Kraft Heinz Away From Home launches future proof 1L sauce range designed to support busy UK kitchens
Kraft Heinz Away From Home (AFH) has officially launched its new 1L professional sauce range, a redesigned format created in response to the increasing operational pressures facing today’s kitchens.
Designed to deliver greater control, less waste and improved sustainability during service, the new format marks the latest step in Heinz’s continued investment in operator-focused innovation, combining decades of sauce expertise with direct chef insight.
Building on extensive chef insight, the new 1L range represents a major evolution of Heinz’s much-loved professional sauce formats. 87% of chefs state that repetitive kitchen actions must be as smooth and effortless as possible**, while a further 87% highlight waste, whether time, product or packaging, as a significant operational challenge**.
These pressures have directly shaped Heinz’s latest innovation, as part of its ongoing commitment to developing formats that better support the realities of modern kitchens. In response, Kraft Heinz AFH set out to rethink what a professional sauce bottle should deliver. Developed over six years, the new format reflects the scale of that ambition, combining long-term product innovation with continuous input from chefs and operators.
The result is a taller, slimmer 1L bottle designed for high-frequency use. Developed through operator testing, the new format improves grip and one-handed control, allowing for more precise application while helping reduce strain during service.
A newly engineered nozzle provides greater flexibility of application, while the distinctive swan neck design removes internal shoulders, allowing sauce to flow naturally towards the cap as the bottle empties. This significantly reduces residual product compared to many alternative formats in the market, enabling operators to use more of what they buy before disposal.
The new Heinz 1L bottle requires significantly less pressure to dispense, needing just 19N of squeeze force compared to up to 57N in other bottles, when delivering the same 15g sauce output. This means consistent output with less effort and supports both efficiency and comfort during busy shifts.
Sustainability has also been central to the redesign. The new mono-material PET bottle is fully recyclable and made from 30% recycled plastic. By removing silicone valves and eliminating coloured sleeves, the simplified construction streamlines recycling and supports back-of-house sustainability goals. The clear bottle also allows operators to easily monitor sauce levels for faster, more precise service.
Tom Franklin, UK & Ireland Heinz Away From Home Director, said:
“We know that every detail matters for our operators. That’s why we’ve taken the time to get this right. Developed over several years, the new 1L range is a direct reflection of our commitment to operators. We listened, we tested, and we’ve delivered a format that genuinely works harder in busy environments. This isn’t just a new bottle. It’s a smarter, more efficient solution designed to support chefs every single day.”
The new 1L range is available now in Seriously Good Mayonnaise, Classic Barbecue Sauce, Classic Burger Sauce, Firecracker Sauce, Sweet Chilli Sauce, Smokey Baconnaise Sauce and Yellow Mustard.
Further additions, including Heinz Sticky Korean Barbecue Sauce, Truffle Mayonnaise and Tomato Ketchup, will join the line-up later in 2026, expanding the versatility of the format across menus and cuisines.
Lawrence Ager, Kraft Heinz Culinary Sales Manager, said:
“In professional kitchens, precision and consistency are everything. The improved control in this new bottle allows chefs to plate with accuracy, even during high-pressure service. It’s comfortable in hand and responsive to use, helping chefs maintain consistency from the first plate to the last.”
The range has also received endorsement from the Craft Guild of Chefs following independent evaluation by Guild members*. Across testing, chefs ranked all flavours in the 1L range highly for overall suitability in professional kitchens, awarding the flavour range an average score of 9 out of 10.
Andrew Green of the Craft Guild of Chefs commented:
“The new 1L bottle offers excellent control and the redesigned nozzle allows sauces to dispense cleanly with no mess around the top. For professional kitchens, the larger format makes a real difference, giving chefs better control during service while also supporting more accurate costing.”
Participating chefs also highlighted the bottle’s ergonomic design and presentation, noting that the format is easy to grip, simple to keep clean and well suited to both back-of-house service and front-of-house display. When asked to compare the new format with the previous 875ml bottle, all Guild testers agreed that the 1L bottle is a better format designed to better support chefs and operators in busy kitchens.
Chris Mapp, Owner of The Tickled Trout in Barlow, said:
“You can tell this has been designed with chefs in mind. Heinz has a strong track record of innovation, and this feels like one of their best yet. It gives you real control during service, but just as importantly, it helps reduce waste and manage costs more effectively. That’s a win in any kitchen.”
To support operators in trialling the new design, Kraft Heinz Away From Home is inviting chefs to experience the difference first-hand.
* Craft Guild of Chefs product testing of Heinz 1L range, March 2026.
