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1、CareTech Holdings PLC Annual Report and Accounts 2021CareTech Holdings PLC5th Floor Metropolitan House 3 Darkes Lane Potters Bar Hertfordshire EN6 1AG Tel:01707 601800 www.caretech-CareTech Holdings PLC /Annual Report and Accounts 2021Operational HighlightsCOVEBERRY In November 2020,we completed the
2、 transfer to the CareTech Group of seven services previously operated by The Huntercombe Group.This broadens our Adults Specialist Service pathway by adding highly specialised facilities for the treatment of adults with complex learning disabilities,autism and mental health diagnoses.ACQUISITION OF
3、SMARTBOX In October 2020,we acquired Smartbox,a maiden investment for the Groups Digital investment strategy.Smartbox is a global provider of augmentative and assistive technology for people with disabilities.In joining CareTech,Smartbox technology extends our Care Pathway enabling us to deliver ble
4、nded care and technology solutions to our service users in the UK,shaping a new market for this technology in social care,while supporting Smartboxs growth around the world.ACQUISITION OF REHAVISTA In November 2021,we acquired REHAVISTAs reach and expertise which is unparalleled in Germany,and estim
5、ated to be the second largest funded AAC market globally after the USA.With its deep knowledge of assistive technology and established routes to market,this acquisition provides a significant opportunity for Smartbox to expand the products and services available in Germany,expanding on the existing
6、partnership between Smartbox and REHAVISTA,and across Smartboxs global customer base,which spans more than 30 languages and 45distributors.QUALITY(CQC)CAPACITYCHILDRENS SERVICESEMPLOYEE RETENTIONADULTS SERVICESFOSTER CAREQUALITY(OFSTED)86%(2020:91%)4,979places(2020:4,984 places)2,000places(2020:1,95
7、9 places)71%(2020:75%)2,104places(2020:1,997 places)875places(2020:1,028 places)80%(2020:82%)CareTech Holdings PLC/Annual Report and Accounts 2021REVENUE489.1mIncreased by 13.8%(2020:430m)UNDERLYING PROFIT BEFORE TAX(I)68.3mIncreased by 14.6%(2020:59.7m)OPERATING PROFIT 79.5mIncreased by 49.0%(2020:
8、53.4m)FINAL DIVIDEND PER SHARE 9.5pIncreased by 8.6%(2020:8.75p)OPERATING CASH FLOWS BEFORE NON-UNDERLYING ITEMS(I)96.6m(2020:94.2m)UNDERLYING EBITDA(I)100.5mIncreased by 10.5%(2020:90.9m)UNDERLYING BASIC EARNINGS PER SHARE(I)47.87pIncreased by 13.3%(2020:42.26p)BASIC EARNINGS PER SHARE 28.80pIncrea
9、sed by 25.9%(2020:22.88p)PROPERTY PORTFOLIO VALUATION(II)930.0mwith net debt(i)of 258.7mFinancial HighlightsRESPONSIBLE BUSINESS In 2021,we developed our new Responsible Business strategy CARE4,spanning Planet,People,Innovation and Communities.CARE4 Planet a better future for the planetCARE4 People
10、a better future for our peopleCARE4 Innovation a better future for businessCARE4 Communities a better future for our communities(i)This report provides Alternative Performance Measures(APMs)which are not defined or specified under the requirements of International Financial Reporting Standards(IFRS)
11、.The Group uses these APMs to improve the comparability of information between reporting periods and divisions,by adjusting for certain items which impact upon IFRS measures,to aid the user in understanding the activity taking place across the Groups businesses.APMs are used by the Directors and man
12、agement for performance analysis,planning,reporting and incentive purposes.A summary of APMs used are defined in the appendix on pages 173 and 174.The appendix also contains a reconciliation to their closest equivalent statutory measure.(ii)Knight Frank Property portfolio valuation in October 2021.V
13、aluation is unaudited and Property is stated at cost less accumulated depreciation and impairment losses in the balance sheet.STRATEGIC REPORTIFC Operational Highlights01 Financial Highlights02 Our Purpose04 At a Glance08 Our Business Model12 Investment Case14 Group Executive Chairmans Statement18 C
14、atherines Statement20 Group Chief Executives Statement and Performance Review26 Our Market32 Our Strategy and KPIs34 Strategy in Action 43 Our Key Performance Indicators46 Engaging with our Stakeholders52 Statement by the Directors s17254 Operating Responsibly64 Our Divisional Performance68 Principa
15、l Risks and our Strategic Response 72 Group Financial Review75 Longer-term Viability StatementGOVERNANCE76 Corporate Governance Report78 Board of Directors86 Care Quality and Governance Committee89 Directors Report 92 Directors Remuneration Report101 Statement of Directors Responsibilities FINANCIAL
16、 STATEMENTS102 Independent Auditors Report to the Members of CareTech Holdings PLC114 Consolidated Income Statement115 Consolidated Statement of Comprehensive Income116 Consolidated Statement of Financial Position117 Consolidated Statement of Changes in Equity118 Consolidated Statement of Cash Flows
17、119 Notes to the Financial Statements165 Company Statement of Financial Position166 Company Statement of Changes in Equity167 Notes to the Company Financial Statements173 Appendix Alternative Performance Measures175 Directors and Advisers01 Read more on page 56.STRATEgIC REPoRTStRAtEgIC REPoRtIndepe
18、ndence means having the confidence and skills to be able to live,learn,thrive and engage in community activities a future that is unique to them and informed by theirchoices.We help them to master the essentials of daily life,like being able to cook,shop,keep house,build relationships and stay well
19、and safe.We provide access to learning academic or playful.We build the confidence and skills for employment for those who would like to work in any capacity.And we nurture the ability and self-awareness to engage socially and build lasting relationships.We achieve all of this thanks to the loving,s
20、upportive,fun and therapeutic environments that our specialist professional teams create and with the courage and determination of those in our care.Our vision has driven our success.Our purpose is shared by our staff as well as by the people in our care.We want everyone in the CareTech family to ha
21、ve a bright future and we work tirelessly towards that aim.Haroon SheikhGroup Chief Executive Officer6 December 2021Our PurposeWe enable children,young people and adults with complex needs to make their own life choices,and build confidence and independence to live,learn,thrive and engage in their f
22、amilies and communities for more independent futures that meet their aspirations.OUR PURPOSEOUR VISION IS FOR A WORLD WHERE THERE IS EQUAL OPPORTUNITY FOR A LIFE FULLY LIVED.03StRAtEgIC REPoRt02CareTech Holdings PLC/Annual Report and Accounts 2021We specialise in supporting children and young people
23、 with very complex needs including those with challenging behaviours,sexually offending behaviours,or who have emotional and behavioural disorders.We carefully and professionally support any child irrespective of their need for being in social care and our comprehensive high-quality services include
24、 the UKs largest portfolio of specialist schools and colleges.Our aim is to ensure the children and young people we care for have safe,stable and happy family-based experiences.We offer training and support to help our foster parents provide the best kind of parenting for their foster child.2,000pla
25、ces875placesCAPACITYCAPACITYChildrens ServicesFoster CareAt a GlanceThe CareTech family of companies provide high-quality care and support across the whole social care spectrum for children and adults below retirement age.Our Adults Services support people with learning disabilities,individuals who
26、have or are recovering from mental illness,people with autistic spectrum disorder,individuals who have one or more physical impairments and provide care and rehabilitation for acquired brain injury(ABI).We deliver services in residential,day care and a wide choice of creative supported living settin
27、gs.Our Childrens Services recognised nationally for their expertise cover assessment,residential care,education and fostering options.We specialise in supporting children and young people with very complex needs including those with challenging behaviours,sexually offending behaviours,or who have em
28、otional and behavioural disorders.We carefully and professionally support any child,irrespective of their need for being in social care,and our comprehensive high-quality services include the UKs largest portfolio of specialist schools and colleges.CareTech has pioneered outcomes and progression alo
29、ng the Care Pathway including transition services for young people leaving care and for adults who are making the move into their own home after a lifetime in residential or institutional settings.We are accelerating digital adoption within the Group and blending care and technology in new meaningfu
30、l ways,so even people with the most complex of needs can participate and flourish in society.OUR SERVICESOur Adults Services support people with learning disabilities,individuals who have or are recovering from mental illness,people with autistic spectrum disorder,individuals who have one or more ph
31、ysical impairments,and provide care and rehabilitation for people with acquired brain injury.We deliver services in residential,day care and a wide choice of creative supported living settings.2,104placesCAPACITYAdults ServicesWHO WE ARE0405CareTech Holdings PLC/Annual Report and Accounts 2021StRAtE
32、gIC REPoRtSITES ACROSS THE UK550+PEOPLE11,000+PROPERTY PORTFOLIO930mLOCAL AUTHORITIES ACROSS ENGLAND,SCOTLAND AND WALES300+WHERE WE OPERATE Adults Childrens Fostering Digital Registered OfficesUNITED ARAB EMIRATES*The Company has undertaken a scheduled property revaluation,which Knight Frank has val
33、ued at 930 million.Property is stated at cost less accumulated depreciation or impairment losses in the balance sheet.Breakdown of revenueWe are accelerating digital adoption within the Group and blending care and technology in new meaningful ways so even service users with the most complex of needs
34、 can participate and flourish in society.Digital TechnologyAt a Glance continuedOUR SERVICES CONTINUEDAdults Services 34.6%Foster Care 7.8%Childrens Services 55.0%Digital Technology 2.6%0607CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtHOW WE DO ITWe listen to our stakeholders
35、We seek to engage in constructive dialogue with stakeholders to gather a holistic understanding of their key expectations and concerns.Our key stakeholders include shareholders,people in our care and their families,regulators,suppliers,customers and the communities in which we operate.Some examples
36、of how Caretech purposefully engages with key stakeholder groups are set out on pages 46 to 51.We look after our peopleWe are committed to ensuring employees share in the success of the Group.We promote our values and culture by helping our employees and supporting them with regular supervision,trai
37、ning and clear career developmentprogrammes.Read more about our people on page 51.We have a person-centred approach to our innovative Care PathwaysCare and support are characterised by a genuine belief in the abilities of the people in our care and our professional teams work hard to help individual
38、s in our services make progress.Many years ago we began to describe our services as a Care Pathway,making clear our intention to break away from the old belief that care is for life.We have delivered on this commitment and everyone we support,from young children to profoundly disabled adults,shares
39、our approach to maximise their independence.This is great for the people in our care,rewarding for our staff and strongly supported by those who commission and support our services.Read more about our person-centred approach on pages 47 and 48.We live our culture of respect,quality and careOur aim i
40、s to provide a safe environment for people in our care,staff and visitors.Our aim is to be the highest quality provider across the breadth of our services.Our quality and compliance performance is achieved against a backdrop of continued raising of quality standards in the sector reflected in an inc
41、reasingly stringent regulatory environment.Our highly experienced internal quality and compliance teams undertake a programme of regular inspections and provide constructive feedback,backed by training and supervision as required.We engage the services of outsourced expert advisers ensuring best pra
42、ctice.We are continuing to evaluate ways in which we can improve our standards of care and are investing significantly in the training and induction of staff.Read more about the work of our Care Quality and governance Committee on page 86.We are innovators in social careThrough the lockdowns associa
