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Princess Alice Hospice 2026 Trustees’ Annual Report For Excellence. For Compassion. For People. For Living.

Contents Chair and CEO introduction

Delivering our ambitions in 2025/26

Objectives for 2026/27

Night Response: expert care through the night

The Kingston and Richmond Programme

Structure, governance and management

Statement of Trustees’ Responsibilities

Fundraising Regulation

Principal risks and uncertainties

Independent auditor’s report to the members of Princess Alice Hospice

Financial Statements

Who’s who at Princess Alice Hospice

Special thanks

Chair and CEO introduction We are pleased to introduce the Trustees’ Annual Report for 2025/2026. As Chair and Chief Executive, we remain deeply inspired by the dedication, skill and compassion shown every day by our staf, volunteers, supporters and partners. Together, they make Princess Alice Hospice the charity it is: a compassionate community united by a shared vision that everyone in our communities should have the best possible care and support before, during and afer death. With care and support that is right for them, more people can live well, die well and grieve well.

Our free care costs over

£13m per year

This year marked the beginning of our new strategic period and the launch of Care that connects us all. It has also been a year in which we celebrated 40 years of Princess Alice Hospice, with opportunities to bring together staf, volunteers and some of our founding trustees, to refect on all that has been achieved since the Hospice frst opened its doors, and to look to the future with care and ambition. Our history gives us strength, but our future requires us to keep adapting so that fewer people miss out on the care and support they need.

Care that connects us all sets out three clear goals for the years ahead. We will extend our reach so that more people can access support earlier and receive care where they need it, including at home, in neighbourhoods and on our In-Patient Unit. We will evolve our role as a key partner in the wider health and care system, sharing our specialist expertise and working more closely with GPs, hospitals, social care, voluntary organisations and neighbouring hospices. And we will engage our communities, listening to lived experience so that our care is inclusive, trusted and shaped by the people we serve. During 2025/26, our clinical colleagues continued to deliver outstanding, compassionate care and support in a challenging environment. We also made important progress in strengthening our bereavement and spiritual care provision, digitising nursing documentation, sharing our learning through education and research, developing our role with system partners, and deepening community work through initiatives such as Talk, Listen, Connect. Alongside this, we continued to improve the organisational foundations that make our care possible, including our fundraising, retail, facilities, data, IT, fnance and people functions. We are proud of this progress, but we are also realistic about the pressures facing hospice care. It costs £13m each year to provide our care free of charge across the London Boroughs of Kingston and Richmond and a large part of Surrey. Just 23% of our charitable expenditure is funded from statutory sources, which means we must raise the remaining 77% through our supporters, who are themselves experiencing ongoing cost of living challenges. This has been a difcult year fnancially, with income volatility, high street pressures, rising operational costs and changes to National Insurance contributions all adding to the challenge. The Board and Senior Leadership Team continue to keep the Hospice’s fnancial position under close review, acting responsibly to protect long term sustainability while continuing to invest in providing the care our communities need.

We need to raise

£35,500 a day

There are

2 in 3 people we still need to reach

The need for our care continues to grow, and we know that too many people still miss out. That is why our ambition matters. If we get this right, more people will be supported earlier, more care will happen at home and in neighbourhoods, services will work more closely together, loved ones will feel less alone before, during and afer death, and fewer people will miss out. This is the promise at the heart of Care that connects us all, and it will continue to guide our work as we move into the second year of the strategy. We are profoundly grateful to everyone who has made this work possible: our staf and volunteers, whose commitment and compassion are at the heart of the Hospice; our supporters, donors, customers and community partners, whose generosity sustains our care; our NHS and care partners, who work alongside us to improve support for local people; and every person and family who has trusted us to be part of their care. On behalf of the Board of Trustees and the Senior Leadership Team, we thank everybody who has stood with Princess Alice Hospice this year and helped us continue to be here for local people in our communities, now and in the years ahead.

Sally Harris Chair of Trustees

Nigel Seymour Chief Executive

We were fortunate to have had the Community Team relationship in place for some months. Following an acute admission to hospital, we were referred at the right time to Princess Alice In-Patient Unit. It was exactly in line with expressed wishes for dignity and the expertise of excellent palliative care between the Hospice and the hospital were exactly what was needed. This is the ‘model’ that should be the ideal for all rather than disjointed or disconnected. - A testimonial from a family member, February 2026

Strategic Report

Delivering our ambitions in 2025/26 Princess Alice Hospice’s current strategic period began on 1 April 2025. Our strategy, Care that connects us all, sets out our commitment to reach people earlier, work more closely with partners and communities, and ensure that fewer people miss out on the care and support they need. Our vision is that everyone in our communities should have the best possible care and support, before, during and afer death. With care and support that is right for them, more people can live well, die well and grieve well. To make our vision a reality for future generations, we must continue to adapt. We are working towards three goals:

EXTEND our reach We will reduce gaps in care so fewer people miss out on the help they need. By reaching people earlier and delivering more care, day or night, with more specialist care in homes and communities and on our In-Patient Unit, we can support more people before, during and afer death. This means care that’s easier to fnd, easier to access, and better coordinated - not dependent on chance, awareness or crisis.

EVOLVE our role We will become a key partner in the wider health and care system. By sharing our expertise and working more closely with GPs, hospitals, social care and voluntary organisations, we will help care become more joined up, consistent and efective.

ENGAGE our communities We will make sure our care is inclusive and shaped by the people we serve. By working with local communities and supporting the people who care for one another every day, we can ensure our services refect real lives, cultures and experiences. This helps care feel relevant, trusted and inclusive, wherever it’s needed, and at the time that it’s needed. To make this happen six priorities will guide our work over the coming years. 1. 2. 3. 4. 5. 6.

A focus on neighbourhood health – we’ll strengthen Hospice at Home and in-patient services, so more people receive care where they want it, day or night. Join up with local partners – we’ll work more closely with local health and care teams to provide earlier, more coordinated support. Design care with communities – we’ll listen closely to local communities, so care feels inclusive and relevant. Grow responsibly – we’ll expand what works, use technology wisely, and keep our services sustainable and rooted in the local support that keeps us going. Share what we know – we’ll support carers, professionals and community members with training and guidance. Support our people – we’ll invest in our staf and volunteers, who are proud to make a diference and who make our care possible.

Strategic Report

When we get this right, many more people in our local communities will beneft. They will be supported earlier, more care will happen at home and in neighbourhoods, services will work together, and loved ones will feel less alone before, during and afer death. Most importantly, fewer people will miss out. In 2025/26 we were grateful to receive a further allocation of the extra government funding given to English hospices for capital expenditure. We fully utilised our £997k grant to deliver approximately 44 capital projects, including major investment in clinical equipment, digital infrastructure and heating and cooling systems across the Hospice, to improve on the experience for our patients and their families. It costs £13m each year to provide our care, free of charge, to people across the London Boroughs of Kingston and Richmond and a large part of Surrey. This care is only possible because of the continued generosity of our supporters, the commitment of our volunteers and staf, and the statutory funding – which accounts for approximately 23% - we receive from the NHS. The external funding environment remains challenging. Hospice funding continues to be inconsistent and inequitable nationally, and only around one ffh of our income comes from statutory sources. This means we must raise approximately 77% of the funding needed to sustain our services through voluntary income, retail, fundraising, earned income and gifs in Wills. During 2025/26, these income streams came under increasing pressure. The cost of living environment continued to afect some supporters’ ability to give, while retail trading remained subject to wider high street pressures, online competition and rising operating costs. Gifs in Wills remained our single largest source of income and continued to play a critical role in sustaining our services. However, this income is inherently volatile, and, in 2025/26, lower legacy income was a signifcant factor in the defcit recorded for the year. At the same time, our cost base has continued to rise. Workforce costs account for the largest proportion of our expenditure, while changes to National Insurance have added approximately £450,000 to our annual costs. As a result, our reserves have reduced to around nine months of operating expenditure by the end of the year. The Board and Senior Leadership Team continue to keep the Hospice’s fnancial position under close and regular review, while continuing to invest responsibly in the care our communities need. Our clinical colleagues continued to deliver outstanding compassionate care and support throughout the year. We received 2,428 new patient referrals (-7% on 24/25) and 300 In-Patient Unit admissions (-9% on 24/25). The number of referrals to our Hospice at Home team was 2,267 (-5% on 24/25). Although 2025/26 was the frst year of our new strategy, activity levels were lower than the previous year across several key services. This needs to be understood in the context of signifcant workforce pressures during the year, which afected our ability to deliver the level of growth we had planned. At the same time, demand across the wider health and care system continued to increase, reinforcing the importance of our strategic ambition to reach more people earlier. While our workforce pressures curbed our ambitions to reach more people at the levels we had planned, our colleagues continued to deliver high quality, compassionate care without delays. We are extremely grateful for their dedication throughout this period. We have taken active steps to address the stafng challenges experienced during the year and to strengthen operational resilience. The achievements against our strategic goals are summarised on the next page:

Strategic Report

Extend our reach In 2025/26, we made progress in developing and expanding our specialist care capabilities, with a focus on safer, more responsive and more sustainable care. Our achievements included: •

Response services: We continued to work towards more equitable access to rapid and urgent hospice support across our care area, securing additional NHS funding for part of our geography, embedding rapid response clinical nurse specialists within locality teams and maintaining close engagement with system partners. While rising demand and capacity pressures meant our focus was necessarily on sustaining existing provision, the work has strengthened the foundations for future expansion and highlighted where variation remains, particularly in access to night response services.

•

Bereavement and spiritual care: We have developed and modernised our bereavement and spiritual care ofer, completing a strategic review, improving accessibility through plain English materials and digital communication options, and launching an updated Bereavement Journey, including an online Book of Remembrance. We have also strengthened capacity through student counsellor placements, the introduction of a Psycho-Spiritual Care Counsellor role, staf e-learning and workshops, and the development of trained volunteers to support the Hear4You pre-bereavement service for carers and families.

•

Nursing documentation: We have continued to modernise care delivery by implementing digital nursing documentation and care plans, reducing reliance on paper-based systems and supporting safer, more efcient ways of working. Through staf training, nursing team co-design and resilience planning with IT colleagues, this programme has improved confdence and usability, enabling staf to spend more time focused on patients and families and supporting our wider ambition to bring care closer to those who need it.

Evolve our role In 2025/26, we made strong progress against our ambition to enhance education, research, learning and collaboration, using these programmes to support innovation, strengthen practice and share expertise across palliative and end of life care. We also furthered our work to build and deepen relationships with our partners across the health and social care system. Our achievements included: •

Education and research: Strengthened our role as a centre of learning and improvement. We enhanced the learner experience for the European Certifcate in Essential Palliative Care through improved administration and automation, developing an active alumni network of around 350 previous candidates, and expanding our education ofer with eight Communicating with Confdence courses for clinical and non-clinical colleagues at diferent levels of experience. We also increased the quality and accessibility of our training through the use of video and animation, including in our mandatory anti-racism training, and contributed to simulation-based learning with Kingston and Richmond Community staf and healthcare students at the University of Surrey.

•

Hospice UK Conference 2025: Shared our learning and practice with the wider hospice sector at the Hospice UK Conference in Liverpool, contributing to national conversations about how hospices can better serve their communities, widen access and improve care. Our colleagues presented research and practice developments on human factors-based simulation, breathlessness support using the Breathing, Thinking, Functioning model, and improving access to hospice care for people experiencing homelessness, alongside oral presentations on becoming an anti-racist organisation and reclaiming spiritual care for an evolving generation.

Strategic Report

•

System development: Continued to build our role as a strategic partner across the health and care system, engaging with South West London ICB and the newly formed Surrey and Sussex ICB, to strengthen understanding of specialist palliative care and advocate for hospice care as central to ambitions to move care closer to home, improve support for people in their last year of life, and secure fairer and more sustainable funding. We also deepened our place-based relationships as systems move towards neighbourhood health models and continued to work openly and transparently with neighbouring hospices in south west London and Surrey to develop a more collective approach to care delivery and funding for our shared populations.