** Source: VYPR Survey – 116 respondents
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The Overlooked Power of Capital Allowances
In this Q&A, Michael D’souza, Commercial Development Manager at Business Support Experts (BSE), shares how smarter tax planning and capital allowances can drive financial efficiency and support growth in the care sector.
Can you introduce Business Support Experts?
Business Support Experts specialises in commercial tax relief, helping UK businesses maximise their tax savings and enhance financial efficiency. While we serve various sectors, our primary expertise is in assisting care home operators, who often face distinct financial and regulatory challenges.
Our goal is to help care providers identify and claim reliefs they might not realise they qualify for, such as Capital Allowances. These incentives can provide significant cash flow benefits that can then be reinvested in facilities, staff, and resident care. We adopt a comprehensive, hands-on approach, managing the entire process to ensure claims are accurate, compliant, and fully optimised.
In a sector with slim margins and increasing demand, our mission is to give care home operators the financial flexibility and confidence to focus on delivering excellent care.
Which tax relief opportunities are most commonly overlooked?
Capital Allowances are often overlooked in the care sector. Many operators are unaware that parts of their property, such as fixtures, fittings, and integral features, can qualify for relief, leading to missed opportunities for significant tax savings that could be reinvested in their business.
We encourage operators to engage with a specialist as early as possible, ideally at the point of acquisition, development, or refurbishment. Taking a proactive, consultative approach allows us to identify opportunities from the outset, streamline the process, and typically secure a quicker and often greater financial benefit.
What are the differences between new builds and existing builds?
Our approach remains consistent whether we handle a new development or an existing care home. We aim to deliver strong, fully compliant claims while maximising all available reliefs.
The main difference lies in the opportunity type: new builds or recent projects often enable more immediate and optimised claims, whereas existing care homes may require a review of past expenditures. Nonetheless, our methodology is unchanged; thorough, consultative, and dedicated to securing the best possible results for the client.
How crucial is tax efficiency and financial structuring for providers building next-gen care homes?
Tax efficiency and solid financial planning are becoming increasingly vital as providers develop the next generation of care homes. Facilities serving residents with higher dependency levels usually require greater initial investments in construction and specialised equipment. Effective tax strategies help operators improve cash flow and retain more capital within the business, supporting expansion through new locations, extensions, or refurbishments of existing facilities.
As demand in the sector continues to grow, the ability to reinvest wisely and scale operations will be crucial. Therefore, proactive tax planning should be considered a key component of long-term strategic success.
easyResidences: Building Around Residents
Since its launch in Autumn 2025, easyResidences has signalled a new approach in the care sector, offering homes designed for real people with genuine ageing experiences. These homes are high-quality properties with modern interiors, accessible layouts, fully furnished ensuite bedrooms, and shared indoor and outdoor spaces for communal enjoyment.
The groundbreaking ceremony took place in December 2025, initiating the project for Morrison Care Group, KRG Healthcare's management, and staff. They faced the challenge of building a new facility while residents stayed in the existing care home on the same site. This situation, though not unprecedented, demands meticulous planning, ongoing review, and clear communication among all parties.
Before laying a single foundation at Manor Farm, comprehensive risk assessments addressed the complex task of building a future care home alongside an operational one. With residents living nearby, the risk of disruption had to be minimised, including access route segregation, noise and vibration during sleep hours, dust and air quality management given existing residents' respiratory vulnerabilities, and safeguarding utilities such as power, water, and emergency systems throughout construction.
Infection prevention was critical; construction protocols were integrated with the home's existing IPC framework to ensure safety. A Principal Designer and Principal Contractor were appointed in accordance with CDM 2015 standards, with a live risk register reviewed continuously throughout each construction phase.
Throughout the project, the operational home's registered manager played a key role in site governance. At Manor Farm, resident welfare is the overriding priority that guides all construction decisions. This dedication to care and communication defined every stage of the subsequent project.
In the beginning, a nod to the past
Before digging began, archaeologists surveyed the site designated for the new development. Their work concluded in October 2025, when a team member visited the residents to share their discoveries. These included the remains of a 13th-14th Century farmstead located beneath the car park, and an 11th/12th Century jug handle.
This meeting with residents marked a crucial step in the development process, enabling them to participate actively and safely in shaping their new community. As construction got underway, one resident even took a supervised tour of the site to discuss the project with the construction team.
2026 begins, and the site takes shape
A rainy start to 2026, combined with the large trenches on site, prevented residents from attending external visits to inspect the work. Nonetheless, the home’s activities coordinator took a supervised tour around the site to take photographs, which were later shared with the residents. The dining room at the current Manor Farm offers a safe spot to watch the evolving new development, with residents enjoying observing the construction team at work, sparking conversations and photo opportunities.
