Annual Report Summary 2024-25

Read our annual report summary for 2024 to 2025. You can also read or print a PDF copy: Annual Report Summary 2024-25[pdf] 7MB

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Welcome from our Chairman

I am delighted to present our Annual Report and Accounts for the year ended 31st March 2025. The 2024/25 year represented a year of further significant improvement building on that achieved in the previous year.

It is important to emphasise that, notwithstanding growth in demand for our services being materially above budget, your Trust has significantly improved access to care and reduced waiting times across the spectrum of our services while also increasing productivity and reducing costs. I am particularly proud of the improved access to Urgent and Emergency Care, the timely treatment of our patients on cancer pathways and the impressive utilisation of theatre capacity and we have moved from being the worst trust for ambulance handovers in the south west peninsula to one of the most improved.

I am privileged to listen to patient and staff stories and to hear anecdotes from friends which better illustrate the real impact that these improvements have on the lives of the communities we serve.

It is important that we ensure improvements are both appropriate and sustainable. It can be tempting in times of challenge to respond with short-term emergency measures that may address the problems of today but then add to the burden of tomorrow. I am very proud of my colleagues that this is not the approach we have taken: we have focused on improving our services in a sustainable way by seeking to ensure that patients are given the fastest possible access to the most appropriate clinical services. These significant improvements have been led by Mark and his Executive team but delivered by colleagues across the Trust. On behalf of all the Board, I would like to take a moment to recognise the tremendous hard work our staff and volunteers have put in this year and the difference that effort has made for our patients and their families. For this, on behalf of the Board, I want to say a sincere and heartfelt Thank You.

We have received significant investment in the Trust over the last few years after decades of underinvestment and we have further investment committed which will transform the Trust and the services we provide. You can read more about these in our full annual report which is available on our website.

We are committed not only to continue our journey of improvement apace but also to become one of the most efficient providers of healthcare in England. We will not do this at the expense of our values, but by being driven by them; being rated by CQC as Outstanding for Care is a badge we wear with pride.

So, I would thank my colleagues and our volunteers at UHP and colleagues across Livewell Southwest, primary care and the wider NHS, local government, the voluntary sector and our educational partners. Your collective endeavours to support our communities is humbling. Finally, as I write, we are progressing our process to appoint our next chief executive. Mark Hackett has admirably led the first
phase of our improvement journey and is deserving of much thanks; the Board is committed to seeing his successor build upon these foundations to ensure that UHP is a high-quality organisation of which we all remain proud.

James Brent

Chairman

Welcome from our Chief Executive

It has been a fast-paced 12 months in my first full year as Chief Executive. We have created significant change at pace, at times it might have felt quite disruptive, challenging and difficult but, as we discussed as a Board as we looked back at the year in March, it has produced great results. We cannot be complacent, we still have more to do and we recognise the huge commitment of our staff in developing a high quality organisation.

In particular, we can all be really proud that:

  • We have gone from being one of the worst performing hospital Trusts in the country for 4 hour waits to being the no. 1 most improved

  • We have significantly reduced ambulance handover delays for patients

  • We are in the best 25% of the country for most planned patient care, including outpatients and 9th best hospital Trust in the country for

    theatre utilisation

  • The average length of stay for patients who are admitted as emergencies has reduced from 8.4 to 7.1 days meaning patients go home sooner

  • We have improved our focus and efforts on the collaboration with Livewell Southwest, our community partners. This has meant significantly greater support for our local population from changing the way we use our resources to investing in community-based prevention and recovery to keeping care in the community, closer to people’s homes and reducing impact on bed-based services.

  • Between April 2024 and January 2025 we achieved 81% against the 28 day cancer standard - the highest performance in the peninsula and 4% above the national target.

  • We have made significant improvements in reducing the time patients wait for outpatient diagnostics and we are above our target of 87% of patients waiting <6 weeks.

  • We are leading in research in the South West. Our overall recruitment to NIHR clinical trials totals 33,374 patients. This currently ranks UHP in 1st place for our NIHR regional reporting metrics (SWP) and in 2nd place nationally.

  • The achievement of our £56m cost improvement programme is another milestone which the Trust has secured, a historic first.

All this and much, much more is down to the commitment of teams to learn and change. There has been a collective effort from porters and domestics in making the move to an automated system which works for patients, and there are a host of support services who work behind the scenes to support staff and support the delivery of high quality patient care.