Engage our communities In 2025/26, we made important progress in making our care more accessible and inclusive for people in our communities. Our achievements included: •

Care and support for people with learning disabilities and autistic people: During 2025/26, we strengthened our commitment to inclusive, personalised and accessible palliative and end of life care for people with learning disabilities and autistic people. This included progressing a Learning Disability and Autism Charter, developing supporting clinical guidance, improving the use of ‘About Me’ documents and hospital passports, investing in Easy Read resources, and introducing a buddy system on the In-Patient Unit to provide additional social, emotional and psychological support. We also deepened our collaboration with learning disability and autism services, social care, safeguarding teams, NHS partners and voluntary sector organisations, including through the Learning Disability Partnership Board and LeDeR reviews. Together, this work has helped embed more person-centred practice, ensure system learning informs our care, and strengthen the voices of people with lived experience in the development of our services.

•

Talk, Listen, Connect (TLC) programme: We continued to develop Talk, Listen, Connect as a core community ofer, equipping people across our care area to have compassionate conversations about grief, loss and loneliness. Developed in conjunction with Compassionate Communities UK, the programme trained 215 TLC Connectors during the year and established a team of six trainers to support wider delivery. Sessions were delivered in a broad range of community settings, including local businesses, sports clubs, pubs, schools, colleges, faith groups and other local partners. Feedback has shown the powerful impact of small, everyday acts of connection, increasing confdence, strengthening community resilience and raising awareness of the role compassionate conversations can play in supporting people through difcult times.

Strategic Report

During 2025/26, we also strengthened the organisational foundations needed to deliver our strategic goals. We developed a multi-year fnancial plan to support our strategy, providing a clearer framework for longterm decision-making and fnancial resilience. We also delivered a new fundraising strategy designed to galvanise and inspire our community to support the Hospice, strengthening our focus on sustainable income generation and the vital role of supporters, partners and local communities in making our care possible. We made progress in strengthening our retail operation during the year, recognising the important roles our shops play in generating income and connecting the Hospice with local communities. This work has helped build the foundations for the new retail strategy and will support a more consistent, sustainable and community-focused retail ofer in the years ahead. Our shared support functions, including catering and housekeeping, continued to make an essential contribution to the quality of experience for patients, families, visitors, staf and volunteers. Their work helps ensure that the Hospice remains a welcoming, safe, inclusive and compassionate environment, supporting both the delivery of care and the day-to-day running of our services. Our facilities team also delivered the approximately 44 capital projects as part of the DHSC grant we received, alongside ongoing maintenance work to ensure we operated a safe environment across the Hospice for our patients, visitors, staf and volunteers. We also continued to strengthen our shared functions, including data, IT, fnance, people and other enabling services. Improvements in these areas have supported overall business delivery and have included better reporting, more efective decision-making and stronger management information. These ways of working have helped to increase operational efectiveness and provide a frmer platform for delivery against our strategic goals.

Strategic Report

Objectives for 2026/27 As we move into year two of Care that connects us all, we do so with clarity about both the scale of our ambition and the realities of the environment in which we are operating. Our commitment remains to extend our reach, evolve our role as a key partner in the wider health and care system, and engage more deeply with the communities we serve. However, this next year will be shaped by signifcant fnancial pressures, including income volatility, rising workforce costs, and the need to maintain long-term sustainability. At the same time, the health and social care system around us is changing, with new approaches to commissioning care, the emerging Modern Service Framework for End of Life Care, and the development of Neighbourhood Health delivery all infuencing how care will be planned and delivered in future. These changes create opportunities for Princess Alice Hospice to demonstrate leadership, deepen partnerships and support more people, but they also remind us that our ambitions must be rooted in reality, delivered responsibly and focused on the areas where we can have the greatest impact. Our objectives for 2026/27:

Extend our reach Over the coming year, Transforming Hospice at home through Refective, Inclusive, Values-led Experimentation (THRIVE) will be our major focus of the work to extend our reach. This will improve Hospice at Home and related community services so that care is more joined up, consistent and efective. The work will help us respond to growing demand, support colleagues to deliver compassionate care confdently, and ensure more people across our care area can access the right support at the right time. In addition, we will have a focus on: •

Increasing bed capacity on our In-Patient Unit

•

Strengthening patient safety through continued improvement in clinical governance, incident learning, medicines management and safeguarding practice.

•

Developing realistic and aspirational career pathways in specialist palliative care, and ensuring new and existing colleagues have the mentorship, support and development they need to fourish.

Strategic Report

Evolve our role We will continue to develop our role as a system partner, using our specialist expertise to support more joined-up, efective and sustainable care across local health and care pathways. This will include: •

Working with commissioners, primary care, acute, community and social care partners to support more coordinated palliative and end of life care.

•

Contributing to the development of neighbourhood health and frailty pathways, ensuring that specialist palliative care is visible, accessible and well-integrated.

•

Continuing collaborative working with neighbouring hospices to strengthen our collective approach and resources, and to demonstrate shared leadership to the wider health and care system.

•

Developing a new education and research strategy, setting out how we will strengthen our role as a centre of expertise and support evidence-informed practice across the wider health and care system.

•

Strengthening the use of data, audit and quality improvement to demonstrate impact, identify variation and support better operational and strategic decision-making.

Engage our communities We will deepen our engagement with local communities so that our services are shaped by lived experience, trusted by the people we serve and responsive to diferent needs, cultures and circumstances. This will include: •

Continuing with our Kingston and Richmond programme, as a way of testing and learning from new ways of delivering care, to expand our community engagement activity, particularly with underserved communities, to better understand barriers to access and improve how people fnd and use our services.

•

Testing new ways for patients, families and carers to engage with our wellbeing services earlier and more easily, based on their needs rather than organisational pathways.

•

Using patient, family and carer feedback to improve experience, communication and support before, during and afer death.

•

Continuing to strengthen inclusion, belonging and anti-discrimination work across the Hospice, including how this informs service design and workforce experience.

•

Supporting carers, volunteers and community members with information, training and guidance that helps people feel more confdent in caring for one another.

Strategic Report

Our supporting objectives: To enable delivery against these strategic goals, our supporting objectives for 2026/27 will focus on strengthening the organisational foundations that make our care possible. These objectives recognise that extending our reach, evolving our role and engaging our communities depend not only on the development of services, but also on sustainable income, efective use of data, and a culture in which patients, families, staf and volunteers feel included, respected and able to contribute. This will include: •

Growing voluntary income with a focus on building a stronger pipeline of sustainable income and future multi-year major donors.

•

Growing earned income through refreshing our shop estate and the implementation of our new retail strategy, strengthening the contribution our shops and retail activity make to sustainable income generation.

•

Continuing to attract, retain and develop the staf and volunteers we need by strengthening workforce planning, supporting leadership and management development, and creating opportunities for learning, progression and contribution across the Hospice.

•

Strengthening our inclusive culture by maintaining regular employee and volunteer forums, promoting our Speaking Up Guardians so colleagues feel supported to raise concerns, continuing to roll out our mandatory It’s not Micro anti-racism training for employees and relevant volunteers in patient and family care services, and sustaining our programme of inclusion talks and religious and awareness activities to increase understanding and demonstrate that the Hospice is here to care for and support everyone.

•

Increasing operational efectiveness by improving the quality of our data, strengthening reporting and enabling better performance management at operational, management and strategic levels.

•

Providing equitable access to hospice care for our local community, ensuring that inclusion and belonging inform how we design, deliver and improve services for patients and families.

Night Response: expert hospice care through the night When Dad’s breathing changed in the early hours of the morning, the Night Response team arrived quickly and supported us with such kindness and compassion. Dad died peacefully while they were there and they stayed with us, guiding us through what had happened and treating him with dignity throughout.

When darkness falls, our care doesn’t stop. When a loved one’s condition changes during the night, families can feel isolated, anxious and unsure where to turn. Questions arise, symptoms can worsen unexpectedly, and moments of crisis ofen feel even more overwhelming. Our specialist team operates 365 nights of the year from 10pm to 7am, providing urgent care, reassurance and practical support to people across the London Borough of Kingston and a large part of Surrey. Responding to sudden symptom changes, providing personal care, ofering emotional support or helping families in the fnal hours of life, the team delivers expert hospice care when it’s needed most. The impact for patients and families Serious illness does not stop at the end of the working day. Patients and families ofen need support when they feel most vulnerable, particularly during the night when help may feel further away. Our Night Response team provides specialist palliative care and symptom management. Their compassionate reassurance allows patients and their families to remain safe and cared for in the familiar surroundings of their own home or a care setting. The team supports families through some of life’s most signifcant moments, including immediately afer a death. Their calm presence, professional expertise and guidance help families understand what is happening, manage practical arrangements and feel supported during an intensely emotional time. By providing care overnight, the team ofers continuity, dignity and reassurance whenever they’re needed.. A vital role in the wider health and care system The service responds to patients known to Princess Alice Hospice and to urgent referrals from district nursing teams, NHS 111, ambulance services and telecare providers. By ensuring specialist support is available overnight, the team helps more people to stay at home, where many prefer to be, while reducing anxiety for patients and those caring for them. Working closely with community and emergency partners, the team provides timely interventions that prevent crises from escalating and help avoid unnecessary hospital admissions. Their specialist expertise ensures patients receive the right care, in the right place, at the right time, while helping reduce pressure on emergency departments and hospital beds. As part of our Care that connects us all plan, we aim to extend Night Response support across our entire care area. By reaching more communities, we can: • • •

ensure equitable access to specialist palliative care help more people remain in their preferred place of care reduce avoidable hospital admissions and continue connecting care, communities and services throughout the night.

Wherever people live, we want expert hospice support to be there when it matters most.

Achievement in 2025/26

1,525

overnight patient visits delivered across our community

222

deaths supported in the community

200 hospital admissions avoided

365

nights of specialist hospice care provided

The Kingston and Richmond Programme Coming out into the community is a brilliant idea. It’s reassuring to know the Hospice is there for people like us.

As part of our Care that connects us all plan, the Kingston and Richmond Programme was established in 2025 to test new services and ways of working that will help us reach more people, reduce unmet need, and build stronger awareness, support and engagement across the London Boroughs of Kingston and Richmond by 2030. Year 1 focused on laying the foundations for longterm impact. Through a strong cross-organisational approach, approximately 30 colleagues from across the Hospice came together to develop new ways of working, supported by three new roles and two dedicated workstreams: Purpose, and Pounds and Promotion.

Converting engagement into support The programme has already delivered a number of successful pilots and initiatives, including: •

•

The impact The programme is helping us better understand the communities we serve and how hospice care can become more visible, accessible and connected. By adopting a systems-thinking approach - including stakeholder spotlight sessions, systems mapping and causal loop mapping - we have explored how hospice activity interacts with the wider community and health and care system. Priority stakeholder groups have included education providers, care homes, corporates and infuential community leaders. These insights are already shaping how we develop services, partnerships and community engagement. Signifcant progress has also been made in community outreach. Community engagement by our two Community Outreach Coordinators has revealed important unmet needs around bereavement support, awareness of hospice care and access to services, particularly among underserved communities and people facing communication or cultural barriers. Many people we spoke to were unaware that Princess Alice Hospice was their local hospice but expressed a strong interest in future support if needed, and in engagement opportunities.

•

Your wellbeing, your way – a community wellbeing service delivered in partnership with Places Leisure. Talk, Listen, Connect (TLC) training in community settings, with 215 people trained or booked, helping to build confdence and strengthen community connections. A community Light Up A Life remembrance service at Richmond and Hillcrof Adult Community College, Richmond, and a service hosted by All Saints Church in Kingston, where they delivered the service supported by our ‘toolkit’. Expanded education and engagement with care homes, GPs, primary care teams and community partners. A digital screen pilot across six retail shops and key Hospice locations, to deliver localised messaging. Development of It’s Happening Here, a place-based awareness campaign for Kingston and Richmond, launching in June 2026. New fundraising, philanthropy, corporate and retail initiatives tailored to local communities.

Looking Ahead As we move into Year 2, our focus will be on building on these foundations and demonstrating return on investment. We are developing ways to measure both direct outcomes and the wider ripple efects of collaboration, relationship-building and community engagement. By strengthening local partnerships and increasing awareness of hospice care, the Kingston and Richmond Programme is helping us connect care, communities and services, ensuring more people know about, access and beneft from the support Princess Alice Hospice can provide.