By the end of March, with much of the severe winter weather behind them, the foundations and substructure work were almost finished. This included building two lift shaft bases and installing external and internal drainage systems, and preparing for the ground-floor concrete slab. Once this was done, work on the superstructure began, with external block and brickwork rising to 1500mm, and scaffold installation was scheduled.
Whenever possible and practical, the building team visited residents to update them on the development’s progress. This helped residents feel involved and understand the visible changes happening outside.
Flexibility and Understanding
Managing the care home alongside ongoing building work has required careful planning among the developer, operator, and construction team in a true partnership spirit.
Early considerations related to parking, safe access to the existing care home, external storage space, and the safety of residents near the construction site were prioritised to ensure a smooth start as everyone adjusted to their ‘new normal’. The construction team quickly established safety walkways and accessible routes with disability access, enabling residents to continue reaching the community, friends, family, and staff. The main entrance of the care home was relocated to another part of the building to allow safe access.
The Manor Farm team has been flexible and maintained strong, clear communication about planned changes, which has been crucial to the project’s success so far. Their top priority has remained providing a calm, safe, and reassuring environment for residents, especially those with dementia. Despite these ongoing efforts, Manor Farm also received an unannounced routine inspection from the EHO, which resulted in it retaining its 5-star rating. This highlights the team’s dedication to delivering outstanding service even amid significant transformation. To date, noise disruptions have been minimal, and residents have shown curiosity about the project, watching it take shape.
Looking Forward
As the weather improves and the garden at the far end of the property undergoes a Spring transformation, residents can enjoy the sunshine peacefully, listening to birds and watching squirrels visit along the fence.
Everyone at the home is eager for the opportunities the development will offer, including upgraded facilities, improved living spaces, and beautiful grounds that will enhance residents’ quality of life.
Registered Manager Kylie Child, with many years at the home, is optimistic about Manor Farm's future, stating, “We are sure to face more challenges as the build progresses, but everyone so far has shown resilience and excitement. We look forward to the benefits the new build will bring."
With summer approaching and a strong team in place, the first easyResidences care home appears to have a bright future.
A New Blueprint for Care: Designing Homes That Anticipate Higher Need
Signature, Boutique, Greetwell and Business Support Experts share how new care homes are being designed to meet rising acuity: combining flexibility, efficiency and a more future-proof approach from the outset.
Designing the next generation of care homes for a more complex resident profile
Across the UK, the profile of care home residents is evolving rapidly. Individuals are entering care later in life, often with more advanced conditions, increased clinical complexity, and elevated expectations for both the environment and the care experience. As a result, new care home projects are being redesigned from the ground up, not only to meet higher-acuity needs but also to proactively address them. For operators, developers, and suppliers, the focus has shifted from merely modifying existing buildings to creating environments that inherently accommodate future needs without requiring adaptation.
Designing out the need to retrofit
A prominent and consistent theme emerging from recent innovations is the shift towards embedded flexibility in care design. Instead of creating environments for a fixed care model, providers are embedding adaptability in response to residents' changing needs.
At Signature Care Homes, this principle is fundamental. Their newest developments focus on supporting an “elasticity of care,” allowing residents to age in place across a full continuum: from independent living to nursing, dementia, and palliative care. This impacts the building's design, with integrated clinical infrastructure, assisted bathroom features, and nurse call systems from the start, ensuring the environment can seamlessly scale to higher dependency levels. Similarly, Boutique Care Homes employs a subtle yet structured strategy. While offering a hospitality-focused setting, they include dedicated spaces, such as their “nostalgia community,” to cater to residents with higher care needs. Importantly, this does not create a visual break from the rest of the home. Design consistency is preserved, with only specific modifications such as dementia-friendly signage and themed navigation added where necessary. Overall, this results in a transition in care levels that doesn’t feel clinical or disruptive. This approach mirrors a wider industry trend: future-proofing is now about integrating capacity invisibly from the start, rather than adding it later.
The balance between hospitality and clinical care
As resident needs grow more complex, the clash between clinical practicality and hospitality-inspired design becomes more evident. Instead of choosing one over the other, leading providers are addressing this challenge by collaborating early.
Signature refers to this as a “productive tension” between disciplines. By involving clinical and design teams early in the concept phase, they ensure that neither aspect is an afterthought. The hospitality vision establishes the goals, high-quality interiors, lifestyle amenities, and a homely atmosphere, while clinical needs set the operational boundaries. Good design results from balancing these elements.
Similarly, Boutique adopts this approach by discreetly hiding clinical infrastructure in back-of-house areas. Residents enjoy themed interiors, local motifs, and welcoming communal spaces, rather than overtly medical settings. This approach is especially crucial as expectations evolve; residents now anticipate well-designed homes and demand the same quality in care environments. Ultimately, this leads to a new design language in care, where clinical functions are present but subtly integrated.