We have opened new areas such as a Medical Receiving Unit, an Orthopaedic Suite, expanded Same Day Emergency Care, created new hot clinics, innovated in urology, cardiology, surgery, gynaecology, paediatrics and many other areas and there have been considerable strides in building for our long term sustainability with several developments.

It will undoubtedly be a difficult next 12 months, as we, like other hospital trusts, navigate huge changes to the NHS both nationally and locally. The challenges for 2025/26 will test us to the extreme as we enter a new paradigm of constraints, challenges and expectations. The whole Trust will need to think, act and behave differently to meet this. If we stay true to our course – to become a high quality
organisation – and work together, I hope UHP will continue to go from strength to strength.

Mark Hackett

Chief Executive

Our Trust Strategy

We have been undertaking work with partner commissioners and providers to engage with our staff, volunteers, patients, carers and the public around the NHS 10 Year Plan.

We are waiting for the national NHS 10 Year Plan to be published before fully refreshing and publishing our Trust Strategy. This year we have therefore carried forward the objectives in our last Trust Strategy, which are below. We will publish our new Trust Strategy later in 2025:

  • Delivering safe, high-quality care

  • Valuing our people

  • Providing services in a sustainable way

  • Working with partners across our communities

  • Supporting delivery of a well led organisation

Our year in numbers

  • 170,783 patients attended our Urgent and Emergency Care units

  • 712,289 outpatient appointments were attended

  • 83,321 patients have been cared for on our wards

  • We cared for 25,866 Same Day Emergency Care patients

  • We carried out 27,732 planned theatre operations

  • UHP is the second highest recruiting NHS Trust in England recruiting 33,922 participants to research trials

  • We have 11,786 people in our diverse, committed, capable and compassionate #1BigTeam. 

  • 18.3% identify as Black, Asian or from an ethnic minority

  • 73% are female

  • 7.8% have a disability

Our refreshed Trust values

Thanks to the input from staff across the Trust and our joint Trade Unions, in the summer of 2024 we refreshed our values and created a staff charter, demonstrating how we can put those values into practice during our working day. After engaging with staff, we have replaced ‘be positive’ with ‘we are compassionate’ which colleagues told us felt more in line with how we are. These values, which have been made more inclusive with the use of the word ‘we’ at the start of every value, are at the heart of everything we do. We are now seeing the values and staff charter being used across many UHP resources and processes, including “My Appraisal Conversations”, job adverts and interview questions, to name a few.

What our Trust values and behaviours look like in practice:

  • We put people first. Our aim is simple, to value our people by creating the best place to work. We look after our patients, ourselves, and each other by living the below core values.

  • We take ownership. We take responsibility for our work and our behaviours. We do what we say we are going to do.

  • We respect and value others. We are kind and civil with our words and actions. We are inclusive and celebrate diversity.

  • We are compassionate. We take time to look after ourselves and others. We are kind even when things are difficult. When someone does something well we say so.

  • We listen, learn, improve. We are committed to learning for both ourselves and each other. We know that improvement is everybody's business. We listen to understand, not to respond. 

Our top 5 reasons to be proud

  1. We are compassionate and independently rated Outstanding for Caring.

  2. We are the most improved hospital trust in the country for patients attending as emergencies. We are in the best 25% of the country for most planned patient care, including outpatients.

  3. We are leading in research in the southwest. Our overall recruitment to NIHR clinical trials totals 33,374 patients. This currently ranks UHP in 1st place for our NIHR regional reporting metrics (SWP) and in 2nd place nationally.

  4. We are working with our community partners to provide more care closer to people’s homes such as our X-ray car and our virtual wards.

  5. We are investing in the future of care for patients. We have secured funding to implement a new Electronic Patient Record. We are constructing a new Community Diagnostic Centre in the heart of Plymouth city, a new Urgent Treatment Centre at Derriford Hospital which will open in summer 2026 and we are in Wave 1 of the New Hospitals Programme, building our £200million+ new Emergency Care Building at the front of Derriford Hospital.

Just a few of our highlights

  • BOSS goes operational. The new Bigbury Orthopaedic Surgical Suite (BOSS) is now fully operational and saw its first patients go through the three dedicated elective orthopaedic theatres in June 2024.

  • Marie Curie support end of life care. A team of healthcare assistants (HCAs) from the UKs leading end of life charity, Marie Curie, are now working in the Emergency. Department to provide supportive clinical care, emotional support, and a listening ear to ensure that patients are not alone at end of life.

