REGISTERED NUMBER: 06528491 (England and Wales)

Strategic Report, Report of the Directors and

Financial Statements for the Year Ended 31 March 2025

for

CARE UNBOUND LIMITED

Page

Company Information

1

Strategic Report

2

Report of the Directors

9

Energy and Carbon Report forming part of the Report of the Directors

11

Report of the Independent Auditors

14

Statement of Comprehensive Income

18

Balance Sheet

19

Statement of Changes in Equity

20

Cash Flow Statement

21

Notes to the Cash Flow Statement

22

Notes to the Financial Statements

23

DIRECTORS:

Dr H L Curr

Mrs S E L Bartholomew

Mrs L A S Jay

Mr R J Taunt

Mrs M Kanjilal Williams

Ms A E Small

REGISTERED OFFICE:

5th Floor

177 Preston Road

Brighton

East Sussex

BN1 6AG

REGISTERED NUMBER:

06528491 (England and Wales)

AUDITORS:

Feist Hedgethorne Limited

Statutory Auditors

Chartered Accountants

Preston Park House

South Road

Brighton

East Sussex

BN1 6SB

BANKERS:

Lloyds Bank PLC

74-78 Church Road

Hove

East Sussex

BN3 2EE

BANKERS:

Cater Allen Private Bank

9 Nelson Street

Bradford

BD1 5AN

The directors present their strategic report for the year ended 31 March 2025.

We encourage readers to refer to our website for a full picture of our work and social impact, including stories from our stakeholders of their experiences with our services. It is not our intention to duplicate this in the financial reports.

Included in the report are references to "Here" which is the trading name of Care Unbound Limited.

BUSINESS REVIEW INCLUDING KEY PERFORMANCE INDICATORS

The results for the year are shown in the statement of comprehensive income on page 18. The directors consider that the company's balance sheet as detailed on page 19 shows a satisfactory position at the year end.

Our financial results for 24/25 reflect the period of change that we have undertaken as an organisation during the year. Our turnover fell by 9% as we changed contracting arrangements towards the end of the year. The Sussex MSK Partnership Central prime contract ended on 30 November 2024 and was replaced by a newly commissioned community MSK service, covering a wider geography (Brighton and Hove and all of West Sussex). We were successful in our joint bid for this service, in partnership with Sussex Community NHS Foundation Trust, and from 1 December 2024 have been jointly delivering community MSK services.

In anticipation of this change in our income, Here embarked in a programme of review of our central costs in the second half of the year to ensure that we are appropriately sized to support our new contract base and continue to deliver value for money.

As a social enterprise, all profits are reinvested back into our business so that we can continue to achieve our purpose, and so that we can be resilient to deliver on our contractual commitments as an organisation.

This year's post tax surplus of £2.98m will be added to reserves so that we can continue investment in our purpose for the next few years. In 24/25, we continued to use our reserves to support the delivery of low margin innovative services in order to explore new areas and model viability. We continued our investment in business development, in the face of changes in the commissioning landscape.

As a social enterprise, we reinvest all surpluses back into delivering our purpose. Our opening reserves at the beginning of the year were £3.9m, and we decided to fund £0.5m on investments from those reserves across a range of projects to further our purpose, and an additional £0.6m during the year on our musculoskeletal (MSK) contract to reduce waiting lists and innovated to support mobilisation of the new contract in December.

As part of the new service, we have expanded our Community Appointment Day (CAD) initiative to ensure a wider population can access efficient on-the-day, person-centred care. In 2024/25 we ran 7 CADs and saw 1,590 people. By continuing this focus into the new MSK Health service we have ensured that more people receive the care that they need in a personalised and efficient non-clinical setting, allowing for multiple appointments to take place on the same day and drastically reducing waiting times.

We continued to hold ourselves to account in whether our delivery of our services allowed us to fulfil our purpose. It is important that we acknowledge when our purpose means that we should step out of a service and allow the NHS to incorporate what we have been delivering into existing care.

In service of this, we have worked with NHS Sussex, University Hospitals Sussex NHS Foundation Trust (UHSx), and Alliance for Better Care GP Federation (ABC) to support the transition to a new model of care in Urgent Treatment Centres (UTCs) within Sussex. We have collectively agreed that the current Additional Primary Care contract will cease at the end of June 2025, with all virtual primary care provision in UTCs being delivered by ABC, and UHSx providing all face-to-face primary care provision. This new model creates efficiencies for the system and ensures that people are offered a consistent service across the county. This change is significant for Here as it marks the departure of the final primary care service that we delivered, supporting our shift out of primary care to focus on long-term conditions.