Planning for operational reality
While new developments often focus on resident experience, operational efficiency remains essential, especially as cost pressures grow. Floorplate design plays a strategic role; at Boutique, layouts are precisely arranged to match staffing ratios with bed counts, ensuring effective care and financial viability. Poor spatial planning can increase staffing needs, making it crucial to get this right during design.
Procurement strategies are also moving earlier in the process. Steve Gibson from Greetwell Purchasing Solutions notes that many operators still see procurement as a post-build step. In reality, decisions about kitchens, storage, and service flows impact long-term operational success. Data insights are increasingly important: analysing purchasing trends, such as demand for special diets or allergen-free products, can guide kitchen design, storage, and workflow before construction starts. This is especially vital in high-dependency settings with complex, less predictable nutritional needs.
Flexibility remains vital; kitchens and service systems must adapt to evolving resident profiles rather than being optimised for a single operating model.
Building in financial efficiency from the start
Alongside design and operations, financial structuring is increasingly shaping new developments. Business Support Experts emphasize a significant, often overlooked opportunity through Capital Allowances.
These tax reliefs can considerably lower the net cost of a project but are often underused because they aren't considered early enough. Incorporating tax planning into the design stage can influence key decisions, such as opting for demountable partitions instead of fixed ones, which can unlock higher tax relief. In high-demand settings where specialized equipment and flexible spaces are common, opportunities for optimization grow even more.
These changes have substantial effects: better cash flow and lower capital costs can be the difference between a project proceeding or not, especially in high-cost areas with strong demand for beds but tight margins. As development costs rise, financial efficiency becomes a crucial part of the overall strategy, not just an administrative concern.
Where is demand greatest?
Geography continues to significantly influence new care provision, but the situation is complex. In Greater London and the South East, providers highlight a clear shortage of purpose-built, high-quality homes.
Despite considerable development activity, demand surpasses supply due to dense, ageing populations and inadequate modern facilities. Signature’s focus on London reflects this, aiming at areas where families struggle to find appropriate care options. Similarly, Boutique recognises ongoing demand throughout the South East, noting that much of the current care home stock no longer meets modern standards. Features now standard, such as ensuite wetrooms, are often missing in older homes, indicating a need for both new capacity and upgrades to outdated facilities.
Nationally, the issue isn’t about pinpointing a single hotspot but about understanding localised pressure points. As Greetwell’s data indicates, relying solely on national averages can be misleading. The demand for higher-acuity care varies across regions, and new developments need to be tailored to local needs.
Sustainability beyond energy
Sustainability is becoming a more integral part of new care home developments, with the scope broadening from just energy efficiency. From a building performance standpoint, providers are adopting a fabric-first strategy, emphasising insulation and construction quality to reduce energy demand before adding mechanical solutions. Technologies like photovoltaic panels, battery storage, and heat pumps are increasingly common, along with LED lighting and smart controls.
Yet, sustainability also encompasses operational and experiential aspects. Efficient layouts can lessen staffing demands; streamlined supply chains reduce waste; and environments that promote wellbeing, through natural light and outdoor access, enhance long-term resident outcomes. Procurement also contributes, prioritising sustainable purchasing not for premium costs but for better visibility, less waste, and stronger supplier accountability. When integrated early, such practices support both environmental aims and cost efficiency.
The role of community integration
An often-overlooked element of new developments is how they connect with the local community. For Boutique, community engagement serves both wellbeing and business goals. By welcoming local groups and activities into their spaces, they foster environments that feel connected rather than isolated.
This approach benefits residents by keeping them engaged with the outside world and also enhances local reputation and referral opportunities. In competitive markets, such visibility can be as important as traditional marketing, as trust built through community involvement becomes a unique and hard-to-copy advantage.
A new baseline for care environments
As the sector develops, so do expectations. Features that once set premium care homes apart, such as private apartments, high-quality dining, and wellness amenities, are now becoming commonplace.
Meanwhile, residents' clinical needs are growing more complex, placing greater demands on buildings, systems, and staff. The sector's clear response is: build once, and build it right. This involves integrating clinical capabilities, operational efficiency, financial strategies, and sustainability from the beginning, all while creating environments that truly feel like home.
The next generation of care homes will be judged not just by their ability to adapt to change, but by how effectively they can anticipate it.
NCF’s statement in response to the King’s Speech
The National Care Forum (NCF) - the leading association for not-for-profit social care has made the following statement in response to the King's Speech that was delivered today and set out the government’s forthcoming legislative plans.
