Social care employers say YES to the real Living Wage
There are now over 1000 health and social care employers across the UK who are committed to paying their workers the real Living Wage. These organisations employ over half a million people and, through their accreditation with the Living Wage Foundation, have uplifted the pay of over 50,000 low paid workers. Citizens UK and The Living Wage Foundation have led the campaign for a real Living Wage for Social Care, calling on the Government in England to ensure all social care workers are paid at least the real Living Wage for all hours worked, including in-work travel time and sleep-in shifts, by putting in place sufficient funding, delivery mechanisms and guidance for Local Authorities. Government in Scotland and Wales have committed to a real Living Wage for care workers, with Northern Ireland being the latest to join them although this is yet to be implemented. The real Living Wage is the only rate calculated based on what people need to live on. It currently stands at £12.60 (UK) and £13.85 (London). Nkem Okoli, a care worker and Citizens UK leader, said: “I went in to care because I am an empathetic person. I always try to put myself in other people’s shoes. I would love to see my passion for my work reflected in my pay. I have poured my heart and soul into my work, taking every opportunity to improve my skills; doing many overtime shifts to add to my income. Taking care of someone else’s family is rewarding, but I also need to take care of my own. A real living wage means I could spend more time with my children and feel less guilty. I could work the right number of hours and give my all to my job.” Brian Whittaker, People & OD Director for Brunelcare, said: “Six years ago, like most employers in the care sector, Brunelcare was struggling to recruit and retain teams operating over a range of care settings. We launched our People Strategy in 2020 covering a range of activities and initiatives seeking to improve our employee engagement. Core to this was our commitment to become a Real Living Wage employer. Since March 2020 our lowest paid colleagues have had a 46% pay increase. As a result of this and other improvements, our employee turnover is now around 20% (it was over 35%), our retention is now 80%+ (it was below 70%) and we have had less than 20 vacant positions at any stage in each of the last four months. In 2022 we had 150 vacancies across the charity. “Being a Real Living Wage employer is not a cost; it is an investment. Improvements in stability, productivity and less use of agency staff has delivered a significant improvement in our financial results across all areas plus we are now able to focus on ‘added value’ activities to aid retention rather than a relentless focus on recruitment. In our 2024 colleague survey, 84% of respondents would recommend Brunelcare as a good place to work.” Matthew Bolton, Executive Director of Citizens UK, said: “Care workers, like all workers, deserve to be paid at least the real Living Wage. The work they do is vital and skilled, yet so many care workers are being paid poverty wages that barely allow them to survive, let alone live. We know that it doesn’t have to be this way. “Whilst we’re calling on Government in England to ensure care workers are given the dignity of a real Living Wage, we’re also urging employers to do the right thing by accrediting with the Living Wage Foundation. Over 1000 health and social care employers have already made this commitment, and we know more businesses can step up and join them.” http://www.citizensuk.org/
NACC National Awards 2025.
To recognise and celebrate teams and individuals that go above and beyond in their field – from care homes to community services, such as Meals on Wheels and Lunch Clubs. The NACC National Awards 2025 are officially open for entries with a deadline of Monday 30th June 2025. The judges will be looking for examples of innovation, excellence and dedication that create tangible benefits for residents, clients and colleagues in the following categories: The shortlist will be announced in August, with the winners being honoured later in the year* at a gala awards dinner where the recipients of the Pam Rhodes Outstanding Achievement Award, sponsored by Winterhalter and the National Chair’s Award will also be revealed. The NACC Awards 2025 nomination brochure with full category details and entry requirements can be downloaded at https://bit.ly/NACCAwards25 Neel Radia, National Chair of the NACC, comments: “These awards are always about recognising excellence, innovation and dedication within care catering. Each year they represent a highlight of our year as we gather together to celebrate so many individuals and teams that have gone that extra mile throughout the last twelve months. “The NACC will continue to shine a light on the social care sector that is often undervalued. Everyone within our care has a right to receive good care which must include access to good nutrition and hydration as well as a safe environment in which to live. The current pressures on budgets continue to represent significant challenges in social care but our members, continue to rise above these challenges, through perseverance, dedication and with an innovative mindset. “The Training and Development Forum is the ideal place to showcase excellence, so I very much look forward to coming together with members, colleagues and friends at the NACC TDF and annual Gala Dinner of recognition on the 1st and 2nd October in Nottingham, where we share the exceptional achievements within our sector and the teams and individuals that encapsulate the very best of the best. I would encourage anyone and everyone to enter the NACC Awards 2025 and ensure that the hard work and brilliance of their team members does not go unrecognised.” Entry to the NACC National Awards is open to all members of the NACC. For more information about how to become a member visit www.thenacc.co.uk. * The Gala Dinner and Awards will be the climax of the NACC Training & Development Forum, 2nd October at the East Midlands Conference Centre, Nottingham.
