TENOVUS CANCER CARE

• ◆

  5 officer resignations in last 12 months

  Multiple officers have left the board recently — see the People section for who.

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

Accounting basis

FRS 102

Reporting scope

Consolidated group

Auditor

Advantage Accountancy and Advisory Ltd

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group or parent's charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.”

Group structure

1. TENOVUS CANCER CARE · parent
   1. Tenovus Trading Limited 100% · England & Wales · Trade Activities to support charity

Significant events

• “launch of Claire's Campaign”
• “modernising our retail operations and the completion of our rollout of a new electronic till system across our shops in the coming year will unlock exciting opportunities.”
• “strongly highlighted the disproportionate impact that the increase in employer National Insurance contributions has on us as a third sector partner to the NHS.”
• “Audit Wales' 2025 review into Cancer Services in Wales highlighted serious concerns: waiting times remain unacceptably long, outcomes lag behind other nations, and Wales lacked the national leadership need to deliver timely, sustainable cancer services.”
• “Welsh Government established a National Cancer Leadership Board and announced plans to update the 2021 Quality Statement for Cancer.”
• “developed new collaborative ways of working with our new advocacy work and extended benefits advice to Health Boards.”
• “collaborated to deliver benefits advice for Cardiff and the Vale University Health Board and we are currently recruiting to support this initiative.”
• “piloted face-to-face sessions for patients of the Alaw Unit in Ysbyty Gwynedd.”
• “launched a referral pathway in collaboration with Marie Curie's bereavement counselling service.”
• “introduced a new initiative: Sing with Us Connect Events, run in collaboration with our Community Engagement team.”
• “expansion of our service model to four-days - a collaboration with Velindre NHS Trust and Lloyds Pharmacy Clinical Homecare”
• “launched our Community Engagement team in April 2023”
• “launched our manifesto Losing our Patience, setting out clear, evidence-based priorities for cancer care.”
• “new GP contract in Wales will include a requirement to record patient ethnicity.”
• “Over 5,000 people signed our joint Time for Targeted Lung Cancer Screening petition, which ended in April 2024, signaling strong public support.”
• “We welcome this momentum and hope to see a final decision on a national lung screening programme before World Lung Cancer Day in August 2025.”
• “Our symptom awareness campaign, Life Shouldn't Be Hard to Swallow, has been positively received by clinicians and stakeholders.”
• “Claire's Campaign won UK Campaign of the Year - Beyond London at the 2025 PRCA Awards”
• “We saw a decline in legacy income following the receipt of several exceptional legacies in the previous year.”
• “Our Summer Raffle was a success, generating over £8,000 - a significant increase on the previous year.”
• “We intended to roll out a new EPOS system in the final quarter of the financial year, however there was significantly more work involved with this than anticipated.”
• “launched our new organisational values and used staff focus groups to gather feedback and co-create a new action plan to further improve employee experience.”
• “successfully rolled out our new HR and payroll system, POBL, streamlining processes and empowering staff to manage their own data”
• “a decision has been made to move the existing portfolio into a Sustainable Total Return Fund for Charities with a medium risk attitude applied to this fund investment.”
• “Departure of our CEO Judi Rhys”
• “An initial review of risks from external climate change and likely impact across the charity have been completed. An action plan for mitigation where possible is now in progress.”
• “After the balance sheet date but before the approval of the statutory financial statements the charity made four redundancies with payments totaling £11,616.”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

12

last 12 months

Capital events

0

last 24 months

Officers appointed

5

last 12 months

Officers resigned

5

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.

• Turnover

  +1.9%

  £6,259,237 → £6,379,810

• Cash

  -29.7%

  £1,830,383 → £1,287,373

• Net assets

  -10.4%

  £8,815,992 → £7,898,691

• Employees

  +3.7%

  218 → 226

• Profit before tax

  -214.8%

  £858,239 → -£985,340

• Wages

  +12.4%

  £4,486,613 → £5,042,408

Each % is (latest − prior) ÷ |prior| for the line item as filed. Periods don't have to be exactly 12 months apart — a long or short period (typical around incorporation or year-end changes) will distort the comparison. Lines a company doesn't report are omitted. About these numbers