43、ted with COVID-19,we have come to know how essential it is to level the digital playing field for people with disabilities and complex needs.Addressing this is a significant driver for CareTechs Digital Strategy,which over the coming decade seeks to reach a million people around the world to improve
44、 their quality of life and life chances.To deliver on this ambition,CareTech embarked on a buy,build and partner roadmap to develop a sector first Digital Pathway of services encompassing screening and diagnosis for developmental disabilities,delivering online therapeutic interventions for a range o
45、f behavioural conditions,and making available augmentative and assistive technology and thereby opening up a world of opportunity for people with disabilities and complex needs from accessing information and having a voice to buying products and services.Underpinning this Digital Pathway is a drive
46、for our UK services to act as living labs in developing and trialling new service models that blend care and technology in innovative and meaningful ways.We designed and embarked on our first project during this year,piloting with our schools and care facilities technology that augments education an
47、d care plans to provide a voice to the people in our care with complex communication needs.This pilot,the 100 Voices initiative,is demonstrating promising qualitative results,will inform future service models and is receiving keen interest from social care and education commissioners interested in s
48、eeing greater adoption of technology within the social care sector.Our Business ModelWHAT WE DOHOW WE GENERATE REVENUEIn the UK,local authorities,clinical commissioning groups and Health Boards commission Group services.Funding is received in four main ways:Framework agreementsFramework agreements a
49、re typically awarded to providers on a non-exclusive basis pursuant to a public tender.These agreements outline various service and reporting obligations as well as pricing terms.Framework agreements can be set up for any period of time,although at least two years is typical.The actual care package
50、to be provided for an individual and the pricing is agreed on a case-by-case basis.Spot contractsMost admissions and referrals remain based on spot contracts,which are individual placement agreements.Spot contracts generally have a four-week notice period to terminate the contract and typically do n
51、ot have a minimum term.Spot contracts provide greater operational flexibility and are appropriate for bespoke care packages to meet the high severity support needs of the individuals in a providers care.Fees are typically negotiated on a case-by-case basis.Block contractsA limited amount of speciali
52、st care funding is provided through block contracts.Such block contracts are negotiated for a specific volume of service,pre-booked over a fixed period of time,usually for a specified price.Private pay/insurancePrivate pay services make up a very small part of our revenue as the UK publicly funded b
53、odies will typically provide funding.In the UAE,insurance plays a larger role in funding of services.The Thiqa programme is a comprehensive healthcare programme offered by the Government of Abu Dhabi to UAE Nationals and those of similar status in the Emirate.Digital technologyThe Augmented and Assi
54、stive Communication industry is typically funded by local healthcare providers(i.e.NHS in the UK).WE ARE DRIVEN BY OUR PURPOSE TO ENABLE CHILDREN,YOUNG PEOPLE AND ADULTS WITH COMPLEX NEEDS TO MAKE THEIR OWN LIFE CHOICES,AND BUILD CONFIDENCE AND INDEPENDENCE TO LIVE,LEARN,THRIVE AND ENGAGE IN THEIR F
55、AMILIES AND COMMUNITIES FOR MORE INDEPENDENT FUTURES THAT MEET THEIR ASPIRATIONS.0809CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtThe strategy centres on our positive social impact our corporate purpose and in the course of 2022 we will develop a methodology that enables us t
56、o monitor and report our impact.2022 will also see the launch of One Planet Living across our services a grassroots campaign to ensure that all our services are aligned to our corporate sustainability commitments,implementing activities to reduce energy use,reduce waste,source locally and ensure res
57、ponsible procurement of goods and services.Our services with gardens will develop nature positive plans such as wildlife-friendly planting,home-grown vegetables and composting.CARE4 will enable us to respond to a rapidly evolving business environment that is increasingly demanding a formal and trans
58、parent approach to sustainability,allowing us to meet the requirements of our commissioners whilst also benefitting from non-financial values such as reputation enhancement,employee commitment,talent attraction,community engagement,environmental footprint and service user fulfilment and independence
59、.Read more about CARE4,our approach to responsible business,on page 10.Read more about the Caretech Foundation on page 61.We believe in doing business responsibly We are committed to developing a business that is built on the foundations of responsibility and ethical practice that are inherent in ou
60、r model,and that builds value for all our stakeholders.In 2021,we developed our new Responsible Business strategy CARE4 to help us to achieve that goal.The CARE4 strategy is rooted in our corporate purpose (building independence to enable better futures)and addresses the sustainability issues that a
61、re material to our business.We will report our progress through an annual Purpose Report using the World Economic Forums 21 core ESG metrics in combination with narrative that describes our commitments and activities across four key areas:Our Business Model continuedHOW WE DO IT CONTINUEDGovernanceo
62、ur belief in creating value for all of our stakeholders drives our commitment to good governance,transparency and effective engagement with all involved in our business,safeguarding its long-term success.CARE4PlanetWe know that healthy lives go hand in hand with a healthy planet.We are committed to
63、caring for the wellbeing of our planet to safeguard all our futures.CARE4Innovation We believe that good business creates value for society as well as for those whom we care.our innovative approaches will expand our business for a successful future,helping us to enable independence for more people,p
64、ositively impacting more lives.CARE4Communitythriving communities are central to our success and we aim to be an active contributor in all the locations in which we operate.We also support the vital role of the wider social care sector through the Caretech Foundation.CARE4Peopleour business exists t
65、o facilitate better lives for the people in our care and the people who work for us.We aim to be the sectors best workforce and so we offer market-leading employment opportunities,creating better futures for our employees.Social Impactthe purpose of our business is to enable children,young people an
66、d adults with complex needs to make their own life choices,and to develop confidence and independence to live,learn,thrive and engage,building better futures.10CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRt11StrategyClear strategy of being a leading international integrated pr
67、ovider of specialist social care services for children and adults,delivering high-quality and care excellence.Discover more about our strategy on page 32SectorEstablished system of public and private providers of health and social care.Discover more about the sectors in which we operate on page 28 M
68、arketIncreasing demand for specialist adults and childrens care.Discover more about our markets on pages 26 to 31Investment CaseInternationalWell-positioned to capitalise on opportunities in the Gulf,having established our presence in the region two years ago with our maiden investment in the AS Gro
69、up.Discover more about development opportunities in the group Chief Executives Statement and Performance Review on pages 24 and 25 ManagementStrong management team with a broad range of experience.Discover more about our Board of Directors on pages 78 and 79 TechnologyOpportunity to develop a sector
70、 first Digital Pathway of services for people with disabilities and complex needs.Discover more about our Digital technology division on pages 17 and 671213CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtFarouq Sheikh OBEDear Shareholder,It is my pleasure to present another stro
71、ng set of results for the period ending 30 September 2021.In these unprecedented times,CareTech has continued to demonstrate the significant resilience of its business model by delivering strong growth in all of its key performance indicators.This is underpinned by a robust performance in its core a
72、ctivities with an emphasis on accelerated organic growth initiatives complemented by selective bolt-on acquisitions and,most importantly,delivering on the previously outlined strategy of the creation of the Technology pathway and International division.Both of these initiatives have been successfull
73、y implemented and have significant further opportunities we can build upon in the coming years.On behalf of the Board,I would like to thank our staff who have worked tirelessly throughout the year,enabling us to deliver excellent quality care to individuals in our services.I am enormously proud part
74、icularly of our front-line colleagues in delivering Extraordinary Days,Every Day for our service users.During a year dominated by the COVID-19 pandemic we made two important strategic moves.In October 2020,we acquired Smartbox,a market-leading creator of software,hardware and content that helps indi
75、viduals without speech to have a voice and live more independently.This was an important milestone for our newly established Digital Technology division,established to broaden our Pathway offering to include digital care services.Secondly,in November 2020,we completed the transfer of seven specialis
76、t services previously operated by The Huntercombe Group and rebranded Coveberry.This broadens our specialist offer by adding facilities for the treatment of adults with complex Learning Disabilities,Autism and Mental Health diagnoses.In the UAE,we continued to see exciting prospects for our local op
77、erating brands,with further investments planned and service developments expected to establish our long-term goal of being the first whole person Care Pathway of services for people with disabilities and complex needs in the region.Continued strong performance during COVID-19 showing resilience and
78、growth prospects further underpinned.Group Executive Chairmans Statement15CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRt14Extending our Digital technology offeringOn 29 November 2021,we announced the acquisition of REHAVISTA GmBH(REHAVISTA)and its subsidiary company LogBUK.REH
79、AVISTA is Germanys largest provider of augmentative and alternative communication(AAC)products and services,employing over 170 staff.The company,which has six offices across Germany,provides a range of AAC and assistive technology products and has a strong reputation for excellent service.LogBUK is
80、a subsidiary company to REHAVISTA,providing independent speech and language therapy to help AAC users achieve the best outcomes through specialist clinical support.REHAVISTAs reach and expertise is unparalleled in Germany,estimated to be the second largest funded AAC market globally after the USA.Wi
81、th its deep knowledge of assistive technology and established routes to market,this acquisition provides a significant opportunity for Smartbox to expand the products and services available in Germany,expanding on the existing partnership between Smartbox and REHAVISTA,and across Smartboxs global cu
82、stomer base,which spans more than 30 languages and 45 distributors.REHAVISTA and LogBUK,headquartered in Bremen,generated revenue in excess of 16m in 2020.It is expected that the acquisition will be immediately earnings enhancing.A progressive dividendWe continue to maintain a progressive dividend p
83、olicy.The Board has proposed a final dividend of 9.5p(2020:8.75p)per share bringing the total dividend for the year to 14.1p(2020:12.75p)per share.This represents a full year increase of 10.6%year on year.The final dividend will be paid,subject to shareholder approval,on 4 May 2022,with an ex-divide