Achievement in 2025/26

150

1,000

215

organisations and community groups engaged

people reached through community outreach

community intelligence reports generated

people trained or booked onto Talk, Listen, Connect (TLC) sessions

Structure, governance and management Our Structure Princess Alice Hospice was incorporated as a company limited by guarantee on 25 November 1981 and is governed by its Articles of Association (the Articles). We are registered with the Charity Commission in England and Wales. Our registered ofce is at West End Lane, Esher, Surrey KT10 8NA. During 2025/26 the Board agreed to review and modernise the Articles, which were last reviewed in 2011. The new Articles were adopted on 27 March 2026. Our Objectives We are an independent charity providing free palliative and end of life care to people on our In-Patient Unit and in their homes or care settings. We cover a community of more than a million people living in the London Boroughs of Kingston and Richmond, and across a large part of Surrey, delivering our person-centred, compassionate care to patients, families, carers and close friends before, during and afer death. Our education and research team work to improve end of life care knowledge and infuence best practice across the wider health and social care landscape. Our work is only made possible through the support of our community who help us to raise over 70% of the funds we need to deliver our services. Our Trustees The Board of Trustees is responsible for overseeing our strategy and performance. Sally Harris is Chair of the Board. The Trustees are the directors of Princess Alice Hospice for the purposes of the Companies Act 2006. They are not paid. There is a short biography of the Trustees on pages 53-54. The Board meets regularly throughout the year to set and review strategy, approve the annual budget, review policies and maintain oversight of all Hospice operations. The Chief Executive attends Board meetings to report back on performance and progress against strategic objectives. Members of the Senior Leadership Team, the wider management team or people involved in front line services attend to deliver in-depth ‘spotlight’ sessions focussing on a particular area of our activity. The Board may also hear from family members representing patient voice. This allows the Trustees to gain a deeper understanding of the organisation and the impact of our services. The Board has an annual Strategy Day to discuss issues in more depth and focus on strategic planning.

Board Committees The Board has delegated powers and responsibilities to the following committees: • • • •

Clinical and Community Quality Assurance - chaired by Heather Patel Finance and Risk - chaired by Scott Thomson Income Generation - chaired by Fidelma Hatton Remuneration and Nominations - chaired by the Board Chair

Each committee has terms of reference which defne its membership, responsibilities and delegated authority. The Board reviews committee structure and efectiveness regularly; minutes of committee meetings are on the agenda for the following Board meeting and the committee chairs provide a summary of the major issues discussed and decisions taken. Recruitment of Trustees and committee advisory members We believe it is vital to get a mix of trustees with the right skills, experience and knowledge to support the delivery of our charitable objectives. Trustees appointed under the new Articles are initially appointed for three years and may be reappointed for up to two more three-year periods (up to a maximum of 9 years). Trustees appointed prior to the adoption of the new Articles may serve a longer term. The Board has a good gender balance and we are committed to increasing the representation of people from ethnic minority backgrounds, diferent perspectives and life experience. Gail Cookson and José Sanchez-Loureda stepped down from the Board at the AGM in October 2025, having served ten years and three years respectively. The Board recognised and thanked them for their contribution to the Hospice. In 2025 we carried out a Board skills audit and diversity survey. This identifed three key areas where the Board felt a Trustee with relevant skills and knowledge would add strategic value – public health, engaging diverse communities and digital fundraising. A recruitment campaign was launched in December 2025 using an external agency, Peridot Partners, with diversity of candidates front of mind. There was an excellent response to the campaign and the Board was delighted to welcome three new trustees in March 2026 Ayesha Ali, Sanjay Gulati and Guy Aubertin. In addition to trustees, the Board may invite individuals with relevant specialist skills and experience to become an advisory member of a committee or working group. These appointments are normally for an initial period of up to two years. They may be invited to become a Trustee or continue as advisory member. Their appointment may be renewed by mutual agreement, and the Board may end the appointment at any time. During the year, there were four advisory members. The Board were particularly pleased to retain the skills and knowledge of José Sanchez-Loureda who became an advisory member to the Income Generation Committee afer stepping down as a Trustee in October. Details of the advisory members can be found on page 54. There is a structured onboarding process for new Trustees including an in-person induction day, access to online training resources and other training relevant to their role. Advisory members receive a lighter touch induction. They are all invited to attend the induction session ofered to new employees and volunteers. The Chair follows up individually with newly recruited trustees and advisors to make sure that they feel supported and informed.

Senior Leadership Team Details of the SLT can be found on page 55. Our internal management structure is made up of six directorates, each led by a member of the team: • • • • • •

Patient care Medical Finance and resources People, volunteering and organisational development Income generation and engagement Education and research

Financial review For 2025/26 we are reporting a defcit of £2.6m (2025: defcit £1.4m), refecting lower than anticipated legacy income during the year. Legacy income is inherently variable and can fuctuate signifcantly between years, which is why the Trustees maintain designated reserves to support continuity of services. Our main income streams remain legacies, NHS funding, fundraising and retail, which are discussed in more detail below. Legacies Legacies are a signifcant source of income and generated £3.2m in 2025/26 (2025: £4.9m), representing 31% of net income. The Trustees use a combination of external sector analysis and internal forecasting to monitor legacy income trends and inform long-term fnancial planning. NHS funding NHS grants accounted for 25% of our net income (2025: 22%). These are block grants based on historical practice and not related to the level of clinical activity undertaken. NHS grants include block grant funding from NHS Surrey Heartlands ICB and contract funding with NHS South West London ICB. The Trustees continue to monitor developments in NHS funding as part of the Hospice’s long-term fnancial planning. We receive other NHS funding in the form of a contribution towards the cost of services such as our rapid response night service. We also claim Continuing Healthcare Funding for patients who are eligible for a care package but remain on our in-patient unit waiting for a suitable place of care to be available. This funding accounted for a further 5% of our net income (2025: 5%). DHSC capital funding In 2025/26 we received £997,460 (2025: £264,319) from the DHSC capital funding grant for hospices, administered by Hospice UK. The funding was fully expended in the year on capital items.

Fundraising and retail We need to raise more than 70% of our funding ourselves, so we rely on our local community to support us through donations, taking part in events and responding to our campaigns and appeals. Fundraising remains challenging as the cost-of-living crisis continues to impact on people’s ability to give. Income from donations was £3,052,933 (2025: £2,666,974). This includes £309,124 of donations resulting from the outsourcing of our lottery to Local Hospice Lottery (2025: £310,851). Income from events was £592,991 (2025: £581,354). Our retail shops made a net contribution of £477,961 (2025: £507,891). Retail sales income increased to £7.20m (2025: £6.96m), refecting continued support from our local community and the contribution of our employees and volunteers. Retail costs increased to £6.72m (2025: £6.46m). In March 2026 we closed our shops in St Margarets and Tolworth as part of the strategic plan for the future of our retail portfolio. Going concern The Board and the Finance and Risk Committee regularly review a range of budget scenarios and cash fow forecasts. Having considered these forecasts and the level of available reserves and investments, the Trustees are satisfed that the Hospice remains a going concern and has sufcient resources to meet its obligations as they fall due. Reserves As noted above, 31% of our net income comes from legacies. Legacy income remains an important but inherently uncertain source of funding and can be subject to signifcant variation from year to year. To protect continuity of services during periods of income volatility, the Trustees maintain a designated Running Costs Reserve. The Trustees’ target range for this reserve is six to nine months’ budgeted charitable expenditure. At 31 March 2026, the reserve represented eight months of budgeted charitable expenditure (2025: eleven months), remaining within the Trustees’ target range. The Strategic Development Reserve supports delivery of the Hospice’s strategic priorities. Expenditure of £179,406 was incurred from this fund in 2025/26 (2024/25: £218,796) to support strategic change initiatives. During the year, the Trustees renamed the Innovation Incubator Fund as the Community Impact Fund to align with the Hospice’s current philanthropy and supporter engagement approach. The purpose and intended use of the fund remain unchanged and continue to support the development of new solutions and approaches for the delivery of palliative and end of life care. The Trustees maintain a Sustainable Building Development Fund to support projects that increase the sustainability of the Hospice’s infrastructure. No expenditure was incurred from the fund in 2025/26 (2025: £Nil). Expenditure on sustainable building projects during the year was funded through the DHSC Capital Grant (see page 7 for further details). Notes 5 to 7 of the Financial Statements (see pages 45-46) provide more detail on these and other reserves.

Investments The Trustees are permitted by the Articles to deposit or invest Hospice funds. Most of our investments are managed on a discretionary basis by Cazenove Capital Management. At the year-end our investment portfolio totalled £3,678,533 (2025: £3,373,175). The market value of the portfolio increased by £248,915 (2025: £434) during the year. We adopt a socially responsible approach to investment, allowing ethical considerations to be taken into account as long as there is no signifcant detrimental impact on the investment return. The only ethical restriction currently imposed by the Board is that there must be no direct investment in any securities issued by tobacco companies. Investments should deliver the best return for the Hospice, adhere to the agreed risk profle and show compliance with any Environmental, Social and Governance (ESG) principles that are agreed by the Board. Due to market volatility in 2025/26 and a good rate of return on cash, it was not considered prudent to invest further in funds. The Finance and Risk Committee and our investment manager regularly review whether the performance of the investments is meeting the Hospice’s investment policy. More details about our investments are in Note 11 of the Financial Statements (see page 48).

Environmental, Social and Governance (ESG) As a charity we are established for public beneft. We are committed to making a positive contribution to the environment, delivering our services responsibly and to the highest standards of good governance. We continue to develop our approach to ESG and identify priorities in each area which are most closely related to our charitable purposes and will make the most diference for our benefciaries.

Environmental We are committed to being environmentally sustainable and embedding this thinking into the way that we work. In this section we present our Streamlined Energy & Carbon Report (SECR) on greenhouse gas (GHG) emissions for 2025/26. We have followed the 2019 HM Government Environmental Report Guidelines. Additionally, we have applied The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (revised edition March 2004) and the UK Government GHG Conversion Factors for Company Reporting – 2025.

SECR Report – All Hospice activity including retail operations All Scopes Scopes

Emissions (tCO2e) 25/26 24/25

kWh 25/26

24/25

1 - Gas and Fuel

150.03

156.89

804,789.48

840,895.62

2 - UK Electricity

139.51

171.88

788,175.00

823,222.00

3 - Other Indirect Emissions

15.39

19.80

66,424.37

84,214.38

Totals

304.92

348.57

1,659,388.85

1,748,332.00

Intensity Ratio - tCO2e / fte 25/26 24/25 0.98 1.14 Emissions: Scope 1 - Data sourced from: Gas and fuel card invoices Emissions (tCO2e) Total kWh Emission Activities 25/26 24/25 25/26 24/25 Gas Usage 139.22 143.29 760,956 783,803.00 Diesel and Petrol Usage

10.80

13.60

43,833.48

57,092.62

Totals

150.03

156.89

804,789.48

840,895.62

Emissions: Scope 2 - Data sourced from: Smart meters and supplier invoices Emissions (tCO2e) Total kWh Emission Activities 25/26 24/25 25/26 24/25 Electrical Usage 139.51 171.88 788,175.00 823,222.00 Total

139.51 171.88 788,175.00 823,222.00 Emissions: Scope 3 - Data sourced from: Business mileage expense claims Emissions (tCO2e) Total kWh Emission Activities 25/26 24/25 25/26 24/25 Business milage from private vehicles 15.39 19.80 66,424.37 84,214.38 (Grey fleet) Totals 15.39 19.80 66,424.37 84,214.38 Key: kWh = kilowatt hours / fte = full time equivalent / tco2e = tonnes carbon dioxide equivalent

Scope 1 emissions decreased by approximately 5%, and Scope 2 emissions decreased by approximately 23% from 2024/25 - partly due to a reduction in the number of retail shops.

