# Trustees Report and Accounts 2025 

Pharmacist Support is a charitable company limited by guarantee registered in England & Wales, company no 9237609 & charity no 1158974 




## Welcome 

2025 has been a year of significant change in the NHS and across the wider pharmacy sector. The pharmacy profession is re-shaping itself to provide enhanced services in addition to filling gaps left by other overstretched clinical services. Therefore, it is not surprising that the latest Workforce Wellbeing survey is showing that burnout within the profession remains high at 87%. This serves as a clear reminder that it’s more important than ever for Pharmacist Support to remain relevant, accessible and the wellbeing charity of choice for our pharmacy family. 

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This year marked the first year our new five-year strategy and the roll out of some initial new offerings that will support our beneficiaries who are struggling with increased pressures within the workplace. However, we can’t forget that the early stages of training and careers can be difficult, and when re-framing our student offering, we found the input from a pharmacy student who attended a board meeting extremely valuable. The launch of the financial wellbeing offer in conjunction with Rebel Finance School has been particularly welcomed as individuals aim to strengthen their resilience in these increasingly trying times. Additionally, the Walk for Wellbeing initiative has been enjoyed by many who have come together as a community to support others within the profession who may be experiencing loneliness, and we look forward to continued engagement through extending these community events in 2026. 


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Ongoing development of our existing services remains a key focus for the charity. Our ‘Dose of Wellbeing’ podcast is proving very popular, and we have been excited by the interest from many outside speakers to feature their experiences. Also, we had a record number of bursary applications and continue to be grateful for the funding that directly supports this offering. Our goal of improving the beneficiary experience and streamlining our operations through enhanced digital tools has gained some traction this year with an increased number of individuals ‘self-serving’. Development of our people has always been a priority, as it is through this great team that we succeed, and during the year we continued to support their training needs as well as identifying better ways to measure our overall impact. 

Critically, awareness of the charity increased compared to 2024, and our very successful ACTNow campaign experienced an increase in website traffic as well as a 150% increase in campaign sign-ups. However, we are not complacent, and in addition to redeveloping our partnership offering, we have created a Fundraising Steering Group to ensure we are exploring every eventuality to access donations. 

Case studies have always been a feature of our report, and this year is no different with moving examples of how the charity has literally saved lives. Nothing is more powerful than understanding what a difference the charity has made to individuals and their families, and this was taken to a new level this year as two beneficiaries attended one of our board meetings. They shared emotional stories and what the charity’s support had meant to them and the real impact it had in their personal lives and careers amidst very trying circumstances. This visit left a lasting impression on all Trustees. It reinforced the key role the charity has for our beneficiaries and the importance of hearing directly from those we support – something the Trustees are keen to continue in future meetings. 

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Although 2026 will mark Esther’s last year with Pharmacist Support, having served three terms of three years, she knows the Chair role will be in good hands as she hands over to Mark. During 2026, amongst other activities, we will focus on developing new partnerships and strengthening existing ones so that the charity can exist in perpetuity. As a key part of our ethos is ensuring that we can continue to meet current and future demand, the output from the Pharmacy Technician working group, alongside input from partners and stakeholders, exploring if, when and how we could extend our beneficiary pool to include pharmacy technicians, will be critical. 

On behalf of the Board of Trustees, thank you for your interest in the charity and we hope we can count on your continued support in the future. 



Esther Sadler-Williams 

Mark Sweeney 

**Chair of Trustees** Pharmacist Support 

**Vice-Chair of Trustees** Pharmacist Support 

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## **Who we are** 

Pharmacist Support champions the wellbeing of our pharmacy family. Our vision is that none of them will face challenging times without us by their side! 

As the profession’s independent, established and trusted charity, we exist to support health and wellbeing by providing a wide variety of support services to beneficiaries across Great Britain. We pride ourselves on being an honest, trustworthy and transparent organisation with good governance at the core. We work hard to consult with our 

beneficiaries and stakeholders to ensure that we meet the needs of the profession and provide regular updates on our website following our quarterly board meetings. The profession’s connection to the charity is deep. We were initially established in 1841 by the Royal Pharmaceutical Society of Great Britain (RPSGB) and became an independent charity in 2006. 


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## **Who we help** 

The charity’s legal objects define our potential beneficiaries, and we are restricted to the relief of financial need or other distress and the advancement of general health and wellbeing of: 

any individual whose name is or has ever been on the Register of Pharmacists maintained by the General Pharmaceutical Council (GPhC) (or formerly maintained by the Royal Pharmaceutical Society of Great Britain), and their dependants; 

any Pharmacy Trainees in Great Britain; 

any Pharmacy Students in Great Britain; or 

any other individual who is a current Registrant of the GPhC, as determined by the trustees from time to time. 

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## **Our values** 

## People First 

We are compassionate. We listen. We are empathetic. We bring people together. 


## Positivity 

We believe in better. We champion our pharmacy family. We never give up. 


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## Empowerment 

We make good things happen. We encourage and build resilience. We create positive impact. 


## Fairness 

We are non-judgemental. We are independent. We work with integrity. 


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## **What people are saying about us** 

_“I truly believe I would never have been able to receive the help I did, as quickly as I did, without the help from Pharmacist Support. I am so grateful my colleague referred me to the service, and it is absolutely invaluable to pharmacists.”_ 


_“Pharmacist Support has saved me and my career.”_ 


_“Pharmacist Support was there when I needed a place to turn to that understood my profession and the struggles it can bring.”_ 


_“The charity allowed me to return to work when I was considering leaving the profession.”_ 


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_“Be restful and assured that you are in the right hands for the best available help for all the people in our pharmacy profession.”_ 


_“Pharmacist Support turned my life around during the worst point of my life. With their help, I regained a positive outlook, improved my mental wellbeing, and was reminded why I cherish both the pharmacy profession and the incredible support this charity provides.”_ 


_“I owe so much gratitude to Pharmacist Support standing with me through the difficult times.”_ 


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## **Why it matters** 

Our last Workforce Wellbeing Survey, carried out in 2024 with the Royal College of Pharmacy (formerly the Royal Pharmaceutical Society), indicated a high risk of burnout within pharmacy and highlighted the vital role and continued necessity of Pharmacist Support’s work. The survey received a total of 6,598 responses with 67% of respondents being pharmacists, 30% pharmacy technicians and 3% trainee pharmacists or MPharm students. Results across the two main groups (pharmacists and pharmacy technicians) were broadly the same – showing that both these groups face similar challenges when it comes to mental health and wellbeing. 


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## What our research tells us: 



87% 

91% 

35% 

**OF ALL RESPONDENTS** are at high risk of burnout 

**OF RESPONDENTS** working in community pharmacy are at high risk of burnout 

**OF RESPONDENTS** say their mental health is poor or very poor 

61% 

56% 

41% 

**OF RESPONDENTS** had considered leaving their current role or the pharmacy profession in the last year 

**OF RESPONDENTS** said their mental health had been impacted due to medicine shortages 

## **OF RESPONDENTS** 

said their mental health was rarely or never given priority in their workplace environment 

**Our goals** 

By 2030 we want: 

- More people to be aware of who we are, what we do and the key issues impacting wellbeing within the pharmacy profession. 

- More organisations and individuals from across the pharmacy sector to be actively working with the charity to improve the wellbeing of our pharmacy family. 

- More of our pharmacy family to be able to access wellbeing support which meets their diverse needs and improves their wellbeing. 

- To be more financially sustainable to enable us to meet the current and future needs and demands of our pharmacy family. 

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## **How we help** 



## **Personal wellbeing: Protecting and supporting mental and physical health** 

## **Financial health: Building confidence as well as providing advice and help** 

- **Mental health and wellbeing guidance** – a wide range of trusted information, tools and self-help resources to support everyday wellbeing, from managing stress to improving sleep. 

- **Counselling** – confidential counselling service that provides professional psychological support, available in English, Hindi, Punjabi and Urdu. 

- **Listening Friends Peer Support** – a safe and confidential space to talk things through with a trained pharmacist volunteer who understands the pressures of being in the profession. 

- **Addiction support** – specialist support for individuals experiencing problems with alcohol, drugs, gambling or other mood-altering and potentially addictive behaviours. Entirely confidential and non-judgemental. 

- **Wellbeing workshops** – pharmacy-focused workshops providing practical tools and techniques to help recognise the signs of stress, manage everyday pressures and support wellbeing. 

- **Podcast** – _A Dose of Wellbeing_ – honest conversations with experts, peers and wellbeing advocates, sharing practical advice and insights and real experiences to support wellbeing. 

   - **Financial health guidance and resources** – practical information and tools to help individuals better understand and manage their finances, covering topics such as budgeting, managing financial pressures and planning ahead to improve resilience. 

   - **Financial assistance** – confidential grants to support pharmacists and their families, former pharmacists, trainees and students who are in financial  difficulty - providing a safety net to help with essential living costs, supporting and empowering individuals to get back on track. 

   - **Debt and benefits advice** – priority access to specialist, confidential advice through our partnership with Citizens Advice. Individuals can access guidance and up to date advice on managing debt and understanding their entitlement to benefits. 

   - **Financial wellbeing workshops** – designed to build confidence in managing money, exploring common financial challenges and supporting longterm financial wellbeing. 

- **ACTNow campaign** – our annual wellbeing campaign encouraging individuals to take simple, meaningful steps for their wellbeing, support others and reduce the stigma around mental health. 

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**For many, a career in pharmacy is a rewarding and exciting journey, but there may be times of challenge and moments when support, guidance, or simply a listening ear is needed. We provide free online information, personalised support and access to specialist services. Our staff are not pharmacists, so individuals can feel confident that our help is impartial and completely confidential. We know that life’s challenges aren’t always clear-cut, which is why our services support people in four main areas:** 



## **Workplace wellbeing: Empowering individuals and organisations to build healthier working environments** 

## **Studying and training: Helping individuals thrive throughout their studies, training and early career** 

- **Guidance and resources** – information and practical tools to help individuals and organisations understand workplace wellbeing and develop healthier working practices within pharmacy teams. 

- **Workshops** – interactive sessions delivered within organisations, helping teams better understand wellbeing, recognise workplace pressures, as well as how to support each other and build resilience together. 

- **Workplace wellbeing course** – a structured online course designed to build knowledge, skills and confidence to support wellbeing across teams and organisations. 

- **Support for organisations** – collaborative support to help organisations across the pharmacy sector better understand the challenges affecting their workforce and to embed wellbeing into their workplace culture through shared learning and insight. 

- **Guidance and resources** – tailored information and tools to support wellbeing, manage the pressures of study and training, and build healthy habits for future careers and the transition into professional practice. 

- **Financial assistance** – students and trainees experiencing financial difficulty may be able to access financial support to help with essential costs during their studies or training. Each year, we also offer a Student Bursary to eligible MPharm students approaching their final year of study who have experienced unexpected challenges during their undergraduate course. Successful applicants receive a bursary to help them complete their final year. 

- **Workshops for trainees and students** – practical sessions designed to support wellbeing, manage pressure and prepare for the transition into professional life. 

- **Student and trainee ACTNow campaigns** – 

   - targeted wellbeing campaigns encouraging positive habits, peer support and proactive steps to maintain good mental health during study and training. 

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H I G H L I G H T S 

## **Our impact - Highlights during 2025** 

## **Supporting our pharmacy family** 

£171,438 

distributed with **438 applications processed** for financial assistance 


1,032 enquiries handled by our expert team 


133 

specialist referrals connecting individuals to expert advice including employment, benefits, and debt advice 

£25,000 

in bursaries awarded to support students facing unexpected challenges, **with a record 88 applications received** 

## **Expanding access to support** 


8,035 

ACTNow campaign sign-ups 


149% increase from 2024 

68 individuals supported by a Listening Friend volunteer increase in funded counselling sessions 59% delivered 156% **INCREASE IN VISITS TO OUR WEBSITE** 

increase in funded counselling sessions delivered 

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## **Making a meaningful difference** 



## 90% 

## 95% 

of respondents said our support had a positive impact on their sense of wellbeing 

of respondents said they would return to us for support in the future 

## **Raising awareness across the sector** 



## **EVENTS ATTENDED** 21 **REACHING** 18,227 **INDIVIDUALS** 

110 

mentions of wellbeing in the pharmacy press 

enhancing visibility and direct engagement with key audiences 

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C A S E  S T U D Y 

## _**“The charity’s bursary scheme became a turning point.”**_ 

**Sofia* was studying towards her MPharm degree when her life changed dramatically. Following the breakdown of her marriage and a difficult divorce, she suddenly found herself homeless, raising two young children alone and trying to continue her studies while facing overwhelming emotional and financial pressures.** 

**Unsure how she would continue, Sofia turned to Pharmacist Support for help.** 


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## **Finding strength to move forward** 

“I was facing a set of circumstances that would have been impossible to overcome without financial assistance. I am a single mother of two, and I lived on one side of this country and my university was on the other side. 

I had just gotten divorced and following that, I became homeless and was really struggling financially and even emotionally. I had no idea how I was going to make it work financially.” 

Through the charity’s bursary scheme, Sofia received financial support at a critical point in her studies, helping relieve some of the pressure she had been carrying alone. 