84、nd date of 3 March 2022 and an associated record date of 4 March 2022.Embedding and enhancing sustainability The Board is increasing its focus on environmental,social and governance(ESG)initiatives,which we believe represent value drivers for the Group.We have continued to make good progress with th
85、e development of our ESG strategy during a year of many challenges,and I look forward to the publication of our inaugural Purpose Report in early 2022.To oversee the development of this important area of work,we have appointed Jonathan Freeman as the Groups first Sustainability Director.Jonathan wil
86、l report to our CFO,and ESG will become a core part of the Boards agenda.Details of our strategy can be found on page 32.Strengthening Board and operational leadership teamThe search for a new Chair of the Audit Committee is well underway and once this appointment is made,Karl Monaghan will retire f
87、rom CareTechs Board.In addition,we plan to appoint an additional independent Non-Executive Director during 2022 to further strengthen our Board.With the integration of Cambian now complete and,given the opportunities to further grow our existing core services together with the significant opportunit
88、ies both Digital Technology and International bring we have taken the opportunity to strengthen our operational leadership team.This sets us up well for the next phase of growth both here in the UK,International and the Digital Technology division.outlook and prospectsThis year has affirmed our beli
89、ef that we have a well-executed investment strategy,which meets a critical social care need and has demonstrated resilience.Our fundamentals remain strong and we remain committed to providing high-quality care to those we look after.CareTech enters the new financial year in a strong financial positi
90、on,underpinned by a significant property portfolio and strong cash generation.Alongside its successful growth initiatives,the Group continues to see an active pipeline of bolt-on acquisition opportunities,growth in the Gulf region and exciting opportunities to develop our Digital Technology division
91、.Finally,I would like to thank our shareholders for their continued support,and my fellow Board members for their commitment throughout the year.Farouq Sheikh oBEGroup Executive Chairman6 December 2021Group Executive Chairmans Statement continuedFinancial results and position CareTech performed well
92、 during the year to 30 September 2021 with financial highlights as follows:Robust financial performance slightly ahead of market expectations.Revenue increase of 13.8%to 489.1m.Underlying EBITDA increase of 10.5%to 100.5m.Underlying basic EPS increase of 13.3%to 47.87p.Statutory basic EPS increase o
93、f 25.9%to 28.80p.Net debt reduced to 258.7m,underpinned by a significantly increased new property portfolio valuation of the Groups freehold and long leasehold at 930.0m,with leverage of 2.7x adjusted EBITDA.Increased final dividend of 9.5p declared and dividend policy reaffirmed.Group revenue was 4
94、89.1m,an increase of 13.8%driven by organic growth in Childrens Services,the acquisition of Smartbox in October 2020 and the portfolio of assets transferred from The Huntercombe Group in December 2020 to Adults Specialist Services.Group underlying EBITDA increased by 10.5%to 100.5m(2020:90.9m)and un
95、derlying EBITDA margin was 20.5%(2020:21.1%).Underlying profit before tax increased by 14.6%to 68.3m(2020:59.7m)and underlying basic earnings per share was 47.87p(2020:42.26p).Operating cash conversion was strong at 96.1%(2020:103.9%)with net debt at 30 September 2021 being 258.7m(2020:268.9m)and ne
96、t debt/adjusted EBITDA 2.7x(2020:3.1x).Cash generated during the period was used to fund growth through the acquisition of Smartbox for 5.4m(net of acquired cash)and 11.8m on property acquisitions/developments and 16.8m of maintenance capex.2021 0002020 000%changeRevenue489.1m430.0m+13.8%Underlying
97、EBITDA100.5m90.9m+10.5%Underlying profit before tax68.3m59.7m+14.6%Underlying basic earnings per share47.87p42.26p+13.3%Statutory profit before tax66.2m37.8m+75.1%Statutory basic earnings per share28.80p22.88p25.9%Operating cash flows before non-underlying items96.6m94.2m+1.7%Final dividend per shar
98、e9.5p8.75p+8.6%1617CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRt“I feel very lucky and am thankful for everything the staff do for me.”We pride ourselves on delivering care which encompasses our five CareTech values:friendly,positive,person-centred,empowering and innovative.M
99、ost importantly,we cater to each persons individual interests and needs,to ensure they receive tailored support.One of our residents,Catherine,tells of her experience living in a CareTech residential home:“I have lived in a CareTech service for eight years and it is completely my home.I have painted
100、 my bedroom in the colours I like and the furniture is exactly what I wanted.The staff are extremely caring and make sure I have lots of chances to experience different things and meet new people.They are always there to talk to if I feel anxious about anything and are honest with me I trust them an
101、d know they want the best for me.The staff take care of my health and are always helpful if I want to try something new.They make sure all of us build our confidence and I dont feel silly asking a question if I dont know something.I enjoy outings to the seaside at Brighton,shopping trips and going t
102、o the park.The staff took time to find out what I like to do.They know that I enjoy seeing films so we go to the cinema.I feel like I have the right balance of support and I get different help at different times depending on what I need.It was really hard during lockdown as we didnt get to go out ve
103、ry much at all,but the staff were amazing and we did lots of activities indoors like karaoke nights and food from all over the world.One night we had an 80s party with fancy dress,balloons and props we had old sweets and had to guess which song was being played,that was a really great day.I had my n
104、ails painted on our home spa day and me and my friends made salt dough on the weekends and painted it.We also did Bake Off with the staff and baked treats for everyone in our home,which is always good to do together.We like to celebrate occasions like Valentines Day and of course Christmas we do a b
105、ig menu with a roast dinner and give out presents.Then in the evenings there is dancing in the living room with everyone too!The Blooming Marvellous competition is our chance to come together and make our garden a nicer place to hang out and it was one of my favourite lovely things to do.It used to
106、look very overgrown and grey so we did a makeover.We planted flowers and created hanging baskets to make it more colourful and we also built a lot of decking.There were tyres that we painted as decorations and picnic tables in bright colours.It kept us busy and laughing together,we had lots of fun.I
107、 like that we recycle all of our plastic at our home and take it very seriously,because we care about our environment.I go to the bottle bank and everyone tries to keep our rubbish to small piles otherwise it is just a waste.We do upcycling and turn our old items of furniture like benches and boxes
108、into pretty new things for the outdoor area and sometimes for indoors.We love having the animals visit our garden so we have made insect houses and rock gardens so they can come and say Hello.I had never mown a lawn before but I tried it and really enjoyed it our garden looks so nice now and is the
109、place where we keep fit and play games.The best thing about it is doing shows and dances to friends at other services,thats when we feel like a community the most.I really like doing arts and crafts and there was a competition for the Queens Birthday so I made a birthday card for Her Majesty with he
110、r face on,using glitter and colouring pencils.I am a big fan of the Royal Family and even though I didnt win,it was still really good to do.I feel very lucky and am thankful for everything the staff do for me.We share good moments and laughter at our house,we are definitely a family.”Catherines Stat
111、ementTHE SAFETY,WELLBEING AND INDEPENDENCE OF THE PEOPLE WE SUPPORT IS OUR UTMOST PRIORITY AND IT IS OUR PRIVILEGE TO CARE FOR AND TEACH EACH AND EVERY ONE OF THE ADULTS,CHILDREN AND YOUNG PEOPLE ACROSS THE GROUP.1819CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtAs we continue
112、 to live with the effects of the global pandemic,CareTech has demonstrated the resoluteness of our purpose and resilience in our business model.Group Chief Executives Statement and Performance ReviewHaroon SheikhAs we continue to live with the effects of the global COVID-19 pandemic,CareTech has rem
113、ained resolute in its purpose to deliver the highest quality of care while demonstrating the resilience of our business model.These two fundamentals are the basis for our success in delivering Extraordinary Days,Every Day to transform outcomes for the people in our care and provide value for our com
114、missioners.our commitment to high-quality careDelivering the highest standards in education,support and care,and striving to continually improve outcomes for children,young people and adults,are the cornerstones of our purpose as a Group.Our recipe for success,tried and tested over two decades,is an
115、 unrelenting focus on quality,which in turn drives commercial success.These principles have remained particularly important during the pandemic which has caused so much disruption to society.During this time,we have remained focused on providing certainty and assurance to the people in our care that
116、 they are our absolute priority,as well as ensuring that our staff feel safe and supported.As the pandemic has eased,both CQC and Ofsted have re-commenced inspections.CareTechs Adult CQC registered service quality ratings at 30 September 2021 were 86%Good or Outstanding(2020:91%)and our Ofsted ratin
117、gs at 30 September 2021 were 80%(2020:82%).Whilst both our CQC and Ofsted ratings compares favourably to the national social care average,we remain committed to providing the highest quality of care across all our services and have comprehensive improvement plans in place toincrease our quality rati
118、ngs further.Throughout the year our Executive-led COVID-19 taskforce has monitored sites on adaily basis and communicated to all services regularly.Over the year we strengthened our internal Compliance and Regulation team,promoting Tom Burford to Group Executive Director Quality Improvement.We intro
119、duced the Mind of My Own app across every childrens service enabling us to capture and“listen”to the voice of the young people in our services and respond to their individual needs.We launched our Dynamic Line of Sight(DyLOS)across our portfolio of services which provides site-based KPI monitoring a
120、nd added a new Management Information System across ourschools.2021CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtWe continue to recognise our front-line managers as the building blocks that make up a great service.During the year,we have doubled efforts to roll out the Groups
121、Management Development Programme,which is scheduled by 2022 to have reached all frontline management colleagues.Succession in operational leadership As CareTech continues to evolve and grow,and to address operational leadership succession,Nasir Quraishi and Jeremy Wiles have been promoted to the pos
122、itions of Group Executive Director Adults Services and Group Executive Director Childrens Services respectively,replacing John Ivers role as Chief Operating Officer.Both Nasir and Jeremy have many years of experience in the sector and prior to these appointments held key senior management roles with
123、in CareTech.John Ivers will continue with the Group in a newly created strategic role supporting the Companys growth plans and working with the Executive team.Commitment to our peopleThe wellbeing of our staff and those we look after is our utmost priority.The Board has continued the active engageme
124、nt with our workforce,using virtual meetings where needed in line with COVID-19 protocols.We launched our COVID-19 fund last year,and continued to support staff,particularly those that have had to self-isolate and/or who faced hardship on account of the pandemic.Our Executive Committee also continue
125、d to engage extensively throughout the year,hosting a number of events to better understand how people were coping with the working environment caused by the pandemic,check in on their mental wellbeing and explore what the business could do to better support colleagues.I once again congratulate our