Carbon reduction measures and actions We have now completed the transition to 100% LED lighting across the Hospice building, with the installation incorporating motion and sensor controls to further reduce unnecessary energy consumption. Our retail estate continues to transition to LED lighting on a phased basis, with replacements undertaken as part of ongoing maintenance and refurbishment programmes. The solar panels installed at the Hospice generated 46,574 kWh in 2025/26, accounting for approximately 6% of total electricity usage. Since their installation in July 2023, the system has continued to contribute signifcantly to on-site renewable energy generation. Our electricity supply is now 100% renewably sourced (wind, solar and hydro) across all sites, following the successful procurement of a new energy contract running through to 1 October 2027. We have expanded our electric vehicle (EV) feet with the purchase of an additional EV to support our Community Care services, further reducing emissions associated with patient visits. To support this transition, we have also installed an additional EV charging point at the Hospice, improving charging infrastructure and feet resilience. During this reporting period, our EV charging network continues to support low-carbon travel across services. The installation of an efcient electric heating and cooling system at the Hospice has now been completed. This includes a fully integrated Building Management System (BMS), which improves operational control, enhances energy efciency, and reduces reliance on gas-fred heating systems. We continue to review gas-powered equipment across the Hospice. Eforts to reduce non-recycled waste remain ongoing. All general waste is diverted from landfll and converted into energy, while food waste and cooking oil are processed through anaerobic digestion to generate renewable energy. This year’s sustainability initiatives have been supported through funding from the Department of Health and Social Care (DHSC), enabling accelerated progress against our carbon reduction objectives.

Social We are committed to the highest standards of ethical behaviour and practices towards our patients, families, visitors, employees and volunteers. We also make a wider benefcial contribution towards human health and wellbeing through our education and research programmes. You can fnd further details on page 8 in our Strategic Report. Public beneft As a charity the Hospice is established for charitable purposes and for the public beneft. The Trustees give careful consideration to the Charity Commission’s guidance on public beneft when setting the Hospice’s aims and objectives and planning activities. Access to our services is based on need and open to anyone via referral from a healthcare professional, or, in the case of bereavement support, self-referral. There is no charge to patients or their families for any of our current care services. Education is one of our charitable purposes and our education programme is delivered at or below cost, and in some cases for no charge. Our people Our people are at the heart of what we do, we could not deliver outstanding care or raise the funds we need without them. The hard work, commitment and extraordinary contributions of our employees and volunteers make such a diference to the people under our care. We place a high priority on wellbeing and ofer an employee assistance programme to all our employees through Health Assured. We ofer various activities and courses to support mental, physical and fnancial wellbeing throughout the year. This is supported by a monthly wellness newsletter and a dedicated Wellbeing section on our People Services intranet hub. We ofer supervision sessions to both clinical and non-clinical staf, where they can take time to refect on the emotional aspects of working in a hospice. Our monthly Schwartz Round sessions allow colleagues from across the Hospice to come together to discuss the challenges and rewards that are part of providing care. We have a quarterly ‘Our Voice’ forum, where representatives from across the organisation meet with the Chief Executive and other members of the Senior Leadership Team to hear about important issues afecting the workforce and raise items from their area for discussion. Minutes are made available on the intranet. We also have a dedicated forum for our nurses, where they can raise any issues or concerns, to make sure they feel listened to and supported. In 2025/26 we employed 439 people (2025: 434), the equivalent of 309 full-time employees (2025: 308): • • •

83.4% of our employees are female 18% come from Black, Asian or other minority ethnic backgrounds The average age of our employees is 49

To support our ongoing objective of attracting a more diverse workforce, during 2025/26 we reviewed the wording of our job advertisements to ensure they refect our commitment to create an environment where everyone feels welcomed, valued and able to belong. We also reviewed the information provided to candidates on our website to increase their understanding about what to expect during their interview process and continued using social media and other relevant platforms to promote vacancies and reach a wider range of applicants. We have continued our eforts to become a more actively anti-racist organisation by delivering ongoing training, promoting awareness, and strengthening the implementation of the principles set out in our commitment to being an anti-racist organisation. 25

Our dedicated volunteers give their time generously and for free, providing enormous added value for the Hospice and the people we care for. Over 1500 (2025: 1,350) volunteers supported the Hospice during 2025/26 in a variety of diferent roles. Some volunteer directly with our patients and families, as ward support volunteers, compassionate neighbours, bereavement support volunteers or complementary therapists, others support us with administrative tasks. Our reception and cofee shop are manned entirely by volunteers and a team of volunteer gardeners keep our grounds looking beautiful throughout the year. Volunteers play an essential role in helping us to raise funds. Over 690 volunteers (2025: 550) supported our retail operation, helping us to keep our shops open six or seven days a week or supporting us at the retail hub in Hersham. Other volunteers are involved in fundraising, including the Friends’ Committees, organising events in the community and promoting the work of the Hospice. We also welcome volunteers who help us on an occasional basis with specifc projects, and teams from local companies who donate their time for a day in the Hospice or in the shops. We recruit our regular volunteers through advertising and via word of mouth and in 2025/26 we processed over 1850 enquiries leading to 556 new volunteers. Volunteers receive initial and ongoing training. Our current volunteer demographics are: • • •

81% volunteers are women 19.5% are ethnically diverse The average age of a volunteer is 57

We involve service users such as patients, families and carers on steering groups and in other activities where they can infuence areas of service delivery. Remuneration Policy We recognise that we have a duty to deliver our services efectively and maximise the use of our resources. To do this we need to attract and retain suitably qualifed people with the right skills, knowledge and experience and pay them fairly and responsibly. The market comparator for most of our clinical roles is the NHS. We directly employ medical consultants, doctors, nurses and other allied professional healthcare staf. To recruit and retain the qualifed and experienced professionals we need in these roles we pay them at a rate equivalent to the relevant national scale. For the remainder of our roles, when setting salaries, we consider the knowledge, skills and experience needed for the job and the local or national market forces afecting recruitment. We also benchmark against available information such as comparable roles being advertised locally and charity salary surveys. We take part in such surveys ourselves and benchmark against a range of our peers.

Governance Governance is the framework by which organisations are directed, controlled and held accountable. It includes the systems, structures, policies, and processes that support the Board to fulfl its legal and regulatory duties, exercise efective stewardship of the charity’s resources, manage risk, and ensure that we operate in furtherance of our charitable objectives and in the public interest. We are committed to adopting best practice in governance and to support us with this the Board is using the Charity Governance Code (the Code) as a guide for continuous improvement. We carry out an annual selfassessment against the Code to identify priorities for improvement in the year ahead. Details of how we manage risk, and how our culture and values support us to operate ethically and to be open and honest can be found on pages 30 and 31 of this report. Equality, diversity and inclusion remain a strong priority for us. We actively seek to attract a diverse pool of applicants in terms of gender, ethnicity and background. We advertise externally and keep our processes and procedures under review to make sure that there are no barriers to diverse recruitment. We make sure new Trustees and committee advisers are well supported during their induction period.

Statement of Trustees’ responsibilities The Trustees (who are the Directors of the Hospice for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the fnancial statements in line with the law and the regulations that apply. Under company law, the Trustees must prepare fnancial statements for each fnancial year. Under that law, the Trustees have elected to prepare such statements in accordance with United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). By law, these statements must give a true and fair view of the Hospice’s fnances and of the income and expenditure for the fnancial year. When preparing these fnancial statements, the Trustees must: •

Choose suitable accounting policies and follow them consistently;

•

Keep to the methods and principles in the Charities’ Statement of Recommended Practice (FRS 102);

•

Make judgements and estimates that are reasonable and prudent;

•

State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the fnancial statements;

•

Prepare the fnancial statements on a ‘going concern’ basis, unless the Hospice is unlikely to continue in business.

The Trustees must keep proper accounting records that disclose the Hospice’s fnancial position to a reasonable level of accuracy at all times and make sure that the fnancial statements comply with the Companies Act 2006. They are also responsible for protecting the Hospice’s assets and taking reasonable steps to prevent and detect fraud and other unusual activity. The Trustees believe they have taken all the necessary steps to make the auditors aware of any relevant audit information and have given the auditors a written undertaking to that efect. They also believe that they have identifed the major risks that the Hospice faces. These have been reviewed, and systems have been put in place to reduce these risks as far as possible.

Auditor Forvis Mazars LLP, having expressed their willingness to continue in ofce, will be deemed reappointed for the next fnancial year in accordance with section 487(2) of the Companies Act 2006, unless the company receives notice under section 488(1) of the Companies Act 2006.

Fundraising Regulation Princess Alice Hospice is registered with the Fundraising Regulator (FR) and committed to adhering to the Code of Fundraising Practice. We review compliance through audit and monitoring feedback, and take corrective action where required. Standards and monitoring We are committed to following the highest ethical standards and 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 and call listening). This helps ensure all Hospice fundraisers, and those who work on our behalf are aware of, and adhere to, our high standards. Some of our fundraising activity is conducted on our behalf, by carefully selected professional fundraising agencies. We also work with agencies to telephone 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. Complaints We report our complaints on a calendar year basis to comply with the Fundraising Regulator’s requirements. From tens of thousands of transactions, the number of complaints we received for the 12 months to 31 March 2026 regarding fundraising was eight (2025: fve). Managing communications Most people who donate to us want to know how their money is making a diference. We ask whether they would 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 would like to support us further – for example, by increasing their donation or by taking part in a particular event. Sometimes, we need to share information with authorised people or organisations so they can deliver services. If this is the case, we only give them the information they need to do so – and we always make sure that they will protect information with security and confdentiality processes equivalent to ours. We ask supporters how they would 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 never share, swap, rent or sell our supporters’ details to any other charities or third parties for marketing purposes.

Our Fundraising Promise We will commit to high standards. We will be clear, honest and open. We will be fair and reasonable. We will be respectful. For further details please see our privacy policy at www.pah.org.uk

Principal risks and uncertainties We maintain an organisational risk register with responsibility for individual risks assigned to the SLT lead for each area of business. The SLT reviews the register on a regular basis and risks can be escalated or de-escalated at any time, informed by the individual directorate risk registers that sit below it. The risk register helps us to prioritise risks based on their potential impact and how likely they are to occur. We also identify the controls, systems and procedures in place to mitigate each risk. At Board and committee meetings Trustees consider whether anything they have discussed or agreed has impacted the scoring of any risks. Strategic risks are discussed at every Board meeting and the Board formally reviews and approves the risk register annually. Our NHS funding has not kept pace with infation, particularly staf costs, and this has been made worse by the recent increase to Employer’s National Insurance and the National Living Wage. This remains a concern for the Board in terms of sustainability for the future. Our Main Risk areas are: Income – inability to generate sufcient income to deliver our charitable activities. We have diversifed our income streams, monitor our fnances and cash position closely and have an appropriate level of reserves to withstand short term funding fuctuations. If we identify a longer-term trend of falling income, our reserves will ensure continuity of service provision whilst we seek other sources of funding or implement an appropriate cost reduction programme. People – inability to recruit and retain the people with the right attitude, skills and knowledge we need across the organisation. We carry out workforce planning and monitor supply and demand carefully, introducing new roles and diversifying skills and competencies to make scarce resources go further. We carry out employee satisfaction and wellbeing surveys and use the results to identify where we need to make improvements. Culture/morale – inability to align our culture with changes that we need to make and that are being made in the environment within which we work. The Board and SLT recognise that our people are at the heart of all we do and that it is essential that our employees and volunteers understand what is important to us, our patients and families and the communities we work with. We are open and transparent in our communications, share our business decisions and rationale and take steps to ensure that the organisational strategy is known and understood throughout the organisation. We monitor the efectiveness of these steps by conducting regular employee and volunteer engagement surveys. Health and Social Care Environment – the risk that changes in the health and social care environment will impact on our NHS funding and/or our ability to continue to deliver palliative and end of life care and support. Senior colleagues work in partnership with health and care professionals and organisations across local health economies, demonstrating the impact of the care that we deliver. As new structures emerge, we take every opportunity to ensure that we have efective representation and continue to advocate for the needs of patients facing the end of life.