  • South West Peninsula Children’s Surgical Unit. In May 2024, we opened a new dedicated children’s surgical unit. The unit has expanded its facilities for children and families, and provides three operating theatres, a dedicated entrance and drop off area for children and young people, an admission area including spaces for children with additional needs, and a large stage recovery area so that children can be discharged home directly without needing to be admitted into the hospital.

  • Taking x-rays to patients. A pilot X-Ray car service which takes the X-Ray to the patient was launched at UHP at the end of October, with the aim of  supporting care close to home and reducing unnecessary patient admissions to the Emergency Department.

  • UK first at UHP. Thoracic Surgery and Respiratory Medicine teams from UHP performed the first Electromagnetic Navigational Bronchoscopy (ENB) biopsy case in Devon and Cornwall, and the first case in the UK which incorporated digital fluoroscopic navigation. UHP was able to undertake this new procedure, thanks to NHS England funding, which provided the necessary equipment to help with diagnosing lung cancers more accurately.

  • 200 robotic gynae procedures milestone. A gynaecological surgical team at Derriford Hospital has reached the milestone of carrying out 200 robotic gynaecological surgeries. The robotic approach drastically reduces the amount of recovery time for the patient compared to traditional techniques. Other advantages to this approach include smaller incisions, less pain, fewer postoperative complications and shorter recovery time for patients.

  • First UK participants to new cancer studies recruited at UHP. A cancer patient from Plymouth is the first to be recruited in the UK to a clinical trial investigating new drug combinations for people with multiple myeloma (blood cancer) who have not responded well to previous treatments. The study – supported locally by the NIHR Clinical Research Network South West Peninsula – welcomed its first UK participant at Derriford Hospital.

Building services and facilities for the future

  • Emergency care building. The emergency care building construction is underway. We have now submitted our full business case as part of the New Hospital Programme, due to benefit patients from an estimated completion date of 2028.

  • Urgent treatment centre and fracture clinic. Construction is under way for the new Dartmoor Building which will be home to a new urgent treatment centre and fracture clinic at the Derriford Hospital site. The new UTC will be in addition to the Cumberland Centre located in Devonport, Plymouth and the Tavistock and Kingsbridge minor injury units.

  • Community diagnostic centre. Work is underway for the new Plymouth Community Diagnostic Centre in the west end of the city. This will give people living in or near the city centre access to high quality diagnostic tests closer to their homes. In the meantime, a temporary diagnostic centre opened in October 2023 is already seeing increased access to CT scans.

  • Oncology extension. The demand for radiotherapy steadily increases year on year, with one in four cancer patients now requiring radiotherapy treatment during the course of their disease. The Plymouth Oncology Centre at Derriford Hospital is undergoing an extension that involves building a new decant bunker to house a £1.9m replacement linear accelerator (LINAC) and brachytherapy facility with an estimated completion date of late 2025.

  • South West Liver Unit. Patients with liver disease are benefitting from the refurbishment of the South West Liver Unit which opened in August 2024. The unit has 23 beds and will also look after patients before and after liver transplants.

  • Interventional radiology rooms. Two new interventional radiology rooms opened in 2025 with the department already seeing an increase in patients which will work towards reducing waiting lists significantly.

Looking to the future

The above is by no means an exhaustive list of the building developments currently taking place and planned, as part of the Trust’s vision for our future hospital. Explore our future hospital page

Introducing an electronic patient record (EPR)

In January we announced that our ambitious programme to transform care for patients and staff across Devon’s acute hospitals and community sites was a step closer following the awarding of a new contract for an electronic patient record (EPR). Working closely with colleagues from Torbay and South Devon NHS Foundation Trust we have now formally signed a contract for an EPR with Epic, following national approval of both trusts’ full business case.

Our activity

We have made significant progress this year in reducing elective and emergency waits for our patients. This is against the challenging
backdrop of rising demand for our services, increasing difficulty in filling vacancies for key clinical positions and the requirement to balance the Trust’s financial position.