Vic Rayner OBE, CEO of NCF said: “Whilst no great surprise, there are slim pickings for adult social care in the King’s Speech. The timeframes set by the government around the Casey Commission have served to undermine the government’s commitment to any urgency attached to desperately needed reform and the development of a National Care Service.
“With this second parliamentary term now underway the clock is ticking on progressing many of the government’s election manifesto pledges that would create positive change in the care and support system. We can only hope that the government can find a way through the current maelstrom and start to provide tangible detail on how wider reform of adult social care might take shape.
“In the absence of specific legislation directed at social care, there are a number of areas that are directly connected to the delivery of care, and reflecting on these, Vic Rayner stated:
“We welcome the core goals of the government’s 10 Year Plan for England, particularly the focus on digital and data. We are pleased to see reference to the Single Patient Record
which brings together health and social care records in one place. We urge government to recognise the key role that social care will play in the government’s entire strategic vision across health and care.
“At the same time, we are concerned that the reforms to the NHS, alongside local government reorganisation, will create a challenging operating environment for social care and support providers, as they strive to navigate this while enabling people to live their best lives. Equally, given the Bill’s emphasis on Integrated Care Boards’ strategic commissioning role, social care must continue to be fully embedded in ICB governance and plans at neighbourhood and strategic level.
“We welcome the extension of the Armed Forces Covenant Legal Duty to ensure that the needs and circumstances of members of our Armed Forces and their families are prioritised, so they can easily access social care and other critical services.
“The Education for All Bill offers a potential route to ensuring education, health and care services work in partnership with the voluntary and community sector to support children and young people up to the age of 25. To achieve this, care and support must be accessible and fully funded to ensure that children and young people have the support they need to flourish and achieve their full potential.
“The government’s pledges to continue to invest in apprenticeships and other employment routes for young people must take every opportunity to highlight the abundant and exciting career pathways in social care. We will be keen to see how the government responds to the Milburn Review and the Timms Review and urge them to consider the huge economic contribution disabled people can make if they are empowered into work.
“Solid details and timescales for the development of a National Care Service are starkly absent from the King’s Speech and we need urgent clarity from government on how they intend to take forward Baroness Casey’s recommendations. NCF and our not-for-profit members have used every opportunity to engage with the Casey Commission and we will continue that representation at every step to ensure the voices of providers, the care
workforce and people for whom social care is a crucial lifeline are heard loud and clear, so they too can take an active role in shaping these ambitions.”
Invisible Technology, Tangible Comfort: Designing Care Homes That Feel Like Home
Modal AV has developed integrated systems for care homes throughout the Home Counties and beyond. The consistent theme? Technology that you experience: music, lighting, and ambience that create a homely feel.
Walk into a well-designed care home today, and you shouldn't notice the technology. You should notice the warmth of the lighting, the music drifting gently through the lounge, the way a resident can settle into an armchair without a single cable, remote, or flashing indicator pulling them out of the moment. That is the brief we work on at Modal AV, and it is as much an interior design brief as a technical one.
Care environments have historically leaned towards feeling clinical, partly by necessity, partly by default. Bright overhead lighting, visible cabling, bulky televisions and obtrusive speakers all contribute to a hospital feel that sits uncomfortably with the growing expectation that care homes should look and feel like premium residential spaces. Having designed integrated AV systems for many care homes, we have learned that the hardware itself has to recede before the atmosphere can come forward.
Our approach is to specify equipment that disappears into the architecture. In-ceiling speakers flush-fit into plaster and can be painted to match; projection is hidden behind motorised screens; televisions sit within joinery or art frame housings. Lighting, controlled through Crestron, shifts in colour temperature throughout the day, cool and energising in the morning, warm and restful by evening, giving rooms the same circadian quality a well-designed home would have. Nothing blinks. Nothing hums. Nothing announces itself.
Where a human interface is needed, we favour small, discreet touchscreens installed in common-use rooms and communal spaces. These tidy up what would otherwise be a clutter of remote controls, light switches and thermostats into a single, elegant panel. A resident, or a member of staff working on their behalf, can adjust music, lighting, heating and window shading from one place, using clear, simple controls. For residents with cognitive difficulties, the reduction in visual and operational clutter matters enormously. For interior designers, the reduction in wall hardware means a cleaner elevation and more freedom with finishes.
Good AV in a care setting should feel like good hospitality. It should make a space more welcoming, more comfortable, more dignified, and it should do so without ever drawing attention to itself. When a family member visits and comments on how lovely the lounge feels, without noticing why, we have done our job properly. The technology is there, working hard in the background, but the experience is entirely human.
From Layout to Lifestyle: Care UK’s Blueprint for Better Care Home Design
Interior design plays a far greater role in care homes than many realise. Care UK’s Sophia Wolsey Hurst explains how it shapes daily life, comfort and connection for residents.