Reputation – risk of reputational damage. As a charity our reputation is of vital importance. We have a comprehensive set of policies and procedures in place to ensure compliance with best practice and legislation. All comments and complaints are responded to and investigated promptly to ensure that lessons are learned for organisational improvement. This is supported by our communications strategy. In 2021/22 the Hospice was inspected by the CQC and achieved an overall rating of ‘Outstanding’ for the second consecutive time. Business continuity – risk of fre, food or other environmental events that impact on our ability to operate. Our business continuity plan is kept under review by a steering group made up of key service managers. This ensures that our contingency plans for maintaining services and operations are robust and up to date. We have a disaster recovery server with a dedicated internet connection which can be brought online very quickly to ensure continued access to patient records and other business critical information. Staf receive regular training on dealing with emergency situations, including evacuation of the premises if necessary. Elements of the plan are tested on a regular basis.

Approved by the Board of Trustees on 15 July 2026 and signed on its behalf by

Sally Harris Chair, Board of Trustees, Princess Alice Hospice

Independent auditor’s report to the members of Princess Alice Hospice Opinion We have audited the fnancial statements of Princess Alice Hospice (the ‘charity’) for the year ended 31 March 2026 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Charity Balance Sheets, the Consolidated Statement of Cash Flows and notes to the fnancial statements, including a summary of signifcant accounting policies. The fnancial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice). In our opinion, the fnancial statements: • • •

give a true and fair view of the state of the charity and the group’s afairs as at 31 March 2026 and of the group’s income and expenditure for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Companies Act 2006.

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 fnancial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the fnancial statements in the UK, including the FRC’s Ethical Standard and we have fulflled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufcient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the fnancial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the fnancial statements is appropriate. Based on the work we have performed, we have not identifed any material uncertainties relating to events or conditions that, individually or collectively, may cast signifcant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the fnancial 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 Strategic Report and Trustees’ Report, other than the fnancial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the fnancial 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. 32

In connection with our audit of the fnancial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the fnancial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the fnancial 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. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: •

•

the information given in the Trustees’ Report which includes the Strategic Report and the Directors’ Report prepared for the purposes of company law, for the fnancial year for which the fnancial statements are prepared is consistent with the fnancial statements; and the Strategic Report and the Directors’ Report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception In light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identifed material misstatements in the Strategic Report or the Directors’ Report included within the Trustees’ Report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion adequate and proper accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or • • •

the fnancial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees’ remuneration specifed by law are not made; or we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees As explained more fully in the trustees’ responsibilities statement set out on page 28, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the fnancial statements and for being satisfed that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of fnancial statements that are free from material misstatement, whether due to fraud or error. In preparing the fnancial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the fnancial statements Our objectives are to obtain reasonable assurance about whether the fnancial 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 infuence the economic decisions of users taken on the basis of the fnancial statements. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. 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. Based on our understanding of the charity and its industry, we considered that non-compliance with the following laws and regulations might have a material efect on the fnancial statements: employment regulation, health and safety regulation and anti-money laundering regulation. To help us identify instances of non-compliance with these laws and regulations, and in identifying and assessing the risks of material misstatement in respect to non-compliance, our procedures included, but were not limited to: •

• • •

Inquiring of management and, where appropriate, those charged with governance, as to whether the charity is in compliance with laws and regulations, and discussing their policies and procedures regarding compliance with laws and regulations; Inspecting correspondence, if any, with relevant licensing or regulatory authorities; Communicating identifed laws and regulations to the engagement team and remaining alert to any indications of non-compliance throughout our audit; and Considering the risk of acts by the charity which were contrary to applicable laws and regulations, including fraud.

We also considered those laws and regulations that have a direct efect on the preparation of the fnancial statements, such as tax legislation, pension legislation, the Companies Act 2006, the Charities Act 2011 and the Charities Statement of Recommended Practice. In addition, we evaluated the trustees’ and management’s incentives and opportunities for fraudulent manipulation of the fnancial statements, including the risk of management override of controls, and determined that the principal risks related to posting manual journal entries to manipulate fnancial performance, management bias through judgements and assumptions in signifcant accounting estimates, in particular in relation to accrued income, income recognition (which we pinpointed to the cut-of assertion), and signifcant one-of or unusual transactions. Our audit procedures in relation to fraud included but were not limited to: • • • •

Making enquiries of the trustees and management on whether they had knowledge of any actual, suspected or alleged fraud; Gaining an understanding of the internal controls established to mitigate risks related to fraud; Discussing amongst the engagement team the risks of fraud; and Addressing the risks of fraud through management override of controls by performing journal entry testing.

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls. A further description of our responsibilities for the audit of the fnancial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. Use of the audit report This report is made solely to the charity’s members as a body in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s members as a body for our audit work, for this report, or for the opinions we have formed.

Nicola Wakefeld (Senior Statutory Auditor) for and on behalf of Forvis Mazars LLP Chartered Accountants and Statutory Auditor 6 Sutton Plaza, Sutton Court Road, Sutton, Surrey, SM1 4FS Date: XXXXX

Consolidated statement of fnancial activities (including income and expenditure account) For the year ended 31 March 2026 Consolidated

Notes

Income

Unrestricted

Designated

Restricted

Endowment

Total funds

funds

2026

2025

Donations and legacies Donations

1.4

2,551,199

501,734

3,052,933

2,666,974

Legacies

1.4

3,164,049

4,905,498

NHS grants

1.4

2,471,321

2,411,438 6,964,145

Other trading activities Retail shops

7,199,888

Fundraising events

1.4

592,991

581,354

Trading subsidiaries

229,786

227,469

1.4

212,787

29,444

242,231

277,414

1.4 1.4

314,893

997,460 -

997,460 314,893

264,319 314,148

NHS continuing healthcare funding Education Other income

1.4 1.4

236,773 208,137

165,974 282,771

Other income

1.4

26,434

36,051

17,208,258

29,444

18,736,896

19,097,555

1,562,174

1,448,600

Retail shops

2&4

6,721,927

6,456,254

Fundraising events Trading subsidiaries

4 3&4

226,661 149,801

185,058 142,301

7,098,389

6,783,613

5,776,439 4,640,793 909,130 1,205,570

24,142 127,747 51,659 -

5,288 169,352 1,185 -

28,793 651

5,834,662 4,937,892 961,974 1,206,221

5,782,411 4,520,208 723,367 1,237,605

12,531,932

203,548

175,825

29,444

12,940,749

12,263,591

21,192,495

203,548

175,825

29,444

21,601,312

20,495,804

(3,984,237)

(203,548)

1,323,369

(2,864,416)

(1,398,249)

248,916

434

(2,615,500)

(1,397,815)

Investments Charitable activities DHSC Grant NHS service funding

Total income

1,499,194

Expenditure Expenditure on raising donations and legacies Expenditure on other trading activities

Total expenditure on raising funds Expenditure on charitable activities In-patient care Hospice at home Community engagement and support Education

4 4 4 4

Total expenditure on charitable activities Total expenditure

Net (expenditure) before gains/losses Net income on investments

Net(expenditure)/ income

(3,735,321)

(203,548)

Transfer from designated funds

2,697,319

(2,697,319)

Transfer from restricted funds

1,038,002

Net movement in funds

(2,900,867)

1,323,369 -

(1,038,002) 285,367

(2,615,500)

(1,397,815)

Reconciliation of funds Total funds brought forward at 1 April 2025

206,166

17,685,538

29,996

905,041

18,826,741

20,224,556

Total funds carried forward at 31 March 2026

206,166

14,784,671

315,363

905,041

16,211,241

18,826,741

Note 5

Note 6

Note 7

All the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. The comparative fgures for each fund are shown in Note 8. The Notes on pages 39 to 52 form part of these fnancial statements.

Balance sheets as at 31 March 2026 Group Notes

Charity

2026

2025

2026

2025

Fixed assets Intangible assets

75,150

25,870

75,150

25,870

Tangible fixed assets Investments

10 11

5,245,032 3,678,533

5,063,703 3,373,175

5,245,032 3,679,633

5,063,703 3,374,275

8,998,715

8,462,748

8,999,815

8,463,848

Total fixed assets Current assets Stock

6,353

7,378

Debtors Cash on Deposit

4,794,742 3,377,467

5,398,871 3,377,467

Cash at bank Total current assets Liabilities Creditors: Amounts falling due within one year

4,888,687 3,377,467

5,522,502 3,377,467

365,605

2,790,479

243,895

2,621,765

8,544,167

11,574,195

8,510,049

11,521,734

(1,299,641)

(1,178,202)

(1,266,623)

(1,126,841)

Net current assets

7,244,526

10,395,993

7,243,426

10,394,893

Total assets less current liabilities

16,243,241

18,858,741

16,243,241

18,858,741

(32,000)

16,211,241

18,826,741

16,211,241

18,826,741

905,041

Provisions for liabilities Annuity provision

1.9

Total net assets The funds of the charity: Endowment funds

905,041

Restricted income funds

315,363

29,996

315,363

29,996

Designated funds Unrestricted funds

14,784,671 206,166

17,685,538 206,166

14,784,671 206,166

17,685,538 206,166

16,211,241

18,826,741

16,211,241

18,826,741

Approved by the Board of Trustees on 15 July 2026 and signed on its behalf by:

Sally Harris Chair

Scott Thomson Honorary Treasurer

Consolidated cash fow statement for the year ended 31 March 2026

Notes Net (expenditure)/income for the year (as per the statement of financial activities)

2026

2025

b/fwd from page 36

(2,615,500)

(1,397,815)

9 & 10

891,593

770,895

(248,916)

(434)

(242,231)

(277,414)

Adjustments for: Depreciation and amortisation Net (gain) on investments Investment income Decrease in stock

1,025

2,446

Decrease/(increase) in debtors

604,129

1,433,033

Increase/(Decrease) in creditors

121,439

(81,403)

(Decrease in annuity provision)

1.9

Cash flows from operating activities Net cash used in operating activities

(1,488,461)

449,308

Cash flows from investing activities Investment income

242,231

277,414

9 & 10

(1,122,200)

(481,220)

Sale of investments

502,900

817,265

(Purchase) of investments

(559,344)

(873,295)

(Purchase) of fixed assets

Net cash (used in) investing activities

(936,413)

(259,836)

(Decrease)/Increase in cash in the year

(2,424,874)

189,472

Opening balance at bank

6,167,946

5,978,474

Closing balance at bank

3,743,072

6,167,946

Notes to the Financial Statements FOR THE YEAR ENDED 31 MARCH 2026 1. Accounting Policies 1.1 Basis of preparation These fnancial statements are 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) - (“Charities SORP” (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (“FRS 102”) and the Companies Act 2006. The charitable company, Princess Alice Hospice (the “Hospice”) meets the defnition of a public beneft entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s). The fnancial position of the Hospice is set out in the Trustees’ Annual Report. The environment for fundraising continues to be challenging, particularly as people have faced a squeeze on their incomes due to high infation and energy costs. Cash fow forecasts have been prepared and a range of future scenarios considered. The Trustees are satisfed that, due to the level of cash and reserves held, even under the worst-case scenario considered there are sufcient funds to continue operating and meet liabilities as they fall due for the foreseeable future. The Trustees are of the opinion that the Hospice has sufcient money in current bank and building society accounts together with investment funds to continue in operational existence for the foreseeable future. The Trustees therefore continue to adopt the going concern basis of accounting in preparing these annual fnancial statements. 1.2 Group fnancial statements The fnancial statements consolidate the results of the Hospice and its wholly-owned subsidiaries PAH Trading Limited and PAH Lottery Limited (“the group”) on a line-by-line basis. A separate Statement of Financial Activities (“SoFA”) and Income and Expenditure Account for the charity has not been presented because the Hospice has taken advantage of the exemption aforded by section 408 of the Companies Act 2006. The income of the Hospice was £18,507,110 (2025: £18,870,086) and the expenditure was £21,451,511 (2025: £20,353,503). 1.3 Fund accounting Endowment, restricted, designated and unrestricted funds are separately disclosed in the Balance Sheet and in the Consolidated SoFA. These diferent funds are defned as follows: • Endowment funds are funds given to the Hospice where it may use only the income generated from investing these funds • Restricted funds are subject to specifc restrictive conditions imposed by the donor or by the nature of an appeal • Designated funds are set aside at the discretion of the Trustees for specifc purposes. They would otherwise form part of unrestricted funds • Unrestricted funds are available to use at the discretion of the Trustees in furtherance of the charitable objectives of the Hospice. 39