Our 2.5 year grant delivering Menopause at Work in Brighton ended on 31 March 2025. The programme of work was designed to support SMEs in improving menopause awareness, workplace policies, and individual confidence to discuss menopause-related issues. It offered a blend of online learning, online events, and in-person events. Our events created measurable impact for both individuals and workplaces.

Our trading team Practice Unbound have been challenged this year selling our efficiency and education products to primary care due to funding pressures in the sector. We have also seen the demand for AI-augmented products increase and have been investing in a workflow automation product with a technology partner to meet this demand.

Despite inflation reducing this year, cost pressures remain an issue with contractual envelopes not keeping pace with inflation due to NHS budgetary pressures. We continue to have discussions with commissioners regarding the need for inflationary income uplifts in our contracts to maintain the high standards of service that we are proud of.

STRATEGIC DECISIONS MADE, WHY WE MADE THEM AND HOW THESE IMPACT OUR STAKEHOLDERS

In delivering our s172 duty, the Board takes a long-term approach to its decision-making, considering the sometimes competing needs of stakeholders and how this will impact them.

Underlying all our business decisions is our purpose, which is beneficial to articulate here.

OUR PURPOSE

We believe we can make a difference in the world. And that business can be a force for good.

Here was founded in 2008 with the aim of finding new ways to deliver healthcare. Today we bring this work to life through outstanding, innovative services with tangible benefits to individuals and communities. At our heart is a commitment to putting patients at the centre of everything we do.

We also acknowledge that our society is neither fair nor equitable. Too many people face impossible challenges, and we want to help change that:

-

We believe health care must be accessible for all

-

We believe good health care allows us to live better lives (and die better deaths)

-

We believe exceptional health care addresses inequity in our communities

Our expertise lies in designing and delivering health care that works for all of us, flexing to meet individual needs and circumstances. We do not shy away from change, and we are passionate about learning and doing things better. We may not have all the answers, but we think that many can be found in the collective leadership of patients and clinicians, health and care, public bodies, local communities and social enterprise collaborating to become more than the sum of their parts.

The COVID 19 pandemic changed our world. It demonstrated that the inequity in our society, and in our public services, has been tolerated for too long. It also demonstrated the capacity for our communities to respond in a way that delivers inspiring results.

In the future we want to create greater possibilities. We see ourselves as part of a global movement exploring ways of living and working that deliver exceptional care today, and for future generations.

We are Here.

Exceptional care, for everyone.

STRATEGY & MISSION

During 24/25, we have decided to pivot our strategy to focus on three key priorities: long term conditions, analytics and products and affordable self-pay services.

Our mission links our purpose to our strategy, aligning with our capabilities and helping us to prioritise resourcing and investment.

INVESTMENTS

In 24/25, we made conscious decisions to invest in three key areas:

-

To respond to our operating environment, we invested in the performance of our contracts to meet the demand for our services and adjust patient pathways to the needs of patients.

-

We also invested in change within our central teams to facilitate growing the business through networking, training and business development.

-

Lastly, we invested in reshaping the structure of our business model, reorganising our central teams and reducing the cost of the office space that we operate out of.

All three investment areas have provided us with rich learning and informed our investment decisions for 25/26.

ARTICLES OF ASSOCIATION, AGM & ANNUAL REPORT

In May 2024, following a shareholder vote, we adopted revised Articles of Association to reflect the changing focus of Here over recent years, notably the move away from Primary Care services. The revised Articles reflect a change to shareholder eligibility and removed the provisions related to reserved Primary Care business and the requirement to hold an AGM.

As part of this process, the Board agreed to replace the AGM with an annual celebration to engage with all staff, noting that not all members of staff have exercised their option to become Shareholders.

We have also moved away from producing a standalone Annual Report and have taken the decision to use the Here website and our social media channels to provide regular updates to support and promote Here's work to the widest possible audience.

SOCIAL IMPACT FRAMEWORK

We create impact through our services and products, but also our approach: valuing personalised care, being rooted in our communities and conscious of our responsibilities towards our environment.

We decided to invest in the development of a social impact framework to help us to describe, measure and report on the social impact we create, and to help us focus on where we can do more and go further.

In 24/25, we developed a draft framework and in the year ahead we will test this out in practice, and aim to start using it as a tool to better communicate the impact that we have.

