Turn2us annual impact 2025-2026

Elizabeth Finn Homes: Our people

Our people are at the heart of the quality care we provide. During the year, we: 

• continued our commitment as a Real Living Wage employer
• invested in leadership and people management development
• strengthened our approach to learning, with a greater focus on practical skills alongside digital learning. 

We also launched new policies and initiatives relating to employee health and wellbeing, with a focus on menopause, mental health, and support to stop smoking.

We continued to embed our four values, Bring love, Welcome all, Inspire more and Act with purpose, by defining the behaviours behind each one and weaving them into our leadership training. 

In September 2025 we held our first Golden Heart Awards, bringing 40 colleagues together to recognise outstanding commitment and dedication in their roles.

Employee engagement remained strong, with an organisation-wide engagement score of 80%, and 81% of respondents agreeing that they “are proud to work for Elizabeth Finn Homes.” 

We hold a Glassdoor score of 4.8/5, with 98% recommending us as a great place to work. We continue to be struck by the skill, resilience and genuine care of our colleagues: our priority is to create the conditions in which they can flourish too.

Developments at our homes

During the year, we continued to invest in our homes and estate, improving the experience of residents while reducing our environmental impact and supporting long-term sustainability.

Reception areas and lounges were refurbished and new activity spaces created, helping us to celebrate the character and beauty of our buildings while providing welcoming, engaging environments for residents, relatives and visitors.

Our wider sustainability programme has also continued to gather pace: 

• Solar panels are now installed at six of our eight homes, generating energy savings of £76,946 since 2023.
• EV charging points are available across all homes. 
• Seven of our eight homes have electric minibuses, and all leased cars are now hybrid or electric.

We work with the Woodland Trust and a range of wildlife organisations, use a zero-to-landfill waste management provider, and are moving to plant-based cleaning and laundry products with low-waste, refillable packaging.

Alongside this investment, we continue to explore opportunities to increase capacity and broaden our service provision, with plans for a new extension at Grove Court now well advanced.

Systems and technology

Digital transformation continued at pace during the year, building on the progress made in 2024–25, when we introduced a new enquiry CRM, migrated to Microsoft 365, and upgraded our Wi-Fi and telephony systems.

This year, we rolled out a new rostering and time attendance system, which has helped improve the planning and management of rotas across the homes, with benefits for both operational efficiency and employee engagement. In addition, we launched: 

• a new Applicant Tracking System, improving the experience of candidates and making recruitment and onboarding more efficient
• Sona Engage, which for the first time gives the central team a direct communication channel to colleagues across all eight homes, alongside local news feeds and easy access to policies and procedures.

We also expanded our central management information and audit portal, to improve oversight of face-to-face training and staff competencies, and completed the decommissioning of our on-site server infrastructure. 

Following extensive procurement exercises, we selected a new electronic care planning system and a new electronic medication management system.

Implementation planning is well underway, with both systems forming the next major phase of our digital transformation and supporting better oversight, efficiency and quality of care.

Our shared purpose and impact

Our connection with Turn2us is about far more than our financial contribution.

Throughout the year, residents and colleagues across Elizabeth Finn Homes continued to engage with Turn2us’s mission through raising funds, awareness and engaging in activities linked to Challenge Poverty Week, our joint Founder’s Day, and Go Orange.

These moments bring our shared purpose to life, creating conversations about financial insecurity while bringing residents, relatives and colleagues together in the characteristically creative way of our homes. 

We are proud that colleagues increasingly understand the direct connection between the work they do every day and Turn2us’s wider mission, with 78% of EFH employees saying they understand the link, up from 55% three years ago: two organisations serving people at different points in life, united by a belief in dignity, security and the opportunity to flourish.

Looking ahead

The care sector continues to operate in a challenging environment, shaped by rising employment costs, workforce pressures and changing patterns of occupancy.

Elizabeth Finn Homes has not been immune to these pressures, but our long-term financial model remains robust, and our performance strengthened significantly towards the end of the year.

We enter 2026–27 with a strengthened leadership structure, better systems and data, and a clear focus on quality, occupancy and sustainable growth.

Our five-year strategy, Where People Flourish, remains our guide: investing in exceptional care and our people, growing thoughtfully and ensuring that Elizabeth Finn Homes continues to make a strong, ethical and sustainable contribution to the vital work of Turn2us.