A rewarding Process
When asked about the most rewarding part of her job, Sophia is clear: “Design is a long process, but when a home is completed, you finally get to see your vision come to life. The best part of that is seeing a resident move in and see them enjoy and interact with what you’ve created. To have designed a space that they and their loved ones feel at home and safe in, and a place where they can find joy, is really special. It’s what drives the design team to create the best environment possible.”
A tailored Approach
Care UK’s small but mighty team of interior designers are responsible for supporting not only new build homes, but also refurbishments of existing homes across England, Scotland and Wales, some of which have been with the provider since the 1980s.
The team recognise that each care home is individual and needs to be treated as such. Every new-build care home is inspired by the local area, helping residents feel a sense of familiarity from the minute they move into their new home. For example, a newly-opened care home in Southampton, The Wickets, is inspired by the county’s cricket scene. This theme is present throughout, particularly in the artwork, where specifically sourced images and 3D elements, including an old Hampshire cricket ball, bat, and wickets, are on display. These encourage conversations between residents, their loved ones and carers on a daily basis.
Collaboration at the Core
The designers work closely with the construction and development teams, but just as importantly, they engage operational colleagues by sharing plans from the outset. This collaborative approach helps them understand the practical needs of residents and colleagues, enabling them to shape thoughtfully designed spaces that support everyday living.
Inspired Designs
A welcoming impression is key in all Care UK homes, which is why the team take inspiration from the hospitality sector for key parts of their design. “You want someone to greet you straight away at a friendly but official front desk”, Sophia explains, “and then you want everything else to feel homely, not sterile and neutral, as has sometimes been the case with care homes.”
The team loves using texture and colour in their designs and is always looking for new inspiration, from their natural surroundings and, often, from bars, restaurants and hotels, which can inspire the cinema rooms, in-house pubs and bars, dining rooms or lounges at Care UK homes. The team always want to try different things: “this can range from designing a new piece of furniture, to simply re-colouring a pattern on a curtain fabric!” Sophia says.
Interior design is also moving on, the team notes. The post-war themes that have regularly been present in care homes are being updated for today’s residents, ensuring that artwork and accessories feel dynamic and engaging: shifting the dynamic towards familiar references from the 1970s and 1980s.
Functionality in Design
Functionality is a key consideration in any care home design and, as a result, bespoke joinery has become a significant part of the design process. From TV units, to the bar and its surroundings, and even built-in bookcases – the team must ensure the items are suitable and accessible for residents and colleagues to use, all whilst remaining aesthetically pleasing.
The team is also moving towards a more functional approach to dementia suites, experimenting with how to keep residents safe whilst they engage with familiar hobbies. Where non-operational sewing machines and typewriters have previously been on display to evoke residents’ memories, there are ongoing discussions about replacing such items with usable, tactile objects. Artwork is changing too, a cluster of vintage holiday posters asks the question “where have you visited on holiday?”, all of which benefit conversation and reminiscence.
Common challenges, particularly in older care homes, are a lack of day space. The three interior designers at Care UK, Sophia, Sarah Mossman and Katharine Shea, prioritise the creation and design of these new spaces wherever they can. Within dementia suites, they recognise that the need for additional spaces, such as a ‘quiet lounge’ or a space for care sessions, is crucial. In a recent refurbishment at Blossomfield Grange in Solihull, the team added an extra dining room to the dementia suite, helping residents enjoy calmer mealtimes.
Designing Suitability
There’s a lot to consider on dementia floors. Within the décor, strong patterns are avoided, and items must be carefully selected to ensure sufficient contrast between furniture, flooring, and walls, enabling residents to easily identify seating. Throughout the corridors, handrails will contrast with the wall colours, aiding with residents’ orientation, mobility and independence.
As well as innovative, personalised design, the team know that it is important for their work to speak to customers. Recently, they’ve worked with Care UK’s digital marketing team and Imagineer to create virtual marketing suite tours that walk you through all upcoming new-build homes in 3D. This will not only help relatives explore the intricacies of the design prior to the home’s completion, but will, most importantly, allow potential residents to familiarise themselves with their new home.
Sustainability at the Core
In keeping with Care UK’s commitment to responsible corporate citizenship, the design team champions sustainable suppliers. During refurbishments, they will work with Shackletons to recycle furniture that the home no longer needs. Repurposed materials play a central role across our new builds and refurbishments; curtain and upholstery fabrics are made from recycled plastic bottles, and carpets are woven with reused fibres.
“Our job isn’t complete until residents feel at home. It’s a privilege to work on something as important as this.”
