Company Registration number: 05552888

Camelot Care Limited

Contents

Camelot Care Limited

Company Information

Camelot Care Limited

Strategic Report for the Year Ended 31 December 2025

The director presents his strategic report for the year ended 31 December 2025.

Principal activity

The principal activity of the company is that of an investment holding company, whilst the principal activity of the group is the operation of nursing homes.

Fair review of the business

Turnover of £16,187,444 (2024: £14,177,812) was converted into a profit for the year, after taxation, of £1,915,353 (2024: £2,139,921).

The group has continued strong trading performance despite the increase in the National Living Wage and continued high administrative and establishment costs, as well as the establishment of a fifth home, which began trading in November.

The new home further expands our presence in Devon and the Southwest and we are confident the investment will see a return in the coming years.

The management of costs whilst ensuring appropriate weekly rates and high levels of occupancy has been key to ensuring strong trading performance throughout the year.

The director is confident that the approach of reinvesting profits will mean that the group is well placed to consolidate its position in the region as a key strategic partner for the local authority as well as attracting self-funders to its homes through its reputation for delivering high-quality care.

Our key aim above all is to provide outstanding care to our service users in a safe and welcoming environment for residents, their families, and employees.

The group's five care homes specialise in providing care to people who have dementia and other mental health needs. To help ensure the excellence of our service we monitor and focus on:

1. The provision of high-quality care and support, measured by internal assessments and external confirmation, including the Care Quality Commission (CQC) inspections and reports.

2. Recruitment and retention of quality staff, measured in terms of customer feedback, staff turnover and our success and investment in training our employees with an aim of enhancing the number of staff holding nationally accredited qualifications in care.

3. Maintenance of high levels of occupancy.

Principal risks and uncertainties

The principal risks and uncertainties of the group are:

1. CQC regulation: the health, safety and other regulatory requirements as outlined by the CQC. The group strives to mitigate these risks by providing excellent care to its residents and ensuring its care procedures are continually monitored and updated through regular quality assessment.

2. Interest rate and compliance with banking covenants risk: The group has financed its operations through a mix of short- and medium-term borrowings and available cash balances. The director monitors the interest rate risk and ongoing covenants compliance.

Camelot Care Limited

Strategic Report for the Year Ended 31 December 2025

Section 172(1) statement

Director's Duty under Section 172

The Director is required to act in the way they consider, in good faith, would be most likely to promote the success of the Company for the benefit of its members as a whole. In doing so, the Director has regard, amongst other matters, to:

• the likely consequences of decisions in the long term;
• the interests of the Group's employees;
• the need to foster the Group's business relationships with residents, residents' families, local authorities, NHS bodies, suppliers and other stakeholders;
• the impact of the Group's operations on the community and environment;
• the desirability of maintaining a reputation for high standards of business conduct; and
• the need to act fairly between members.

The Board recognises that the delivery of high-quality care, the wellbeing of residents and employees, and the maintenance of strong stakeholder relationships are fundamental to the long-term success of the Group.

Stakeholder Engagement

Residents and Families

The Group's primary objective is to provide safe, high-quality care and support to residents across its care homes.

The Board receives regular information on:

• resident wellbeing and outcomes;
• safeguarding matters;
• complaints and compliments;
• occupancy levels;
• regulatory inspections and compliance matters; and
• resident and family feedback.

Feedback obtained through resident meetings, family forums, surveys and routine communications informs operational and strategic decisions. During the year, the Board considered this feedback when reviewing care standards, staffing levels and investment priorities across the Group.

Employees

The Group recognises that its employees are critical to the provision of high-quality care services.

The Board engages with employees through:

• regular management meetings;
• employee surveys;
• training and development programmes;
• staff forums and feedback mechanisms; and
• routine communication from operational and senior management teams.

Key matters considered during the year included recruitment and retention, employee wellbeing, training compliance, succession planning and workforce development. The Board continued to review remuneration, benefits and support initiatives to help attract and retain skilled employees.

Regulators and Commissioners

The Group works closely with regulators, including the Care Quality Commission (CQC), and with local authorities and NHS commissioners.