“This bursary has relieved so much of the burden that I was carrying alone on my shoulders. I don’t know how I would have been able to finish my degree without the bursary. I was facing the very real and heartbreaking possibility of being left without the qualifications I needed to become a pharmacist.” 

## **Looking ahead with hope** 

“It wouldn’t be an exaggeration to say that this bursary has altered the trajectory of my future and of course the futures of my two toddlers. They will get to see their mother graduate this summer thanks to this bursary. Isn’t that amazing? 

My hope is to gain my financial freedom and independence. From there, the possibilities are limitless. My daughters will never see a ceiling in their whole lives.” 

Despite the doubts of others, Sofia remained determined to keep going and create a better future for herself and her children. 

“A lot of people thought I wouldn’t be able to do this – return to complete my education as a single mother of two. 

I realised that essentially, what they were doing was projecting their own limitations and fears on me. Maybe YOU wouldn’t be able to do it if you were in my position, but guess what? You’re not in my position – I am! And I am handling it.” 

The support not only helped Sofia continue her studies but also gave her renewed hope for the future. 

_** This case study uses a stock image to protect the beneficiary’s identity._ 

_*We have used a pseudonym to protect Sofia’s identity._ 

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C A S E  S T U D Y 


## _**“They didn’t just give me a grant; they gave me the foundation to build a new life.”**_ 

**After a series of major health crises, Charlie’s* life changed dramatically. Once a respected pharmacist who had spent years caring for others, Charlie suddenly found herself homeless and living in emergency accommodation with her son, unsure where they would sleep from one week to the next.** 

**The greatest challenge she faced was not only financial hardship, but the loss of identity, stability and security.** 

## **When the helper needs help** 

“When you have spent your entire life devoted to looking after others, it is unbelievably hard to acknowledge that you are the one in need. 

## **Trying to rebuild** 

“When we finally secured a house, it was a shell. We lived on bare 100-year-old floorboards for 16 months, it did not feel like home. 

For years I was a respected professional, generous with my time and resources, but after a series of major health crises my life turned upside down. I went from being this in-demand pharmacist to being homeless, living in emergency accommodation and never knowing where my son and I would sleep from one week to the next. It was soul destroying.” 

Eventually, Charlie and her son secured a house — but after everything they had experienced, it still did not feel like home. 

It was a constant cold reminder of how far we had fallen. My son stopped believing we would ever have a ‘normal’ home, and I was too ashamed to let him ever have friends over. I felt like I had failed to provide the basics.” 

Wanting to create a safer and more stable environment for her family, Charlie reached out to Pharmacist Support for help. 


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## **Finding stability and hope again** 

“I reached out to the charity because I simply couldn’t bridge the gap between ‘surviving’ and ‘living’. When the grant came through for the carpets and laminate, it changed everything. 

The moment the floors were finished in January 2026, the weight of the last few years finally lifted. The ‘new carpet smell’ isn’t just a scent to me; it’s the smell of security and a fresh start. Walking barefoot on soft fibres instead of cold wood is a luxury I will never take for granted again.” 

For Charlie, the support went far beyond financial assistance. 

“While the financial grant for the flooring was the tangible help, the real ‘support’ was the way I was treated. The team treated me with a level of professional respect and empathy that I hadn’t felt in years. 

They didn’t see a ‘homeless person’; they saw a colleague who had hit an incredibly rough patch. This assistance has meant more than just comfort; it has provided stability. 

For the first time in years, the ‘chaos’ has stopped. I no longer have the heavy weight of bare floorboards reminding me of our struggle every time I wake up. I have the headspace to focus on my health and my eventual return to the register.” 

_** This case study uses a stock image to protect the beneficiary’s identity._ 

_*We have used a pseudonym to protect Charlie’s identity._ 

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## **Progress against our strategy** 

## **1 Strategic objective** 

**Raise awareness of Pharmacist Support and the wellbeing agenda within the profession** 

What we achieved during 2025 

## **Reframed how we present our** 

**support** – we reshaped how our support is communicated as part of a shift to a more person-centred and issue led approach. This lays the groundwork for clearer, easier access to our support, with rollout across our website and materials planned for 2026. 

**Refreshed and expanded our wellbeing campaign for 2025** – we introduced new themes, updated resources and improved design, with tailored versions for students, trainees and pharmacists. Student and trainee campaigns moved to year-round support, with trainee activity brought forward to the start of the training year. 

## **Led national conversations on** 

**wellbeing** – we supported the launch and promotion of the latest Workforce Wellbeing survey and results and chaired a sector roundtable helping drive discussion on mental health, workplace culture and wellbeing in education and training. 

## **Increased visibility across the** 

**profession** – we delivered wellbeing presentations and attended key sector events, including the Clinical Pharmacy Congress, the Pharmacy Show, the Royal College of Pharmacy (formerly the Royal Pharmaceutical Society) conferences and employer led events, engaging directly with thousands of pharmacists, trainees and students. 

**Grew our A Dose of Wellbeing podcast** – during 2025 we committed to releasing two podcasts a month, significantly expanding our wellbeing content offer and reach. The podcast now alternates between external expert interviews and insights from our own team, creating a consistent, accessible platform for sharing practical advice, real experiences and sector-relevant wellbeing support. 

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## Why? 

More people to be aware of who we are, what we do and the key issues impacting wellbeing within the pharmacy profession. 



## **The impact this had:** 

## **SURGE IN ACTNOW ENGAGEMENT 149%** 

## **INCREASE** 

in sign-ups across our three ACTNow wellbeing campaigns compared to 2024 

## **INCREASED AWARENESS OF THE CHARITY** 

## **GROWING AUDIENCE AND REACH** 

subscribers to our general newsletter **7,728** increase from 2024 **20%** 

## **MORE TRAINEES AND STUDENTS REACHED** 

**38% INCREASE** 

in trainee sign-ups for the ACTNow campaign compared to 2024 

in student sign-ups for the ACTNow campaign from 2024 

**33% INCREASE** 

in our annual workforce wellbeing survey reported awareness of the charity 

**58% OF RESPONDENTS** 

## **POSITIVE IMPACT ON WELLBEING HELPED THEM PRIORITISE THEIR WELLBEING** 

of survey respondents reported that the ACTNow campaign helped them prioritise their wellbeing 

**67%** 

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## **2 Strategic objective** 

## **Build relationships with organisations and individuals to increase the charity’s reach and impact** 

What we achieved during 2025 

## **Strengthened and refocused our** 

- **partnership approach** – we redeveloped our partnership offer and working with our newly formed fundraising steering group, adopted a more proactive and strategic approach to engaging organisations across the pharmacy sector. 

## **Launched our new community fundraising initiative: Walk for** 

**Wellbeing** – we developed and delivered a new nationwide fundraising campaign which helped raise awareness of loneliness within the profession, while encouraging community connection 

## **Maintained and embedded legacy** 

## **Formalised our collaboration with** 

- **the GPhC** – we signed a Memorandum of Understanding with the regulator, strengthening joint working through shared insight, coordinated communications and improved signposting, while maintaining our independence and confidentiality. We also engaged regularly on trainee wellbeing and wider sector priorities. 

## **Modernised our approach to** 

**fundraising at events** – we enhanced our event fundraising by improving contactless giving, combining our existing donation device with the mobile app Toucan Collect to enable staff and volunteers to collect donations more easily and efficiently. 

**giving communications** –  we continued to promote legacy giving through birthday promotions, partnerships and ongoing inclusion of legacy asks in our communications. 

## **Deepened collaboration to deliver** 

**wellbeing activity** – we collaborated with partners including the PDA to deliver wellbeing workshops, ACTNow campaigns and cross sector initiatives – extending our reach and strengthening collective impact. 

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Why? More organisations and individuals from across the pharmacy sector to be actively working with the charity to improve the wellbeing of our pharmacy family. 



## **The impact this had:** 

## **EXPANDED OUR PARTNERSHIPS ACTIVITY** 


We established and strengthened a growing network of partners across the pharmacy sector, increasing opportunities to collaborate and extend our reach 

**INCREASED EVENT-BASED FUNDRAISING £1,066** 

Donations collected via handheld devices grew to £1,066, reflecting improved accessibility and ease of giving at events 

## **STRENGTHENED STRATEGIC PARTNERSHIP WITH THE PDA** 

## **£326,907** 

The PDA committed to £1 per member for another year, equating to a total of £326,907 in donations since the start of the partnership to the end of 2025 

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## **3 Strategic objective** 

## **Develop and deliver support to meet the diverse and changing needs of our pharmacy family enabling them to improve their wellbeing** 

## What we achieved during 2025 

## **Developed and launched a proactive** – in **financial wellbeing offer** 

partnership with Rebel Finance School, we introduced a comprehensive financial wellbeing offer, including an online programme, the “From Better Wealth to Better Health” workshop, and improved digital content and signposting to strengthen financial resilience. 

## **Enhanced and expanded our wellbeing** 

**support** – we updated and recorded workshops, created bitesize trainee videos, and produced new ACTNow resources focused on connection, budgeting, financial support and navigating change. 

## **Reviewed and strengthened student** 

**and trainee support** – working with the Pharmacy Schools Council and the BPSA, we reviewed our support and communications for students to reflect their current needs. In parallel, we updated trainee guidance and wellbeing resources in response to major changes to the foundation training year, engaging with sector bodies to raise emerging issues around placements, signoffs and trainee wellbeing. 

**Developed specific support for locums** – we produced targeted resources addressing the unique needs and pressures faced by locum pharmacists. 

## **Implemented bursary review** 

**recommendations** – following a review, we adopted changes to streamline the process, making application easier whilst ensuring a fair assessment. 

**Supported the Addiction Recovery Group to independence** – we successfully transitioned the addiction peer support group into a fully independent, self-governing ‘Pharmacy Professionals Recovery group’ to enable the group to grow and move forward. 

## **Responded effectively to rising** 

**demand for direct support** – we met significantly increased demand by funding record numbers of counselling sessions and providing high volumes of financial assistance grants to pharmacists, trainees and students facing complex challenges. 

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Why? More of our pharmacy family to be able to access wellbeing support which meets their diverse needs and improves their wellbeing. 



## **The impact this had:** 


## **RISE IN COUNSELLING SUPPORT** 

more referrals for **31%** counselling compared to 2024 funded counselling **700** sessions delivered 

## **STRONG WELLBEING OUTCOMES** 

## **SECURED FINANCIAL GAINS** 

**£45,168** 

## **GROWTH IN FINANCIAL ASSISTANCE** 

increase in grant applications compared to 2024 

**24% 177** 

grants awarded 

to our services survey said the support they received had a very positive or positive impact on their sense of wellbeing 

## **90% OF RESPONDENTS** 

## **IMPROVED WELLBEING SELF-MANAGEMENT** 

**100%** 

## **IN ACHIEVED GAINS** 

## **AND A FURTHER £147,655 IN PROJECTED GAINS** 

of respondents to our services survey reported feeling more able to manage their wellbeing after attending our workshops or using the Wellbeing Learning Platform 

Our specialist advice service helped individuals access new benefits, increase existing entitlements, and successfully appeal decisions made by the Department of Work and Pensions 

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## **4 Strategic objective** 

**Build and manage the charity effectively and sustainably, raising vital funds and utilising technology to ensure that we meet current and future demand** 

## What we achieved during 2025 

**Advanced our digital solutions** – progressed CRM and website developments and enhanced our use of digital tools to streamline operations and improve beneficiary experience. This included implementing an online enquiry form and changing our online donation platform. 

**Continued to develop our volunteer schemes** – strengthened the structure and support provided to our charity and student ambassadors – increasing our total number of ambassadors and increasing our reach. 

## **Established a pharmacy technician** 

**working group** – started work to scope the possibility of expanding the charity’s beneficiary pool to potentially support pharmacy technicians in the future. 

**Continued to develop our team** – invested in training focused on high functioning teams and completed recruitment of new roles to ensure adequate capacity for growing demand. 

**Carried out a full internal data review** – conducted a comprehensive review of how we collect, analyse and report data across all services, identifying new approaches to measuring impact and identifying gaps. 

**Continued delivery of our internal environmental plan** – implemented improvements to our recycling processes, office waste management and procurement practices. 

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Why? To be more financially sustainable to enable us to meet the current and future needs and demands of our pharmacy family. 



## **The impact this had:** 



**STRONG SERVICE SATISFACTION** 

## INCREASE **87% IN VOLUNTEER OF RESPONDENTS** 

**IN VOLUNTEER CONTRIBUTION** 

to our service users survey were very satisfied or satisfied with the support received 

**SUPPORT THAT MEETS ONGOING NEED 95% 91 OF RESPONDENTS ENQUIRIES** 

**EFFICIENT DIGITAL ENGAGEMENT** 

## **ENQUIRIES** 

to our service users survey said they would return for support in the future 

were submitted through the new online form since its launch in April 2025, helping improve efficiency and accessibility 

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## **What’s next?** 

To help achieve our 2030 goals, we have set out the following priorities for 2026. 