COST EFFICIENCY

Over 24/25, knowing the financial pressures on our commissioners, we worked hard to achieve operational efficiency as we changed size and our contracting arrangements shifted. We wanted to ensure that our operational model was balanced and could support a lean central service team. Working consultatively with key budget holders, this work was completed by the end of May 2025, when we finally changed our leasing arrangements to reduce our head office space to better suit our needs.

HERE CHARTER

We decided to develop and launch a Here Charter, supported and informed by our wider-management team. The Here Charter sets out our expectations for all staff to support us all to realise our purpose of exceptional care, for everyone.

EQUALITY, DIVERSITY AND INCLUSION

Here continues to persue it's EDI strategy across the organisation. Through our Here is Learning programme we create spaces to explore our experiences with our colleagues and subject matter experts on subjects such as anti-racism, neurodiversity, trans, non-binary and gender exploring people, and health inequalities. We have also invested across all our services in gathering health inequality data on the users of our services and ensuring that we are targeting harder-to-reach areas of our community. Over the last year, we have revised our recruitment process to remove unconscious bias and promote equality.

ORGANISATION RISK

We have used our monthly Quasar cross-organisational meeting to refresh our approach to capturing and monitoring risks across our clinical and non-clinical services. For 2025/26 we will be building on this through the development of an organisational risk register, supporting the existing Board-level risk reporting currently in place.

MEMORY ASSESSMENT SERVICE (MAS) REDESIGN

In response to tighter financial budgets from commissioners, we have been focusing on working with our MAS delivery team on how we change the operational model to better suit patient needs and meet the constraints to our financial budget. This collaborative approach will be a model for further redesign work across the organisation on other services in the year ahead.

DATA SECURITY

We achieved ISO 27001 certification for data security. This is a globally recognised standard for Information Security Management Systems (ISMS) that provides a framework for organisations to protect their data and manage information security risks.

This work reflects the increasing cyber security threats faced by all organisations

FUTURE DEVELOPMENTS

Here is still positioning itself for growth, with strategic investment in growing areas of strength. The delays in commissioning long-term contracts make it difficult to project finances, thus we continue to budget prudently and with an awareness that commissioning is still uncertain. Our key focus is on the delivery of the new Sussex MSK Health contract, in partnership with SCFT. We will continue to focus on using our skills and experience in delivering personalised services for long term conditions, focussing on areas we currently provide including MSK and MAS. We are also exploring how we can expand our Analytics and Products Services in both NHS services but also new markets.

PRINCIPAL RISKS AND UNCERTAINTIES

At each Board meeting we produce a risk report, updating each of the principal risks we face as an organisation and the mitigating actions we are taking for them. This enables us to focus as a Board on the changing nature of the risks across the year.

As a social enterprise in the healthcare sector, the risks within which we operate are many, however the three principal risks which we have faced this year are:

1. Wider NHS / Sussex System Impact

The principal risk affecting the company's performance remains our ability to deliver new clinical services through the award of new contracts and the renewal of existing ones. This risk has been increased by the changes to NHSE and ICBs in early 2025. Our senior team focused on building on any pre-existing relationships within Sussex and establishing new ones to enable us to understand where our shared strategic goals were so that we could continue to be useful to the system. The company manages this risk by having an established process for seeking and tendering for contracts supported by the Strategy and Innovation Team and the Contracts and Corporate Governance team, alongside negotiating the best possible notice periods and terms in our existing and new services.

To protect our business model, we have been building a supplier contracts register so that we can manage supplier contractual commitments that may last longer than the company's current income contract renewal dates. This is incorporated into our quarterly wind-up reserves sufficiency analysis for the Board.

2. Business Model

We remain committed to growing our business in alignment with our purpose. Alongside this, we have been working to balance our operating business model to allows us to remain nimble and bid for more opportunities as they arise, as we can scale quickly when needed. However, we continue to strive to seek efficiency gains in our services that do not negatively impact patient care, and we seek value from all expenditure.

To mitigate this risk, we monitor our financial position and our 5-year business model on a monthly basis which is discussed by the executive team and reported to Board.

3. Workforce pressures

The pressure to do more with less continues with our workforce due to increased patient demand and lower contractual financial envelopes. This needs ongoing attention from a number of approaches to manage this risk, including involving employees in remodelling service delivery and implementing innovative approaches to make their roles more efficient and enjoyable. We also continue to invest in employee support through 1:1s and coaching using the newly launched PDP process, and a comprehensive programme of wellness initiatives and cost of living support.