The Board receives updates on inspection outcomes, regulatory developments and quality assurance activities. Maintaining compliance with applicable regulations and delivering positive outcomes for residents remain central to Board decision-making.

Suppliers and Business Partners

The Group aims to maintain constructive and mutually beneficial relationships with suppliers and service providers.

The Board monitors supplier performance and resilience, particularly in relation to medical supplies, food services, utilities, maintenance and agency staffing. The Group seeks to maintain fair payment practices and open communication with its suppliers.

Communities and the Environment

The Group seeks to operate responsibly within the communities in which its homes are located.

The Board encourages engagement with local communities and supports initiatives that promote resident inclusion and wellbeing. Environmental considerations, including energy efficiency and responsible resource usage, are taken into account when reviewing capital expenditure and operational improvements.

Principal Decisions During the Year

When making significant decisions, the Board carefully considers the likely impact on stakeholders and the long-term success of the Group.

Examples of matters considered during the year included:

• investment in care home facilities and refurbishment programmes;
• recruitment and retention initiatives;
• enhancements to employee training and wellbeing support;
• responses to regulatory changes affecting the care sector;
• development of quality and governance frameworks; and
• energy efficiency and sustainability initiatives.

In each case, the Board considered the interests of residents, employees, regulators, suppliers and shareholders before reaching its decisions.

Camelot Care Limited

Strategic Report for the Year Ended 31 December 2025

Section 172(1) statement

Director's Duty under Section 172

The Director is required to act in the way they consider, in good faith, would be most likely to promote the success of the Company for the benefit of its members as a whole. In doing so, the Director has regard, amongst other matters, to:

• the likely consequences of decisions in the long term;
• the interests of the Group's employees;
• the need to foster the Group's business relationships with residents, residents' families, local authorities, NHS bodies, suppliers and other stakeholders;
• the impact of the Group's operations on the community and environment;
• the desirability of maintaining a reputation for high standards of business conduct; and
• the need to act fairly between members.

The Board recognises that the delivery of high-quality care, the wellbeing of residents and employees, and the maintenance of strong stakeholder relationships are fundamental to the long-term success of the Group.

Stakeholder Engagement

Residents and Families

The Group's primary objective is to provide safe, high-quality care and support to residents across its care homes.

The Board receives regular information on:

• resident wellbeing and outcomes;
• safeguarding matters;
• complaints and compliments;
• occupancy levels;
• regulatory inspections and compliance matters; and
• resident and family feedback.

Feedback obtained through resident meetings, family forums, surveys and routine communications informs operational and strategic decisions. During the year, the Board considered this feedback when reviewing care standards, staffing levels and investment priorities across the Group.

Employees

The Group recognises that its employees are critical to the provision of high-quality care services.

The Board engages with employees through:

• regular management meetings;
• employee surveys;
• training and development programmes;
• staff forums and feedback mechanisms; and
• routine communication from operational and senior management teams.

Key matters considered during the year included recruitment and retention, employee wellbeing, training compliance, succession planning and workforce development. The Board continued to review remuneration, benefits and support initiatives to help attract and retain skilled employees.

Regulators and Commissioners

The Group works closely with regulators, including the Care Quality Commission (CQC), and with local authorities and NHS commissioners.

The Board receives updates on inspection outcomes, regulatory developments and quality assurance activities. Maintaining compliance with applicable regulations and delivering positive outcomes for residents remain central to Board decision-making.

Suppliers and Business Partners

The Group aims to maintain constructive and mutually beneficial relationships with suppliers and service providers.

The Board monitors supplier performance and resilience, particularly in relation to medical supplies, food services, utilities, maintenance and agency staffing. The Group seeks to maintain fair payment practices and open communication with its suppliers.

Communities and the Environment

The Group seeks to operate responsibly within the communities in which its homes are located.

The Board encourages engagement with local communities and supports initiatives that promote resident inclusion and wellbeing. Environmental considerations, including energy efficiency and responsible resource usage, are taken into account when reviewing capital expenditure and operational improvements.

Principal Decisions During the Year

When making significant decisions, the Board carefully considers the likely impact on stakeholders and the long-term success of the Group.