Clinical Activity table
NHS Clinical Activity 2023/2024 2024/2025
Elective Spells 68,402 77,327
Emergency Spells 64,425 72,751
Outpatient Attendances 577,422 712,289
Emergency Dept Attendances 103,028 108,116
REI Emergency Dept Attendances 2,305 1,832
Minor Injury Unit Attendances 48,731 58,790
Babies Delivered 3,498 3,298

 

A single improvement plan

We have continued to work on our One Plan to improve the quality of care, patient experience and outcomes for patients needing urgent and emergency care. This improvement is built around three pillars:

  1. Admission avoidance

  2. Dynamic flow

  3. Timely discharge

Patient and carer experience at the heart of care

We believe that the voices of patients and carers are not just valuable - they are vital. By listening to those who use our services, we gain valuable insight into what truly matters and ensure that improvements reflect real needs and lived experiences. Every story, suggestion, concern, and idea shared helps us deliver care that is truly person-centred, compassionate, and responsive. When we listen carefully, we learn deeply.

This update is a celebration of the progress we’ve made together with patients, carers, volunteers, staff, and partners. From co-designed strategies and new initiatives to national recognition and transformative conversations - this has been a year of remarkable milestones, as we continue our journey towards truly embedding patient and carer voices at the heart of all we do. Our new
initiatives include:

Launch of the Young Persons’ Patient Council

One of the most exciting developments of the year has been the launch of our Young Persons’ Patient Council, kindly funded by the Women’s and Children Care Group. 17 young people joined us at the first session in October of 2024, the launch was a heartwarming
success. The evening was filled with conversation, creativity, and collaboration. Patient Council member Lachlan Mitchell described it: “A welcoming night full of care and consideration.”

The council provides young people under 25 with a platform to:

  • Share honest feedback

  • Influence positive change

  • Develop confidence, leadership, and communication skills

  • Make new friends and learn about healthcare

  • Have FUN while making a difference!

Launch of the Active Listening role

In partnership with our Patient Advice Liaison Service (PALS) team, this year also saw the introduction of the Active Listening Volunteer role, who have held over 500 real-time conversations to date with patients and carers out and about on the wards. These meaningful interactions give patients and carers a voice in the moment, enabling immediate feedback and a deeper understanding of their experience.

Co-Designing a new complaints process

Thanks to the helpful insights generated by Healthwatch Plymouth and feedback shared by patients, carers and staff members we have also reimagined how we handle complaints, focusing on early contact and resolution. This compassionate, timely approach means concerns are heard, addressed, and used as a catalyst for learning and change.

Experience of Care Week, Volunteers Week and Carers Week – strategy co-design

This became a springboard for our Patient Experience and Engagement Strategy, which was codesigned with over 500 patients, carers, and staff. This strategy reflects the values and priorities that matter most to patients and carers. We would like to take this opportunity to thank all organisations and individuals involved in co-designing the strategy:

  • Students and Refugees Together

  • Motor Neuron Disease Association, Plymouth Branch

  • Plymouth and Tamar Valley Multiple Sclerosis Group

  • Brain Tumour Support Group, Cornwall

  • Plymouth Epilepsy Support Group

  • Triumph Over Phobia

  • Improving Lives Plymouth

  • Plymouth Area Disability Action Network (PADAN)

  • Healthwatch Plymouth

  • Devon and Cornwall Refugee Service

  • Diabetes UK, South West Division

  • Moments Cafe

  • Well Connected

  • UHP Patient Council

Patient representative at Trust Board

We also now have patient representation attending the Trust Board, demonstrating our ongoing commitment to ensure the patient and carer voice remains centre of our decision-making processes.

Co-designed a Plymouth wide carers strategy

We are delighted to have played a pivotal role in the development of Plymouth’s Carers Strategy, a citywide commitment to recognising, valuing, and supporting unpaid carers of all ages.

Finally, we’ve also successfully rolled out automated Friends and Family Tests (FFT) across all inpatient and outpatient services, now receiving approximately 10,000 responses a month. This rich source of insight is helping us continuously adapt and evolve our care.

Our Patient Council reports

The role of the Patient Council is to provide the ‘patient voice’ for all aspects of the Trust’s operations and planned developments.

This year recruitment of new members has raised the number on the Council to 10 and they have been involved with: the Patient Experience Committee; the new Patient Congress; the Charity Operational Group; the Quality Assurance Group for Medicine; the promotion of carers support notably though membership of the Cornwall and Plymouth Carers Partnership Boards; the Derriford User Group for people with learning disabilities; the Future Hospital Projects Steering Group; reviewing the tenders for a new electronic patient record system (EPR); providing patient input to the Deloitte Well-led Development Plan; the Sustainability sub-committee; the Sustainable Environment Group; attendance at staff network meetings, notably DAWN, Faith & Belief and LGBT+; taking part in PLACE assessments; the Garden of Life Project; supporting the new pharmacy management team; and representing the patient perspective on interview panels for new members of staff and Non-Executive Directors.