1.4 Income The total income receivable in the year comprises donations, legacies, NHS income, income from trading activities, interest, fees from education courses run by the Hospice and other sundry income. Legacies are recognised as income when it can reasonably be assumed that the Hospice is entitled to the legacy and the amount can be estimated with sufcient reliability. The DHSC Grant is the second and third tranche of the £100m capital funding for hospices announced by the Government in December 2024. The grant is administered by Hospice UK. This is a restricted grant and it was fully expended in 2025/26 on capital items (see note 6 and note 10). NHS grants are the block grants that the Hospice receives from NHS Surrey Heartlands Integrated Care Board (ICB) and the contract funding with NHS South West London ICB. These are based on historic practice and not related to the level of clinical activity undertaken by the Hospice. They are only agreed for up to one year at a time. However, in 2024/25, a three-year funding agreement has been established with NHS Surrey Heartlands ICB. NHS service funding is income received related to the provision of a clinical service, which is normally linked to specifc clinical activities undertaken by the Hospice. This may be funding for a new initiative which has been commissioned by an ICB in its care area, such as rapid response night service, or a pilot project. Funding is typically received as a percentage contribution towards the total costs. NHS continuing healthcare funding is income received for patients who are eligible for a continuing care package. These patients are ready for discharge from the In-Patient Unit but are waiting for a suitable place in a care home or nursing home, or for domiciliary care to be arranged. 1.5 Donated goods and services Donated vehicles, plant or furniture are recognised as tangible fxed assets and the corresponding gain recognised as income from donations in the SoFA. Donated facilities or services are likewise recognised as income from donations on the basis of the value of the gif to the Hospice and an equivalent amount recognised as an expense under the appropriate heading in the SoFA. The Hospice did not receive any donations of goods in the year ended 31 March 2026 (2025: £Nil). Donated goods for resale are recognised as income when sold and included in income from retail shops in the SoFA. It is not practical to estimate the fair value of these goods on receipt because of the volume of low-value items received and the lack of detailed records. In accordance with the Charities SORP (FRS 102), general volunteer time is not included as income in the accounts as it is not possible to measure this reliably. However, the Hospice relies on the contribution of volunteers and is very grateful for their time. See page 26 for further details. 1.6 Expenditure Direct costs comprise expenditure incurred during the year both directly and indirectly attributable to the activity concerned. Support costs include the cost of governance, housekeeping, catering, facilities and health & safety, people services, marketing and communication, fnance and administration and depreciation of fxed assets. These have been allocated to activities on a proportionate basis e.g. by activity level, headcount or on the basis of staf time spent (see Note 4).

1.7 Taxation As a registered charity, the Hospice benefts from business rates relief from local Councils and is exempt from direct tax on its charitable activities. The Hospice is able to claim back VAT on most of its activities, any irrecoverable VAT is included in the cost of those items to which it relates. Income tax recoverable in respect of donations under Gif Aid and investment income is included with the income to which it relates. 1.8 Intangible and tangible fxed assets Fixed assets are stated at cost, net of depreciation. Depreciation is provided at rates calculated to write of the cost in equal instalments over the economic life of the asset at the following annual rates: • Intangible assets • Freehold land • Freehold buildings • Leasehold buildings • Furniture and equipment • Medical equipment • Motor vehicles • Information and Communication Technology Equipment

20%/33% 0% 4% over the life of the lease 10% 20% 25% 20%/33%

Fixed assets are capitalised where the purchase cost exceeds £1,000. Costs incurred on individual components that together comprise a single asset, or costs forming part of a project to bring an asset into its intended use, are aggregated and capitalised where the total cost exceeds £1,000. Intangible fxed assets are non-monetary fxed assets that do not have physical substance, such as computer sofware, licences and website development. The cost of leasehold buildings represents capital expenditure on retail shops and lease acquisition premiums. 1.9 Pension costs The total employer pension cost for the year ended 31 March 2026 was £828,111 (2025: £752,307). Total contributions of £139,350 (2025: £120,604) were due to be paid afer the year end. NHS Pension Scheme The Hospice makes payments to the NHS Pension Scheme for former NHS employees who, on employment with the Hospice, are eligible to continue in or re-join the NHS Pension Scheme. The NHS Pension Scheme is an unfunded defned beneft scheme that covers employees of NHS employers, General Practices and other bodies allowed under the direction of the Secretary of State for Health and Social Care in England and Wales, which includes the Hospice. It is not possible to identify the Hospice’s share of the underlying assets and liabilities and as a result the NHS Pension Scheme is treated as a defned contribution scheme under FRS102. The employer contribution payable in the year to the NHS Pension Scheme was £438,605 (2025: £381,052).

Group Personal Pension Scheme A defned contribution scheme is in operation for eligible employees with contributions payable by both the Hospice and the relevant employees. The assets of these plans are held separately from those of the Hospice, being invested with an insurance company. The current provider of the scheme is Scottish Widows Limited. The employer contribution payable in the year into the Group Personal Pension Scheme was £279,766 (2025: £264,844). Auto-enrolment All employees meeting certain criteria must be enrolled into a workplace pension if they are not already in a qualifying scheme. The Hospice has chosen the National Employment Savings Trust (“NEST”) to meet its auto-enrolment obligations. The employer contribution payable in the year into NEST was £99,630 (2025: £96,852). Other pension schemes The Hospice contributed to one other pension scheme (2025: one). This scheme is a defned contribution pension scheme. Prior to 31 December 2011 it was a defned beneft scheme, which is now closed to new members and also to future accrual of benefts to existing members. It is not possible to identify the Hospice’s share of the underlying assets and liabilities and as a result the scheme is treated as a defned contribution scheme under FRS102. The employer contribution payable in the year into the scheme was £5,691 (2025: £5,293). Annuities The Hospice is contracted to pay annual sums for life to one (2025: one) former employee based on a sum agreed in 1998 increased by the Hospice annual salary increase (if any). The sum paid in the year under review was £4,419 (2025: £4,265). This liability is met from income in the year in which it is paid. A provision of £32,000 (2025: £32,000) has been retained to cover future unfunded liabilities. The Trustees consider this provision to be adequate. 1.10 Stock Stock purchased for sale is valued at the lower of cost and net realisable value. Stock donated for sale in the Hospice’s retail shops is valued at nil. 1.11 Operating leases The Hospice has entered into various operating leases, the future fnancial commitment to which is set out in Note 18. Rentals payable under these leases are charged on a straight-line basis over the term of the lease.

1.12 Investments Listed investments are included in the balance sheet at market value. Realised gains and losses on disposals in the year and unrealised gains and losses on investments at the balance sheet date are included in the Consolidated Statement of Financial Activities. The movement in the valuation of investments during the year is set out in Note 11. 2. Retail shops results

Turnover* Direct costs Support costs

(6,213,174) (508,753)

2026 £

2025 £

7,199,888

6,964,145

(6,721,927)

(6,456,254)

477,961

507,891

*Turnover includes £2,374,276 (2025: £2,233,316) of donations and associated Gif Aid of £593,569 (2025: £558,329) from the retail Gif Aid scheme. This scheme involves PAH Trading Limited selling goods on behalf of supporters (“Agency Sales”) in the Hospice’s retail shops and the supporters then donating the proceeds of the Agency Sales to the Hospice under Gif Aid. 3. Trading subsidiaries The Hospice has one wholly owned subsidiary which is incorporated in the UK for the purposes of generating income for the Hospice’s charitable purposes. The whole of its taxable proft is donated to the Hospice under a Deed of Covenant within nine months of the year end. The specifc activity of the trading subsidiary is: PAH Trading Limited (1925762) – sells new and promotional goods, as well as receiving commission on Agency Sales, provides catering services for the beneft of the Hospice and external users and undertakes other sundry trading activities. The Hospice has one wholly owned subsidiary which is a dormant company: PAH Lottery Limited (3347939) previously operated lottery activities. In August 2023, the lottery operations were outsourced to Local Hospice Lottery Limited (LHL), with the fnal draw taking place on 4 August 2023. The company has ceased trading since that date. An application to strike the company of the register was submitted on 26 March 2026. Income received from LHL is recognised as donation income.

Profit and loss accounts

PAH

Total

Trading Ltd £

Lottery Ltd £

2026 £

2025 £

Turnover Income Cost of sales Direct overheads

229,786 229,786 (134,125) -

227,469 227,469 (129,158) -

Administrative expenses

(15,676)

(13,143)

Expenses Net profit

(149,801) 79,985

(142,301) 85,168

Amount covenanted to the Hospice Retained in subsidiary

(79,985) -

(85,168) -

Previous year net profit (all covenanted to the Hospice)

(85,168)

100

1,000

1,100

Shareholder's funds Share capital (issued)

4. Total expenditure Direct

Support

Total

Costs

costs

2026

2025

(See note 1.6) £

In-patient care

3,454,084

2,380,578

5,834,662

5,782,411

Hospice at home Community engagement and support

3,924,863 708,944

1,013,029 253,030

4,937,892 961,974

4,520,208 723,367

708,311 921,105

497,910 641,069

1,206,221 1,562,174

1,237,605 1,448,600

Education Raising donations and legacies Fundraising events Retail shops

182,692

43,969

226,661

185,058

6,213,174 16,113,173

508,753 5,338,338

6,721,927 21,451,511

6,456,254 20,353,503

149,801

142,301

21,601,312

20,495,804

Trading subsidiaries

149,801 16,262,974

Analysis of support costs:

Basis of apportionment

5,338,338 Group

Group

2026

2025

Governance

Time spent

40,607

34,806

Housekeeping

Time spent

Catering

Resource allocated

551,894 408,826

769,787 357,982

Facilities and health & safety

Resource allocated Head Count

534,105 441,533

649,167 392,672

Digital and performance Marketing and communication

Resource allocated Time spent Resource allocated

167,524 751,790 454,903

160,908 814,133 398,431

Executive, finance and administration Amortisation/depreciation (excluding retail)

Time spent Resource allocated

1,099,142 888,014

916,985 622,533

5,338,338

5,117,404

People services Volunteering

The above figures include: Auditor's remuneration - statutory audit - other services

Group 2026

Group

2025

25,729 -

33,047 6,100

17,728

25,312

1,435,615

1,459,824

7,542 891,593

8,398 770,895

Operating lease rentals: For charitable activities: Equipment For generating funds: Leasehold retail shops PAH Trading Limited - vending machines Amortisation/depreciation of owned assets

5. Designated funds Balance

Net

Balance

2025

Expenditure

Transfers

2026

230,609

5,320,180

Fixed Asset Equalisation Fund

5,089,573

Running Costs Reserve

11,660,000

(3,396,170)

8,263,830

Strategic Development Reserve

351,037

(179,406)

444,102

615,733

Community Impact Fund

250,000

Sustainable Building Development Fund

283,968

Staff wellbeing fund

50,960

(24,142)

24,142

50,960

17,685,538

(203,548)

(2,697,317)

14,784,671

The Fixed Asset Equalisation Fund represents the net book value of tangible and intangible fxed assets. This assists in identifying funds which are not free for the Trustees to use. The transfer of £230,609 (2025: £289,675) out to unrestricted funds represents the diference between net capital expenditure and depreciation. The Running Costs Reserve is intended to provide adequate reserves to meet future charitable expenditure in the event of a signifcant short-term drop in income. The Trustees are targeting a level of six to nine months’ budgeted charitable expenditure. A transfer of £3,396,170 has been made out to unrestricted funds (2025: £832,000 out). The balance on this fund is eight months (2025:11) of the Hospice’s budgeted charitable expenditure for 2026/27. The Strategic Development Reserve has been established to support the delivery of the Hospice’s strategic objectives. Revenue expenditure of £179,406 was incurred in the year (2025: £218,796) on a number of strategic change projects, some of which are multi-year. Capital expenditure of £40,541 (2025: £72,053) was incurred and transferred out to unrestricted funds. To fund planned expenditure from this fund total of £444,102 has been transferred from unrestricted funds. The Community Impact Fund (formerly the Innovation Incubator Fund) has been established to support the development of new solutions and approaches for the delivery of palliative and end of life care to enable the Hospice to reach more people and reduce the unmet need. During the year the Trustees agreed to rename the Innovation Incubator Fund to align the designated reserve with the Hospice’s current philanthropy and supporter engagement approach. The purpose and intended use of the fund remain unchanged. The Sustainable Building Development Fund has been established to fund sustainable building development initiatives, as they are identifed, to meet our sustainability goals. There has been no transfer in from unrestricted funds (2025: £Nil). In 2026, £Nil (2025: £Nil) was expended from this fund. Sustainable capital projects undertaken during the year were funded through the Department of Health and Social Care (DHSC) restricted grant. The Staf Wellbeing Fund has been established to fund initiatives to improve workforce wellbeing and engagement. A transfer of £24,142 (2025: £20,040) has been made from unrestricted funds. Expenditure of £24,142 (2025: £20,040) was incurred during the year on providing an Employee Assistance Programme and activities during Wellbeing month.