Examples of matters considered during the year included:

• investment in care home facilities and refurbishment programmes;
• recruitment and retention initiatives;
• enhancements to employee training and wellbeing support;
• responses to regulatory changes affecting the care sector;
• development of quality and governance frameworks; and
• energy efficiency and sustainability initiatives.

In each case, the Board considered the interests of residents, employees, regulators, suppliers and shareholders before reaching its decisions.

Camelot Care Limited

Strategic Report for the Year Ended 31 December 2025

Approved by the Board on 24 September 2026 and signed on its behalf by:

Camelot Care Limited

Director's Report for the Year Ended 31 December 2025

The director presents his report and the consolidated financial statements for the year ended 31 December 2025.

Director of the group

The director who held office during the year was as follows:

P I Teasdale - Company secretary and director

Financial instruments

Objectives and policies

The group's principal financial instruments comprise bank balances, bank loan, trade creditors and trade debtors. The main purpose of these instruments is to manage funds to finance the group's operations.

Price risk, credit risk, liquidity risk and cash flow risk

Due to the nature of the financial instruments used by the group there is no exposure to price risk. The group's approach to managing other risks applicable to the financial instruments concerned is shown below.

In respect of bank balances, the liquidity risk is managed by maintaining a balance between the continuity of funding and loans from financial institutions. The interest rate on the loans from financial institutions is variable but the monthly repayments are fixed.

The group manages the liquidity risk by ensuring there are sufficient funds to meet the payments.

Trade debtors are managed in respect of credit and cash flow risk by policies concerning the credit offered to customers and the regular monitoring of amounts outstanding for both time and credit limits.

Trade creditors liquidity risk is managed by ensuring sufficient funds are available to meet amounts due.

Disclosure of information to the auditor

Future Developments

The future developments of the business are included within the strategic report.

Approved by the Board on 24 September 2026 and signed on its behalf by:

Camelot Care Limited

Statement of Director's Responsibilities

Company law requires the director to prepare financial statements for each financial year. Under that law the director has elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the director must not approve the financial statements unless he is satisfied that they give a true and fair view of the state of affairs of the group and the company and of the profit or loss of the group for that period. In preparing these financial statements, the director is required to:

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

Camelot Care Limited

Independent Auditor's Report to the Members of Camelot Care Limited

Opinion

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

In our opinion the financial statements:

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 responsibilities for the audit of the financial statements section of our report. We are independent of the group 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 director's 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 original financial statements were authorised for issue.

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

Camelot Care Limited

Independent Auditor's Report to the Members of Camelot Care Limited

Other information

The director is responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report 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.

We have nothing to report in this regard.

Opinion on other matter prescribed by the Companies Act 2006

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

In the light of our knowledge and understanding of the group and the parent company and their environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report and the Director's Report.

Matters on which we are required to report by exception

Responsibilities of the director

As explained more fully in the Statement of Director's Responsibilities set out on page 7, the director is 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 director determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the director is responsible for assessing the group’s and the parent 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 director either intends to liquidate the group or the parent company or to cease operations, or have no realistic alternative but to do so.

Camelot Care Limited

Independent Auditor's Report to the Members of Camelot Care Limited

Auditor 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 an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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 the audit was considered 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:

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

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

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

Camelot Care Limited

Independent Auditor's Report to the Members of Camelot Care Limited

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 auditor's report.

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 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 company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Neil Johnston (Senior Statutory Auditor)
For and on behalf of Albert Goodman LLP, Statutory Auditor

5th Floor
25 King Street
Bristol
BS1 4PB

24 September 2026

Camelot Care Limited

Consolidated Profit and Loss Account
for the Year Ended 31 December 2025

Camelot Care Limited

Consolidated Statement of Comprehensive Income
for the Year Ended 31 December 2025

Camelot Care Limited

(Registration number: 05552888)
Consolidated Balance Sheet as at 31 December 2025

Approved and authorised by the director on 24 September 2026
 

Camelot Care Limited

(Registration number: 05552888)
Balance Sheet as at 31 December 2025

As permitted by s408 Companies Act 2006, the company has not presented its own profit and loss account and related notes as it prepares group accounts. The company made a profit after tax for the financial year of £467,797 (2024 - profit of £187,353).

Approved and authorised by the director on 24 September 2026