dr Rachel Burman FRCP MA

Mary Hinds (from March 2022) Ruth Holt RGN BSc DNCert MBA MSc (to April 2021) Robert Milburn MA FCA (to November 2021) (Independent Committee Member)

Dr Crystal Oldman EdD MSc MA PG Dip Public Health PGCE RHV RGN (Independent Committee Member) Shital Bhaloo (Marie Curie Voices Group member) Harry Bunch (Marie Curie Voices Group Member)

Executive Leadership Team Chief Executive

Matthew Reed

General Counsel and Company Secretary Kelly Young (from June 2022)

Chief Technology Officer Tiffany Willcox

Interim Chief Financial Officer Margaret Ashworth (from January to May 2021)

Chief Financial Officer Amanda Oakley Smith (from May 2021)

Executive Director of Fundraising and Engagement Meredith Niles (to June 2021) Nicky Bishop (from June 2021 to November 2021)

Chief Fundraising, Marketing and Communications Officer Maria Novell (from December 2021)

Chief Nurse, Executive Director of Quality and Caring Services Julie Pearce

Executive Director of People and Organisational Development/ Chief People Officer Mike Bath (to June 2022)

Interim Chief People Officer Nina Vendemiati (from August 2022)

Scottish Advisory Board

Maria McGill CBE (Chair from April 2021) Linda Urquhart OBE (Chair to April 2021, Member to March 2022)

Bryan Anderson Richard Baker (from June 2022) Harry Bunch Duncan Campbell Anna Devine (from June 2022) Liz Forbat (from June 2022) Sam Ghibaldan Diana Hekerem (from June 2022) Jo Hockley (from June 2022) Nanette Milne Mark O’Donnell Mairi O’Keefe David Small

Northern Ireland Advisory Board

Mary Hinds (Chair from August 2021) John Compton CBE (Chair to August 2021, Member to November 2021)

Dr Graeme Crawford Kieran Harding Anne Marie Marley MBE Professor Sonja McIlfatrick Bernard Mitchell Mark Simpson

Wales Advisory Board

Chris Martin BPharm (Hons) FRPharmS (Chair) Amanda Davies Ellen Donovan Owen Evans Joanne Ferris (from March 2022) Rachel Iredale (to September 2021) Bill Jenkins

Anish Kotecha (from March 2022) Esyllt Llwyd (to July 2021) Tracy Myhill (to July 2021) James Rudolf (to July 2021)

General Counsel and Company Secretary

Tricia Owens (to October 2021) Juliet Dearlove (interim October to June 2022) Kelly Young (from June 2022)

102 Marie Curie Annual Report and Accounts 2021/22

Marie Curie Annual Report and Accounts 2021/22 103

Our patrons

All Marie Curie Patrons are volunteers. They help us by raising funds and promoting greater awareness of the charity’s work and its need for support.

Scotland and Northern Ireland

North

Emma Mackenzie, Highlands - Badenoch and Strathspey Diana Orr Ewing, Wigtownshire Major William Peto, Kirkcudbrightshire May Storrie CBE, Marie Curie Hospice, Glasgow Mrs Michael Forbes-Cable, Grampian Mrs Petra McMillan, Dundee and Angus Mrs Veronica Maclean, Moray Viscountess Petersham, Aberdeenshire

Christine Hamilton Stewart MBE, Marie Curie Hospice Bradford

Dame Lorna Muirhead DCVO DBE, Marie Curie Hospice, Liverpool Ian Jarvis, East Yorkshire John Hepworth, West Yorkshire John Holden, Marie Curie Hospice, Bradford Sharman Birtles JP, DL The Duchess of Northumberland, Marie Curie Hospice, Newcastle

South

Central and Wales

Alexandra Bolitho, Cornwall

Andrew Taee MBE, London, Special Events Chris Badham, Devon Lady Carleton-Smith, London Lady Stevens Paul Healey, Philanthropy & Partnerships Paula Fenwick, Berkshire Pauline Clarke, London, Special Events Richard Roberts, Philanthropy & Partnerships

Brian Ashby, Derbyshire Chris Rawstron Dr Jaswant Bilkhu, Nottinghamshire Georgina Hunter Gordon Kate Corbett-Winder Nella Probert Paul Thandi, CBE, DL

Our thanks

Our heartfelt thanks to all our supporters and volunteers for making our work possible over the year. Below are some of the companies, organisations and individuals who made substantial contributions.