SECTION 172(1) STATEMENT

The directors, in line with their duties under s172 of the Companies Act 2006, act individually and collectively in the way they consider, in good faith, would be most likely to promote the success of the company for the benefit of its shareholders, and in doing so have regard, amongst other matters, to:

-

The likely consequences of decisions in the long term;

-

The interests of the company's employees;

-

Business relationships with suppliers, partners and others;

-

Impact of the company's operations of the community and the environment;

-

Reputation for high standards of business conduct; and

-

Acting fairly as between members.

The strategic report explains all of the principal decisions made by the company during the year that impacted our strategy, business model or long-term viability. We have detailed how the decision arose, which invariably comes from continually consulting with our employees, our patients, our commissioners, suppliers and our wider community. We have also described in each decision how we consult with the stakeholders most impacted, to better understand the needs. As a result of these processes described in the decisions, the Directors have the necessary oversight of the company's engagement with stakeholders to enable them to discharge their duty under s172(1) in the course of decision making.

ENGAGEMENT WITH EMPLOYEES

Our advice seeking process when decision making means that employees have been involved in nearly all of the strategic decisions that we have made in the last year. We make a conscious decision to site the decision maker as the person closest to where the decision has impact. Our annual staff survey with 71% participation, also provides a rich stream of feedback for us to guide how we treat our employees.

In particular this year, our work on the Charter was developed from as widely consultative process. Despite the narrow time frames, we also valued our colleague's views on how they wanted to design the new office space that we now inhabit, and that process continues as we shape the space to our needs.

We continue to offer staff affordable interest free loans linked to payroll under our Orange Fund scheme and have made the process even more accessible recently. This has helped 14 (2024: 19) of our employees to meet emergency costs or refinance expensive loans.

In response to suggestions from our employees related to the cost of living, we continue to provide a twice weekly hot vegan lunch in the office and a free cereals and fruit breakfast bar.

DISABLED EMPLOYEES

We are positive in harnessing the talents of people who have disabilities and endeavour to provide as much employment as the company's operations demand and the abilities of the disabled persons allow. We will not discriminate against members of staff because of a disability or perceived disability and actively welcome applications from people with disabilities. The company values the contribution of existing staff with disabilities and will treat staff fairly should they become disabled. The company runs training courses for all staff to maintain organisation-wide understanding of this including the wide range of adjustments that are available to all employees.

SUPPLIERS AND PARTNERS

As a large company that purchases 65% from organisations based in Brighton and Hove and 85% from within Sussex in the last financial year, our suppliers are committed with having a long-term relationship with our company to maintain their sustainability in our community. This year we converted our Prompt Payment Code commitment to the Silver level of the Fair Payment Code to continue this work.

We continue to track our supplier usage to see if their values are aligned to ours:

Full Year Analysis to 31 March 2025

% of the number of suppliers

% of our values of purchases

Small company

62%

4%

Brighton and Hove based

26%

65%

Sussex based

43%

85%

Social Enterprise/B Corp

2%

0.1%

Modern Slavery cognizant

42%

94%

Pays Real Living Wage

16%

45%

Environmentally friendly

20%

37%

This not only allows us to select suppliers that are aligned with our own values, but we hope encourages them to adopt these values.

We continue to work with our key partners SCFT and Clinical Education, and have also embarked on new partnerships with Age UK, Blum Technologies Ltd and, Apollo Innovation & Transformation Ltd. We continue to look for new ways of working with new and existing partners.

COMMUNITY IMPACT

As a social enterprise, one of our key tenets is to make a positive impact on our community. We do this through delivery of our services, as described in our Impact Report. As well as focusing our purchases as much as possible on local suppliers, we are a key recruiter for the locality.

Here has continued to financially support two companies with Start Up Loans: a Brighton GP Practice; and our Welsh partner Yma.

As well as our Community Appointment Days (CADs), our investment in Rethinking Our Health (ROH) is focused on evaluating the impact of community-designed, clinically backed support for people with or at risk of long term conditions.

IMPACT ON OUR ENVIRONMENT

This is detailed in our Carbon Reduction Plan (CRP) for 2024/25 which is on our website.

The CRP has been completed in accordance with Public Procurement Notice (PPN) 06/21 and associated guidance and reporting standard for Carbon Reduction Plans. Emissions have been reported and recorded in accordance with the published reporting standard for Carbon Reduction Plans and the GHG Reporting Protocol corporate standard and uses the appropriate Government emission conversion factors for greenhouse gas company reporting.