**1** 

**We will continue to be a strong voice for our pharmacy family by further developing and expanding our ACTNow wellbeing campaign, and by actively highlighting the charity’s vital contribution to the profession’s wellbeing. We will also keep strengthening and growing our A Dose of Wellbeing podcast, sharing practical advice, insights, and real lived experiences to support and inspire our audiences.** 

**As demand for our services continues to rise, developing new partnerships and nurturing existing ones will remain a priority. During 2026, we will seek to secure new relationships to increase our reach and income. In addition, we will review our approach to encouraging individual giving and will deliver the community fundraising initiative Walk for Wellbeing for a second consecutive year.** 

**2** 

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**3** 

**4** 

**5** 

**6** 

**Our marketing and communications strategy will focus on building stronger connections with our target audiences, including expanding our use of platforms such as TikTok and LinkedIn. We will also continue to develop tailored support for, and communication with, MPharm students to ensure it meets the needs of today’s undergraduates and complements the support provided by universities. Additionally, we will roll out a major reframing of our support across the website and within our marketing materials. This forms part of our shift towards a more person-centred, issue-led approach designed to empower our beneficiaries to access the support they need.** 

**We will continue to ensure that our support is fit for purpose and meets the evolving needs of our beneficiaries. In 2026, we will carry out a full review of our wellbeing resources and workshops, addressing any gaps and updating content where needed. We will also develop dedicated resources focusing on neurodiversity, as well as violence and racism in pharmacy, and will review the support we offer to retired pharmacists.** 

**Our digital strategy will continue to be developed, which will include enhancement of our CRM system and website, and exploration of how AI could help the charity meet rising demand. Critically, we will keep investing in the skills and growth of our staff and volunteers, and we will launch large-scale volunteer recruitment for both trustee and ambassador roles.** 

**During 2026, work will take place to understand if, how and when it could be possible to provide support to pharmacy technicians. As part of this initiative, there will be a specific focus on ensuring any expansion is sustainable and manageable for our staff team, as well as working with stakeholders, including current and potential donors, to identify if there are opportunities to expand support.** 

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C A S E  S T U D Y 

## _**“For the first time, I felt confident that I could move past this and that I wasn’t alone.”**_ 

**Christine* is a senior pharmacist. Here she kindly shares her experience with alcohol dependency to highlight how Pharmacist Support can provide support with overcoming addiction and to encourage other people in similar situations to reach out to the charity.** 

**“When starting my career, I always enjoyed a glass of wine with a meal or a night out with my friends.** But over time as my friends settled down, I started to drink on my own. At first, it was just a few glasses on a Friday night to mark the weekend, it wasn’t something I thought I needed to worry about. Then I gradually started to drink more and increasingly rely on alcohol as a crutch or to unwind. 

I knew I was drinking too much but found myself making excuses, rationalising it, and kidding myself it was normal, after all everyone has a glass of wine with dinner. I’d cut my drinking right back, only to find that a few months later my drinking had not only crept back up again but gotten worse. In the middle of this I found out I was pregnant. I stopped drinking immediately but unfortunately miscarried. I had a drink to drown my sorrows but quickly found I had lost any ability to control my alcohol intake. 

**My life was unravelling in front of my eyes.** On one hand, I couldn’t imagine a life without alcohol, and on the other, I couldn’t bear the thought that I might be an alcoholic. 

I didn’t want to talk to anybody about it and was so ashamed, particularly as a healthcare professional, who “should know better”. I started to think that this was my lot, and just the way things were going to be for me. I wondered how long I could keep up the pretence as I became more and more isolated from friends and family. 

**I was empty and knew in my heart I couldn’t continue like this – I needed to do something.** 

I got in touch with my GP and the local drug and alcohol service. I managed to reduce my alcohol intake but found support from local services to be disjointed. A formal investigation at work was also leaving me stressed and I was having difficulty navigating it all. This, coupled with feelings of embarrassment, shame and fear of people finding out meant that my mind was always catastrophising and I couldn’t focus on abstinence. I was trying to fight for survival and control everything but was completely out of my depth. I needed more support to unpack and deal with my alcohol use. I knew what I’d done so far was only a sticking plaster and wasn’t working. 


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**When I rang the Pharmacist Support Addiction Support number, I was fully aware that I was in a mess.** I’d become dependent on alcohol and that I needed help to do something about it urgently. After an initial conversation with the Pharmacist Support team, they put me in touch with their addiction’s specialist Paul. Paul asked me some questions about what was going on for me. I was able to speak openly and felt an immediate sense of relief. For the first time, I felt confident that I could move past this, that I wasn’t a bad person, and that I wasn’t alone. Paul’s knowledge about addiction, and his empathy and confidence that there was a way forward for me, meant that I was able to put my trust in him and accept the care and support I needed. He suggested that a stay at a residential rehab could provide me with a safe space to stop drinking and focus on recovery. 

**The residential rehab was exactly what I needed and I’m so grateful to have had the opportunity to stay there.** Addiction had distorted my thinking, and it took a lot of emotional and mental effort to face that, to unlearn bad habits and to see things with a fresh perspective. The experience has taught me how to be vulnerable and to treat myself with compassion whilst continuing to take responsibility for my recovery. My stay at the residential rehab, which was such a pivotal part of my recovery, was only possible through the financial support provided by Pharmacist Support. I now understand that alcoholism is a progressive fatal illness, only ever getting worse over time. Therefore, as cheesy as it may sound, I believe Pharmacist 

_** This case study uses a stock image to protect the beneficiary’s identity._ 

Support has effectively saved my life. I don’t think I could have done this without the charity’s help, and I’ll be forever grateful for that. Since leaving residential rehab I’ve been attending AA meetings, found a sponsor and am now working through the steps. It’s a privilege to hear people share their stories and watch people as they recover. 

**Through Pharmacist Support I also joined the pharmacist recovery group.** I’m finding it incredibly helpful to be part of a community of pharmacists in recovery - they understand me, and I can identify with them. 

Peers in the group helped me to understand that healthcare professionals, including pharmacists, aren’t immune to addiction. I realised that suffering from addiction didn’t mean that I didn’t care about my job or the profession, I was simply very ill and needed help and support to recover and maintain my sobriety. 

The group has provided some really practical advice and shared their experiences of going through GPhC investigations. They remind me to always put recovery first and focus on what I need to do now (one day at a time), with no more catastrophising. The pharmacists in the group have given me hope. I can see that if I continue to take responsibility for my recovery things will get better, I will be ok and I can move forward from this, just as they are. Their honesty and compassion has helped me to process the guilt and shame that I was feeling around my alcoholism, to stop ruminating and to focus on the here and now.” 

_*We’ve used a pseudonym to protect Christine’s identity._ 

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C A S E  S T U D Y 

## _**“Pharmacist Support helped me see the advantages of my dyslexia, which I now consider my superpower.”**_ 

**Ketan is an independent prescribing pharmacist, entrepreneur and visiting lecturer. Being diagnosed with dyslexia meant he was struggling with balancing studying and his training placement, so he reached out to Pharmacist Support for help. He has shared his story below on how the support from Pharmacist Support not only helped him through his training placement but inspired him to start his own business.** 

“I was diagnosed with dyslexia from a young age. During university, I struggled with completing exams within the allotted time, and it was not until my third year that I sought help after nearly failing an exam due to time constraints. The University of Hertfordshire stepped up and provided incredible support. I worked with the student wellbeing team, told them about my dyslexia and they helped in granting me additional time for exams, with my tutors going above and beyond to help me succeed. 

During my foundation training year, the challenges intensified as I struggled to maintain a work-life balance. My slow reading speed made digesting content difficult, and I found myself staying up late to catch up on reading my BNF. The lack of free training and support only exacerbated the situation. A colleague advised me to contact Pharmacist Support. 

**I used their Listening Friends support service and the support I received was phenomenal.** 

My Listening Friend guided me towards free resources and encouraged me to embrace my learning style, recommending techniques like taking periodic breaks after 20 minutes of studying and using mind maps to visualize content. The team at Pharmacist Support provided step-by-step guidance on managing my time and workload during the foundation training year while also helping me see the advantages of my dyslexia, which I now consider my superpower. 

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**The support I received from Pharmacist Support was invaluable.** 

They listened and provided guidance when I needed it most. Inspired by their assistance, I collaborated with like-minded individuals to establish The Training Pharmacist Platform where we, through our partnerships with universities,  offer free training services to trainee pharmacists in their foundation training year as well as qualified pharmacists. My main goal was to help trainee pharmacists in their foundation year who faced financial constraints access highquality questions and provide clear answer explanations. Today, I find immense joy in inspiring the next generation of pharmacists and providing them with equal access to high-quality training content. 

When I think of Pharmacist Support, I am struck by the profound impact they have had in helping trainees and pharmacists overcome some of their most challenging times. I am proud to say that their inspiration has allowed me to support thousands of trainee pharmacists in their undergraduate and postgraduate training. The knowledge that we are making a difference and supporting the next generation of pharmacists one question at a time fuels our passion for ensuring they deliver confident and safe healthcare to their patients.” 

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## **Equality, Diversity and Inclusion** 

Pharmacist Support is committed to promoting equality, valuing diversity and creating an inclusive environment for all who work with or access our services. We want to ensure that people are treated fairly, equitably and are offered equal access and opportunities. This applies to our beneficiaries and supporters as well as our staff, volunteers and trustees. 

In line with our Equality, Diversity and Inclusion (EDI) strategy and action plan, we are committed to continually improving our practices and listening to those we are here to help. 

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## During 2025 we: 

## Our EDI strategy has three objectives: 

## Objective one: 

To develop and deliver services that are inclusive, accessible and free from discrimination and bias . 

## Objective two: 

To develop organisational policies and practices that encourage diversity, equality and inclusion and which proactively help tackle discrimination. 

## Objective three: 

To attract and retain a diverse group of staff, trustees and volunteers who reflect the beneficiaries we serve and put them at the centre of our decision-making processes. 

## **Progressed our Disability Confident Level One commitments** – we continued 

to make recruitment processes accessible and inclusive, resulting in increased applications from candidates with disabilities and appropriate interview adjustments for those who disclosed a disability. 

**Strengthened use of EDI data** – we continued collecting EDI data from beneficiaries and mapping this against GPhC registrant data to identify trends and ensure our support and communications meet the needs of our diverse community. 

## **Identified priorities for future** 

**development** – we used our data to identify areas for further support which we would develop during 2026, this includes neurodiversity and women’s health. 

**Amplified beneficiary voices in governance** – two beneficiaries attended a trustee board meeting to share their experiences of overcoming addiction, helping identify barriers and inform decision making. A pharmacy student also attended to advise on enhancing student support. 

## **Supported sector-wide EDI initiatives** 

– supported the PDA through their EDI member networks, including participation in Manchester Pride with the LGBT+ network. We joined a working group, led by the Royal Pharmaceutical Society, focused on eliminating the differential attainment and degree awarding gaps for Black pharmacy students and foundation trainees. 

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## **Our commitment to environmental sustainability** 

**Pharmacist Support exists to support our pharmacy family now and into the future. We recognise that the climate crisis is a global threat, impacting the health of our pharmacy family and the whole of humanity. Tackling this threat will require significant change and we believe we have a duty to do all we can to support the global effort that is required. As a charity, we believe we have a responsibility to act on climate change and are committed to considering environmental sustainability across our work. To deliver on our commitment, we continue to focus on three key areas where we can strengthen and improve our work each year.** 

## Strategy 

We formally acknowledge there is a climate crisis and have committed to considering the impact of the decisions we make on the climate in line with Pharmacist Support’s charitable objectives. 

## Investments 

We  are conscious of the impact our investment portfolio can have, and we have put in place measures to achieve a more socially and environmentally responsible investment portfolio. We continue to work with our investment managers to measure the impact of our investments to ensure that their environmental, social and governance investment policies align with our values and commitment. We do not invest in fossil fuel producers. 

## Working practices 

We recognise that as well as our investments, other aspects of how we operate (such as our office, IT, meetings and events) affect the environment. We have produced an environmental policy and seek to reduce our environmental impact. 

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## What we achieved during 2025 

Received an overall AA MSCI ESG rating against our investment portfolio – this is a measure of how well companies in our portfolio manage Environmental, Social and Governance (ESG) risks and opportunities relative to their peers. 

Established an internal environment group to coordinate activity around improving our working practices. 

Increased recycling within the office by providing a wider range of recycling facilities. 

Reviewed our approach to events and the materials we provide with a view to reduce waste. 

Continued to assess the environmental impact of any strategy decision made at board level. 

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## **Thank you, because we can’t do it alone…** 

As the demands on the profession grow, so does the need for our support. As an independent, non-membership charity, we rely on the generosity of organisations and individuals to help us continue our vital work. 

## Individual Supporters 

We are grateful to those individuals who donated to us during 2025. Many opted to provide a donation to the charity when they took out or renewed their PDA membership, others provided donations online or via one of our contactless devices at our events.  If you are an individual there are several ways you can help us support more people in need: 

- 

- **• Make a one off or regular donation** 

- **Give through your work, using Payroll Giving** 

- **Hold a fundraising event** 

- **Get sponsored for an activity** 

- **Leave a gif in your will (legacy)** 

- **Use the option to donate as you renew your PDA or RCPharm memberships** 

- **For students and trainees, you can sign up for free PDA membership, and by doing this the charity will receive a £1 donation** 

Whichever route you choose and no matter how large or small your donation, it will make a real difference to the lives of our pharmacy family in their times of need. 