Essential 5: Interior Design
Interior design is playing an increasingly strategic role in the success of care homes. In 2026, the focus goes beyond aesthetics, shaping environments that support wellbeing, operational efficiency, and regulatory compliance. Here are five essential design features every new care home should prioritise.
Dementia-Friendly Design Principles
Dementia-informed design is now a baseline expectation rather than a specialist add-on. Clear wayfinding, colour contrast, memory cues, and unobtrusive safety features help residents maintain independence and reduce anxiety. Thoughtful layouts minimise confusion and support routine, while familiar, domestic-style environments promote comfort, dignity, and a stronger sense of identity for residents living with cognitive decline.
Flexible Spaces
Care homes in 2026 must accommodate a wide range of activities within adaptable environments. Multi-use lounges, dining areas, and activity rooms allow operators to respond to changing resident needs throughout the day. Flexible design maximises space efficiency, supports varied programming, and enables homes to create vibrant, engaging environments without increasing overall footprint or compromising operational flow.
Biophilic Design and Access to Nature
Integrating nature into interior spaces has proven benefits for mental and physical wellbeing. Large windows, indoor planting, natural materials, and direct access to gardens or courtyards help reduce stress and improve mood. Biophilic design also enhances air quality and light levels, creating calmer, more restorative environments that positively impact the experiences of both residents and staff.
Integrated Technology
Technology in care homes is becoming increasingly discreet yet powerful. From silent nurse call systems to circadian lighting and acoustic management, the goal is seamless integration. Residents benefit from enhanced safety and comfort without feeling surrounded by clinical equipment, while staff gain access to efficient, responsive systems that support high-quality care delivery behind the scenes.
Hospitality-Led Comfort and Finishes
Design expectations continue to rise, with care homes drawing inspiration from boutique hospitality settings. High-quality furnishings, layered lighting, and tactile materials create warmth and familiarity. Attention to detail in finishes, such as soft textiles, artwork, and personalised spaces, helps move away from institutional aesthetics, supporting resident dignity while also appealing to prospective families and stakeholders.
Care Home of the Month, Nightingale House: Nightingale Hammerson
A Community Rooted in Care
Nightingale House, located in Clapham, is a care home for older Jewish people and is part of the Nightingale Hammerson charity, which has supported the older Jewish community for over 185 years.
They provide a full range of care, including residential, nursing, dementia, respite, rehabilitation and palliative care, all delivered in a way that reflects Jewish values and community.
Their commitment to exceptional care has been recognised with an Outstanding rating from the Care Quality Commission, placing Nightingale House among the top 3% of care homes in the UK.
A Multidisciplinary Model of Excellence
Nightingale House is proud to have a multidisciplinary team to help meet Residents’ needs, including carers, nurses, NHS GPs 5 days a week, advanced nurse practitioners, occupational therapists, physiotherapists, a moving & handling advisor, a dietitian, a speech and language therapist, a psychologist, engagement leads, a relationship-centred care coordinator and spiritual care leads. These resources enable Residents to get prompt assessments, diagnoses, and medication, ensuring their care remains truly person-centred.
A Thoughtful Renovation for Modern Care
To uphold its mission of delivering excellent care, the home embarked on a major renovation and refurbishment to rejuvenate parts of the building, aligning with Nightingale Hammerson's reputation for modern and innovative care. With the aim of creating a beautiful space that the Residents feel proud to live in and that reflects the welcoming community.
Nightingale House recently opened its new Café and Lounge, providing a gorgeous space open to Residents, their friends and family, the community and the children and families from the home’s onsite nursery. During engagement activities, Residents often find themselves in the newly renovated Activity Hub. Dedicated, compassionate volunteers and engagement teams staff this space. To match their enthusiasm, Nightingale Hammerson has designed a spacious area for gathering, engaging, and interacting, regardless of the activity. On sunny days, the Activity Hub’s doors open to reveal the beautifully maintained gardens of Nightingale House.
Resident’s comfort, dignity and independence are at the heart of every decision made during the renovation process. Every detail has been designed with them in mind, from furniture that allows wheelchairs to fit easily underneath, to widened doorways for greater accessibility. Higher planter boxes mean Residents can continue gardening without bending over, while new beds and mattresses have been rolled out across all rooms to ensure restful, supportive sleep. Nightingale House is also incorporating cutting-edge technology, including Teton, the AI-powered ambient monitoring platform, to enhance daily living and care. Every improvement reflects their commitment to creating a home where independence and wellbeing come first.
The Power of Intergenerational Connection
An on-site nursery, Apples and Honey Nightingale, is based in the grounds of Nightingale House. As pioneers of the first Intergenerational Programme in the UK, Nightingale Hammerson is hugely proud of its success and the impact it has on both older Residents and young nursery school attendees.