Scope 1 and Scope 2 emissions have been reported in accordance with SECR requirements, and the required subset of Scope 3 emissions have been reported in accordance with the published reporting standard for Carbon Reduction Plans and the Corporate Value Chain (Scope 3) Standard.

This Carbon Reduction Plan has been reviewed and signed off by the board of directors and is updated annually.

BUSINESS CONDUCT

Our overriding priority is to ensure the safety of the people who use our services and our employees. Our commitment to this is detailed in the strategic decision we made around quality in the Strategic Report.

To maintain our reputation for a high standard of business conduct we ensure that our statutory and mandatory training is compliant, and that our HR, governance and clinical policies are regularly reviewed and updated. We want to ensure that the policies are reflective of our values so that we could apply them consistently but also with acknowledgement of an employee's specific circumstances.

ACTING FAIRLY AS BETWEEN MEMBERS OF THE COMPANY

The Directors have regard to the need to act fairly between members of the company, aiming to understand their views and act in their best interests. All employee shareholders have an equal vote, and voting rights and procedures are documented in our constitution.

GOING CONCERN

The Directors have a reasonable expectation that the company has adequate resources to continue in existence for the foreseeable future. The company continues to adopt the going concern basis in preparing its financial statements.

ON BEHALF OF THE BOARD:

Dr H L Curr - Director

31 July 2025

The directors present their report with the financial statements of the company for the year ended 31 March 2025.

PRINCIPAL ACTIVITY

We are a social enterprise. The principal activity of the company in the year under review was to create exceptional care, for everyone. Through partnerships with providers in health and social care, the company creates health services and solutions which are shaped around the need of the person. Any surplus funds are reinvested back into delivering our purpose.

DIVIDENDS

As a social enterprise it is embedded in our constitution that no distributions are made, consequently no dividends will be distributed for the year-ended 31 March 2025.

FUTURE DEVELOPMENTS

The directors' opinion on the future outlook and prospects of the Company has been included in the Strategic Report.

POST BALANCE SHEET EVENTS

Information relating to events since the end of the year is given in the notes to the financial statements.

DIRECTORS

The directors shown below have held office during the whole of the period from 1 April 2024 to the date of this report.

Dr H L Curr

Mrs S E L Bartholomew

Mrs L A S Jay

Mr R J Taunt

Mrs M Kanjilal Williams

Ms A E Small

FINANCIAL INSTRUMENTS AND RISK MANAGEMENT

Per its constitution, the company does not trade speculatively in derivatives or similar instruments. With interest rates increasing, we have invested a prudent amount in high interest deposit accounts with our bankers. We actively manage the balance between our current and high interest accounts to ensure the maximum return and that operational liquidity is maintained.

DONATIONS AND EXPENDITURE

Charitable donations during the year amounted to £Nil (2024:£Nil). Political donations made to Social Enterprise UK during the year amounted to £Nil (2024: £10,000).

DIRECTORS INDEMNITIES

The group has not made qualifying third party indemnity payments for the benefit of the directors during the year.

DISCLOSURE IN THE STRATEGIC REPORT

Certain matters required to be dealt with in the annual report have been dealt with in the Strategic Report rather than the Director's Report. These include principal risks, uncertainties and going concern.

STATEMENT OF DIRECTORS' RESPONSIBILITIES

The directors are responsible for preparing the Strategic Report, the Report of the Directors and the financial statements in accordance with applicable law and regulations.

Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law), including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland'. Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and of the profit or loss of the company for that period. In preparing these financial statements, the directors are required to:

-	select suitable accounting policies and then apply them consistently;

-	make judgements and accounting estimates that are reasonable and prudent;

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

-	prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business.

The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company's transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

STATEMENT AS TO DISCLOSURE OF INFORMATION TO AUDITORS

So far as the directors are aware, there is no relevant audit information (as defined by Section 418 of the Companies Act 2006) of which the company's auditors are unaware, and each director has taken all the steps that he or she ought to have taken as a director in order to make himself or herself aware of any relevant audit information and to establish that the company's auditors are aware of that information.

AUDITORS

The auditors, Feist Hedgethorne Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting.