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## Your legacy will be a lifeline for those following in your footsteps 

By leaving a gift in your will, you will be helping to ensure that future generations of pharmacists continue to get all the support they need. Every gift in every will – regardless of size – will have a lasting impact on our future strength and ability to respond to the personal needs of our pharmacy family across Great Britain. 

## Did you know: 

- **You can allocate as little as 1% of your estate to Pharmacist Support, ensuring your loved ones inherit the remainder.** 

- **A charitable gift of £10,000 could potentially save £4,000 in inheritance tax. However, professional advice is recommended.** 

- **Without a will, there is a possibility your surviving spouse may not inherit their entitlement.** 

## Thinking about writing your will? 

Our free will writing service makes it easy to protect your loved ones and ensure your wishes are respected. 

Start your free will today 


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## **Volunteers** 

Volunteers are essential to the work of Pharmacist Support, helping us extend our reach and amplify our impact. Our main volunteer groups include Trustees, Listening Friends and Ambassadors. Spread across the country, our volunteers receive ongoing support from our dedicated staff. 

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**We provide regular updates, along with learning and development opportunities, to ensure that volunteers are informed about developments within the charity, can engage in peer support activities, and continue to build the knowledge and skills necessary to perform their roles effectively.** 

**Trustees** are accountable for ensuring that the charity continues to thrive and is governed in accordance with the requirements of Charity law. Pharmacist Support currently has ten trustees. Trustees are appointed for terms lasting three years, and they may only serve a maximum of nine years consecutively, which provides an opportunity for fresh perspectives, skills and experience to be included on a regular basis. The board is currently made up of seven pharmacy trustees and three lay trustees. Our lay trustees bring a viewpoint from outside the profession. 

**Listening Friends** are current or retired pharmacists, and because of this shared professional background, they are uniquely able to understand the specific pressures affecting pharmacists and their families, as well as pharmacy students and trainees. 

**Charity Ambassadors** champion our work within their local pharmacy communities, such as at their place of work/ study, local networks and organisations. This role is vital to Pharmacist Support’s work and helps ensure that people who are eligible for support are aware of the charity and how to access our services. Another key part of the role is to help raise valuable funds so that the charity’s support continues long into the future. 

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C A S E  S T U D Y 

## **Volunteer impact** Expanding our reach in Scotland through ambassador insight 

**As we continue to grow our presence across Scotland, our ambassador network is playing a vital role in helping us build meaningful relationships and raise awareness of the support available to our pharmacy family. Norman, one of our newest ambassadors, has brought a wealth of experience, deep understanding of the Scottish system and a strong network of connections. Through his work, we are opening up important conversations, strengthening partnerships and reaching more people who may benefit from our support.** 

## **Reflecting on his role, Norman shares:** 

“I was asked if I would consider being a Charity Ambassador as the charity felt that there was a low awareness of their services within Scotland. I readily agreed as I have always held Pharmacist Support in high regard as a quality organisation and that I could bring my contacts and network into play to assist with raising awareness in Scotland.” 

**Through his proactive engagement across the sector, Norman has already made a meaningful impact:** 

“I have contacted the Scottish Government, Chief Pharmaceutical Officer and several Health Board’s via their Directors of Pharmacy. I have attended Pharmacy Senior Management Team meetings and written articles for newsletters circulated to all community pharmacies in the area.” 

His work has also highlighted both the challenges and opportunities ahead. Encouragingly, his conversations with senior leaders have revealed a strong and genuine desire to create change and improve wellbeing for individuals and teams across the profession. 

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**For Norman, volunteering is not only about raising awareness, but about giving back to a profession he cares deeply about:** 

_**“I personally derive great satisfaction through volunteering with Pharmacist Support. I find it uplifting when I think that I may have helped an individual to better cope with a difficult time. I am very proud to represent Pharmacist Support… I feel like I want to give something back to a profession which I have enjoyed being part of for most of my life.”**_ 


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## **Corporate Donors and Partnerships** 

**As the profession’s charity, we recognise that collaboration across the sector is key to supporting our pharmacy family to ensure it is well-equipped to face any challenges people may have. Our corporate partnerships enable us to deliver much-needed support to our pharmacy family. Our partners help us to raise awareness of the charity, champion the importance of wellbeing in pharmacy, meet our strategic objectives and raise valuable income.** 

Our partners during 2025 


We have been working in partnership with the Pharmacists’ Defence Association (PDA) since 2017. The PDA now has more than 40,000 members and donates £1 a year for each of those members to the charity. In addition, they encourage their members to donate when joining or renewing their membership.  Since launching this partnership, the PDA has provided close to £330,000 in donations. This achievement highlights the strength and depth of the partnership between the two organisations. As well as this financial support, the PDA helps us raise charity awareness through their vast network. Without their continued partnership, we would not be able to provide as much vital support. 

**“The PDA has reached an important milestone, having donated nearly one third of a million pounds to Pharmacist Support through the £1 annual contribution made by each PDA member. There is nothing transactional about this relationship; it is one of the most powerful examples of a symbiotic win-win that you can find in pharmacy. The greatest beneficiaries are PDA members themselves, as well as those who rely on the wider support made possible through the long-standing partnership between the PDA and Pharmacist Support.”** 

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Our long-standing partnership with Teva UK helps us to raise awareness of our charity, develop mental health and wellbeing content (such as our podcast, A Dose of Wellbeing and awareness days resources) and support pharmacists with their wellbeing by sponsoring our annual Pharmacist ACTNow campaign. The ongoing corporate partnership has so far raised £92,000, which goes directly towards helping us deliver our core Support Services. 

**“Teva UK is proud to continue our partnership with Pharmacist Support. It’s important for us to endorse the great work the charity does in supporting the pharmacy community. It’s a pivotal time for the profession, and the evolution that is coming as part of the government’s 10-year NHS plan means that now, more than ever, support from organisations like Pharmacist Support is needed.”** 


In 2025, we entered year two of a valued partnership with Cencora Alliance Healthcare who provided funding for our student bursary scheme. Their continued support ensures that pharmacy students facing unexpected challenges during their MPharm that have impacted them financially can access vital financial help at a critical point in their studies. 

_**“We are proud to continue our partnership with Pharmacist Support and to support the Student Bursary Scheme. Pharmacy students are facing increasing pressures, and we believe it’s vital to help remove barriers that could prevent talented individuals from completing their training and entering the profession.”**_ 

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We have been working in partnership with Boots since 2016, when they first commissioned bespoke wellbeing videos and resources for their pharmacy teams. Since renewing this partnership in 2022, we have continued to work together through to 2025, with a growing focus on supporting students and trainees through our ACTNow campaigns. Together, we are helping future pharmacists prioritise their wellbeing, build resilience and feel more prepared for their assessments and transition into professional practice. 

_**“Pharmacists are at the heart of delivering care to patients and customers in their communities and so it’s important that we at Boots look after their wellbeing and the wellbeing of the team that support them. This is especially important for our trainee pharmacists as they take their final step and enter into the profession to play an important role as part of a wider healthcare team in community pharmacy. We are delighted to partner with Pharmacist Support to get involved in its ACTNow campaign and we encourage all Trainee Pharmacists to explore and utilise the resources now available.”**_ 


We have been working in partnership with Day Lewis Pharmacy to raise awareness of the importance of wellbeing across the profession. In 2025, we were proud to continue this collaboration, delivering live webinars and wellbeing training to support their teams in building resilience and prioritising their wellbeing in practice. 

_**“Day Lewis is proud to partner with the profession’s charity Pharmacist Support. We’ve been working closely with the charity for a number of years now and share a core set of values based around a caring family culture and an empowered and resilient pharmacy workforce. Together we want to prioritise mental health and wellbeing in pharmacy, to open up conversations and give our pharmacy teams the tools they may need to manage their wellbeing and to enable them to support one another through any challenging times faced.”**_ 

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In 2025 we entered a valuable partnership with PharmacyShows.co.uk, helping us to create valuable wellbeing content by sponsoring our podcast, A Dose of Wellbeing, as well as helping us to raise awareness of our charity’s free and confidential support at various Pharmacy Shows events throughout the year. 

_**“At PharmacyShows.co.uk, we believe in giving back to the people who give so much. Supporting Pharmacist Support means standing behind the wellbeing of our pharmacy community – helping ensure no pharmacy professional ever faces life’s challenges alone.”**_ 

## 2025 media/events partnerships 


We were delighted to continue our event partnership with the Clinical Pharmacy Congress in 2025. CPC has been a vital supporter for many years, providing free stand space to help us raise charity awareness and donating substantial funds which go towards the cost of delivering our support services. 

_**“Partnering with Pharmacist Support means working with a charity that provides invaluable help and support to the sector and we are grateful for everything they do.”**_ 


We were also pleased to continue our event partnership with The Pharmacy Show, which has also played a key role in supporting our work by helping us to raise awareness of the charity and our services by waiving exhibition stand fees. 

_**“In a period marked by significant challenges – including increased workplace pressures and the ongoing need for mental health support – maintaining this partnership is more crucial than ever. We are committed in helping Pharmacist Support to further its mission in providing life-changing support, drive positive change and champion the wellbeing of the pharmacy community.”**_ 

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## **Other corporate donations in 2025** 

## **• Clinilink** 

- **Leeds and York Partnership NHS Foundation** 

- **PSP Limited** 

- **RevisePharma** 

We would also like to recognise and thank the following organisations for their support across the year: 




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## **Join us to make life-changing impact in the pharmacy profession** 

**There are many ways for businesses and organisations across the pharmacy sector to get involved with our charitable work. From fundraising and donations, to supporting campaign or strategic partnerships, we invite you to join the growing group of businesses and organisations demonstrating a genuine commitment to pharmacy wellbeing and to help create lasting, measurable impact.** 

Financial support from corporate organisations helps us to deliver our vital support services, ensuring independent, confidential and free support is available to people who need it, when they need it most. 

If your organisation is ready to make an impact, scan the QR code to explore partnership opportunities, request our partnerships pack and find out how we can work together to support the wellbeing of our pharmacy family. 

Alternatively, contact us at **partnerships@pharmacistsupport.org** to start the conversation. 


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## O U R  Y E A R  I N  F I G U R E S 

## Financial Report 

Pharmacist Support is a charitable company limited by guarantee registered in England & Wales, company no 9237609 & charity no 1158974 

52 



## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

The Trustees who are also the directors of the Charity for the purposes of the Companies Act 2006, present their report with the financial statements of the Charity for the year ended 31 December 2025. The Trustees have adopted the provisions of AccounCng and ReporCng by ChariCes: Statement of Recommended PracCce applicable to chariCes preparing their accounts in accordance with Financial ReporCng Standard applicable in the UK and Republic of Ireland (FRS 102) (effecCve January 2019). 

## 

ChariCes have a duty under secCon 17 of the ChariCes Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit. As Trustees, we aim and work to fulfil our Objects in line with the requirements for demonstraCng public benefit. The beneficiaries we aim to assist are clearly idenCfiable and related to these Objects. 

close links with organisaCons across the profession including the regulator, the professional body and the union. We support the health and wellbeing of our pharmacy family through the provision of grants to individuals and the provision of a broad range of services with our partner organisaCons. We aim to direct our financial assistance and services towards those people who are in the greatest need and unable to help themselves. We have a clear grants policy that is used to form decisions on grant eligibility. We have evolved from our beginnings as a tradiConal “benevolent” charity and now provide a range of wellbeing services and support to our beneficiaries. 

## **Finance Review** 

93 . They have been prepared in accordance with the accounCng policies set out on pages 70 to 7 4 . 

_(2024 : £327,963 surplus)._ The result for the year was impacted by volaClity in investment returns and lower net gains than anCcipated. This led to a reducCon in the year end reserves to £15,109,413, however these reserves remain within the range set by the Trustees within the reserves policy, being a range of £12.5 million - £18.75 million. The Trustees are saCsfied that this does not have any short- or longer-term implicaCons for the Charity and the Charity conCnues to be able to meet its short-term financial obligaCons. 

The Charity operates on the basis of se_ng a surplus budget, and has forecast an increase in reserves for the 2026 year. 

Total income for the year was £515,035 compared with £666,304 for 2024. This decrease represents the receipt of fewer legacies within the year and also a reducCon in investment income received. 

Our total expenditure decreased from £1,176,054 in 2024 to £1,169,026 in 2025. Expenditure was consistent with 2024 on the whole, however the split across areas of acCvity differed as demand and acCviCes refocussed in the year. 

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## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

Charitable expenditure across our acCviCes was as follows: 


## **KEY POLICIES** 

## **Risk management** 

and manage risks in line with our values and mission. The Charity aims to balance risk and opportunity, protecCng the Charity’s assets while enabling innovaCon in service delivery and fundraising. 

The Charity has a low to moderate risk appeCte overall. 

- **Low appeJte** 

- **Moderate appeJte** for miCgated risks in fundraising innovaCon and pharmacy service development, provided they are well-controlled. 

The objecCves of our risk management approach are: 

- 

- : Safeguard the wellbeing, morale, and engagement of all 

- individuals involved in delivering the Charity’s work 

- **Ensure regulatory compliance** : Comply with all relevant laws and regulaCons including those set by the Charity Commission 

- **Safeguard Charity assets** 

- **Support strategic objecJves** : Ensure risks are considered in strategic planning, parCcularly regarding fundraising strategies and awareness within the pharmacy sector. 