ACS Clothing Ltd. Adam Baghdadi Ahmadiyya Muslim Youth Association UK Alan Lungley Alison Steadman OBE Alistair Thomson Allied Mobility Group Almac Group Amazon Smile Amber Zoe Anneka Rice Arnold Clark BP McKeefry

Charitable Trust

Natwest Group, Royal Bank of

Greenbelt Greg Wise Haydn Green Foundation Hotter Shoes HSBC Communities Fund Hugh Grant Ian and Evelyn Crombie Jason Isaacs Jim Carter OBE John Atcheson Foundation John Horseman Trust John James Bristol Foundation John Scott Trust Jon Culshaw Josh Whitehouse Justin Bickle Kathrine Tollis in memory of Bruce Tollis

Scotland and Ulster Bank NI Oak Foundation Padstow to Rock Swim Committee Paul & Fiona Healey Paul Chuckle Paul Severs Peacock Charitable Trust Pears Foundation Peter Shipp Prof. Ken Howard OBE RA RWS NEAC Professor Liam O'Dowd Richard and Heather McLoughlin Ronan Breen Ronni Ancona Rotary Club of Skipton Craven Sandra Richardson & Clare Beloved Savers ShareGift, The Orr Mackintosh Foundation Sir Ranulph Fiennes OBE Sovereign Health Care SPAR A.F Blakemore SPAR Appleby Westward SPAR James Hall SPAR NI SPAR UK Stavros Niarchos Foundation Stephen Mangan Stuart Jamieson Sue Smith Superdrug Suzanne Packer Tara Fitzgerald Tennants Auctioneers The 3Ts Charitable Trust The Adint Charitable Trust The Albert Hunt Trust The Alice Ellen Cooper Dean Charitable Foundation

Bradley Hall Chartered Surveyors & Estate Agents Charity Bridge Tournament in aid of Marie Curie Chris Kamara CJ Lang and Son Ltd Claire Richards CMS Cameron McKenna Nabarro Olswang LLP

KPMG UK Lilian Goodfellow Group of Friends (L.G.G.F) Linda Robson Lions Clubs International Livingston James Group Luke & Hazel Robertson Magill Family Trust (David Magill) Mariclare Carey-Jones Mark Lewis Jones Maureen Boal Charitable Trust Mel Giedroyc Monagh Developments Ltd Morrisons Mr James Armstrong Mr Richard Wilkins Mr Stuart Launder Mrs F E Hinton Charitable Trust Mrs Olwen Richards Ms Susan Norris Ms Victoria Phillips My Peak Challenge

Department of Health Cancer Fund administered by the Community Foundation for Northern Ireland Diane Shiach Dr L Marder

Dr Sarah Holmes and The Flower Power Fund

Dundee Sick Nursing Society EBM Charitable Trust Edwina Currie Elisabeth Davidson Memorial Benevolent Trust Frank & Maggie Marshall Frankie Bridge from a trust established by H and A L Johnson Garfield Weston Foundation Grahame Winnington Pincock

104 Marie Curie Annual Report and Accounts 2021/22

105

Marie Curie Annual Report and Accounts 2021/22

The Annandale Charitable Trust The Mark Benevolent Fund The Bluston Charitable Settlement The National Garden Scheme The Castansa Trust The PF Charitable Trust The Constance Travis Charitable The Raven Charitable Trust Trust The Robert Gavron Charitable The Copley May Foundation Trust The Cruden Foundation The Robertson Trust The D.W.T. Cargill Fund The Simon Gibson Charitable Trust The Danego Charitable Trust The Sir James Reckitt Charity The Eddie Dinshaw Foundation The Swimathon Foundation The Emily Hughes-Hallett Trustees Charitable Fund The Syncona Foundation The General Charities of the City The Thomas C Maconochie Trust Of Coventry The Tolkien Trust The Glasgow City Council’s The Waterloo Foundation Glasgow Community Fund The Woo Family Charitable Trust The Harry and Mary Foundation Tom and Sheila Springer Charity The Ingram Trust Tommy Godwin Committee The JGW Patterson Foundation Wilson Salt The John Armitage Charitable Wineflair Trust Zachary Lewy

The Joseph and Lilian Sully Foundation The Kamini and Vindi Banga Family Trust The Liz and Terry Bramall Foundation

106 Marie Curie Annual Report and Accounts 2021/22

107

Marie Curie Annual Report and Accounts 2021/22

For more information

If you would like to know more about how you can help Marie Curie to provide care to more people, please contact us:

Call us for free on 0800 716 146 Or email us at info@mariecurie.org.uk

Looking for support?

Call our free Support Line on 0800 090 2309 *

Or visit mariecurie.org.uk/support for

online information, guidance and web chat.

Our offices

Registered office

89 Albert Embankment London SE1 7TP

Scotland

14 Links Place Edinburgh EH6 7EB

Northern Ireland

60 Knock Road Belfast BT5 6LQ

Wales

*Calls are free from landlines and mobile phones. Your call may be recorded for quality and training purposes.

Bridgeman Rd, Penarth CF64 3YR

Want to make a donation?

Call 0800 716 146

Visit mariecurie.org.uk/donate

Or send a cheque to one of our offices (addresses to right).

Thank you to everyone who supports us and makes our work possible.

mariecurie.org.uk

mariecurieuk

Company number: 00507597 Charity reg number: 207994 (England and Wales), SC038731 (Scotland) J002 Cover image: Philip Hardman/Marie Curie