ON BEHALF OF THE BOARD:

Dr H L Curr - Director

31 July 2025

COMMITMENT TO ACHIEVING NET ZERO

Care Unbound Ltd is committed to achieving Net Zero emissions by 2040 for the emissions we control directly (direct emissions) and 2045 for the emissions we can influence (indirect emissions), in line with the NHS Long Term Plan commitments.

BASELINE EMISSIONS FOOTPRINT

Baseline emissions are a record of the greenhouse gases that have been produced in the past and were produced prior to the introduction of any strategies to reduce emissions. Baseline emissions are the reference point against which emissions reduction can be measured.

Baseline Year: FY19/20

Additional details relating to the Baseline Emissions calculations.

Scope 1

gas usage was sourced from landlord allocation of gas usage to our main office building. For the Benfield sites, we estimated usage from bills during that period.

Scope 2

electricity usage was sourced from a combination of direct meter readings and bills, and landlord allocations of electricity to communal areas. Where we have unreliable readings, we have used a similar floor's usage as a proxy. For Benfield sites, we estimated usage from bills during that period.

Scope 3

"Upstream" was sourced from a download of purchases by supplier from our accounting system, with allocations to different service and product categories. We excluded from this the SMSKP pass-through payments, and any suppliers where their data is used in another part of the calculation. Analysis between food and drink categories was hindered by a lack detail in some cases, but best assumptions were made.

Scope 3

"waste" was sourced from manual counts at the time and extrapolation of refuse bag volumes, and detailed recycling analysis from Recorra, our recycling supplier. Our confidential shredding and recycling supplier Shred-On-Site also provided certified weight data. We do not have this information available for the Benfield sites.

Scope 3

"water" was sourced via our landlord via an allocation from a central bill. We assumed that 95% of water used was disposed of via the water system. For the Benfield sites, we estimated usage from the bills that we have during that period.

Scope 3

"business travel": given the time constraints of the manual extraction of this data, this was pro-rated from the analysis of our FY22/23 expense claims, using the total expense claim and proportion that represents business travel as a basis for the calculation.

Scope 3

"employee commuting": as we had not produced an employee commuting survey prior to FY22/23, we prorated the pattern of results from the FY22/23 survey and extrapolated this to the statutory employee numbers for FY19/20.

Scope 3

"downstream" is zero as we do not produce any physical products. Our outputs are mainly services, and for Practice Unbound they are online or software products with no physical delivery.

Due to the nature of some of our clinic locations, we are not always able to measure energy and water use, for example in offsite clinics and hospitals.

Baseline year emissions:

EMISSIONS

TOTAL (tCO2e

)

Scope 1: Gas

based on usage of 174,435 KwH

31.40

Scope 2: Electricity purchased

based on usage of 136,728 KwH

26.44

Scope 3:

Upstream transportation and distribution

1,859.64

Waste generated

5.34

Water used

1.90

Business Travel

36.97

Employee commuting

38.79

Downstream Transportation and distribution

0

Total emissions

2,000.48

CURRENT EMISSIONS REPORTING

Current Year: FY24/25

Additional details relating to the current year Emissions calculations.

Scope 1

gas usage is for common areas of our main building only and was sourced from landlord allocation of gas usage to our office building. Some readings provided are unreliable, thus we have extrapolated usage from part of the year.

Scope 2

electricity usage was sourced from a combination of direct meter readings and bills, and landlord allocations of electricity to communal areas. Where we have unreliable readings, we have used a similar floor's usage as a proxy. Where the energy provider uses renewable energy, the carbon factor is zero.

Scope 3

"Upstream" was sourced from a download of purchases by supplier from our accounting system, with allocations to different service and product categories. We excluded from this the SMSKP pass-through payments, and any suppliers where their data is used in another part of the calculation. Analysis between food and drink categories was hindered by a lack detail in some cases, but best assumptions were made.

Scope 3

"waste" was sourced from manual counts and extrapolation of refuse bag volumes, and detailed recycling analysis from Recorra, our recycling supplier. Our confidential shredding supplier Shred-On-Site also provided certified weight data.

Scope 3

"water" was sourced via our landlord via an allocation from a central bill, with 95% of water used disposed of via the water system.

Scope 3

"business travel" was sourced from our expense claim system, with car type and size being assumed as petrol and average where the information was not given in our employee commuting survey which we ran in parallel. Taxis were all assumed to be regular and not black cab.

Scope 3

"employee commuting" was sourced from survey responses from 109 employees and extrapolated to our statutory employee number, 206. Electric cars are charged off-premises.