Particular highlights this year have been:

  • the creation of the Youth Council, an initiative supported by Lachlan Mitchell

  • input to the Trust’s 10-year plan; the opening of the new pharmacy and

  • the agreement for a member of the Patient Council to be invited to the Trust Board on a regular basis

In addition, many of the Patient Council are also general volunteers providing support in the Emergency Department, Hospital Radio, the League of Friends, for ‘meet-and-great’ and in PALS.

Professor James S Griffiths

Chair, Patient Council

Healthwatch Plymouth Reports

The last 12 months have seen high levels of activity at the hospital ‘front door’, the Emergency Department, leading to numerous critical incidents being declared. Whilst occasionally this has meant there have been long delays within the Emergency Department, feedback received by Healthwatch has generally remained positive around the treatment and care when accessed.

Over the last 12 months, Healthwatch has worked with the Trust on two projects – the experience of patients of the complaints process and patient experiences of the new Royal Eye Infirmary building.

Co-produced with the PALS team, we spoke with individuals about their experience of the complaints process. The responses allowed us to identify what works well and what needed improvement. This resulted in our recommendations being included in a new complaint handling process that launched last October.

Following the opening of the new Royal Eye Infirmary in October 2023, we were asked to conduct visits to the facility to gain patient feedback about the new building including around accessibility and signage. We made several observations and recommendations that were accepted and we plan to conduct a re-visit in late Spring 2025.

As services continue to become more integrated, it remains important to listen to patient feedback to ensure that patient journeys are positive and meet the expectations of patients. Healthwatch looks forward in continuing to be a ‘critical friend’ to the Trust, ensuring that the patient voice remains at the centre of processes that look to further develop and integrate services for the future.

Tony Gravett MBE

Manager Healthwatch Plymouth

Our people

Staff numbers by staff group as at 31 March 2025
Staff group Staff numbers
Nursing and Midwifery Registered 2730
Administrative and Clerical 2224
Additional Clinical Services 1940
Medical and Dental 1444
Estates and Ancillary 765
Allied Health Professionals 600
Add. Professional, Scientific and Technical 320
Healthcare Scientists 293

 

Staff numbers by staff group - New recruits
Staff group — New recruits Staff numbers
Nursing and Midwifery Registered 274
Administrative and Clerical 323
Additional Clinical Services 341
Medical and Dental 417
Estates and Ancillary 105
Allied Health Professionals 102
Add. Professional, Scientific and Technical 54
Healthcare Scientists 41

 

UHP is committed to creating a great place to work, through valuing our people and supporting their development. In the last 12 months we have:

  • Participated in the national People Promise Exemplar programme, with successful implementation of over 20 workstreams dedicated to embedding the promise domains into the organisation and supporting our people.

  • Wellbeing Advisors have supported absent staff to return to work, with over 3500 calls made since October 2023.

  • Engaged extensively on Wellbeing and Experience across UHP, including peripheral sites.

  • Supported a refresh of the organisational values and development of a staff charter, with messaging to all colleagues about expected behaviours and support to speak up.

  • EDI, Wellbeing and Sustainability teams successfully collaborated on campaigns to raise awareness and signpost support services across the Trust and local community.

  • Implemented Respect and Civility e-Learning modules for all staff and in-person workshops for Managers and Teams.

  • Refresh of Appraisal process to support conversations around wellbeing, career development and leadership.

  • Reviewed the UHP Health and Attendance at work policy, aligning it with the new national framework and supporting a person centred, compassionate approach to supporting sickness absence.

  • UHP signed up to the Sexual Safety Charter and has developed a programme of work to ensure staff feel safe and supported at work.

Staff Survey results 2024

Response rate: 42% (4,646 respondents)

Would recommend UHP as a place of work:

  • UHP Score: 56.47%

  • National score: 60.9%

Would be happy with the standard of care provided to a friend or loved one:

  • UHP Score: 57.24%

  • National score: 61.54%

Financial Performance

The Trust set a very challenging operational plan in 2024-25 with the objectives of significantly improving Urgent and Emergency Care (UEC) performance, reducing Elective waiting lists and delivering a financial savings plan of £56.8m to achieve a planned deficit position of £15.6m (as part of an overall Devon Integrated Care System plan of a breakeven position). The Trust is extremely proud of the work it has undertaken to substantively meet these objectives this year.