126、recruitment and learning services teams who have recruited staff and on boarded them exceptionally well this year in circumstances that remain unusually challenging.We initiated the inaugural Staff Consultative Committee during this period with representation from across the organisation to focus on
127、 the staff voice and workforce matters,with this engagement shaping our People strategy.Over 2,500 staff were recipients of a Thank You,which is the formal recognition of our Applause Programme that was launched in October 2020.This is the key driver to ensure that recognition of our values and thei
128、r impact on the care and support given is embedded throughout the organisation.To celebrate the diversity within the Group,we launched our Equality,Diversity and Inclusion strategy,with work now underway to enhance our practices and culture.We are fully committed to fairness and inclusivity.Hiring t
129、he right people,based on CareTechs values,is central to achieving our purpose.It has been widely publicised that the social care sector is facing challenges in respect of staff recruitment and cost inflation following the pandemic easing and we have seen the annualised staff retention rate fall duri
130、ng the year from 75%to 71%.We are well placed to navigate these sector-wide challenges and continue to consider innovative methods of recruitment,investing in the careers of our staff through best-in-class training and development.Our unwavering focus remains to be the employer of choice in our sect
131、or.The National Minimum and Living Wage percentage increase in April 2022 is in line with those we observed prior to the pandemic and,as with prior years,we would expect annual fee negotiations with Local Authorities to cover the majority of additional operational costs including increases to front-
132、line staff pay.As a learning organisation with a culture of open dialogue our most recent staff survey received over 3,000 responses,demonstrating positive engagement.Our focus for the coming year is to roll out Group-wide plans to improve staff experience and act upon the feedback we received.Group
133、 Chief Executives Statement and Performance Review continuedThe wellbeing of our staff and those we look after is our utmost priority.The Board has continued the active engagement with our workforce,using virtual meetings where needed in line with COVID-19 protocols.2223CareTech Holdings PLC/Annual
134、Report and Accounts 2021StRAtEgIC REPoRtIt is my enduring pleasure to lead CareTech,a business that has consistently made a lasting difference to so many lives.This year we warmly welcomed Smartbox and Huntercombe Services to the Group.They,along with the rest of the CareTech family,joined in the ma
135、ny initiatives to celebrate the achievements of our service users across the country,holding our annual Arts and Crafts awards,Easter Spirit event and a Blooming Marvellous Gardeningcompetition.I conclude by expressing my sincere thanks to our Board,our executive and management teams and colleagues
136、throughout the Group for their hard work,commitment and dedication.In particular I would like to reach out to our staff to convey my heartfelt appreciation and thank them for the manner in which they resolutely provide outstanding care to our service users,and support eachother.Haroon SheikhGroup Ch
137、ief Executive Officer6 December 2021Group Chief Executives Statement and Performance Review continuedUK social care marketThe demand for our services remains high,with those we care for presenting needs tending to be ever greater.Despite the pandemic we have continued to extend our services through
138、the development of new specialist residential homes and supported living.Our growth is focused on meeting the demands of the market as well as adding spokes to ensure optimal operating efficiency of existing services.Within the year we purchased 25 properties which will add capacity of 59.During the
139、 year,the Childrens division had 11 openings which added capacity of 22 beds.We can expect to at least achieve the same additional increased capacity within the coming year.The market remains highly fragmented and we are well positioned to pursue a strong and active pipeline of organic and bolt-on a
140、cquisitions in both Adults Services and Childrens Services.Caretech InternationalOur Care Pathway,which encompasses Childrens and Adults Services in the UK and addresses the needs of individuals with complex needs,continues to receive attention from Gulf markets of the Middle East,a region with sign
141、ificant unmet need and paucity of operator expertise.We are well positioned to capitalise on these opportunities,having established our presence in the region two years ago with our maiden investment in the AS Group.Our UAE investment has weathered the pandemic extremely well and continues to grow i
142、ts services.The business presently operates mental health services in outpatient clinics and inpatient hospital settings,and is developing a localised version of our Care Pathway,taking into account the nuances of the operating environment in the UAE.Growth in service developments include home healt
143、h and social care services,physical healthcare,and a special education needs school development.Led by Shafqat Malik,CEO of AS Group,and supported by CareTechs corporate expertise,we are well positioned to be the operator of choice for our specialisms and the first Company in the region to deliver a
144、 whole person Care Pathway of services for people with disabilities and complex needs.Next stop in the region for our growth is Saudi Arabia.This is another market with significant need for international expertise for our specialisms,a transformational policy backdrop,and expected privatisation in h
145、ealth and social care.We have invested in a dedicated team led by Zafar Raja,CEO CareTech MENAP,to focus on Saudi Arabia.We are confident this investment in an in-country senior team will translate into opportunities and service developments during the coming year.Digital and innovation Technology p
146、lays an incredibly important role in how we operate as a Group,supporting our services and staff with solutions and enabling great quality care for our service users.The pandemic has accentuated the need for innovative and scalable technology,and I am delighted our highly talented technology teams h
147、ave risen to this challenge,procuring best-in-class solutions and developing in-house applications.One example being the 100 Voices project,a collaborative effort to bring care and assistive technology together by blending Smartbox devices with ongoing education and care support plans for 100 servic
148、e users across our Childrens and Adults services.The project is already demonstrating the impact of augmentative and assistive technology in opening a world of opportunity for people in our care who previously were limited by their communication impairments.Hill House,an outstanding school within ou
149、r portfolio,is taking a whole school approach to the 100 Voices pilot and increasing participation and opportunities for communication for all students.New students are now having communication needs assessed on entry to the school,so appropriate technology can be provided to meet their needs.Simila
150、rly in the Adults Division our Selwyn services are adopting the technology at scale and along with the technology from the Rix Centre,University of East London,are trailblazing care and technology coming together in new and meaningful ways.These pilot projects are potentially not only transformative
151、 for CareTech,but also for the wider social care sector that urgently needs to adapt technology at scale to improve outcomes and efficiency.We recognise the enormous digital innovation opportunity our sector standing presents,and for this reason are accelerating focus and investment in this area in
152、coming years.Summary and outlook The global pandemic continues to test the resilience of UK PLC and civil society across the world.I am pleased to report that our strategy in the markets we serve has proven to be durable and robust.In this 27th year of our corporate journey the Group has demonstrate
153、d that commitment to purpose is as relevant today as it was when we opened our first small care home.I remain confident about CareTechs outlook and prospects,to reach more people with complex needs at home and overseas,through a blend of high-quality services and our extended digitalcapability.2425C
154、areTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtCHILDREN IN UK LOOKED AFTER OUTSIDE FOSTER CARE10,080CHILDREN IN INDEPENDENT SECTOR SPECIAL SCHOOLS AND COLLEGES21,817PLACED IN FOSTER CARE IN ENGLAND54,870Childrens ServicesIn 2020,the total market for specialist Childrens Services
155、 was worth approximately 5.9bn.The market is growing for the following reasons:Long-term population growth and higher prevalence of special educational needs and high needs over time.High priority for the government is adequate provision of mental health services and support for vulnerable children
156、and young people.Earlier diagnosis of complex needs.Data from Laing and Buisson Childrens Services Market Report 5th edition 2020 reportOur Market#1 INCREASING DEMAND FOR SPECIALIST ADULTS AND CHILDRENS CAREYOUNGER ADULTS IN RESIDENTIAL CARE SETTINGS63,000YOUNGER ADULTS IN NON-RESIDENTIAL CARE SETTI
157、NGS297,000PROPORTION OF UK POPULATION WITH SPECIFIC MENTAL DISORDERS13%Adults ServicesThe Adults Services care market in which the Group operates in the UK market is worth an estimated 12.5 billion per annum and estimated to be growing by 23%per annum.The principal drivers of demand for adults speci
158、alist care in the UK are:Improved life expectancy and ageing of learning disabled population.Increasing survival of children and young people with complex needs into adulthood.Inability of parents to provide informal care.Increased medical interventions around birth,increasing the number and proport
159、ion of service users with lifelong severe learning and/or physical disabilities.Moving up the acuity spectrum increases fees but also creates areas of expertise that others find difficult to match.There is commissioner preference for supported living over residential care as this is a lower cost to
160、local authorities because the housing element is paid from housing benefit allowance.Data from Laing and Buisson Adult Specialist Care 4th edition 2020 report2627CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtFOSTER CARE MARKET ACROSS ENGLAND WORTH 1.75bn791m Independent sector
161、956m Public sectorMARKET GROWTH RATE3.7%p.a.*Data from Laing and Buisson Adult Specialist Care 4th edition 2020 report*Data from Laing and Buisson Childrens Services Market Report 5th edition 2020 reportThe UK has an established system of public and private providers of health and social care.Althou
162、gh the available resources to purchase social care remain largely static there is a known increase in demand across the whole spectrum,presenting purchasing bodies with a conundrum and focuses money on the areas of highest need such as complex children,very disabled or complex people with learning d
163、ifficulties and hospital discharge schemes.The principal driver for commissioners in local authorities and the NHS is value.This is interpreted by them as the optimum balance between quality and price,but has an underpinning criterion determined by outcomes.Our Market continued#2 ESTABLISHED FUNDING
164、 MODEL FOR HEALTHCAREMARKET FOR RESIDENTIAL LEARNING DISABILITIES AND SUPPORTED LIVING WORTH AN ANNUAL 5.8bnRESIDENTIAL CHILDRENS MARKET ACROSS UK WORTH 1.64bn1.15bn Independent sector492m Public sectorEDUCATION AND TRAINING IN SPECIAL SCHOOLS AND COLLEGES 4.29bn1.2bn Independent sector3.09m Public
165、sectorADULTS SPECIALIST CARE MARKET12.5bnMARKET GROWTH RATE1.2%2.6%p.a.RESIDENTIAL MARKET GROWTH RATE6.9%p.a.EDUCATION MARKET GROWTH RATE6.3%p.a.2829CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRt#5 ACCESS TO SKILLED CARE WORKERSThe social care sector has high levels of turnove
166、r and vacancies.Following the introduction of the national living wage on 1April 2016,care workers pay has increased but staff turnover remains high given tough working conditions.Care workers in the sector find working in the sector fulfilling,but there is perception of low pay and lack of training
167、 or promotional prospects.What this means for CaretechThe market segments served by CareTech are growing for both adults and children who present with high severity needs,challenging behaviours and who have complex care requirements.Hence,budget cuts have a very limited impact on the Group.One of ou