Scope 3

"downstream" is zero as we do not produce any physical products. Our outputs are mainly services, and for Practice Unbound they are online or software products with no physical delivery.

Due to the nature of some of our clinic locations, we are not always able to measure energy and water use, for example in clinics and hospitals.

FY24/25

FY23/24

Baseline 19/20

USAGE

KwH

KwH

KwH

Scope 1: Gas

50,986

65,240

174,435

Scope 2: Electricity purchased

48,752

81,366

136,728

99,738

146,606

311,163

EMISSIONS

(tCO2e

)

(tCO2e

)

(tCO2e

)

Scope 1: Gas

9.18

11.74

31.40

Scope 2: Electricity purchased

2.82

16.85

26.44

Scope 3:

Upstream transportation and distribution

1,038.79

1,352.90

1,859.64

Waste generated

0.05

2.26

5.34

Water used

0.25

0.87

1.90

Business Travel

11.45

5.97

36.97

Employee commuting

43.06

52.97

38.79

Downstream Transportation and distribution

0

0

0

Total emissions

1,105.60

1,443.55

2,000.48

INTENSITY RATIOS

We do not want our carbon footprint measurements to be distorted by our growth, however, we want to demonstrate that our carbon footprint is reducing in proportion to our growth, hence we will link our targets to our intensity ratios as we go forward.

We believe that by using intensity ratios we can best show our carbon reduction path even as the business changes size. As a service industry, headcount best reflects this, so our carbon emissions per average employee figure, as shown in our financial statements is:

24/25

23/24

Baseline 19/20

Average employee numbers

206

258

210

Scope 1 and 2 emissions (tCO2e)

11.99

28.59

57.84

TCO2e per employee (scope 1 and 2 only)

0.06

0.11

0.28

Total emissions tCO2e

1,105.60

1,443.55

2,048.48

TCO2e per employee (scope 1, 2 and 3)

5.37

5.60

9.53

We also believe that using revenue as an intensity ratio also shows our carbon reduction path, particularly as our mix of services changes over time. This is measured in kilogrammes of CO2e rather than tonnes of CO2e due to the lower values.

24/25

23/24

Baseline 19/20

Turnover £m

£52.1m

£57.8m

£63.4m

Scope 1, 2 and 3 - kgCO2e per £ net turnover

0.02

0.02

0.03

EMISSIONS REDUCTIONS TARGETS

To continue our progress to achieving Net Zero, we have adopted the following carbon reduction targets. This is the third year that we have formally measured our carbon footprint, and we continue to refine the process.

To meet our net carbon trajectory, we project that Scope 1, 2 and 3 carbon emissions will decrease to 1,047.87 tCO2e by 2030. This is a reduction of 5% from where we are today. Our progress to date shows that in 24/25 we are 418.58 tCO2e favourably within the target level, but the progress since 19/20 has not been a linear reduction. The trajectory has changed slightly since last year due to our investment in our services leading to higher purchase amounts in Scope 3, and partly due to refining our data capture methods and purchasing category granularity which has led to including more accurate data points, but also the GHG emission factors used in the calculation have changed year-on year.

Our carbon reduction achievements and plans are detailed in our Carbon Reduction Plan 24/25 which can be found on our website.

Opinion

We have audited the financial statements of Care Unbound Limited (the 'company') for the year ended 31 March 2025 which comprise the Statement of Comprehensive Income, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and Notes to the Cash Flow Statement, Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

-	give a true and fair view of the state of the company's affairs as at 31 March 2025 and of its profit 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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the directors' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

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

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

Other information

The directors are responsible for the other information. The other information comprises the information in the Strategic Report and the Report of the Directors, but does not include the financial statements and our Report of the Auditors thereon.

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

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that 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 Strategic Report and the Report of the Directors for the financial year for which the financial statements are prepared is consistent with the financial statements; and

-	the Strategic Report and the Report of the Directors have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report or the Report of the Directors.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

-	adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

-	the financial statements are not in agreement with the accounting records and returns; or

-	certain disclosures of directors' remuneration specified by law are not made; or

-	we have not received all the information and explanations we require for our audit.

Responsibilities of directors

As explained more fully in the Statement of Directors' Responsibilities set out on page ten, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors determine necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the directors are responsible for assessing the company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the company or to cease operations, or have no realistic alternative but to do so.