Realise secures new partnership with care giant
Growing training specialist Realise has formed a new partnership with one of the country’s largest independent care providers and developed a bespoke Level 3 apprenticeship for its staff. Realise’s Health and Social Care division has been appointed by Barchester Healthcare to deliver the Senior Healthcare Support Worker apprenticeship. Barchester is one of the most respected care providers in the country, with more than 250 care homes from Inverness to Falmouth. Realise will provide the apprenticeship to colleagues working within Barchester’s complex care and hospital care division, which covers 14 settings. Realise will also offer other apprenticeship opportunities from Level 2 right through to Level 5. Angela Kaine, Director of Health and Social Care at Realise, said the collaboration came after the training provider was able to demonstrate how it could adapt the programme for Barchester’s specific needs. She said: “We are delighted to be entering into a new relationship with a care provider of Barchester’s calibre and reputation. “The agreement follows in-depth discussions with Barchester’s leadership team where we were able to demonstrate our agility and ability to adapt the programme so that it best serves their employees within the complex care and hospital care division. “This has meant us working alongside Barchester to create a bespoke curriculum that aligns with the company’s needs, values, language and behaviours. “Consequently, the programme will have a significantly heightened focus on the mental health pathway, including crisis intervention, mental capacity and de-escalation techniques. “We are excited to begin work with Barchester and to be helping the business effectively to address its apprenticeship challenges.” Realise will offer flexible solutions to accommodate off-the-job training and mentoring within varied shift patterns, including evenings and weekends. A dedicated operations team from Realise will work on the partnership to ensure high standards of provision and good outcomes. Other apprenticeships from Level 2 to Level 5 will also be adapted with specific pathways to meet Barchester’s needs. Members of the Realise management team recently attended Barchester’s Quality First Conference to reinforce the new relationship, understand the business better and allow employees to sign up to the course. A total of 33 staff are set to enrol on the 18-month Senior Healthcare Support Worker apprenticeship in the coming weeks, with more to follow soon after. Sarah Clifford, Head of Apprenticeships for Barchester Healthcare said: “From initial meetings and introductions, Realise showed their professionalism from day one. “They listened to our current challenges, taking them away and sharing a bespoke apprenticeship design to support our career development specifically for our Hospitals and Complex Care division. “This included a modern innovated style of delivery which was fit for purpose and role specific, with the golden thread of embedding the curriculum in the Barchester way of working.” For more information, visit www.realisetraining.com
10 year anniversary party
The Grand care home is celebrating with a 10 year anniversary party this April, reflecting on the exceptional care provided to residents since its doors opened a decade ago. Located on Greythorn Drive in West Bridgford, The Grand is one of two Nottingham-based New Care Homes locations,opened in 2015 by Baron Kenneth Clark. Fitted with 82 purpose-built bedrooms and other amenities such as a library, hairdresser and nail bar, the first of its kind care home has built a name for itself, giving residents a sense of community and pride over their home. For the last 10 years, staff at The Grand have been delivering their exceptional person-focused care to those receiving residential, nursing, dementia or respite care services, along with a range of premium features such as daily restaurant-quality meals and engaging hobbies and activities, that all residents can enjoy however they’re able to. The mayor celebrates with staff and residents A decade is a milestone definitely worth celebrating, with even the mayor agreeing! Councillor Andy Brown, the Mayor of Rushcliffe, was in attendance at the anniversary party, alongside the care home’s residents, staff (three of whom have been with the care home since it opened in 2015) and Dawn Collett, Commissioning Director of New Care Homes. Of the staff celebrating their own 10-year milestone was Ellen the Home Trainer, Head Chef Paul and Bridget, The Grand’s Wellbeing Coordinator. Family members of the residents also joined to say a big thank you to the team for 10 years of hard work and to enjoy a day with their loved ones. Later this month, founder Lord Kenneth Clarke will be welcomed back to The Grand to enjoy afternoon tea with its staff and residents, rounding out the anniversary celebrations in style. A decade of community-driven care Attendants were not just celebrating with a 10 year anniversary party, for The Grand, but also a decade of the West Bridgford community and the joy that it brings to their residents. Outings to the local green spaces, Old Market square and even museums around Nottingham are just some of the experiences that the West Bridgford and Nottingham community have made possible, adding that extra bit of colour to