- **Maintain public trust** : Uphold transparency, accountability, and ethical operaCons. 

- **Enable opportunity management** : IdenCfy and manage potenCal risks in new projects or partnerships without sCfling innovaCon. 

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## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

Risks are split into categories: 

- a) External risks 

- b) OperaConal risks (including human and operaConal resources) 

- c) Financial risks 

- d) Governance and compliance risks e) ReputaConal damage 

The Trustees hold overall responsibility for risk governance by overseeing the risk management strategy, se_ng the organisaCon’s risk appeCte and conducCng an annual review of the risk policy. The Board ensures that risk is considered when making strategic decisions and considers any new risks idenCfied by the sub-commieees or Senior Management Team  (SMT). 

All risks are assigned to one of the Charity’s sub-commieees or the trustee board, the sub-commieee and the trustee board carries out quarterly reviews of risks relevant to their areas of oversight, in line with the risk review frequency. The Chief ExecuCve and SMT are responsible for implemenCng the risk management policy, maintaining the risk register, coordinaCng risk-related training, and escalaCng significant risks to the Board. All staff and volunteers play a vital frontline role by idenCfying and reporCng potenCal risks and adhering to established policies and procedures to support a risk-aware culture across the Charity. 

|**Role**|**Responsibility**|
|---|---|
|Board of Trustees|Oversight of risk strategy, approve risk appeCte, annual review of risk<br>policy, review of new risks, ensure risk is considered when making<br>strategic decisions. Quarterly review of risks assigned to them.|
|Sub-commieees|Quarterly review of risks assigned to them|
|CEO /SMT|Implement policy, report major risks to Board. Maintain risk register,<br>coordinate risk training|
|All Staf and Volunteers|IdenCfy and report risks, follow policies|



- 1) - All risks are assigned to one of the Charity’s sub-commieees or the trustee board, the subcommieee and the trustee board carries out quarterly reviews of risks relevant to their areas of oversight, in line with the risk review frequency. The Chief ExecuCve and SMT are responsible for implemenCng the risk management policy, maintaining the risk register, coordinaCng risk-related training, and escalaCng significant risks to the Board. All staff and volunteers play a vital frontline role by idenCfying and reporCng potenCal risks and adhering to established policies and procedures to support a risk-aware culture across the Charity. 

- 2) **Recording** - SMT will record reported risks via a short descripCon in an email to the Chief ExecuCve 3) **IniJal Assessment** – A standing agenda item will be added to the SMT meeCngs whereby the Chief ExecuCve will table any risks that have reported for discussion at SMT level with a view to idenCfy the risk is escalated 

- 4) **EscalaJon** - If a risk is deemed high or is strategic it will be brought to a Trustee Board meeCng for review and added to the formal risk register. 

- 5) **DocumentaJon** - All strategic risks will be logged in the risk register, alongside controls and miCgaCon. If it is felt that the risk may be an emerging/future risk, it will be documented and monitored by SMT and brought back to the Board if it is felt this has escalated to a strategic risk for the Charity. 

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## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

Principal risks faced by the Charity, which score as a _**high risk**_ in the risk register, are noted below, with the miCgaCon in place. 

|**Principal Risk**|**MiJgaJon / Assurance**|
|---|---|
|Failure to comply with the ArCcles of<br>AssociaCon|•<br>Legal advisors used for advice and changes<br>•<br>Regular governance reviews undertaken<br>•<br>Regular training provided by legal advisors<br>•<br>Governance Code followed|
|Poor investment decisions made that<br>fail to maximise the value of the<br>investment porlolio to ensure<br>conCnuaCon of the Charity in<br>perpetuity|•<br>Investment policy in place and regularly reviewed by Trustees<br>•<br>Investment policy in place and regularly reviewed by Trustees<br>•<br>Monthly reporCng of investment acCvity by investment<br>managers|
|Failure of investment returns to<br>assure ongoing viability/Charity and<br>ability to operate in perpetuity|•<br>Use of long-term strategy in reviewing performance and returns<br>to miCgate short term instability<br>•<br>Reserves policy used to set minimum reserves level and alert<br>level for Trustees<br>•<br>DiversifcaCon of income to include other sources<br>•<br>Use of Finance Sub Commieee (FSC), including Trustees with<br>appropriate fnancial experCse<br>•<br>Use of ARC reviews to assess investment manager performance|
|Fraud or Error|•<br>Detailed and rigorous internal controls and procedures<br>•<br>Annual external audit<br>•<br>LimitaCon of access to bank accounts and banking system<br>•<br>Dual approval required for all payments<br>•<br>Regular reporCng of fnancial data to Senior Managers, FSC and<br>Board<br>•<br>Use of external IT professionals to ensure data security<br>•<br>Insurance to cover the Charity against fnancial loss from fraud|
|Unable to meet demand|•<br>Regular reporCng and use of KPI’s to monitor demand and react<br>to increases<br>•<br>Control over service referral and promoCon<br>•<br>Use of automaCon and technology to bolster capacity and<br>reduce over reliance on staf<br>•<br>Use of external contractors to support the staf team and help<br>manage increases in demand<br>•<br>Focus on staf wellbeing, with fexible working, to help with<br>fexibility and responsiveness|
|Risk of cyber aeack|•<br>External IT contractors used to ensure appropriate security<br>measures are in place and updated regularly<br>•<br>Regular cyber security training for the staf team and Trustees<br>•<br>Cyber insurance in place to assist in managing costs of cyber<br>incidents|



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## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

## **Investment performance and policy** 

The main objecCve of the porlolio is to provide funds for the ongoing operaConal costs of the Charity to enable the delivery of its acCviCes, which include service delivery and grant making acCvity. Over the long term, this means providing the Charity with a steady stream of funding to enable it to conCnue to deliver its acCviCes annually, whilst at least maintaining the porlolio’s real term value amer management expenses. To achieve this, the overall objecCve for investment performance is to achieve an average annual total return of at least CPI+3.0%, measured over five to ten years. 

The Charity recognises this is a long-term target that can only be fully assessed over the long term. However, the annual returns are considered as part of the conCnual monitoring of investment performance. Comparisons are made against set benchmarks, which include the Asset Risk Consultants peer group comparator. 

Pharmacist Support reviews its investment policy annually to ensure that it conCnues to dovetail with the Charity’s objecCves. Pharmacist Support’s investment strategy can be summarised as follows: 

||**Standard Criteria**|
|---|---|
|**ObjecJve**|Balanced return between income and capital|
|**Risk**|Medium|
|**Mandate**|DiscreConary|
|**Time horizon**|Five to ten years|
|**Fund type**|Segregated fund (as opposed to a pooled fund where<br>money is combined with other investors and fexibility of<br>choice thereby restricted)|



Investments reduced in value during the year closing at £14,775,700 _(2024 - £14,803,162_ ). This was impacted by a fall in book value during the year and stagnant growth. AddiConal balances of £135,056 _(2024 : £116,856),_ were held in short terms cash investments. 

Trustees consider our ethical responsibility to make investments that meet environmental, social and governance standards. Currently we exclude companies that generate 25% or more in turnover from fossil fuel producers, tobacco, armaments, alcohol, high risk (high-rate charging) debt and gambling from our porlolio. We are conscious of the impact our investment porlolio can have and we have put in place measures to achieve a more socially and environmentally responsible investment porlolio. The reports we receive from our investment managers include regular updates on our ethical criteria and this is also discussed at an annual review with the investment managers. 

## **Reserves** 

operaConal expenditure by using the reserves to generate income. 

The Trustees’ reserves policy aims to preserve free reserves, which is monies not Ced up in operaCng acCviCes, at a minimum level of £12.5m, in order to be able to use the returns generated from investments for the Charity’s annual expenditure. This reserves level is set to ensure that the investment provides the level of income and growth required to sustain operaConal acCviCes now and into the future. 


57 



## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

At 31 December 2025 the Charity had total reserves of £15,109,413 (2024: £15,151,233) the ‘ _free’_ reserves, excluding fixed assets are: 

||**£**|
|---|---|
|**Reserves at 31/12/25**|15,109,413|
|**Less : Held as Fixed Assets**|(45,800)|
|**‘Free’ Reserves**|**15,063,613**|
|**Less : Held as Fixed Asset Investments**|(14,775,700)|
|**‘Free’ Reserves less Investments**|**287,913**|



This level of total reserves is in excess of the minimum reserve level of £12.5m and does not exceed the maximum level of reserves of £18.75m. The level of ‘ _free’_ reserves, excluding fixed assets also exceeds the minimum required reserves figure. 

The Trustees take a long-term view of their obligaCons to the pharmacy community. A large proporCon of the reserves, £14,775,700 (2024 : £14.803,162) represent investments held to generate income and secure the longterm funding of the Charity. The Trustees recognise that the value of these reserves may vary significantly from year to year because of investment market price movements and that such variaCons do not in themselves necessarily affect the porlolio’s potenCal to generate income. These reserves historically have represented the Charity’s principal source of funds for annual expenditure. InvesCng them in this way, rather than liquidaCng the reserves for short-term spending, ensures an income stream for the long-term to enable us to support our beneficiaries and achieve our charitable objecCves. 

## **STRUCTURE, MANAGEMENT, AND GOVERNANCE** 

## **Governing document** 

The organisaCon is a charitable company limited by guarantee, incorporated on 27 September 2014, and registered as a Charity on 27 October 2014. The company was established under a Memorandum of AssociaCon that established the Objects and powers of the charitable company and is governed under its ArCcles of AssociaCon. 

The company is sole corporate trustee of Pharmacist Support, the dormant Charitable Trust from which the company was created in 2014. The Charity number for the dormant Trust is 221438. The Trust remains in existence to ensure legacies lem to the former charitable trust do not fail. A resoluCon has been passed giving the Charity automaCc enCtlement to any income due to the Trust. 

## **Trustees** 

Our Trustees are responsible for se_ng the Charity’s strategy and are responsible in law for the governance of Pharmacist Support. All Trustees give their Cme voluntarily and receive no benefits from the Charity. Expenses reclaimed from the Charity are set out in note 11 to the accounts. The names of the Trustees who served during the year and beyond are set out on page 92 . 

## **Charity Governance Code** 

The Trustees take charity governance seriously and aim to apply the Charity Governance Code in all of the Charity’s acCviCes. Further details on how the Board ensures it is effecCve and how it delegates authority can be found under “OrganisaConal Structure” below. 

58 



## **Pharmacist Support Trustees Report For the Year Ended 31st December 2025** 

acCviCes and performance, the Trustees review the progress towards strategic objecCves on a regular basis and make decisions at least annually to update operaConal plans to achieve those goals. 

Trustees, staff, and volunteers for reporCng potenCal interests in transacCons, conflicts of interest and inappropriate behaviours. Systems are in place for the proper invesCgaCon and resoluCon of complaints from any source, including members of the public. 

Further informaCon on how the Board manages risk can be found in the secCon “Risk Management” above. All decisions are taken amer receiving reports from senior management and/or taking advice from persons with appropriate experCse, be this suitably qualified members of the Board, senior managers, or advisers. All decisions are set out in minutes of meeCngs and acCon plans are drawn up, delegated, and monitored to ensure implementaCon. 

Pharmacy is a diverse profession, with pharmacists coming from many walks of life and naConaliCes. In line with the breadth of its beneficiaries, the Board has implemented policies that encourage diversity in recruitment pracCces for Trustees, staff, and volunteers alike. The Charity also has operaConal policies that work to acCvely prevent discriminaCon of any kind and encourage non- judgemental support for all our service users. In line with our equality, diversity, and inclusion plan, Trustees and staff members aeend an array of training on equality, diversity, and inclusion. 

## **OrganisaJonal structure** 

When a vacancy occurs on the Board of Trustees, the Board will take the opportunity to review the skills matrix of Trustees to idenCfy specific skill sets that would strengthen the Board’s overall effecCveness. In addiCon, consideraCon is given to whether there is a need for any specific community or stakeholder group that needs to be represented by a new Trustee. The Board operates an equal opportuniCes recruitment policy and new Trustees are required to have demonstrable experience in the areas idenCfied by the skills review. 

provided with the informaCon they need to fulfil their roles. This includes informaCon about the role of the Trustees within Pharmacist Support, the Charity’s policies, and their role within the context of Charity law generally. Trustees are provided with a copy of the Charity Trustee’s Handbook, given informaCon relaCng to the legal framework within which the Charity operates and provided with governance training underlining their responsibiliCes within the company law context. 

the Trustees’ role are provided within Board meeCngs during the year. New Trustees are provided with a ‘buddy,’ an experienced Trustee, as an addiConal support mechanism. 

year, they undergo a review of the contribuCon they have made to determine any further support that may be beneficial. The review, which is conducted by the new Trustee’s buddy on behalf of the Board, seeks input from the new Trustee, the Chair (or deputy) and the Chief ExecuCve. At the end of a Trustee’s three-year term, they will be asked by the Chair to confirm whether they wish to be considered for reappointment, provided that they have not reached the maximum of three terms. Trustees who wish to be considered for reappointment will take part in a formal appraisal review. The appraiser will be the Chair or Vice Chair, and the review will seek general input from all Trustees and detailed input from a select group of Trustees and the Chief ExecuCve. 