168、r differentiating factors is the concept of the Care Pathway to reflect our optimism that users of our services can make progress with their lives.Our commitment to maximise independence is great for the people in our care,rewarding for our staff and strongly supported by those who commission and su
169、pport our services.INDUSTRY AVERAGE RETENTION RATE 300 local authorities and care commissioning groups.our communitiesOver 5,500 organisations participated this year in Purple Tuesday making over 7,000 commitments to make changes in practice from more accessible websites,improved signage,formalised
170、quiet hours for people with learning disabilities,to frontline staff learning hello,goodbye and other phrases in British Sign Language.With media opportunities giving 17.4 million people across Britain access to the initiative and top trending on Twitter worldwide,Purple Tuesday has become the go-to
171、 brand for the disabled customer experience.The CareTech Foundation is the first corporate foundation in the UK social care sector,demonstrating the Groups commitment to wider society and to our staff,and our desire to play a strong leadership role within the social care sector.The Foundations missi
172、on is to support and champion the social care sector,care workers and those living in care.our investorsSince IPO,Revenues,underlying EBITDA and EPS have grown by a CAGR of 21%,26%,and 17%respectively.CareTechs market capitalisation has gone from 60m at IPO through to c.700m.CareTech has a progressi
173、ve dividend policy and paid out 12.75p for 2021.Engagement with our stakeholdersThe six key stakeholders identified by the Board are at the heart of what we do,being:people in our care;our customers;our shareholders;our Regulators;people;and our suppliers.It is of the highest importance to us that w
174、e engage with all of our stakeholders meaningfully,to inform decision-making and ensure we provide value in all areas of our business.It is challenging to ensure all of our stakeholders have the same experience with the Group,due to our wide range of locations,operations and roles;therefore,we promo
175、te an ongoing dialogue with all our stakeholders to enable us to effectively act on feedback,and we foster a culture of honesty and integrity.our approach to looking after people in our careWe believe the wellbeing of those entrusted in our care is our single most important corporate responsibility.
176、We have continued to strive for long-lasting improvements in our services in a way that is consistent with the interests and priorities of our stakeholder community.As always,the driving force underpinning the Groups operations is the delivery of the highest quality of care to those in our care.As t
177、he Group grows,we strive to maintain a culture that never forgets the important relationship we have with the people we support.We seek to nurture these relationships and see them as partnerships of mutual interest and respect,with our person-centred approach ensuring peoples interests are safeguard
178、ed and vulnerabilities minimised.StRAtEgIC REPoRtEngaging with our StakeholdersWe provide a Care Pathway to meet the needs of the people in our care,and our professional care and education teams strive to make each day an extraordinary day.Across the Group,we look after close to 5,000 people.4647Car
179、eTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtHow we engaged during the year CareTechs services are present on a multitude of purchasing frameworks across England,Scotland and Wales.These procurement tools allow providers,through a combination of quality and fees,to become a reco
180、gnised provider aligned to their provision type.This provides a purchasing mechanism to allow the Group to access placement referrals for people whose needs could be met by our services.The referral and placement of people takes place daily across the Group.This process involves many people from com
181、missioners and Group staff,with a single focus on understanding and being able to articulate how the needs of a person can be met.Operational colleagues have had regular contact with commissioners regarding each placement.Alongside this,there are formal reviews to understand the progress of each per
182、son placed and determine any changes to an individuals care plan.With the challenges of the pandemic,face-to-face meetings were replaced with video calls with providers and commissioners settling into new and effective ways of communicating.outcomes Business development teams have had strategic disc
183、ussions regarding the sufficiency requirements of commissioners and this feedback allowed the planning of future services.Senior operational staff,alongside the business development teams,supported whole Authority Business Reviews that allow detailed discussion on performance to take place.our appro
184、ach to shareholder engagementThe Board appreciates that effective communication with the Groups shareholders and the investment community as a whole is a key objective.The views of both institutional and private shareholders are important,and these can be varied and wide-ranging,as is their interest
185、 in the Groups strategy,reputation and performance.The Group Executive Chairman has overall responsibility for ensuring this communication is effectively conveyed and for making the Board fully aware of key shareholders views,comments and opinions.Contact with investors throughout the year is a prio
186、rity and the Board strives to look after their interests.General presentations to major shareholders following the publication of the Groups annual and interim results are conducted by the Group Executive Chairman and the Group Chief Financial Officer as are regular meetings through the year with fu
187、nd managers and investment analysts.Robust year-on-year dividend growth is an objective and all shareholders are encouraged to attend CareTechs Annual General Meeting,which all Board members attend,as this provides an opportunity to address questions to the Directors.The Groups annual and interim re
188、ports are available to all shareholders and all results,Group announcements and related investor information can be accessed via the corporate website,www.caretech-.The website is under constant review in an effort to maximise the effectiveness of information made available to shareholders.The Board
189、 embraces open dialogue with shareholders and works with its stockbrokers,Numis and Panmure Gordon to ensure that an appropriate level of communication is facilitated through a series of investor relations activities.our approach to engaging with commissioners The commissioners in local authorities
190、and health bodies across England,Scotland and Wales are key stakeholders for CareTech.The people in our care are typically referred by a social worker or case manager and access to our services is purchased through the authoritys respective commissioning teams.The funding of placements is not always
191、 met by social care;health commissioners support the payment of any health component of a care package.Effective engagement and communication with these stakeholders is a priority for the Group.All staff at CareTech interface in some way either directly or indirectly with local authorities and other
192、 commissioners.The Groups business development teams have overall responsibility to ensure that engagement and communication are effective,and,together with operational colleagues,ensure that the Board is fully aware of commissioning trends.Contact with local authorities is at least daily across the
193、 Group.This ranges from the daily partnership working with social work teams to ensure that the needs of people in our care are being met,to formal placement and business reviews.These reviews involve our core staff,senior operational colleagues and Directors,depending on the meetings requirements.T
194、he demonstration of value for the services that the Group provides is objective,and this is demonstrated individually through placement reviews and collectively at a service level review.The sharing of regulatory reports and those conducted by independent visitors allow the ongoing quality assurance
195、 of our services to be shared.The Groups websites detail the specifics of our service offerings.This is under constant review in an effort to maximise the effectiveness of information made available to all stakeholders.The further expansion of our Care Pathway seeks to provide whole of life of solut
196、ions to the needs of the people we support,maximising independence where possible by encouraging education,promoting choice,being proactive with family members,providing training for employment where feasible and nurturing personal ambition where helpful.In the past year we have celebrated the achie
197、vements of those we support across the country,including holding our annual Art competition and Blooming Marvellous gardening competitions.We are determined to preserve the dignity of those we care for and fully support government initiatives to this end.We see making each day an extraordinary day f
198、or those in our care a vital ingredient to their,and our,success.From the first time we meet each person we start to gain an understanding of not only their needs which are often complex and challenging,but most importantly to understand their future aspirations so that a plan to support them in our
199、 care is individual and as best informed as possible.Where present,parents(carers/guardians),social workers and other professionals play a key role in supporting the development of their individual care plan.A persons care plan is dynamic,informed and updated by their voice together with the profess
200、ionals supporting them in their placement,alongside their social worker(and other external professionals)as well as advocacy services and independent reviewing professionals who visit services regularly.This multi-disciplinary approach ensures that the care plan is as rich and well informed as possi
201、ble.Where communication is a challenge for a person,the use of appropriate communication techniques are important,from computer assistive devices,such as those provided by our Smartbox GRID technology,to British Sign Language and Makaton to ensure their voice is heard.We have implemented Mind of My
202、Own across all our Childrens Services to enable us to capture and listen to the voice of the young people in our services and respond to their individual needs.We spend time to explain how each persons voice can be heard,and what they should do if they think that this is not happening.They are remin
203、ded of this on an ongoing basis.How we engaged during the year Each person was formally reviewed against clear progress targets being set by the team supporting the person.We utilised surveys,in the form of simple questionnaires,to ensure that our provision was meeting the needs of those in our care
204、.As part of the regulatory inspection process,inspectors met with the people in our care and asked for their feedback,which is included as a key part of the inspection report.We supported visiting and contact with parents appropriately and as agreed as part of any care plan.Whilst during the pandemi
205、c this was restricted,this has now been fully restored.outcomes During the pandemic,there was need to keep our sites COVID-19 secure and safety measures were put in place.Our priorities in 2022 include continuing to ensure that we work towards the aspiration of each person by making every day an ext
206、raordinary day and celebrating their successes.At 19,despite the many challenges of autism,Jake has embarked on a career in horticulture a subject he loves.He proved his ability to work independently on a work placement at a local community garden where his diligent work earned him an invitation to
207、a permanent job.He now works three days a week helping to keep the community parks and gardens maintained.This transition from school to work was a challenging one for Jake;his autism means that he finds any change to his routine very hard to manage.When the opportunity of the perfect work placement
208、 came up,his team at school worked hard to provide him with the support and competences he needed to succeed and to help him fulfil his ambitions to work in a gardening and landscaping role.The teams support helped Jake to build his confidence until he felt fully settled in his new environment.Worki