Auditors' responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

The extent to which our procedures are capable of detecting irregularities, including fraud

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

-

the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognize non-compliance with applicable laws and regulations;

-

we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience of the industry;

-

we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including the Companies Act 2006, taxation legislation, data protection, anti-bribery, employment, environmental and health and safety legislation;

-

we assessed the extent of compliance with laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and

-

identified laws and regulations were communicated within the audit team regular and the team remained alert to instances of non-compliance throughout the audit.

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

-

making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

-

considering the internal controls in place to mitigate risk of fraud and non-compliance with laws and regulations

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

-

performed analytical procedures to identify any unusual of unexpected relationships;

-

tested journal enteries to identify unusual transactions;

-

assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and

-

investigated the rationale behind significant or unusual transactions

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

-

agreeing financial statement discloures to underlying supporting documentation;

-

enquiring of management as to actual and potential litigation and claims.

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

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

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Auditors.

Use of our report

This report is made solely to the company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company's members those matters we are required to state to them in a Report of the Auditors and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Chris Morey (Senior Statutory Auditor)

for and on behalf of Feist Hedgethorne Limited

Statutory Auditors

Chartered Accountants

Preston Park House

South Road

Brighton

East Sussex

BN1 6SB

1 August 2025

TURNOVER

3

52,100,503

57,835,037

Cost of sales

(44,373,528

)

(54,024,269

)

GROSS PROFIT

7,726,975

3,810,768

Administrative expenses

(4,158,726

)

(3,189,707

)

OPERATING PROFIT

6

3,568,249

621,061

Interest receivable and similar income

567,052

271,277

4,135,301

892,338

Interest payable and similar expenses

7

(162,187

)

(87,841

)

PROFIT BEFORE TAXATION

3,973,114

804,497

Tax on profit

8

(994,105

)

(148,483

)

PROFIT FOR THE FINANCIAL YEAR

2,979,009

656,014

OTHER COMPREHENSIVE INCOME

-

-

TOTAL COMPREHENSIVE INCOME FOR THE YEAR

2,979,009

656,014

FIXED ASSETS

Tangible assets

9

158,889

175,947

CURRENT ASSETS

Debtors: amounts falling due within one year

10

1,067,396

866,820

Debtors: amounts falling due after more than one year

10

40,175

61,000

Cash at bank and in hand

11,276,650

21,005,970

12,384,221

21,933,790

CREDITORS

Amounts falling due within one year

11

(5,662,861

)

(18,209,907

)

NET CURRENT ASSETS

6,721,360

3,723,883

TOTAL ASSETS LESS CURRENT LIABILITIES

6,880,249

3,899,830

PROVISIONS FOR LIABILITIES

14

(17,382

)

(15,964

)

NET ASSETS

6,862,867

3,883,866

CAPITAL AND RESERVES

Called up share capital

15

138

146

Capital redemption reserve

16

206

198

Retained earnings

16

6,862,523

3,883,522

6,862,867

3,883,866

The financial statements were approved by the Board of Directors and authorised for issue on 23 July 2025 and were signed on its behalf by:

Dr H L Curr - Director

Called up

Capital

share

Retained

redemption

Total

capital

earnings

reserve

equity

£

£

£

£

Balance at 1 April 2023

184

3,227,548

158

3,227,890

Changes in equity

Increase in share capital

2

-

-

2

Cancellation of shares

(40

)

-

-

(40

)

Total comprehensive income

-

655,974

40

656,014

Balance at 31 March 2024

146

3,883,522

198

3,883,866

Changes in equity

Cancellation of shares

(8

)

-

-

(8

)

Total comprehensive income

-

2,979,001

8

2,979,009

Balance at 31 March 2025

138

6,862,523

206

6,862,867

Cash flows from operating activities

Cash generated from operations

1

(9,934,813

)

2,544,250

Interest paid

(162,187

)

(87,841

)

Tax paid

(143,412

)

(139,314

)

Net cash from operating activities

(10,240,412

)

2,317,095

Cash flows from investing activities

Purchase of tangible fixed assets

(99,093

)

(76,599

)

Sale of tangible fixed assets

43,141

-

Interest received

567,052

271,277

Net cash from investing activities

511,100

194,678

Cash flows from financing activities

Share issue

-

2

Share buyback

(8

)

(40

)

Net cash from financing activities

(8

)

(38

)

(Decrease)/increase in cash and cash equivalents

(9,729,320

)

2,511,735

Cash and cash equivalents at beginning of year

2

21,005,970

18,494,235

Cash and cash equivalents at end of year

2

11,276,650

21,005,970