residents’ lives. For those residents who are limited in their mobility, or just don’t really fancy getting out and about, The Grand’s cafe, patio and quiet lounge are places of respite and relaxation for residents. Councillor Andy Brown said: “I am delighted to be here today to help celebrate this milestone. Over the last decade The Grand has cared for a great many local people, delivering wonderful levels of care in these beautiful surroundings. “It is testament to the exceptional environment created 10 years ago that many local people in Rushcliffe have been able to stay in the heart of the community that they love while being expertly cared for here at The Grand. It’s been a privilege for us to join you today and I wish you many more years of success in the future.” New Care Homes Commissioning Director, Dawn Collett, said: “It’s truly amazing to see one of our care homes hit this milestone. Even more so to see the staff who have been here so long, some since we opened The Grand’s doors, being appreciated for their hard work. “Having team members who are so dedicated to the quality of care we commit to at New Care Homes is one of the things that makes this line of work such a joy. I thoroughly enjoyed sharing the day with the residents who have found a home at The Grand and the staff who make it that home. “We’d also love to extend a thanks to the community of West Bridgford for being a welcoming force to our residents when they’re on their local adventures!” https://www.newcarehomes.com/care-homes/the-grand-nottingham
Fulcrum Care Strengthens Leadership Team
Fulcrum Care is delighted to announce the appointment of three highly experienced professionals as divisional heads, further enhancing its service offerings in the care sector. These strategic appointments reflect Fulcrum’s commitment to delivering excellence in care management, regulatory compliance, and service improvement. With a distinguished career spanning regulatory compliance, governance, and healthcare leadership, Katherine Williams steps into the role of Head of Proactive Services (Audits). Katherine has held senior roles within the NHS, Care Quality Commission (CQC), and Health Inspectorate Wales (HIW), leading large-scale regulatory initiatives and playing a key role in health and social care policy development. Her expertise in inspection methodologies and standards implementation will drive Fulcrum’s audit and compliance functions, ensuring care services meet and exceed regulatory requirements. Fulcrum Care welcomes Natalie Davidson as Head of Responsive Services (Southern Region), where she will focus on rapid interventions and turnaround strategies for care services requiring immediate improvement. With a proven track record in managing care homes, driving compliance, and improving operational efficiencies, Natalie’s expertise in crisis management and service transformation will be instrumental in supporting care providers to regain stability and achieve long-term success. Alongside Katherine and Natalie, Fulcrum Care has also appointed a new interim head of managed assets in response to the growing demand for managed service operations in the care sector. Becky Garnett Buchma, Managing Director of Fulcrum Care commented: “We are delighted to welcome Katherine and Natalie to our leadership team. Their combined expertise will be invaluable in helping us deliver best-in-class care management and compliance.” Becky continued: “The new head of managed assets role is critical to our future growth and to the commercial success and financial stability of our clients across the care sector. By ensuring essential operations run smoothly and efficiently, care home managers can focus on what matters most – providing exceptional care for residents.” For more information about Fulcrum Care and its services, please visit https://fulcrumcareconsulting.com/ or contact our friendly team at info@fulcrum.care
Energy Saving v Legionella Risk
How is this achieved? ‘Going green’ is not just a focus on using de-carbonised energy to generate hot water. It’s a combination of efficient generation and reducing waste. Good housekeeping, rational designs/installations and working practices can be effective in saving energy safely and is an addition to a disproportionate focus on decarbonised generation in the quest to ‘going green’. The more complex the solution to decarbonisation is, the greater the cost and potential for mechanical and human error. Can you make the call between ‘just in case’ as guidance, such as ACOP L8 and HSG274, advises or being rational with your design and Legionella risk assessment reflecting actual use? Hot Water Generation Heat Pumps Two main types of heat pump are used to heat domestic hot water. Ground source heat pumps circulate water through pipework installed in the ground, extracting warmth from the ground. Air source heat pumps use fans to pass air across coils to extract the energy from the air. Net-zero incentives direct us to heat pumps, and manufacturers share that the energy output from air source heat pumps is circa 3kW for each 1kW input. This, however, is under optimum conditions, which vary with the UK climate. Note that for this ‘free’ energy, the heat pump requires 1kWe (electrical energy) to generate 3kWt (thermal energy), meaning your electricity demand will significantly increase if your primary energy is currently