209、ng independently helped him to learn new life skills as well as practical skills,enabling him to develop and grow.This carefully managed support has allowed him to move on and be independent in his new career.“Jake is very ready to leave the classroom now and have that practical outdoor experience w
210、hich he loves.He likes the one-on-one interaction with the park ranger and they get on very well so I think it is a perfect choice for his career path and the best outcome for him.We are so delighted to see him thrive in his new-found independence.”Sarah Chatterton,Interim Head of Education,Brook Vi
211、ew SchoolIndependence for Jake as he embarks on a career in horticultureCASE STUDYEngaging with our Stakeholders continued4849CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtHow we engaged during the year Supplier relationships are primarily managed by our property and procureme
212、nt team.Payment practices are monitored on a monthly basis.The Board reviewed and approved the Companys Modern Slavery Act Statement.Suppliers must demonstrate that they operate in accordance with recognised standards that uphold human rights and safety and prohibit modern slavery.outcomes Liaison w
213、ith suppliers on an individual basis to provide information on the Groups ordering pattern.Due to the pandemic,reached beyond the normal supply chain to source new domestic and international suppliers.How we look after our people The CareTech Group recognises the increasing importance of engaging wi
214、th its workforce.Employee engagement is critical in maintaining strong operational delivery,in uncertain times of change.We therefore strive to maintain and create further opportunities to generate dialogue between management and our employees both directly and through varying channels.The Board bel
215、ieves effective engagement to be a key element of its understanding of the Companys ability to create value as it recognises that our people are our greatest asset.Employee views can help inform the Board on matters such as operational effectiveness,Company culture,key areas of development and risk,
216、and strategy development and delivery.How we engaged during the year Management regularly engages with the workforce through a range of formal and informal means,including via webcasts and emails from the Group Chief Executive Officer and other senior executives,team meetings,and face-to-face gather
217、ings where safe to do so in line with COVID restrictions.We gain feedback from colleagues through a full annual survey which is analysed by the Board and Executive Committee with action plans put in place to respond to findings.outcomes Increased investment in wellbeing support for colleagues(see pa
218、ge 23).Ongoing work to create a culture of recognition and praise.Inaugural Staff Consultative Committee.The CareTech Group recognises the increasing importance of engaging with its workforce.Employee engagement is critical in maintaining strong operational delivery,in uncertain times ofchange.How w
219、e engaged during the year Group Executive Chairman and Group Chief Financial Officer reported back to the Board after the investor roadshows.Regular,detailed feedback provided to the Board by our stockbrokers,financial public relations and investor relations advisers to inform the Board about invest
220、or views.Regular meetings between the Group Executive Chairman,Group Chief Financial Officer and Group Chief Operating Officer with institutional investors,sales teams and industry/sector analysts.Released regular updates on the operational and financial performance of the Group incorporating occupa
221、ncy levels,quality ratings,revenue,profitability by division,net debt and appropriate commentary on key business trends.The Group Executive Chairman engaged with larger institutional shareholders to discuss matters including the Board,strategy,remuneration and corporate governance.All communication
222、from individual shareholders reviewed by management and provided with a response.Ensured that all shareholders have equal access to information by making documents presented at investor meetings available on the Groups corporate website:www.caretech-.As pandemic mitigations have eased,we have been a
223、ble to accommodate shareholder visits to our services.outcomes Increased focus on ESG matters and our inaugural Purpose Report.More time allocated to senior and next-level operational management.our approach to engaging with our regulatorsCareTech operates in a highly regulated environment.The Group
224、 invests heavily in its internal compliance capacity and has established open,transparent,and positive relations with care,health and education regulators in the national and international environments within which we operate.CareTech sits within the CQC Market Oversight group and complies fully wit
225、h the financial,business and care regulatory requirements that market oversight brings.Regulatory requirements differ across both the sectors that we operate in,but also in the devolved administrations of Scotland and Wales.The Groups internal compliance team supports the business to understand and
226、interpret the external regulatory landscape and ensure continued compliance with all regulatory requirements.The ratings across the Group continue to compare well with other providers.This year has seen the need to engage with regulators in a very different way.COVID-19 has impacted on the regulator
227、y programmes of all of the national regulatory bodies.The first part of the Groups operating year saw the suspension of the vast majority of site inspections and of the awarding of ratings.The Group engaged with the amended regulatory programmes and introduced enhanced risk assessment processes and
228、reporting for all services to provide additional compliance assurance to regulators.Alongside engagement with regulators,the Group further enhanced strategies and policies for effective data protection information governance,and in meeting health and safety requirements.How we engaged during the yea
229、r National relationship meetings with Ofsted and CQC.On-going dialogue with relationship managers through COVID-19.Introductory meetings for newly appointed CareTech senior managers.Regular dialogue at regional and local level on services quality and compliance.Participation in consultations and lea
230、rning events with all regulatory bodies.Working closely with the regulator and NHSE/I on services transferred to our Coveberry Group in particular with the CQC to improve a service with an inherited Inadequate rating and to address failings in another service to ensure the future operating model mee
231、ts the Right Support,Right Culture,Right Care national requirements.outcomes During a period where it was difficult to undertake normal inspections,we worked with the Regulators to facilitate focused inspections and virtual visits to our sites.our approach to supplier engagementThe Board is mindful
232、of the importance of ensuring that the Group is able to source a broad range of high-quality products from a base of well-respected suppliers and of being a trusted partner for our suppliers.Sourcing personal protective equipment throughout the pandemic has never been so important as in 2020 as we h
233、ave depended on it to ensure that we have sufficient stocks and other suppliers for us to be able to deliver care in a safe environment during the pandemic.Engaging with our Stakeholders continued5051CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtEmployee engagement is critical
234、 in maintaining strong operational delivery,in uncertain times of change.Throughout this Annual Report,we provide examples of how we:take into account the likely consequences of long-term decisions;take into account the interests of the Companys employees;foster relationships with our suppliers,cust
235、omers and others;have a positive impact by the Companys operations on the community and environment;attribute importance to behaving as a responsible business;and act fairly between members of the Company.The Board of Directors of CareTech Holdings PLC consider,both individually and together,that th
236、ey have acted 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(having regard to the stakeholders and matters set out in s172(1)(a-f)of the Act)in the decisions taken during the year ended 30 September 2021.Rep
237、orting requirementExplanationFor more informationThe likely consequences of any decision in the long termAll decisions are made with long-term consequences in mind and aligned to our core purpose.Our business model page 08We maintain a conservative funding structure and a progressive dividend policy
238、.page 47The interests of employeesOur annual employment survey was completed with positive feedback.Inaugural Staff Consultative Committee held to ensure that the voices of our staff are at the heart of our business.page 36The need to foster business relationships with suppliers,commissioners and ot
239、hersThe Board has identified the Groups key stakeholders to be people in our care,employees,commissioners,shareholders,suppliers,regulators,lenders and communities.Regular communication takes place to listen and encourage participation from all our stakeholders.pages 47 to 51The impact of operations
240、 on the community and the environmentIn 2021,we developed our new Responsible Business strategy CARE4,and donated 1.2m to the CareTech Foundation to support the wider social care sector.Our approach to responsible business page 54 CareTech Foundation page 61The desirability of maintaining a reputati
241、on for high standards of business conductWe remain committed to becoming the highest quality provider of care,education and therapeutic support.We believe good governance is vital,and having clear divisions of responsibilities and roles.Our approach to responsible business page 54The need to act fai
242、rly between members of the GroupThe Board embraces open dialogue with all stakeholders and works with its brokers to ensure an appropriate level of communication is facilitated.Our shareholder engagement page 81Statement by the Directors in performance of their statutory duties in accordance with s1
243、72(1)Companies Act 20065253CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtStRAtEgIC REPoRt2021 resultsThe methodology used to calculate the GHG emissions is in accordance with the requirements of the following standards:World Resources Institute(WRI)Greenhouse Gas(GHG)Protocol(
244、revised version).Defras Environmental Reporting Guidelines:Including Streamlined Energy and Carbon Reporting requirements(March 2019).UK office emissions have been calculated using the Defra 2020 and 2021 conversion factor repository.Following an operational control approach to defining our organisa
245、tional boundary,our calculated GHG emissions from business activities fall within the reporting period of October 2020 to September 2021 and using reporting period of October 2019 to September 2020 for comparison.Emissions and energy usageEmissions SourceEmissions tCO2eVariance20202021Scope 1Natural
246、 gas(i)3,1794,77950%Other fuel types(ii)1,1951,38716%Company and leased cars3,9143,433-12%Total Scope 18,2889,59916%Scope 2Electricity3,1082,751-11%Total Scope 23,1082,75111%Scope 3Electricity transmission and distribution 267243-9%Employee cars(iii)166378128%Total Scope 343362143%Total(Market-based
247、)9,30710,26510%Total(Location-based)11,82912,97110%Total Energy Usage(kWh)153,011,19470,852,96834%NormalisertCO2e per FTE1.61.6-%Table 1 Energy(i)Natural gas During 2021,we have worked towards improving data quality(better data from more sites)that has resulted in increases in reported emissions as
248、the standard data under-estimated the position.We do not believe there is any material increase in real emissions and are satisfied that 2021 data provides a robust baseline from which to calculate our emissions reduction plan.(ii)other fuel types Improved data quality has provided greater accuracy
249、with reference to use of other fuels (e.g.heating oil)data for which was unavailable previously.(iii)Employee cars The reported year-on-year increase is primarily due to greater data accuracy.Employee mileage data is difficult to obtain and the estimation protocol means that emissions are more likel
250、y to be over-estimated than under-estimated.During 2022,we will work to improve data accuracy to inform our decarbonisation plans and will also launch a staff travel programme.1 Energy reporting includes kWh from scope 1,scope 2 and scope 3 employee cars only(as required by the SECR regulation).Oper