59 



## **Pharmacist Support** 

## **Trustees Report** 

## **For the Year Ended 31st December 2025** 

circulated to all Trustees to assess performance against the Charity Governance Code. 

There are four Board meeCngs a year. Trustees work together to set the strategic direcCon and monitor the operaConal acCvity of the Charity against the strategic objecCves and operaConal plan. Trustees are also involved with developing and or monitoring the Charity’s acCviCes in specific areas, by engaging in sub-commieee and working group acCviCes. 

Day-to-day operaCons and management are delegated to the Chief ExecuCve and Senior Management Team, who provide regular reports to the Trustees on performance and operaCons. 

The Charity has three sub-commieees, established to advise on key areas of acCvity and with terms of reference that are reviewed regularly. The three sub-commieees are as follows: 

- The Finance sub-commieee (FSC) 

- 

- The Bursary sub-commieee 

## **Related parJes** 

Details of related party transacCons are given in Note 12 on page 78. The Charity operates independently of other 82 bodies, although we have developed close working relaConships across the sector to ensure that we can raise concerns where necessary to benefit our beneficiaries and other members of the pharmacy family. None of the Trustees receive any remuneraCon for their roles. 

## **Liability of members** 

Members of the Charity guarantee to contribute an amount not exceeding £1 to the assets of the Charity in the event of winding up. The total number of such guarantees at 31 December 2025 was ten. The Trustees are members of the Charity, but this enCtles them only to voCng rights. The Trustees have no beneficial interest in the Charity but hold overall responsibility for it. 

## **Events since the end of the year** 

were not material post balance sheet events that required disclosure. 

## **STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES** 

The Trustees (who are also directors of Pharmacist Support for the purposes of company law) are responsible for preparing the Trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom AccounCng Standards (United Kingdom Generally Accepted AccounCng PracCce). 

fair view of the state of affairs of the charitable company and of the incoming resources and applicaCon of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to: 

- select suitable accounCng policies and then apply them consistently 

- observe the methods and principles in the ChariCes SORP 

- make judgments and esCmates that are reasonable and prudent 

60 



## **Pharmacist Support Trustees Report** 

## **For the Year Ended 31st December 2025** 

- state whether applicable UK AccounCng Standards and statements of recommended pracCce have been followed, subject to any material departures disclosed and explained in the financial statements 

- Charity will conCnue in operaCon. 

The Trustees are responsible for keeping proper accounCng records that disclose with reasonable accuracy at any Cme the financial posiCon of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevenCon and detecCon of fraud and other irregulariCes. 

As far as the Trustees are aware: 

- there is no relevant audit informaCon of which the charitable company’s auditors are unaware 

- the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit informaCon and to establish that the auditors are aware of that informaCon 

- included on the charitable company's website. LegislaCon in the United Kingdom governing the preparaCon and disseminaCon of financial statements may differ from legislaCon in other jurisdicCons. 

## **Auditors** 

Crowe U.K. LLP were re-appointed as the charitable company's auditors during the year and have expressed their willingness to conCnue in that capacity. 

## **Disclosure of informaJon to auditor** 

audit, but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to idenCfy such relevant informaCon and to establish that the auditor is aware of such informaCon. 

This report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime of the Companies Act 2006. 

The Trustees’ annual report has been approved by the Trustees on **5th June 2026** and signed on their behalf by: 



**----- Start of picture text -----**<br>
…………………………………………………..  …………………………………………………..<br>Esther Sadler-Williams (Chair)   David Downham (Trustee)<br>**----- End of picture text -----**<br>


61 



## **Pharmacist Support** 

## **Independent Auditors’ report to the Members of Pharmacist Support For the Year Ended 31st December 2025** 

## **Opinion** 

December 2025 which comprise the Statement of Financial AcCviCes, the Balance Sheet, the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounCng policies and notes to the financial statements, including significant accounCng policies. The financial reporCng framework that has been applied in their preparaCon is applicable law and United Kingdom AccounCng Standards, including Financial ReporCng Standard 102 The Financial ReporCng Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted AccounCng PracCce). 

- income and expenditure, for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted AccounCng PracCce; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with InternaConal Standards on AudiCng (UK) (ISAs (UK)) and applicable law. Our responsibiliCes under those standards are further described in the Auditor’s responsibiliCes for the audit of the financial statements secCon of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibiliCes in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relaJng to going concern** 

accounCng in the preparaCon of the financial statements is appropriate. 

condiCons that, individually or collecCvely, may cast significant doubt on the charitable company's ability to conCnue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 

Our responsibiliCes and the responsibiliCes of the Trustees with respect to going concern are described in the relevant secCons of this report. 

## **Other informaJon** 

The Trustees are responsible for the other informaCon contained within the annual report. The other informaCon comprises the informaCon included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other informaCon and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

62 



## **Pharmacist Support** 

## **Independent Auditors’ report to the Members of Pharmacist Support For the Year Ended 31st December 2025** 

Our responsibility is to read the other informaCon and, in doing so, consider whether the other informaCon is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we idenCfy such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other informaCon, we are required to report that fact. 

We have nothing to report in this regard. 

## **Opinion on other magers prescribed by the Companies Act 2006** 

In our opinion based on the work undertaken in the course of our audit 

- the informaCon given in the Trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the strategic report and the directors’ report included within the Trustees’ report have been prepared in accordance with applicable legal requirements. 

## **Magers on which we are required to report by excepJon** 

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not idenCfied material misstatements in the strategic report or the directors’ report included within the Trustees’ report. 

We have nothing to report in respect of the following maeers in relaCon to which the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate and proper accounCng records have not been kept; or 

- 

- 

- we have not received all the informaCon and explanaCons we require for our audit; or 

- companies’ regime and take advantage of the small companies’ exempCons in preparing the Trustees’ directors’ report and from the requirement to prepare a strategic report. 

## **ResponsibiliJes of Trustees** 

As explained more fully in the Trustees’ responsibiliCes statement set out on pages 60 - 61, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparaCon of the financial statements and for being saCsfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparaCon of financial statements that are free from material misstatement, whether due to fraud or error. 

to conCnue as a going concern, disclosing, as applicable, maeers related to going concern and using the going concern basis of accounCng unless the Trustees either intend to liquidate the charitable company or to cease operaCons, or have no realisCc alternaCve but to do so. 

63 



## **Pharmacist Support** 

## **Independent Auditors’ report to the Members of Pharmacist Support For the Year Ended 31st December 2025** 

## 

We have been appointed as auditor under the Companies Act 2006 and report in accordance with the Acts and relevant regulaCons made or having effect thereunder. 

from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected 

Details of the extent to which the audit was considered capable of detecCng irregulariCes, including fraud and non-compliance with laws and regulaCons are set out below. 

ReporCng Council’s website at: www.frc.org.uk/auditorsresponsibiliCes. This descripCon forms part of our auditor’s report. 

## **Extent to which the audit was considered capable of detecJng irregulariJes, including fraud** 

assessed the risks of material misstatement of the financial statements from irregulariCes, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion. 

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulaCons that have a direct effect on the determinaCon of material amounts and disclosures in the financial statements. The laws and regulaCons we considered in this context were the Companies Act 2006 and the ChariCes Act 2011 together with the ChariCes SORP (FRS 102). We assessed the required compliance with these laws and regulaCons as part of our audit procedures on the related financial statement items. 

financial statements but compliance with which might be fundamental to the charitable company’s ability to operate or to avoid a material penalty. We also considered the opportuniCes and incenCves that may exist within the charitable company for fraud. 

AudiCng standards limit the required audit procedures to idenCfy non-compliance with these laws and regulaCons to enquiry of the Trustees and other management and inspecCon of regulatory and legal correspondence, if any. 

to be within income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management about their own idenCficaCon and assessment of the risks of irregulariCes, designing audit procedures over income, sample tesCng on the posCng of journals, reviewing accounCng esCmates for biases and reading minutes of meeCngs of those charged with governance. 

64 



## **Pharmacist Support** 

## **Independent Auditors’ report to the Members of Pharmacist Support For the Year Ended 31st December 2025** 

Owing to the inherent limitaCons of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with audiCng standards. For example, the further removed non-compliance with laws and regulaCons (irregulariCes) is from the events and transacCons reflected in the financial statements, the less likely the inherently limited procedures required by audiCng standards would idenCfy it. In addiCon, as with any audit, there remained a higher risk of non-detecCon of irregulariCes, as these may involve collusion, forgery, intenConal omissions, misrepresentaCons, or the override of internal controls. We are not responsible for prevenCng noncompliance and cannot be expected to detect non-compliance with all laws and regulaCons. 

## **Use of our report** 

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those maeers we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permieed by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed. 


**Kathryn Paul FCA (Senior Statutory Auditor)** For and on behalf of Crowe U.K. LLP Statutory Auditor St Georges House 56 Peter Street Manchester M2 3NQ 

Date: 18 June 2026 

65 



## **Pharmacist Support** 

## **Statement of Financial AcJviJes (IncorporaJng Income and Expenditure Account) For the year ended 31 December 2025** 

## **Company RegistraJon Number : 09237609 (England and Wales)** 

||**Unrestricted**<br>**Funds**<br>**2025**<br>**£**|**Restricted**<br>**Funds**<br>**2025**<br>**£**|**Total Funds**<br>**2025**<br>**£**|**Unrestricted**<br>**Funds**<br>**2024**<br>**£**|
|---|---|---|---|---|
||||||
|**Note**|||||
|**Income from:**<br>**Voluntary income:**<br>DonaCons and legacies<br>**3**<br>Charitable acCviCes<br>**4**<br>Investments<br>**5**|||||
||||||
||153,298<br>2,407<br>359,330|-<br>-<br>-|153,298<br>2,407<br>359,330|245,773<br>4,662<br>415,869|
||||||
|**Total Income**|**515,035**|**-**|**515,035**|**666,304**|
||||||
|**Expenditure on:**<br>Raising funds<br>**7**<br>**_Charitable Ac0vi0es:_**<br>Awareness Raising<br>**7**<br>Financial Assistance<br>**7**<br>InformaCon and Advice<br>**7**<br>Wellbeing<br>**7**<br>AddicCon Support<br>**7**<br>Ofce move<br>**7**<br>_Total Charitable AcEviEes Expenditure_|||||
||171,561|-|171,561|123,250|
||||||
||188,858<br>320,485<br>217,617<br>236,896<br>33,609<br>-<br>_997,465_|-<br>-<br>-<br>-<br>-<br>-<br>_-_|188,858<br>320,485<br>217,617<br>236,896<br>33,609<br>-<br>_997,465_|261,524<br>369,170<br>200,917<br>184,605<br>35,975<br>613|
|||||_1,052,804_|
||||||
|**Total Expenditure**|**1,169,026**|**-**|**1,169,026**|**1,176,054**|
||||||
|Net expenditure before gains on investments|(653,991)|-|(653,991)|(509,750)|
||||||
|Net gains on investments|612,171|-|612,171|837,713|
||||||
|**Net expenditure / income for the year**<br>**ReconciliaJon of funds:**<br>Funds balances at 1 January 2025<br>**23**|**(41,820)**|**-**|**(41,820)**|**327,963**|
||||||
||15,151,233|-|15,151,233|14,823,270|
||||||
|**Fund balances at 31 December 2025**<br>**23**|**15,109,413**|**-**|**15,109,413**|**15,151,233**|
||||||



expended derive from conCnuing acCviCes. 

The notes on pages 70 to 91 form part of these financial statements. 

66 



**Balance Sheet as at 31 December 2025** 

## **Pharmacist Support** 

## **Company RegistraJon Number : 09237609 (England and Wales)** 

||**2025**<br>**£**|**2024**<br>**£**|
|---|---|---|
|**Note**|||
||||
|**Fixed Assets:**<br>Intangible assets<br>**15**<br>Tangible assets<br>**16**<br>Investments<br>**18**|||
||34,493<br>11,307<br>14,775,700|46,743<br>8,461<br>14,803,162|
||||
||**14,821,500**|**14,858,366**|
||||
|**Current Assets:**<br>Debtors<br>**19**<br>Short term cash investments<br>**20**<br>Cash at bank and in hand<br>**20**|||
||152,719<br>135,056<br>107,440|131,214<br>116,856<br>138,645|
||||
||**395,215**|**386,715**|
||||
|**Creditors : amounts falling due within one year**<br>**21**|(107,302)|(93,848)|
||||
|**Net Current Assets**|**287,913**|**292,867**|
||||
|**Total assets less current liabiliJes**|**15,109,413**|**15,151,233**|
||||
|**Funds:**<br>Unrestricted funds<br>**23**<br>Restricted funds<br>**23**|||
||15,109,413<br>-|15,151,233<br>-|
||||
|**Total funds of the charity**|**15,109,413**|**15,151,233**|
||||



67 




These accounts are prepared in accordance with the special provisions of part 15 of the Companies Act 2006 relaCng to small companies and consCtute the annual accounts required by the Companies Act 2006 and are for circulaCon to members of the company. 