Despite significant increases in demand the Trust has improved its ED 4 hour performance from 54.1% in March 2024 to 65.7% in March 2025 and reduced Ambulance delays from 9797 hours lost in March 2024 to 5973 in March 2025. The Trust has reduced 65 weeks Elective waiting lists from 667 to 134, over 52 weeks from 2401 to 1618, and the 18 week RTT performance has improved from 57.8% to 60.3%. The Trust has also consistently met the cancer faster diagnosis standard of over 80% and improved performance in the 6 weeks diagnostic target from 77% to 89%. The Trust has delivered the financial savings plan it set out and delivered its deficit plan, however, we
acknowledge this was not delivered in a recurrent way and that additional non-recurrent funding has also helped to offset other financial pressures incurred during the year. This means that the Trust’s financial position, along with other NHS Acute Trusts, remains challenged and unfortunately the Trust remains in a financial deficit position.

Financial Performance

During 2024-25 the Trust has continued to receive block payments from commissioners, adjusted for inflation and efficiency and including a ‘Top-Up’ to cover historical deficits. However, there were reductions in this funding in 2024-25 compared to 2023-24 to converge this funding towards historical level, and also a reduction in income for the annual tariff efficiency requirement. There were also pressures from non-recurrent actions and funding that supported the financial position in 2023-24 not being available in 2024-25. Additional pressures included inflation costs above allocated funding and the full year impact of cost increases from 2023-24. Although there has been additional Elective Recovery Funding (ERF) and some Urgent Care Discharge and Capacity (D&C) funds made available to support recovery of elective activity and ease operational pressures on non-elective and emergency attendances, the Trust required a financial improvement plan of £56.8m (5.0%) to meet its deficit plan for the year. The original deficit plan agreed with NHS England was set at £54.6m however the plan was restated to a £15.6m deficit in September to reflect agreed NHS non-recurrent revenue support of £39.0m received in year.

Against this planned deficit of £15.6m the Trust delivered its financial position on plan. The Trust’s full reported deficit for the year was £52.3m, this included £36.1m of impairment costs and £0.5m of excess costs relating to donated assets and personal protective equipment which are adjusted out of the position to give the adjusted financial performance deficit of £15.6m

Although the adjusted financial performance of £15.6m deficit was on plan, this position was achieved due to additional national and local funding mitigating the impacts of a number of adverse variances to plan. 

The Trust has also achieved its ambitious cost improvement target of £56.8m, despite significant challenges from UEC demand pressures and industrial action early in the year. Significant cost improvements were made, with £57.7m of savings delivered in year, and overachievement against target of £0.9m. This included £18.3m from productivity plans and £21.7m from Care Group savings plans.

The Trust, and the Devon System, remains in segment 4 of the National Operating Framework (NOF4, also known as ‘Special Measures’, for NHS organisations and systems requiring ‘intensive’ support from NHS England.) This is due to the scale of both the underlying financial deficit and, despite significant improvement during the year, relatively high levels of elective waiting lists and poor urgent care operational performance.

Capital Expenditure

The Trust spent £132.2m of capital in 2024-25. This included £73.9m of PDC funded developments with funding
provided to support key developments including the New Hospital Programme (£14.8m), Electronic Patient Records
(£10.1m), Community Diagnostics Centre (£19m) and Urgent Treatment Centre (£22m). Leased assets of £25m in
year were aimed at extending and replacing rented premises and equipment. The Trust spent £33.3m on replacing
and refurbishing other plant, property and equipment assets.

Statement of Comprehensive Income 2023-24

Income
Incomes Amount
Revenue from patient care activities 1,005,242
Other operating revenue 86,971
Total Income 1,092,213

 

Expenditure
Expenditures Amount
Gross employee benefits (642,780)
Other operating costs (413,208)
Depreciation and Amortisation (43,251)
Impairments and reversals (36,130)
Total Expenditure (1,135,368)

 

Surplus/ (deficit)
Surplus/ (deficit) Amount
Operating surplus (43,155)
Investment revenue 3,675
Other gains and (losses) (56)
Finance costs (2,854)
Public dividend capital dividends payable (9,868)
Surplus/ (deficit) for the year (52,257)

 

Adjustments
Adjustments for financial performance Amount
Impairments/(Impairments Reversals) 36,130
Adjustments in respect of donated assets and goods 544
Adjusted surplus/(deficit) (15,584)

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