251、ating ResponsiblyCarbon emissions CareTech recognises that our global operations have an environmental impact and we are committed to monitoring and reducing our emissions year-on-year.We are also aware of our reporting obligations under The Companies(Directors Report)and Limited Liability Partnersh
252、ips(Energy and Carbon Report)Regulations 2018.As such,this year we have continued our energy and carbon reporting to meet these new requirements and increase the transparency with which we communicate about our environmental impact to our stakeholders.2021 performanceThis year we have calculated our
253、 environmental impact across the required scope 1,2 and 3(selected categories)emission sources.Our emissions are presented on both a location and market basis.On a location basis our emissions are 12,971 tCO2e,which is an average impact of 1.6 tCO2e per FTE and an increase of 10%from 2020.Our market
254、 basis emissions are 10,265 tCO2e,which is an increase of 10%from 2020.We have calculated emission intensity metrics on a per FTE basis,which we will monitor to track performance in our subsequent environmental disclosures.During 2021,we have worked towards improving data quality(better data from mo
255、re sites)that has resulted in increases in reported emissions as the standard data under-estimated the position.We do not believe there is any material increase in real emissions and are satisfied that 2021 data provides a robust baseline from which to calculate our emissions reduction plan.Energy a
256、nd carbon actionIn the period covered by the report the Company has undertaken the following emissions and energy reduction initiatives:We commissioned a project to update our EPCs;providing us with a benchmark Energy Performance per property type and understand where we can best focus our energy re
257、duction strategies.As the boilers in our services come to the end of their lifespan,we replace them with newer more efficient condensing boilers.CareTech recognises that our global operations have an environmental impact and we are committed to monitoring and reducing our emissions year-on-year.Newl
258、y installed or upgraded radiators are fitted with a thermostatic valve and the systems balanced.We upgrade to LED lightings when refurbishing services and when current fittings come to the end of their lifespan.We have domestic kitchens in all our services and choose AA-rated energy efficient ovens,
259、fridges,freezers when replacing or upgrading.We replaced 60 of our fleet vehicles with newer more fuel-efficient models and started a programme of ordering electric and hybrid vehicles,both these initiatives will expand in the 2022 period.55StRAtEgIC REPoRt54CareTech Holdings PLC/Annual Report and A
260、ccounts 2021Governanceour belief in creating value for all of our stakeholders drives our commitment to good governance,transparency and effective engagement with all involved in our business,safeguarding its long-term success.CARE4PlanetWe know that healthy lives go hand in hand with a healthy plan
261、et.We are committed to caring for the wellbeing of our planet to safeguard all our futures.CARE4Innovation We believe that good business creates value for society as well as for those whom we care.our innovative approaches will expand our business for a successful future,helping us to enable indepen
262、dence for more people,positively impacting more lives.CARE4Communitythriving communities are central to our success and we aim to be an active contributor in all the locations in which we operate.We also support the vital role of the wider social care sector through the Caretech Foundation.CARE4Peop
263、leour business exists to facilitate better lives for the people in our care and the people who work for us.We aim to be the sectors best workforce and so we offer market-leading employment opportunities,creating better futures for our employees.Social Impactthe purpose of our business is to enable c
264、hildren,young people and adults with complex needs to make their own life choices,and to develop confidence and independence to live,learn,thrive and engage,building better futures.Operating Responsibly continuedWe are proud of the life-changing results that we achieve for individuals in our care.Ou
265、r shared purpose to build independence for our service users means that a focus on quality care and good governance has always been central to the way we operate.We aim to ensure that our staff are provided with opportunities to develop their skills and careers,as well as the opportunity to particip
266、ate in Company ownership.The pandemic,and rising concerns about climate change,resource scarcity and human rights have made it clear to us that sustainably operating responsibly is a business imperative.Building on our inherent culture of responsibility,in 2021,we have made a commitment to new strat
267、egies to address urgent environmental issues,alongside further enhancing our people policies that are focused on equally important human issues such as diversity,equity and inclusion.Published alongside this years Annual Report is our first Purpose Report,which describes this exciting new strategic
268、approach and how it is central to the way we do business.CARE4 Responsible business at Caretech CARE4 is our new Responsible Business strategy.We have developed a framework(see facing page)that reflects the material issues for our business and sets key commitments to measure progress.It is rooted in
269、 our corporate purpose:building independence,to enable better futures.“If I can walk again,I can do everything else again!”When Regan left hospital and moved into Clock Tower Mews in August 2016,he hadnt walked since February of that year.By June 2020,with our expert support,Regan had started to sta
270、nd and walk with staff holding him gently and,by the end of the year,he was walking unaided.By 2021,Regan was happily and freely walking around his home on his own.“Regan is very independent now;if he fancies a snack he will walk into the kitchen and get one for himself.Hes much more able to make hi
271、s own decisions,which has been life changing for him.There are particular toys and music he likes and if he wants to watch TV he will just pick up the remote control to change the channel and choose what he wants to watch.He has not only gained independence in a physical way but has also grown in co
272、nfidence and is trying new things.He never enjoyed drawing but he is actually picking up a pencil and drawing pictures now.So,its not just his walking;this has boosted his self-confidence completely.Now his attitude is If I can walk again,I can do everything else again!”Regans Support Worker,Helen R
273、eagan regains his independenceCASE STUDYWe will continue to develop this approach in 2022 as we seek to build our business on truly sustainable foundations.To ensure that this vital work maintains momentum,we have appointed our first ever Sustainability Director who will drive the agenda in parallel
274、 with our business development agenda.We will report our progress using an ESG framework alongside our own Purpose Report that will focus on the considerable social impact of our business enabling more independence on an everyday basis.Our strategy focuses on four key areas CARE4 Planet,CARE4 People
275、,CARE4 Innovation,and CARE4 Communities.Social impactOur purpose is to enable children,young people and adults with complex needs to make their own life choices,and to develop confidence and independence to live,learn,thrive and engage,building a better future.We describe this as providing Extraordi
276、nary Days,Every Day.We will quantify,establish goals and report on the social impact of delivering our core purpose of building independence for better futures.our commitment:We will establish a robust set of Social Impact Indicators and reporting methodology so that we can measure and report on the
277、 social impact of delivering our core purpose.OPERATING RESPONSIBLY5657CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtCARE4 People a better future for our peopleOur business exists to facilitate better lives for the people in our care and the people who work for us.We aim to be
278、 the sectors best workforce,offering market-leading employment opportunities and creating brighter futures for our employees.Our Caretech Management Development Programme embeds our values and behaviours into the leadership DNA across the Group.We reinforce this through our Caretech Senior Coaching
279、and Mentoring Programme to ensure that our leadership approach is embedded in everything we do.Training and developmentAll staff have access to a formal induction process.This begins with mandatory induction and statutory training during the first six months of their employment.Our e-appraisal syste
280、m Job Chat enables staff to identify their career aspirations.We also support individuals through a range of personal development opportunities,including apprenticeships.Sharesave SchemeWe believe that our staff should benefit from the success and growth of the organisation.We are now in our third c
281、ycle of our Sharesave Scheme,which allows staff to save between 5.00 and 500 per month for a period of three years.At the end of the three-year period,the scheme matures and staff are able to redeem their investment and hold or sell those shares as they choose.Reward and recognition CareTech launche
282、d its Thank You initiative in 2021.This drives recognition of our staff on a daily basis,making staff recognition a key part of our DNA.We have distributed over 2,500 thank you cards to staff across the business,accompanied with reward vouchers.CARE4 Innovation a better future for businessWe believe
283、 that good business creates value for society as well as for those we care for.Our innovative approaches will help expand our business and secure a successful future,helping us to enable independence for more people and positively impact more lives.our commitment:We will be an employer of choice,inv
284、esting in our people and valuing their diversity.We will ensure strong,fair and inclusive front-line leadership through our CareTech Management Development Programme.We will launch our new Diversity Equity&Inclusion Strategy,driving fairness and equity across all thatwe do.Progress to dateRewarding
285、our peopleWe recognise the importance of fair terms and conditions for our staff.Leadership and managementOur Caretech Leadership and Management Academy offers personal development for front-line staff through to senior operational leaders.The Academy provides a variety of programmes to develop the
286、leadership knowledge,understanding,skills and competences of our leaders,focused around achieving Good and Outstanding outcomes ina social care setting.our commitment:We have established our new CareTech Technology division to spearhead our technology and innovation agenda.CareTech aims to become a
287、digital leader in the disability and specialist social care sectors by developing an end-to-end pathway of innovative services that blend care and technology.Building on our maiden investment in Smartbox,we will accelerate the pace of our investment and development of innovative digital solutions to
288、 reach more people around the world who can benefit from these technologies.We will continue to modernise our business approach across all areas of the Group,embracing new ways of providing high-quality care.Progress to dateAugmentative and Alternative Communication(AAC)Smartbox will enable more dis
289、abled children and adults to have a voice and live more independently.This exciting assistive technology includes their flagship AAC platform.This supports a wide range of conditions and literacy levels with features for symbol and text communication,accessible apps,environment control,internet brow
290、sing and much more.Operating Responsibly continuedCARE4 Planet a better future for the planetWe know that healthy lives go hand-in-hand with a healthy planet.We are committed to caring for the wellbeing of our planet to safeguard all our futures.Progress to dateOur carbon footprintTo meet our report
291、ing obligations under The Companies and Limited Liability Partnerships(Energy and Carbon Report)Regulations 2018,we publish our carbon footprint annually in our Annual Report.CARE4 increases our focus on carbon emissions and sets a clear reduction target and a commitment to developing a carbon reduc
292、tion plan compliant with Task Force on Climate-Related Financial Disclosures requirements in 2022.In 2021,our carbon footprint was 70,853 tCO2e,an increase of 34%vs 2020.This increase is primarily due to improved data and transparency in our second year of reporting.During 2022,we are committed to f