gas. Additionally, associated plant and equipment combined with the required plant space is costly and sizeable. Heat pump technology continues to improve to overcome the challenge of generating hot water at the required operational temperature. Manufacturers advise that low-grade heat is a thing of the past. However, it still needs to be checked that temperatures are achievable through the UK seasons and that achieving 70oC for the pasteurisation of the hot water system is also possible. It may be that you will need supplementary heating. Solar thermal energy Solar water heating starts with solar collectors, panels or tubes that circulate a mixture of water and anti-freeze to and from the hot water cylinder. Due to the UK climate, hot water cannot be guaranteed all year round; therefore, a supplementary heat source, e.g., an immersion heater, is needed to achieve 60oC therefore the least suitable for the UK climate. Solar / Photovoltaic (PV) Panels PV panels are the most common domestic renewable energy source in the UK. They capture the sun’s energy and convert it into electricity and are a supplementary source to the mains electricity installed; therefore, there is no need for a supplementary heat source for generating hot water. Energy Saving Water Boilers vs. Kettles Are you conscious of this situation at home, filling a kettle just for one hot drink? The same logic applies in the workplace; hence, since the 1980s, wall-hung water boilers have brought efficiency as they only heat the replenished water following someone making a cuppa. Yes, there are standing losses, but the water boiler insulation slows down the rate of heat loss. Water Coolers Water coolers are often the expected source of drinking water in many large facilities. Some find that the refreshment of chilled drinking water is better than the water from a tap, but if you are serious about ‘going green’, have you ever thought about avoiding their installation? Avoiding water coolers: – If water coolers are to be installed be rational in their number and install only in centralised high-use areas to improve use. Domestic water outlets Habits of ‘future-proofing’ facilities bring excess, and outlets should only be installed if needed. Avoid outlets you think will be used or those ‘just in case’ as this will bring ‘by design’ infrequently used outlets that require dedicated flushing regimes using resources, water and energy (hot water generation/booster pumps). For example, have you included dedicated outlets installed for the window cleaning contractor who attends maybe twice a year, giving you the need to flush weekly for 50 weeks, and then find that the contractor uses their own distilled water? Healthcare standards are adopting this approach, primarily for improved patient care, by omitting wash-hand basins in patient rooms (removing the hazard) if en-suite bathrooms are present. Thermal Insulation – keeping the hot water hot and cold water cold Piped services and plant and equipment should be adequately insulated. Often, hot and cold water pipes are routed side by side in service risers and ceiling/floor voids. Ensuring pipework is insulated keeps the energy within the hot water pipes, reducing heat gain in the space and reducing the warming impact on insulated cold pipes. Maintaining hot water above 50oC (or 55oC in healthcare premises) and cold water below 20oC is key to lowering legionella risk. Pipe Distribution Losses Insulated pipes still bring distribution losses, so removing hot water centralised pipework removes the associated distribution losses. Approaches can include using localised mini-plate heat exchangers (heat interface units) served from a centralised heating network or point-of-use electric water heaters can be used. Each approach does, however, come with its varied characteristics and components; consequently, it should be selected on an informed basis via the Water Safety Project Design Review. Either way, reducing hot water centralised pipework and plant reduces the system volume, energy losses and risk from components like calorifiers. ‘Value’ Engineering True value engineering is where the justification for keeping or adding quality to minimise risk, and Op Ex occurs, i.e. remote monitoring that can provide data to inform if outlets are infrequently used. Or if we are talking omissions, it’s removing thermostatic mixing valves (TMVs) / taps where the scalding risk assessment has identified this opportunity. ‘Gloves off’ approach Disposable gloves bring increased bacteria risk. They create moisture and warmth on the hands, an ideal environment for bacteria to grow, as well as cross-contamination from contact with various surfaces. Avoiding unnecessary use of gloves removes the environmental impact from both the disposal aspect and the manufacturing and transportation costs (embodied carbon). Gloves should not be a substitute for hand washing; therefore, the ‘Gloves
AI can support workers with dementia