The notes on pages 70 to 91 

The accounts were approved and authorised for issue by the Trustees on **5th June 2026** and signed on their behalf by: 

…................................................ **Esther Sadler-Williams (Chair)** 


**----- Start of picture text -----**<br>
…................................................<br>**----- End of picture text -----**<br>


**David Downham (Trustee)** 

68 



## **Pharmacist Support** 

## **Statement of Cash Flows** 

**For the year ended 31 December 2025** 

## **Company RegistraJon Number : 09237609 (England and Wales)** 

||**2025**<br>**£**|**2024**<br>**£**|
|---|---|---|
|**Notes**|||
|**Cash fows from operaJng acJviJes**<br>Cash used in operaCons<br>Cash fows from invesCng acCviCes|||
||(985,457)<br>972,452|(968,663)<br>959,726|
||||
|**Change in cash and cash equivalents**<br>**26**|**(13,005)**|**(8,937)**|
||||
|Cash and cash equivalents at the beginning of the year|255,501|264,438|
||||
|**Cash and cash equivalents at the end of the year**|**242,496**|**255,501**|
||||
|**RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES**|||
||||
|**Net movement in funds for the year as per the statement of fnancial acJviJes**<br>AmorCsaCon & depreciaCon charges<br>Loss on disposal of fxed assets<br>(Gains) on investments<br>Dividends and interest from investments<br>(Increase) in debtors<br>Increase/(decrease) in creditors<br>Movement in social or programme related investments|**(41,820)**<br>35,917<br>-<br>(612,171)<br>(359,330)<br>(21,505)<br>13,452<br>-|**327,963**<br>33,233<br>-<br>(837,713)<br>(415,869)<br>(54,329)<br>(22,548)<br>600|
||||
|**Net cash used in operaJng acJviJes**|**(985,457)**|**(968,663)**|
||||
|**RECONCILIATION OF CASH FLOWS FROM INVESTING ACTIVITIES**|||
||||
|Dividends and interest from investments<br>Purchase of tangible fxed assets<br>Purchase of intangible fxed assets<br>Proceeds from sale of investments<br>Purchase of investments|359,330<br>(8,213)<br>(18,300)<br>4,062,095<br>(3,422,460)|415,869<br>(9,158)<br>(4,440)<br>4,641,581<br>(4,084,126)|
||||
|**Net cash from invesJng acJviJes**|**972,452**|**959,726**|



69 



**Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **1. AccounJng policies** 

## **Charity informaJon** 

Pharmacist Support is a private company, limited by guarantee, incorporated in England and Wales. The registered office is **Suite 3B Blackfriars House, Parsonage, Manchester, M3 2JA** 

## **1.1. AccounJng convenJon** 

AssociaCon, the Companies Act 2006 , FRS102 “The Financial ReporCng Standard applicable in the UK and Republic of Ireland ("FRS 102") and the ChariCes SORP "AccounCng and ReporCng by ChariCes: Statement of Recommended PracCce applicaCon to chariCes preparing their accounts in accordance with the Financial ReporCng Standard applicaCon in the UK and Republic of Ireland (FRS 102) (effecCve 1 January 2019). The Charity is a Public Benefit EnCty as defined by FRS 102. 

policies adopted are set out below: 

## **1.2. Going concern** 

The Trustees have assessed the use of going concern and have considered possible events or condiCons that might cast significant doubt on the ability of the Charity to conCnue as a going concern. The Trustees have made this assessment for a period of at least one year from the date of the approval of these financial statements. The Trustees have concluded that there is a reasonable expectaCon that the Charity has adequate resources to conCnue in operaConal existence for the foreseeable future. The Charity therefore conCnues to adopt the going concern basis in preparing these financial statements. 

ability to conCnue as a going concern for the foreseeable future, being at least twelve months from the date of approval of these financial statements and have therefore prepared the accounts on a going concern basis. 

The Trustees do not consider that there are any sources of esCmaCon uncertainty at the reporCng date that have a significant risk of causing a material adjustment to the carrying amount of assets and liabiliCes within the next reporCng period. 

## **1.3. Fund accounJng** 

Unrestricted funds are available to spend on acCviCes that further any of the purposes of Charity. 

Designated funds are unrestricted funds of the Charity which the Trustees have decided to set aside to use for a specific purpose. 

the Charity's work or for specific projects being undertaken by the Charity. 

70 



**Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **1. AccounJng policies (conJnued)** 

## **1.4.** 

Income is recognised when the Charity has enCtlement to the funds, any performance condiCons aeached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably. 

For legacies, enCtlement is taken as the earlier of the date on which either: the Charity is aware that probate has been granted, the estate has been finalised and noCficaCon has been made by the executor(s) to the Charity that a distribuCon will be made, or when a distribuCon is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably, and the Charity has been noCfied of the executor's intenCon to make a distribuCon. Where legacies have been noCfied to the Charity, or the Charity is aware of the granCng of probate, and the criteria for income recogniCon have not been met, the legacy is a treated as a conCngent asset and disclosed where material. 

## **1.5. Donated services and faciliJes** 

Donated professional services and donated faciliCes are recognised as income when the Charity has control over the item; where any condiCons associated with the donated item have been met; the receipt of economic benefit from the use by the Charity of the item is probable; and the economic benefit can be measured reliably. In accordance with the ChariCes' SORP (FRS 102), general volunteer Cme is not recognised. InformaCon about the contribuCon of volunteers is given in the Trustees' annual report and in the  notes to the accounts. 

## **1.6. Interest receivable** 

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon noCficaCon of the interest paid or payable by the bank or financial insCtuCon. 

## **1.7. Expenditure and irrecoverable VAT** 

third party, it is probable that the transfer of economic benefits will be required in seelement and the amount of the obligaCon can be measured reliably. 

- Costs of raising funds represent professional fees incurred in relaCon to the administraCon and management of the Charity's investment porlolio and other fundraising costs and their associated support costs. 

- the purposes of the Charity and their associated support costs. 

- Other expenditure represents those items not falling into any other heading. 

ApplicaCons for grant assistance are considered on their merits and assessed to ensure that they comply with the Charity's objecCves and adhere to the policies and guidance issued by the Trustees. There is no outright, automaCc enCtlement to financial assistance and applicaCons are subject to assessment. A liability is recognised when the payment is made. 

Irrecoverable VAT is charged as a cost against the acCvity for which the expenditure was incurred. 

71 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **1. AccounJng policies (conJnued)** 

## **1.8. AllocaJon of support costs** 

Support costs are those funcCons that assist the work of the Charity but do not directly undertake charitable acCviCes. These costs, which include office costs, finance, personnel and payroll, support the Charity's programs and acCviCes and have been allocated between the cost of raising funds and expenditure on charitable acCviCes on the basis of the total staff Cme (FTE) spent in each area. 

Governance costs are those costs which relate to the strategic management of the Charity and legal obligaCons for accountability. They include support costs, audit fees, legal expenses, trustee expenses and meeCng costs. These costs have been allocated between the cost of raising funds and expenditure on charitable acCviCes on the basis of the total staff Cme (FTE) spent in each area. 

## **1.9. OperaJng leases** 

OperaCng leases are leases in which the Ctle to the assets, and the risks and rewards of ownership, remain with the lessor. Rental charges are charged on a straight-line basis over the term of the lease. 

## **1.10.** 

any incidental expenses of acquisiCon. 

residual values, in equal annual instalments over their expected useful economic lives. The principal annual rates and nominal value in use are as follows: 

▪ Somware amorCsaCon  - Straight line over  3-5 years 

- Leasehold Improvements  - Straight line over the remaining period of the lease 

- 

- IT equipment - Straight line over  2-5 years 

proceeds and the carrying value of the asset, and is recognised in the statement of financial acCviCes. 

## **1.11.** 

At each reporCng end date, the Charity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indicaCon that those assets have suffered an impairment loss. If any such indicaCon exists, the recoverable amount of the asset is esCmated in order to determine the extent of the impairment loss (if any). 

## **1.12. Fixed asset investments** 

and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The statement of financial acCviCes includes the net gains and losses arising on revaluaCon and disposals throughout the year. 

72 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

**1. AccounJng policies (conJnued)** 

markets due to wider economic condiCons, the a_tude of investors to investment risk, and changes in senCment concerning equiCes and within parCcular sectors or sub sectors. 

## **1.13. Debtors** 

Prepayments are valued at the amount prepaid net of any trade discounts due. 

## **1.14. Cash at bank and in hand** 

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisiCon or opening of the deposit or similar account. 

## **1.15. Creditors and provisions** 

Creditors and provisions are recognised where the Charity has a present obligaCon resulCng from a past event that will probably result in the transfer of funds to a third party and the amount due to seele the obligaCon can be measured or esCmated reliably. Creditors and provisions are normally recognised at their seelement amount amer allowing for any trade discounts due. 

## **1.16. Foreign exchange** 

Assets and liabiliCes denominated in foreign currencies are translated into sterling at the rate ruling at the Balance Sheet date. Foreign exchange differences are taken to the Statement of Financial AcCviCes in the year in which they arise. 

## **1.17. Financial instruments** 

The Charity has elected to apply the provisions of SecCon 11 'Basic Financial Instruments' and SecCon 12 

Financial instruments are recognised in the Charity's balance sheet when the Charity becomes party to the contractual provisions of the instrument. 

there is a legally enforceable right to set off the recognised amounts and there is an intenCon to seele on a net basis or to realise the asset and seele the liability simultaneously. 

## 

transacCon price including transacCon costs and are subsequently carried at amorCsed cost using the effecCve interest method unless the arrangement consCtutes a financing transacCon, where the transacCon is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amorCsed. 

## 

unless the arrangement consCtutes a financing transacCon, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabiliCes classified as payable within one year are not amorCsed. 

73 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **1. AccounJng policies (conJnued)** 

Trade creditors are obligaCons to pay for goods and services that have been acquired in the ordinary course of operaCons from suppliers. Amounts payable are classified as current liabiliCes if payment is due within one year or less. If not, they are presented as non-current liabiliCes. Trade creditors are recognised iniCally at transacCon price and subsequently measured at amorCsed cost using the effecCve interest method. 

## 

Financial liabiliCes are derecognised when the Charity's contractual obligaCons expire or are discharged or cancelled. 

## **1.18.** 

The cost of any unused holiday enCtlement is recognised in the period in which the employee's services are received. 

commieed to terminate the employment of an employee or to provide terminaCon benefits. 

## **1.19.** 

_‘money purchase’_ scheme. Payments to defined contribuCon reCrement benefit schemes are charged as an expenses as they fall due. 

## **1.20. CriJcal accounJng esJmates and judgements** 

In the applicaCon of the Charity's accounCng policies, the Trustees are required to make judgements, esCmates and assumpCons about the carrying amount of assets and liabiliCes that are not readily apparent form other sources. The esCmates and associated assumpCons are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these esCmates. 

The esCmates and underlying assumpCons are reviewed on an ongoing basis. Revisions to accounCng esCmates are recognised in the period in which the esCmate is revised where the revision affects only that period, or in the period of the  revision and future periods where the revisions affects both current and future periods. 

## **2. Legal status of the Charity Legal status of the Charity** 

The Charity is a company limited by guarantee incorporated in England and Wales and has no share capital. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member (trustee) of the Charity. 

70 . 