293、urther improving data collection and developing a carbon reduction plan.Scope 1 accounts for 74%of our emissions and this is dominated by our fleet and our property energy consumption.We are transitioning our fleet to hybrid,electric and low-emission vehicles and have already removed diesel vehicles
294、 as an option for Company cars and offered staff aCycletoWork scheme.Our Smartbox business is well on the way to a fully-electric fleet,delivering both significant emission reductions and cost savings.We have embarked on a significant programme to improve energy efficiency at all our properties.Furt
295、her detail of these initiatives will be included in our carbon reduction plan during 2022.We are currently implementing a rolling programme of energy efficiency measures.These will be increased and improved as we focus on the route to our 2050 Zero Carbon commitment.The programme includes:Replacemen
296、t of end-of-life boilers with new more energy efficient condensing boilers.Clocks and thermostats fitted to boilers in larger services.Newly installed radiators fitted with thermostatic valves.Light fittings upgraded to LED as they are refurbished or replaced.Replacement appliances are AA rated.Insu
297、lating building roofs,double glazing or secondary glazing windows and controlling hot water with thermostatic mixer valves.One Planet Living A grassroots campaign for sustainability One Planet Living is a framework for sustainability developed by Bioregional and we are currently piloting this approa
298、ch in some of our key services,enabling management teams,staff and residents to develop their own plans to improve sustainability at every location.Using the One Planet Living ten principles,the teams will develop their plans in alignment with CARE4 commitments,helping us to meet our corporate targe
299、ts with a grassroots campaign.Longer term,this will help us to activate improvements across all of our services.Our ambition is to implement the campaign nationally once the pilots are validated.our commitment:We will be a Net Zero business by 2050.Aligned to the UK Governments Net Zero by 2050 targ
300、et,we are on a pathway to reduce our Scope 1,2 and 3 carbon emissions to a minimum by 2050.We currently intend to offset any residual emissions though accredited capture or storage schemes such as those certified by Verra.During 2022,we will set out a carbon reduction plan to reduce energy usage whe
301、rever possible across our business.5859CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtApprenticeshipsIn 2020/21 we supported over 665 new apprentices,with a total of 1,355 people on our apprenticeship scheme nationally.The majority of our staff live locally,meaning that we offe
302、r attractive employment opportunities to the community.Our schools and homes participate in local events(eg fetes),using them to build community relationships and raise funds for special projects.governance and transparencyCARE4 is underpinned by our rigorous commitment to governance an essential as
303、pect of this innovative approach.Our belief in creating value for all of our stakeholders drives our commitment to good governance,transparency and effective engagement with all involved in our business,safeguarding its long-term success.our commitment:We will create a Staff Consultative Committee t
304、o ensure that the voices of our staff are at the heart of our business.This will ensure that our people play an integral role in defining the organisations journey.The Committee will have Board sponsorship and a direct reporting line to the Board.During 2022,we will further develop the ambition of C
305、ARE4 to help us to formalise and implement the Responsible Business agenda at CareTech,and to deliver on our ambition to lead the sector in this critical work to enable a better future for all.The CareTech Foundation was established in 2017 to champion and support the social care sector,care workers
306、 and those living in care through our four grant streams.The CareTech Charitable Foundation is an independent grant-making corporate foundation registered with the Charity Commission.Funded and founded by CareTech,the Foundation has an independent Board of trustees responsible for delivering its cha
307、ritable objectives.The CareTech Foundation delivers meaningful impact to communities in the UK and overseas.Its work focuses on the following three key objectives:Physical and learning disabilities and mental health.Supporting disabled people and those with long-term health difficulties,including th
308、ose with mental health conditions and complex physical and learning disabilities.Skills development for the care sector.Skills development for those from deprived and disadvantaged backgrounds for careers in the care sector.Supporting our communities.Supporting the family and friends of CareTech PLC
309、 employees facing significant financial challenges as well as issues facing local communities.In the year to September 2021,the Group made charitable donations through the Foundation of 1.2m(2020:0.7m).In its first three years,the Caretech Foundation has already supported over 1,550,000 people as we
310、ll as delivering a social media campaign on mental health reaching 16.8 million people in Pakistan.Developed by independent impact researchers,the Foundations Impact Report 2020 shows that the Foundation is delivering a powerful positive difference to individuals lives.Key achievements include:359 y
311、oung people now have employability skills and qualifications thanks to the partners supported;73 people now employed in the health and social care sector;95,941 people in Pakistan now have access to mental health support;and,a special hand cycle provided for a foster child who has cerebral palsy ena
312、bling this little girl to ride a bicycle for the first time.THE CARETECH FOUNDATIONThe CareTech Foundation delivers meaningful impact to communities in the UK and overseas.Operating Responsibly continuedOur recent acquisition of REHAVISTA GmBH will provide unparalleled expertise in Germany,estimated
313、 to be the second largest funded AAC market globally after the USA.With its deep knowledge of assistive technology and established routes to market,this acquisition provides a significant opportunity for Smartbox to expand the products and services available in Germany,expanding on the existing part
314、nership between Smartbox and REHAVISTA,and across Smartboxs global customer base,which spans more than 30 languages and 45 distributors.PurplePurple,is a thought leader at the forefront of changing the disability conversation for disabled people in businesses,communities and government.The aim is to
315、 move the conversation from one anchored in welfare charity and vulnerability to one of value contribution and opportunity.Purple supports over 4,500 disabled people to live independently in the community using a local authority direct payment(or personal health budget from clinical commissioning gr
316、oups)which enables them to manage their own care and employ carers of their choice.It also supports people into employment with a range of training programmes to build confidence and skills.Purple helps businesses improve accessibility to enable greater independence for disabled people.Our highly su
317、ccessful Purple Tuesday event involved over 5,000 organisations making commitments to improve the disabled customer experience.Progress to dateCareTech FoundationIn the year to September 2021,the Group made charitable donations through the Foundation of 1.2m(2020:0.7m).As the Foundations Impact Repo
318、rt 2020 shows,it is delivering a powerful positive difference to individuals lives,including:359 young people now have employability skills and qualifications thanks to the partners supported;173 people now employed in the health and social care sector;41,771 people in Pakistan now have access to me
319、ntal health support;and providing the special hand cycle for a foster child with cerebral palsy that enabled this little girl to ride a bicycle for the first time.our commitment:We will donate 2.5%of our pre-tax profits to the CareTech Foundation.In addition to the financial support,we will increase
320、 the opportunities for staff to engage with and support the Foundations work,including through skills-based volunteering.CARE4 Communities a better future for our communitiesThriving communities are central to our success and we aim to be an active contributor in all the locations in which we operat
321、e.We also support the vital role of the wider social care sector through the CareTech Foundation.6061CareTech Holdings PLC/Annual Report and Accounts 2021StRAtEgIC REPoRtCommunity grantsThe Foundation delivers a small grants programme to support the communities,families and friends of Group staff fa
322、cing significant financial hardship or for issues affecting local communities.These grants are open to staff members of the Group to support the positive contributions they make to their communities and through volunteering.Demand for the Foundations community grants increased steadily again this ye
323、ar.During 2020/21,the Foundation has supported 50 grants to a value of 74,584.Match fundingThe Foundation provides match funding to CareTechs staff individual fundraising efforts for charitable causes in line with the Foundations Charitable Objects.During 2021,the Foundation supported 51 Match Fund
324、grants to a total of 13,701.Staff Hardship FundAs part of its overall charitable donations,the Company provides a limited donation to support the Foundations Staff Hardship Fund.Demand was significantly higher this year due to the impact of COVID-19 and the trustees agreed to divert additional funds
325、 to this grant stream.During the year,the Foundation supported 87 grant applications totalling 54,141.The world-first ToddlerLab at Birkbeck Universitys Centre for Brain and Cognitive Development,supported by CareTech Foundation,has now finished construction,enabling researchers to study toddlers in
326、 natural environments.The CareTech Foundation Home Lab will transform our understanding of neurodevelopmental conditions.CASE STUDY“Last year,we built an impact framework to help the CareTech Foundation measure and report its impact.This year,it is fantastic to be able to share the growth in the rea
327、ch of the Foundation,but more importantly the difference that it has made through increased resilience and sustained employment.It is rewarding to work with the Foundation to understand how these insights can help increase its social impact still further.”Charlotte Turner Director,Bean ResearchOpera
328、ting Responsibly continuedPartnership grantsThe Foundation delivers its charitable objectives through its Partnership Grant scheme.It supports a number of significant partnerships with credible high-quality charities and social enterprises consistent with its three key objectives.To be considered fo
329、r the Foundations support,any partnershipmust:Involve medium to long-term investments in innovative and high-impact programmes that will deliver one or more of the Foundations objectives.Demonstrate and be contingent upon any investment by the Foundation leveraging additional investment.Enable the F
330、oundation to provide wider in-kind support through the expertise of the Groups staff,supply chain and wider network.The number of Partnership Grants supported by the Foundation up to the end of FY2020/21 has grown to 16,with the following new partnerships added this year:Open University Carers Schol
331、arships Fund.This exciting new programme,designed by Open University,aims to offer 50 full-fee waiver scholarships to carers so they will be able to study flexibly towards a higher education qualification.The Princes Trust Securing 10,000 jobs for young people in health and social care.Over the next
332、 four years The Princes Trust,together with the NHS and Health Education England,will support 10,000 young people into careers within the NHS and wider health and social care sector.Autistica Social Care Action Fund.The Social Care Action Fund supports a wave of new research to help show what high-q
333、uality social care looks like for autistic adults and how it can be delivered effectively in the real world.OnSide Youth Zones Bridging the Gap.Bridging the Gap is a mental health project that will help fill a critical gap in providing accessible,stigma-free,multidisciplinary mental healthcare to young people aged 8 to 19,or up to 25 with additional needs,who have(or are at risk of developing)low
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