Study challenges stereotype that dementia is incompatible with digital work Video: Dr James Fletcher on digitalization and dementia People with dementia can enjoy productive and rewarding working lives in the digital era, contrary to the widespread stereotype that dementia is incompatible with the use of modern technology, according to new research from the University of Bath. The study – Working lives with dementia: A digital futures perspective – argues that the digital revolution risks exacerbating inequalities amongst those with diverse needs but that organisations can and should develop, adapt and deploy digital technology and the working environment to help those with dementia to continue in employment. “The bottom line is that we have an ageing population and workforce in which dementia will feature and which should, and can be, accommodated by the judicious use of digital technology and adapting working conditions. The reality is, this is not dealt with in any meaningful way right now – there are very rarely strategies in place,” said Dr James Fletcher of the University of Bath School of Management. “There is widespread prejudice that those with dementia cannot cope with, or benefit from, digital technology, and they often get bundled into the same category as the oldest people. But it’s worth putting some perspective on this – an experienced 60-year-old employee with early stage dementia will have grown up through the digital, internet and social media revolutions – and with the right support, they will still have much to offer,” Dr Fletcher said. The study was published as the UK government announced its welfare reform plans, part of which is to encourage more disabled people into work. Dr Fletcher said he hoped the research could be a useful example of the prospects and challenges of fulfilling that goal. Dr Fletcher noted that quite simple adjustments to the working environment, such as improving workstation lighting, using appropriate fonts and colour schemes, and providing workers with calendars, voice activated controls, and automatic reminders could make a big difference for somebody diagnosed with dementia. “And AI offers really interesting opportunities – it is superb at solving many of the problems faced by those with dementia, such as finding words, organising text and putting words in the right sequence. Couple that with the potential offered by hybrid working for those with dementia, and you can see the benefits for both employees and companies,” he said. Dr Fletcher and his co-researcher Dr Olivia Brown argue that dementia is not inherently disabling and that its impact depends heavily on the environment and surroundings in which an employee is operating. Employers might consider, for example, that an employee with dementia may be able to access a building with a swipe card but may be foiled if access relies on codes that they have to remember. “We need to approach this in the way we already respond to people with diverse needs, which is already familiar to most employees. Also, there is a misplaced tendency to see a dementia diagnosis in black and white terms when the reality is, the effects can vary day-to-day and hour-to-hour depending on environment and relationships,” Dr Brown said. Dr Fletcher said that employees could suffer tremendous stress from diagnosis and disclosing this to their employer, with some developing strategies to conceal their condition. He said that, while we lack good statistics, it appears that the ‘vast majority’ of those diagnosed with dementia go into unemployment, often unwillingly. “There are many who could stay in the workforce and don’t. And this is not just an issue for older people – growing numbers of younger people are being diagnosed,” he said. The researchers noted that dementia is often considered to be a post-retirement phenomenon, but estimates suggest that 9% of the 35.6 million people worldwide with dementia are under 65 years of age, with around 370,000 new cases annually. mailto:press@bath.ac.uk
Residents at Harefield care home enjoy visit from MP
HC-One’s Cedar House Care Home in Harefield, Middlesex, was visited on Friday, March 21, by Member of Parliament (MP) for Ruislip, Northwood and Pinner, David Simmonds. Residents and colleagues of the HC-One owned care home enjoyed meeting their MP, David Simmonds, and chatting to him about what life is like at Cedar House Care Home – which is an integral part of the local Harefield community. MP David Simmonds enjoyed a tour round the 42 bedded residential, nursing and nursing dementia care home, including the hair salon, cinema, kitchenette, lounge, ensuite bedrooms and gardens. The team showcased the home’s recent refurbishment work in their lounges, their new electric powered bathtubs and bedrooms to MP, David Simmonds. Cedar House’s residents’ choir also sung a selection of songs to MP David Simmonds in the lounge. Patience Sibanda, HC-One’s Cedar House Care Home Manager, commented: “We were delighted to welcome MP David Simmonds to our home. Everyone had a great time, chatting and discussing key issues they care about and what actions can be taken to overcome them.” David Simmonds, Member of Parliament (MP) for Ruislip, Northwood and Pinner, said: “I am delighted to be invited back to Cedar House in Harefield to see the fantastic work being done by the care home staff to support residents. “I am grateful to the hard-working staff who care so passionately about the residents, their commitment to the highest standards is certainly commendable. The excellent work being done by Patience and her team is evident through not only their ‘good’ CQC rating but more importantly in the high spirits of the home’s residents.” For more information on HC-One homes in your area visit www.hc-one.co.uk/carehomes.