6. Restricted funds Balance 2025 £ Ward equipment fund Counselling Rooms Refresh Nurses Fund Bereavement Service Social Need Fund Rapid response nurse Equipment fund Hospice at Home - Community Community engagement programmes Man Shed Hospice at Home - Car Place 2030) Plaxe and Neighbourhood (Hospice 2030) Ward at Home DHSC Capital Grant In Patient Unit Garden Other Funds

Income

Expenditure

Transfers

7,571 13,065 1,395 1,122 989 100 2,584 519 2,649

16,042 500 338 -

(3,960) (1,258) (70) (622) (563)

(9,009) (11,705)

45,000 79,754 360,000 997,460 100

(49,754) (119,598) -

(19,829)

29,996

1,499,194

(175,825)

(997,459) (1,038,002)

Balance 2026 £ 10,644 102 1,825 838 426 25,271 30,000 2,584 519 240,402 1 2,749 315,363

The policy of the Trustees is to treat donations given for specifc purposes as Restricted Funds until properly expended. The funds shown are those which were directed by donors to be used for specifc purposes and are unexpended at 31 March 2026. These funds will be used in accordance with the directions of the donors in a subsequent accounting period. 7. Endowment funds Balance 2025 £ The Edwin Stevens fund The D.J. Squires “Love of Roses” fund The June Daphne Allen fund

Movement in resources Income Expenditure £ £

Balance 2026 £

40,000 20,000 845,041

1,301 651 27,492

(1,301) (651) (27,492)

40,000 20,000 845,041

905,041

29,444

(29,444)

905,041

The Edwin Stevens fund relates to a permanent capital contribution received on establishment of the Hospice. The D.J. Squires Love of Roses fund was established in 1996, the income from which is to be used for the research and advance of palliative care. The June Daphne Allen fund was created by the conditions of a legacy received in July 2001, the income from which is to be used for the general purposes of the Hospice. All income arising from these funds was expended during the year.

8. Comparative results for each group of funds Year ended 31 March 2025 Income

Unrestricted

Designated

Restricted

Endowment

Total funds

funds

2025

Donations Legacies

2,317,225 4,905,498

349,749 -

2,666,974 4,905,498

NHS grants

2,411,438 -

2,411,438

264,319

314,148 165,974

DHSC grants NHS service funding NHS continuing healthcare funding Education

282,771

Retail shops Fundraising events

6,964,145 581,354

Trading subsidiaries

227,469

Investments

240,760

36,654

277,414

Other income

36,051

Total income

18,446,833

614,068

36,654

19,097,555

Expenditure

Raising donations and legacies

1,329,136

119,463

1,448,600

Retail shops Fundraising events

6,431,894 182,891

24,360 2,167

6,456,254 185,058

Trading subsidiaries In-patient care

142,301 5,614,339

51,660

80,567

35,844

142,301 5,782,411

Hospice at Home

4,292,668

29,991

197,550

4,520,208

Community engagement and support Education

679,887 1,222,838

2,167 9,027

41,313 4,930

810

723,367 1,237,605

Total expenditure

19,895,954

238,836

324,360

36,654

20,495,804

434

Net income/(expenditure)

(1,448,687)

(238,836)

289,708

(1,397,815)

Transfer to designated funds Transfer from restricted funds

929,635 338,857

(929,635) -

(338,857)

Net movement in funds

(180,195)

(1,168,471)

(49,149)

(1,397,815)

Net loss on investments

9. Intangible assets Total 2026 £

Cost At 1 April 2025 Purchases Disposals

463,074 60,914 (101,089)

At 31 March 2026

422,899

Amortisation At 1 April 2025

437,204

Charge for year Disposals

11,634 (101,089)

At 31 March 2026

347,749

Net book value At 31 March 2026

75,150

At 31 March 2025

25,870

10. Tangible fxed assets

Cost or valuation At 1 April 2025

Freehold land

Freehold buildings

Leasehold buildings

Furniture, equipment and vehicles £

Total 2026 £

71,586

12,601,879

724,304

2,521,203

15,918,972

632,388 (303,562)

93,257 (4,053)

337,852 (807,352)

1,063,497 (1,114,967)

71,586

12,930,705

813,508

2,051,703

15,867,502

At 1 April 2025

8,523,105

459,733

1,872,431

10,855,269

Charge for year Disposals

545,599 (303,562)

111,784 (4,053)

224,785 (807,352)

882,168 (1,114,967)

At 31 March 2026

8,765,142

567,464

1,289,864

10,622,470

At 31 March 2026

71,586

4,165,563

246,044

761,839

5,245,032

At 31 March 2025

71,586

4,078,774

264,571

648,772

5,063,703

Purchases Disposals At 31 March 2026 Depreciation

Net book value

Capital expenditure of £997,460 (2025: £264,319) was funded using the DHSC Capital grant funding. 11. Investments Marketable investments

2026 £

2025 £

Market value at start of year Net additions at cost Disposals at market value

3,373,175 559,344 (502,901)

3,316,711 873,295 (817,265)

Net (loss)/gain on revaluation/disposal Market value at 31 March Trading subsidiaries (see Note 3) Total investments

248,915 3,678,533 1,100 3,679,633 2,974,066

434 3,373,175 1,100 3,374,275 2,834,313

2026 £

2025 £

1,865,788

1,688,483

865,961 729,847 216,937 3,678,533

745,465 714,917 224,310 3,373,175

Cost at 31 March

Marketable investments comprise: Equities Fixed Income Other securities (absolute return funds, multi-asset funds, property funds, etc.) Short term deposits and cash

12. Stock Group 2026 £ Stock of promotional and new goods (all stock is held by PAH Trading Limited)

6,353

2025 £ 7,378

13. Debtors Group

Operating debtors Accrued legacy income Gift Aid recoverable Operating Retail rentsdebtors prepaid Accrued legacyand income Other debtors prepayments Operating debtors Gift Aid recoverable Accrued legacy income Retail rents prepaid Gift Aiddebtors recoverable Other and prepayments Retail rents prepaid Other debtors and prepayments

14. Creditors

2025

2026

2025

Group £ 468,809 2026 Group 3,055,990 £ 27,169 2026 468,809 356,712 £886,062 3,055,990 468,809 27,169 4,794,742 3,055,990 356,712 27,169 886,062 356,712 4,794,742 886,062

£ 215,566 2025 4,180,571 £191,187 2025 215,566 361,082 £450,465 4,180,571 215,566 191,187 5,398,871 4,180,571 361,082 191,187 450,465 361,082 5,398,871 450,465

Hospice £ 468,809 2026 Hospice 3,055,990 £ 27,169 2026 468,809 356,712 £884,568 3,055,990 468,809 27,169 4,888,687 3,055,990 356,712 27,169 884,568 356,712 4,888,687 884,568

£ 215,566 2025 4,180,571 £191,187 2025 215,566 361,082 £450,465 4,180,571 215,566 191,187 5,522,502 4,180,571 361,082 191,187 450,465 361,082 5,522,502 450,465

4,794,742 Group

5,398,871

4,888,687 Hospice

5,522,502

2026

2025

2026

2025

Amounts due to subsidiary undertakings Taxation and social security costs Salaries pay undertakings Amountsand dueholiday to subsidiary Operating creditors Taxation and social security costs Amounts dueholiday toand subsidiary Other creditors accruals Salaries and pay undertakings Taxation and social security costs Operating creditors Salaries and holiday pay Other creditors and accruals

2026 Group 344,471 £ 2026 34,739 £450,939 344,471 469,492 34,739

2025 307,454 £ 2025 37,768 £417,728 307,454 415,252 37,768

£ Hospice 202624,959 Hospice 344,471 £ 202634,739 24,959 £408,185 344,471 24,959 454,269 34,739

2025 307,454 £ 202537,768 £403,738 307,454 377,881 37,768

450,939 1,299,641 469,492

417,728 1,178,202 415,252

408,185 1,266,623 454,269

403,738 1,126,841 377,881

Group

344,471 1,299,641 450,939 34,739 469,492

Operating creditors

Other creditors and accruals

Hospice

2026

1,299,641

307,454 1,178,202 417,728 37,768 415,252

344,471 1,266,623 408,185 34,739 454,269

Group 1,266,623

1,178,202

15. Staf remuneration

2026

Costs Salaries

£ 2026 13,473,523

Employer's National Insurance Costs Pension costs Salaries Costs Apprenticeship Levy Insurance Employer's National Salaries Agency Pensionstaff costs Employer's National Insurance Recruitment andLevy training expenses Apprenticeship Pension costs Subsidiary companies staff costs Agency staff Apprenticeship Levy Recruitment and training expenses Agency staff Subsidiary companies staff costs Recruitment and training expenses Subsidiary companies staff costs

1,636,661 2026 £ 828,111 13,473,523 £ 51,605 1,636,661 13,473,523 79,640 828,111 1,636,661 144,236 51,605 828,11179,640 51,605 16,213,776 144,236 79,640 144,236 16,213,776 -

2026 Headcount

Average number of employees In-patient unit Hospice at home of employees Average number Community engagement and support In-patient unit Average number ofofemployees Average number employees Consultants and doctors Hospice at home In-patient unit In-patient unit services Clinical support Community engagement and support Hospice atathome Hospice home Housekeeping Consultants and doctorsand support Community engagement Community engagement and support People services and volunteering Clinical support services Consultants and doctors Consultants and doctors Other support services Housekeeping Clinical support services Clinical support services Education People services and volunteering Housekeeping Housekeeping Marketing and services communication Other support People services and volunteering People services and volunteering Fundraising Education Other support services Other services Digital support andand performance Education Marketing communication Education Retail Marketing and communication Fundraising Marketing and finance communication Executive Fundraising Digital andand performance Fundraising Digital Retail and performance Digital and performance Retail Executive and finance Retail Executive and finance Executive and finance

2026 64 Headcount FTE 2026 2026 60 Headcount FTE Headcount FTE 14 64

57 47 12 57

62 64 15 14 69 60 18 11 13 14 6 15 10 11 36 18 15 15 9 186 18 7 36 10 6 21 209 36 12 11 7

4757 10 12 4847 12 7 1112 4 10 77 15 912 10 8 12 4 12 6 915 4 17 14 8 15 810 6

11 60

9 156 7 21 7 11 21 12 21 440 12 156 12 160 11 156 11 440 11 439 440

16,213,776 FTE

7 47

98 717 6 8 1710 17 311 11 98 10110 8 898 311 309 8 311

307,454 1,126,841 403,738 37,768 377,881

1,126,841

2025

Group

£ 2025 12,911,712

Group

1,194,371 2025 £ 752,307 12,911,712 £48,114 1,194,371 12,911,712 112,097 752,307 1,194,371 159,914 48,114 752,307 112,09748,114 15,178,515 159,914 112,097 159,914 15,178,515 -

2025 15,178,515 Headcount FTE 2025 Headcount62 2025 2025 69 Headcount Headcount10 62 9 69

62 62 15 10 69 69 23 9 10 10 10 15 99 20 23 15 15 12 10 23 23 7 20 10 10 20 12 20 20 12 12 7

12 153 7 20 7 12 20 12 20 434 12 153 12 153 12 153 12 434 12 434 434

FTE FTE FTE

47 49 9 47

6 49 47 47 10 9 49 49 17 69 9 9 10 66 13 17 10 10 9 9 17 17 6 139 9 16 9 13 13 11 69 9 97 6 16 6 9 16 11 16 308 11 97 11 97 9 97 3089 9 308 308

2026 The number of employees whose earnings (excluding employer's pension contributions) fell into the bands below were:

2025

No.