Apples and Honey Nightingale has had a significant impact on the Residents' wellbeing and mood. It enhances joy and positivity, and the ambience in Nightingale House is all the more special because of the regular presence of noisy, happy toddlers.
Residents and children share common physical challenges, such as tool manipulation and hand-eye coordination. They support each other with tasks such as cutting, pottery and gardening. Other intergenerational activities include singing, a breakfast club, painting, buddied reading and harvesting honey.
The Residents benefit enormously from interaction with young people. Increased social engagement helps reduce isolation; they feel more integrated into the wider community and experience a sense of purpose as they share their life stories with the children.
One child told a Resident, “We love coming here as you are like our grandparents, but they live in a different country, so we can’t see them.”
Relationship-Centred Care at the Core
Jenny Pattinson, the CEO at Nightingale Hammerson, said “[they] are reminded every day that care isn’t something you do to someone, it’s something you build with them. It begins with noticing: noticing that someone now prefers their tea a little weaker, that a familiar song from years gone by brings a smile to their face. Sometimes, a quiet moment is more comforting than questions.
That is why everything we do at Nightingale House is based on relationship-centred care. Relationship-centred care goes beyond outstanding clinical standards or beautifully designed buildings. It recognises that wellbeing is shaped by the connections between Residents and teams, families and carers and the wider community that surrounds each person.
We take time to understand each Resident’s history, preferences, routines and values to form the foundation of their care plan. When carers know Residents well, they can anticipate needs, notice subtle changes and provide support that feels personal rather than process-driven. Families often tell us that what reassures them most is not only the professionalism of our teams but the genuine warmth and affection they see in everyday moments.
Relationship-centred care is something we believe should always be at the heart of life in our care homes. It’s a practical, evidence-informed approach that enhances Residents’ quality of life, and it’s why we place such importance on building and nurturing meaningful relationships in our homes.”
A Strong Team and Community Future
Nightingale Hammerson’s staff turnover stands at just 8.1%; across social care, workforce retention remains one of the greatest challenges of our time. Nationally, turnover in care homes averages around 24%. The low staff turnover reflects not luck, but a deliberate culture built on care, purpose and professional growth.
The team are excited to start welcoming the wider community into Nightingale House following recent renovations; the home has been transformed into a central hub for gathering, celebrating and connecting. From community events and cultural celebrations to learning opportunities and social activities, the home’s doors are open for everyone to come together, share experiences, and enjoy the home's vibrant life.
Research & Innovation
Nightingale Hammerson stands out for its strong commitment to Research & Innovation. Through Reach by Nightingale Hammerson, a free digital platform, the organisation shares expert advice from its teams with professionals, carers and families, extending its impact far beyond its homes.
In the past year alone, it has supported more than 30 research projects and produced over 100 practical advice films. Building on this momentum, plans are underway for its sixth annual Care Home Research Forum, taking place on 5th November at Hammerson House, Wohl Campus.
KYN Announces Fifth London Care Home
KYN, London’s leading collection of residential and nursing care homes, has announced the commencement of construction on a new care home in Hammersmith, located on the River Thames. The development, named KYN Riverside, is scheduled to open in 2029.
Designed in collaboration with PRP Architects, KYN will transform a former office building on Chancellor’s Road, situated between Fulham Reach Boat Club and Riverside Studios. The redevelopment will upgrade the existing structure and create an elegant 45-bedroom care home reflecting KYN’s trademark design approach.
The design will prioritise river views, with bedrooms and communal areas on each floor orientated towards the Thames. A generous Walled Garden will provide seating and dining areas for residents and their families, with direct access to the Thames Path.
The site extends to approximately half an acre and is located close to Hammersmith Bridge and around 500 metres from the River Café.
KYN will continue to partner with esteemed interior designer Nina Campbell, with artwork curated by Adam Ellis and landscape design by Randle Siddeley. The variety of spaces will include large, vibrant areas for socialising and entertaining, as well as smaller semi-private spaces that complement the individual rooms.
Consistent with the existing residences in the collection, KYN Riverside will feature exceptional facilities, including The Great Room with garden access, the KYTH Spa and Rehab Studio, Home Cinema and Library. This considered design creates a sense of community while providing residents with peaceful retreats, enhancing overall comfort and wellbeing.
The development follows KYN’s ongoing expansion in London, including planned homes in Kensington and Highgate, due for completion in 2028, alongside its existing homes in Hurlingham and Bickley.
Caroline Naidoo, CEO at KYN, said: “At KYN, we are focused on redefining what later-life care can look and feel like. We design homes that combine high-quality nursing and residential care with thoughtful, residential environments that feel calm, private and familiar, while still enabling connection and community.”