Torsion Care & Torsion Projects
Torsion Group has announced key leadership appointments within Torsion Care and Torsion Projects as the business continues to expand in line with its strategic growth plan. In 2024, Torsion Care was highly active, completing the acquisition of six new schemes and successfully delivering four care homes & 2 retirement living schemes. Since its inception in 2019, Torsion Care has delivered 423 care bedrooms across seven schemes and 264 retirement living apartments. The business has also secured a pipeline of 448 additional units, with a future pipeline of 1,898 beds and apartments, representing a total gross development value (GDV) of £364 million. Leadership Appointments Martin Hutson – CEO, Torsion Care & Torsion Projects Martin Hutson has been appointed Chief Executive Officer (CEO) of Torsion Care and Torsion Projects, following the continued expansion of the business. He steps into this role from his previous position as Managing Director of Torsion Care. Under Martin’s leadership, Torsion Care has experienced significant growth, establishing itself as a market leader in the care sector. He will continue to drive the company’s ambitious expansion in care and retirement living, strengthening investment partnerships and advancing its vertically integrated model of Invest, Develop, Construct, and Operate. John Currie continues his leadership as Managing Director of Torsion Projects, ensuring the successful delivery of high-quality developments across the business. Ian Ward – Managing Director, Torsion Care Ian Ward has been promoted to Managing Director of Torsion Care, recognising his outstanding contributions to the business. Since joining the business in 2021, Ian has played a key role in strengthening operations and driving expansion. In his new role, he will lead the day-to-day operations, strategic growth, and reporting functions of Torsion Care. Commenting on the promotions, Martin Hutson said: “I am thrilled to announce the well-deserved promotion of Ian Ward to Managing Director of Torsion Care. Ian has been an invaluable member of our team, demonstrating outstanding leadership and commitment to our vision. His expertise in care and retirement living developments, coupled with his deep understanding of operational oversight, makes him the perfect leader to drive the business forward in this next chapter.” Dan Spencer, Founder & CEO of Torsion Group, added: “Martin has been an exceptional business partner, driving the rapid growth of Torsion Care and establishing it as a market leader in the care and retirement living sector. His strategic vision and ability to deliver results have played a crucial role in the success of the business. With an exciting pipeline of developments ahead, I have every confidence that Martin and Ian will continue to build on this momentum, forging strong partnerships and delivering outstanding schemes that set new industry standards.” Following success across the Midlands and North as well as expansion into the South, Torsion Care has also announced the promotion of Chris Burns from Land Director to Investment & Acquisitions Director. Chris is an integral part of the senior management team at Torsion Care and is now focussed on driving forward new opportunities and partnerships in the sector. Torsion Care continues to establish itself as a leading care home developer in the UK, with a record-breaking pipeline and a commitment to sustainability, innovation, and strategic partnerships. Torsion Group of Companies delivers a fully vertically integrated model, combining expertise in investment, development, construction, operation, and value optimisation across residential, student accommodation, and care & retirement living. This approach enables land acquisition, maximised opportunities, and the seamless delivery of high-quality developments while ensuring long-term value creation. As a privately owned business, Torsion employs over 300 people and has successfully delivered more than £1 billion of real estate and 30,000 beds across all living sectors in the UK since 2015. Its solutions-driven approach ensures seamless project delivery, earning Property Week’s Developer of the Year award in both 2023 and 2024. In 2024, the business also received the Health and Wellbeing Award at the Excellence in Business Awards Yorkshire, while Dan Spencer was named Property Personality of the Year at the Insider Media Awards Yorkshire, recognising his leadership and contribution to the industry. Torsion Care has been shortlisted for Developer of the Year 2025 at the Health Investors Awards. With a strong focus on innovation, quality, and sustainability, Torsion Group continues to set new industry standards in care, retirement living, and residential development. For more information, visit: www.torsiongroup.co.uk