£60,000 to £69,999

£70,000 to £79,999

£80,000 to £89,999

£90,000 to £99,999

£100,000 to £109,999

£110,000 to £119,999

£120,000 to £129,999

*The pay of the Chief Executive falls within this band. Included in the numbers above are members of the leadership team, plus medical consultants, specialty doctors and other senior clinical staf directly employed by the Hospice who are paid at a rate equivalent to the relevant NHS scale. The key management personnel of the Hospice are the Trustees and the Senior Leadership Team (‘SLT’). During the year the SLT has comprised the Chief Executive, Director of Patient Care (Deputy Chief Executive), Director of Income Generation and Engagement, Director of Finance and Resources, Director of People, Volunteering and Organisational Development, Director of Education and Research and Medical Director. They are subject to the same terms and conditions as other members of staf and do not receive any additional employee benefts. They are only reimbursed for expenses wholly and necessarily incurred for business purposes in accordance with Hospice policy. The total employee beneft (salary and employer’s pension contribution) received by the SLT was £847,615 (2025: £890,585). The Trustees are the directors for the purposes of the Companies Act 2006 and, as required by the Articles of Association, are the members of Princess Alice Hospice, a Company limited by Guarantee. They receive no remuneration. During the year to 31 March 2026, they were reimbursed for expenses of £Nil (2025: £Nil). An aggregate payment of £80,660 (2025: £69,364) was made to 6 ex-employees (2025: 4) under a settlement agreement. An aggregate payment of £3,296 (2025: £53,316) was made to 1 (2025: 7) employees on redundancy in respect of statutory redundancy pay. 16. Related Party Transactions During the year ended 31 March 2026, the aggregate amount of donations received from Trustees and their close family members, the SLT and their spouse/partner was £1,890 (2025: £1,465). The Trustees volunteer their time to fulfl their governance and leadership roles. They provide support and advice to the SLT. They attend internal and external meetings, Hospice events and external events, in person where possible but otherwise virtually during the year. The Trustees estimate that during the year they donated over 2,000 hours of time in aggregate. During the year to 31 March 2026 the Hospice invoiced PAH Trading Limited for £9,856 (2025: £9,856) for the use of retail shop facilities to sell goods on behalf of supporters (Agency Sales) and £3,997 (2025: £4,880) for the preparation of sandwiches to sell in the cofee shop. On 31 March 2026 balances of £95,439 (2025: £123,631) was owed to the Hospice from PAH Trading Limited.

17. Analysis of net assets between funds (Group) Unrestricted funds £ Fixed assets

Investments Fixed assetsassets Current

Investments Current liabilities

Current assets Annuity provision Current liabilities Annuity provision

1,537,807 (1,299,641) (32,000) 206,166

Designated funds

Restricted funds

Unrestricted Designated 5,320,182 funds funds

2,773,492 £

Endowment funds

Restricted funds

6,690,997

5,320,182 315,363

1,537,805 (1,299,641)

6,690,999 -

14,784,671 (32,000) 206,164

2,773,492

- 315,363

14,784,673

5,320,182 2026

905,041 £

Total

3,678,533 £

3,373,175 £

905,041

16,211,241 (32,000)

18,826,741 (32,000)

905,041

16,211,241

18,826,741

- 905,041 -

315,363

5,320,182 8,544,167

Total 5,089,573 2025

Total 2025

Endowment funds

315,363 -

Total 2026

3,678,533 (1,299,641) 8,544,167 (32,000) (1,299,641)

5,089,573 11,574,195

3,373,175 (1,178,202) 11,574,195 (32,000) (1,178,202)

18. Other fnancial commitments Retail Shops At 31 March 2026 the Group was committed to making the following payments under noncancellable operating leases:

Equipment

2026

2025

2026

2025

Operating leases which expire: Within 1 year Within 2 to 5 years After 5 years

994,537

942,260

22,924

25,312

1,349,508

1,655,721

22,924

229,234

380,000

427,500

2,724,045

3,025,481

45,848

254,546

19. Simplifed income and expenditure statement Group Notes Income

Group

2026

2025

2025 £

NHS grants

1.4

2,471,321

25%

2,411,438

22%

DHSC grants

1.4

997,460

10%

264,319

Voluntary income Legacies

1.4

3,164,049

31%

4,905,498

45%

1,218,374

11%

396,296

85,168

507,891

Donations Cost of generating voluntary income

1.4 4

3,052,933 (1,647,456)

Fundraising events

1.4

592,991

(141,379)

2,666,974 (1,448,600) 1,405,477

Cost of fundraising events

14% 581,354 (185,058)

451,612

Trading subsidiaries

229,786

227,469

Cost of trading subsidiaries

(149,801)

(142,301) 79,985

Retail Retail income Cost of retail Retail contribution

7,199,888

6,964,145

(6,721,927)

(6,456,254) 477,961

Investment income

1.4

242,231

277,414

NHS service funding NHS continuing healthcare funding

1.4

3% 2%

314,148

1.4

314,893 236,773

165,974

3% 2%

Education

1.4

208,137

282,771

Other

1.4

26,434

36,051

10,076,333

100%

10,865,342

100%

Net income Expenditure Charitable activities In-patient care

(5,834,662)

45%

(5,782,411)

47%

Hospice at home Community engagement and support

4 4

(4,937,891) (961,973)

38% 7%

(4,520,208) (723,367)

37% 6%

Education

(1,206,221)

(1,237,605)

(12,940,748) Total expenditure on charitable activities

(12,940,748)

Operating (deficit)/surplus

(2,864,414)

10% (12,263,591)

100%

(12,263,591) (1,398,249)

100%

Who’s who at Princess Alice Hospice Trustees

Sally Harris Chair Sally had a successful career in retail fnance before qualifying as an executive coach. She is also a Trustee of RNID and the Fashion Retail Academy and was formerly a Trustee of the Fertility Network. Ayesha Ali (from March 2026) Ayesha is a Consultant in Public Health Medicine and Head of Population Health at Guy’s and St. Thomas’ NHS Foundation Trust. Ayesha has over 20 years’ experience as a clinical and public health leader and has worked at national and regional levels with government, the public and private sectors. Guy Aubertin (from March 2026) Guy has over 20 years’ experience of senior leadership in the charity sector, most recently as Chief Operating Ofcer at Walk the Walk. His career spans large-scale fundraising, operational delivery and digital transformation. Duncan Burton Duncan is Chief Nursing Ofcer for England and an Executive/National Director for NHS England. Duncan has spent his entire career in nursing in the NHS and has held a variety of leadership and executive roles. Despina Don-Wauchope Despina is a Chartered Management Accountant and has more than 30 years’ experience working for a number of FTSE100 companies. Gail Cookson (to October 2025) Gail has been a director at a London-based creative agency for over 18 years and has over 30 years’ experience in fundraising. Sanjay Gulati (from March 2026) Sanjay has over 16 years of experience in health, social care and community services across the UK, Ireland and Canada. He is currently the CEO of Age UK Croydon and is also a Trustee of Whitely Homes Trust and the Whitgif Foundation. Fidelma Hatton Fidelma has over 20 years’ experience in the non-proft sector. She has a background in direct marketing and is also a Trustee of Age UK Sutton. Tim Hewens Tim is a solicitor and a partner at a London frm. He was previously a Trustee of Walton Charity and of the RG Foundation. Ros Irving Ros has worked for more than 25 years in business-to-business events with experience in research and content creation, marketing, sales, operational delivery, risk and compliance. José Sanchez Loureda (to October 2025) José has extensive experience in driving digital business transformation and providing strategic leadership. He has worked with a range of UK and global organisations. Heather Patel Heather is a retired GP. Her practice was in Claygate and she worked closely with the Hospice on behalf of her patients for over 35 years.

Raja Ram Raja is an experienced fnance leader with expertise in supporting business strategy and driving change. He has worked in various senior fnance roles in the insurance sector. Scott Thomson Honorary Treasurer Scott has over 20 years’ experience in the banking sector as a fnance and business transformation leader. He has expertise in strategic fnancial management and planning, supporting and enabling business strategy. Darren Webb Darren has over 20 years’ experience in fnancial markets and has worked for a number of international businesses.

Company Secretary Diane Rickwood

Honorary President Jane Formby MBE Jane has been involved with the Hospice for over 40 years, frst as a volunteer then as a Trustee. Jane stepped down as a Trustee in 2018 and took up the role of Honorary President.

Committee Advisory Members Melaine Coward - Clinical & Community Quality Assurance Committee Louise Mitchell - Income Generation Committee Tim Moody - Income Generation Committee Jose Sanchez-Loureda - Income Generation Committee (from October 2025)

Representative of the Friends of Princess Alice Hospice Mary Houghton - Income Generation Committee (to December 2025)

Senior Leadership Team Nigel Seymour - Chief Executive Lesley Munro - Deputy Chief Executive and Director of Patient Care and Communities Jane Berg - Director of Skills, Knowledge and Research James Clark - Director of Finance and Resources Karen Garforth - Director of People Services, Volunteering and Organisational Development (to December 2025) Angela Grimes - Director of Income Generation and Engagement Julia Russell - Director of Marketing and Communications and Digital and Performance (to May 2025) Emily Sills - Medical Director Kate Summers - Director of People, Volunteering and Organisational Development (from January 2026)

Advisors Cazenove Capital Management, 1 London Wall Place, London EC2Y 5AU Forvis Mazars LLP, 6 Sutton Plaza, Sutton Court Road, Sutton, Surrey, SM1 4FS Barclays Corporate, Ground Floor, Tagus House, Ocean Way, Southampton, SO14 3TJ

Special thanks... Trusts and Foundations Bryan & June Amos Foundation

The Brock Webb Trust

Bupa UK Foundation

The Childwick Trust

Community Foundation for Surrey

The Consuelo and Anthony Brooke Charitable Trust

Co-Op Local Community Fund

The Dandy Charitable Trust

Edith Murphy Foundation

The Elizabeth Frankland Moore & Star Foundation

Elmbridge Partnership Fund

The Erica Leonard Trust

Flaxman Charitable Trust

The Gerald Bentall Charitable Trust

Frazer Trust

The Haydn Abbott Charitable Trust

Grace Trust

The Hilary Awdry Charitable Trust

Hobson Charitable Trust

The Ingram Trust

Holloway Charitable Trust

The Margaret and David Walker Trust

Isaac Goldberg Charity Trust

The National Lottery Community Fund

Jean & Gordon Roberts Charitable Trust

The Orr Mackintosh Foundation

Kingston Nursing Association

The Rowan Bentall Charitable Trust

Lew Gray Family Trust

The Russell Kin Trust

Lockwood Charitable Foundation

The Shirley & Ian Watson Charitable Trust

Loseley Christian Trust

The Souter Charitable Trust

MCT - The Pelican Fund

The Three `T’ Charity

Rest-Harrow Trust

The Vernon N Ely Charitable Trust

Richmond Foundation

The W G Edwards Charitable Foundation

Suez Recycling and Recovery Uk

Truelight Trust

Summerhill Trust Ltd

Walsingham Care

Tesco Charity Trust The Albert Hunt Trust The Ann Jane Green Trust The Anonymous Donor Trust The Ardwick Trust The Audley Foundation

Special thanks... Masonic Lodges Addlestone Lodge Baron Carleton Lodge No 8434 Egyptian Lodge Ember Chapter Good Companions Lodge of Instruction L7524 Justice and Peace Lodge No. 8668 Masonic Charitable Foundation Old Shirburnian Lodge 3304 South Surrey First Principals Chapter C8321 Southborough Lodge St Georges Esher Lodge The Oddfellows Mid-Surrey District Lodge 3713

With sincere thanks to everybody in our community who has continued to support us in so many ways throughout this year.

Princess Alice Hospice is a registered charity no: 1010930 and a company limited by guarantee in England and Wales no: 01599796. Registered as a US Tax Exempt charity under Section 501 (c) (3) IRC. © Princess Alice Hospice 2026 TAR | JULY 2026