74 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**For the Year Ended 31st December 2025**|||
|---|---|---|
|**3**<br>**Income from donaJons and legacies**|||
||**2025**<br>**£**|**2024**<br>**£**|
||||
||||
|DonaCons<br>Legacies<br>Donated services|121,564<br>10,069<br>21,665|137,309<br>72,706<br>35,758|
||||
||**153,298**|**245,773**|
||||
||||
|Income from donated services relates to meeCng<br>Charity during the year.|room space, exhibiCon stands and services gimed to the||



|**4**<br>**Incoming resources from charitable acJviJes**|||
|---|---|---|
||**2025**<br>**£**|**2024**<br>**£**|
||||
||||
|Delivery of courses|2,407|4,662|
||||
||**2,407**|**4,662**|
||||
||||
|**5**<br>**Investment Income**|||
||||
||**2025**<br>**£**|**2024**<br>**£**|
||||
||||
|From listed investments<br>From short term cash investments|357,961<br>1,369|415,406<br>463|
||||
||**359,330**|**415,869**|
||||
||||



75 



**Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **Pharmacist Support** 

## **6 Net expenditure** 

This is stated amer charging: 

|**2025**<br>**£**|**2025**<br>**£**|**2024**<br>**£**|
|---|---|---|
||||
|Fees payable for the audit of the Charity's fnancial statements<br>_- Audit services_<br>13,080<br>_- Non audit services_<br>628<br>OperaCng lease rentals - property<br>19,182<br>OperaCng lease rentals - other<br>1,562<br>DepreciaCon of owned tangible fxed assets<br>5,367<br>AmorCsaCon of intangible assets<br>30,550||12,960<br>16,799<br>19,182<br>12,725<br>3,512<br>29,720|
||||
||**70,369**|**94,898**|
||||
||||
|During the fnancial year the auditors have provided management accounts support services to the Charity,<br>these services totalled £628 (2024 : £16,799).|||



76 



||||||
|---|---|---|---|---|
||||||
|**Pharmacist Support**<br>**Notes to the Financial Statements (conJnued)**<br>**For the Year Ended 31st December 2025**<br>**7**<br>**Analysis of expenditure**|||||
||||||
||**Staf costs**<br>**2025**<br>**£**|**Direct costs**<br>**2025**<br>**£**|**Support**<br>**costs**<br>**2025**<br>**£**|**Governance**<br>**costs**<br>**2025**<br>**£**|
||||||
||||||
||||||
|Raising Funds|85,149|61,875|21,870|2,667|
||||||
|**_Charitable Ac0vi0es:_**<br>Awareness Raising<br>Financial Assistance<br>InformaCon and Advice<br>Wellbeing<br>AddicCon Support<br>Ofce move|||||
||112,356<br>95,762<br>131,639<br>133,609<br>15,607<br>-|52,125<br>196,490<br>44,361<br>65,047<br>13,254<br>-|21,728<br>25,165<br>37,094<br>34,083<br>4,232<br>-|2,650<br>3,069<br>4,524<br>4,157<br>516<br>-|
||||||
||||||
||**574,122**|**433,152**|**144,172**|**17,583**|
||||||
||**Staf costs**<br>**2024**<br>**£**|**Direct costs**<br>**2024**<br>**£**|**Support**<br>**costs**<br>**2024**<br>**£**|**Governance**<br>**costs**<br>**2024**<br>**£**|
||||||
||||||
||||||
|Raising Funds|48,273|58,832|14,249|1,896|
||||||
|**_Charitable Ac0vi0es:_**<br>Awareness Raising<br>Financial Assistance<br>InformaCon and Advice<br>Wellbeing<br>AddicCon Support<br>Ofce move|||||
||147,005<br>81,710<br>115,573<br>105,044<br>13,235<br>-|64,021<br>259,817<br>43,819<br>43,649<br>18,243<br>613|44,568<br>24,397<br>36,649<br>31,695<br>3,969<br>-|5,930<br>3,246<br>4,876<br>4,217<br>528<br>-|
||||||
||**510,840**|**488,994**|**155,527**|**20,693**|
||||||
||||||



77 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

**Analysis of direct 8 expenditure** 

||**Raising**<br>**funds**<br>**2025**<br>**£**<br>990<br>-<br>-<br>-<br>5,100<br>52,407<br>3,095<br>223<br>60|**Awareness**<br>**raising**<br>**2025**<br>**£**<br>7,276<br>539<br>-<br>-<br>42,549<br>-<br>600<br>994<br>167|**Financial**<br>**assistance**<br>**2025**<br>**£**<br>-<br>-<br>-<br>196,438<br>-<br>-<br>-<br>52<br>-|**Inform-**<br>**aJon &**<br>**advice**<br>**2025**<br>**£**<br>-<br>-<br>44,180<br>-<br>173<br>-<br>-<br>8<br>-|**Wellbeing**<br>**2025**<br>**£**<br>2,426<br>3,518<br>56,176<br>-<br>2,838<br>-<br>-<br>38<br>51|**AddicJon**<br>**support**<br>**2025**<br>**£**<br>-<br>-<br>13,254<br>-<br>-<br>-<br>-<br>-<br>-|**Ofce**<br>**move**<br>**2025**<br>**£**<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|**Total**<br>**2025**<br>**£**<br>**10,692**<br>**4,057**<br>**113,610**<br>**196,438**<br>**50,660**<br>**52,407**<br>**3,695**<br>**1,315**<br>**278**|
|---|---|---|---|---|---|---|---|---|
||||||||||
||||||||||
|Other staf costs<br>Volunteers<br>Service delivery<br>Grants<br>MarkeCng and<br>publicity<br>Investment<br>management<br>Legal &<br>professional<br>Ofce costs<br>Other costs|||||||||
||||||||||
||**61,875**|**52,125**|**196,490**|**44,361**|**65,047**|**13,254**|**-**|**433,152**|
||||||||||
||||||||||
||||||||||
||||||||||
||||||||||
||||||||||
||||||||||
||||||||||
||||||||||
||||||||||



78 



**Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**Raising**<br>**funds**<br>**2024**<br>**£**<br>Other staf costs<br>845<br>Volunteers<br>-<br>Service delivery<br>-<br>Grants<br>-<br>MarkeCng and<br>publicity<br>1,447<br>Investment<br>management<br>54,169<br>Legal &<br>professional<br>2,028<br>Ofce costs<br>283<br>Other costs<br>60|**Raising**<br>**funds**<br>**2024**<br>**£**<br>Other staf costs<br>845<br>Volunteers<br>-<br>Service delivery<br>-<br>Grants<br>-<br>MarkeCng and<br>publicity<br>1,447<br>Investment<br>management<br>54,169<br>Legal &<br>professional<br>2,028<br>Ofce costs<br>283<br>Other costs<br>60|**Awareness**<br>**raising**<br>**Financial**<br>**assistance**<br>**Inform-**<br>**aJon &**<br>**advice**<br>**2024**<br>**2024**<br>**2024**<br>**£**<br>**£**<br>**£**<br>6,702<br>86<br>896<br>385<br>-<br>-<br>-<br>-<br>42,893<br>-<br>259,731<br>-<br>55,349<br>-<br>-<br>-<br>-<br>-<br>64<br>-<br>-<br>1,354<br>-<br>30<br>167<br>-<br>-|**Awareness**<br>**raising**<br>**Financial**<br>**assistance**<br>**Inform-**<br>**aJon &**<br>**advice**<br>**2024**<br>**2024**<br>**2024**<br>**£**<br>**£**<br>**£**<br>6,702<br>86<br>896<br>385<br>-<br>-<br>-<br>-<br>42,893<br>-<br>259,731<br>-<br>55,349<br>-<br>-<br>-<br>-<br>-<br>64<br>-<br>-<br>1,354<br>-<br>30<br>167<br>-<br>-|**Wellbeing**<br>**2024**<br>**£**<br>2,735<br>5,871<br>32,869<br>-<br>1,202<br>-<br>-<br>972<br>-|**AddicJon**<br>**support**<br>**Ofce**<br>**move**<br>**Total**<br>**2024**<br>**2024**<br>**2024**<br>**£**<br>**£**<br>**£**<br>49<br>-<br>**11,313**<br>-<br>-<br>**6,256**<br>18,194<br>-<br>**93,956**<br>-<br>-<br>**259,731**<br>-<br>-<br>**57,998**<br>-<br>-<br>**54,169**<br>-<br>-<br>**2,092**<br>-<br>613<br>**3,252**<br>-<br>-<br>**227**|**AddicJon**<br>**support**<br>**Ofce**<br>**move**<br>**Total**<br>**2024**<br>**2024**<br>**2024**<br>**£**<br>**£**<br>**£**<br>49<br>-<br>**11,313**<br>-<br>-<br>**6,256**<br>18,194<br>-<br>**93,956**<br>-<br>-<br>**259,731**<br>-<br>-<br>**57,998**<br>-<br>-<br>**54,169**<br>-<br>-<br>**2,092**<br>-<br>613<br>**3,252**<br>-<br>-<br>**227**|**AddicJon**<br>**support**<br>**Ofce**<br>**move**<br>**Total**<br>**2024**<br>**2024**<br>**2024**<br>**£**<br>**£**<br>**£**<br>49<br>-<br>**11,313**<br>-<br>-<br>**6,256**<br>18,194<br>-<br>**93,956**<br>-<br>-<br>**259,731**<br>-<br>-<br>**57,998**<br>-<br>-<br>**54,169**<br>-<br>-<br>**2,092**<br>-<br>613<br>**3,252**<br>-<br>-<br>**227**|
|---|---|---|---|---|---|---|---|
|||||||||
||**58,832**|**64,021**|**259,817**<br>**43,819**|**43,649**|**18,243**<br>**613**<br>**488,994**|||
|||||||||



79 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

**8 Analysis of direct expenditure (conJnued)** 

Grant expenditure is analysed as follows: 

||**2025**<br>**£**|**2024**<br>**£**|
|---|---|---|
||||
||||
|General grants<br>AddicCon Support grants<br>Training Bursary grants|171,438<br>-<br>25,000|192,811<br>31,920<br>35,000|
||||
||**196,438**|**259,731**|
||||
||||
|General grants of £177,504 (2024 : £232,039) were awarded in the year. The diference between grants awarded and<br>the grants expended above is due to the Cming of the disbursements.|||



## **9 Analysis of support and governance expenditure** 

||**Support**<br>**2025**<br>**£**<br>10,408<br>851<br>-<br>132,913|**Governance**<br>**2025**<br>**£**<br>-<br>4,461<br>13,080<br>42|**Support**<br>**2024**<br>**£**<br>7,168<br>810<br>-<br>147,549|**Governance**<br>**2024**<br>**£**<br>-<br>6,865<br>13,828<br>-|
|---|---|---|---|---|
||||||
||||||
|Other staf costs<br>Trustees and volunteers<br>Legal and professional<br>Ofce costs|||||
||||||
||||||
||||||
||**144,172**|**17,583**|**155,527**|**20,693**|
||||||




80 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**10**<br>**Employees**||||
|---|---|---|---|
|||||
||**2025**<br>**£**<br>457,394<br>41,057<br>70,790<br>4,881|**2024**<br>**£**<br>407,111<br>37,810<br>62,602<br>3,317||
|||||
|Wages and salaries<br>Social security costs<br>Pension contribuCons<br>Other benefts||||
|||||
||**574,122**|**510,840**||
|||||
|||||
|Included in pension contribuCons above is an amount of £26,032 (2024 : £23,824) related to the Charity salary sacrifce<br>pension scheme, and sacrifced by employees from their salaries to contribute to the pension scheme.||||
|||||
|The Charity provides a defned contribuCon pension scheme for its employees; the scheme meets the requirements of<br>Part 1 of the Pensions Act 2008 for auto-enrolment. Employer contribuCons are paid at rates between 6% - 13%. The<br>charge to the statement of fnancial acCviCes in the year was £70,790 (2024 : £62,602).||||
|||||



81 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **10 Employees (conJnued)** 

The average monthly number of employees during the year was: 

||**2025**<br>**2024**<br>**Number**<br>**Number**<br>12.3<br>12.0||
|---|---|---|
||||
|Total staf numbers|||
||||
|Full Cme equivalents (FTE's)|11.6<br>10.9||
||||
|**RemuneraJon of key management personnel**<br>The remuneraCon of key management personnel was as follows:<br>**2025**<br>**2024**<br>**£**<br>**£**<br>Aggregate compensaCon<br>**318,362**<br>**259,239**|||
||||
||||
||||
|Aggregate compensaCon|||
||||
|The key management personnel comprise the senior management team, made up of the Chief ExecuCve, Finance and<br>OperaCons Director, MarkeCng and CommunicaCons Senior Manager, Service Support Senior Manager and the<br>Wellbeing Development Senior Manager. Key management personnel represented 4.9 FTEs in 2025 (2024 : 4.3 FTE's).<br>The number of employees whose annual remuneraCon was more than £60,000 is as follows:|||
||||
||**2025**<br>**2024**<br>**Number**<br>**Number**||
||||
||||
|£80,001 - £90,000|**1**<br>**1**||



## **11 Trustee remuneraJon and expenses** 


year (2024 : Nil). 

During the year seven Trustees were reimbursed for expenses, totalling £1,894 (2024 : £1,799, six Trustees). These expenses were for travel, hotel accommodaCon, subsistence and sundries.  Further costs were incurred directly by the Charity in relaCon to travel and accommodaCon costs, totalling £1,352. Trustee expenses of £26 were incurred by one Trustee, but not claimed. 

Management liability insurance that also covers the Trustees, cosCng £1,275 (2024 : £1,335) was purchased during the year. 

## **12 Related party transacJons** 


One of the Charity Trustees is an employee of the Pharmacists' Defence AssociaCon (PDA). During the year the PDA donated £43,691 (2024 : £38,150) to the Charity. At 31 December 2025 there was a balance owing to the Charity of £35,579 (2024 : £6,358) of donaCons made by the PDA but not yet transferred. 

82 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **13 Volunteers** 

provide support or markeCng and fundraising acCviCes. Total expenses and training costs for volunteers in 2025 were £4,053 (2024 : £6,256). The Charity had 45 volunteers in 2025 (2024 : 42). 

||**2025**<br>**hours**|**2024**<br>**hours**|
|---|---|---|
||||
|**_Volunteers gave their 0me as follows:_**<br>- Listening Friends<br>- AddicCon Support<br>- Ambassadors|||
||72<br>-<br>111|69<br>2<br>113|
||||
||**183**|**184**|
||||



## **14 TaxaJon** 

The Charity is exempt from taxaCon on its acCviCes because all its income is applied for charitable purposes. 

**15 Fixed assets : Intangible assets** 

|**15**<br>**Fixed assets : Intangible assets**|||
|---|---|---|
|||**Sonware**<br>**2025**<br>**£**|
||||
||||
|**Cost or valuaJon**<br>At 1 January 2025<br>AddiCons<br>Disposals|||
|||132,106<br>18,300|
||||
||||
|||-|
||||
|||**150,406**|
|At 31 December 2025|||
||||
||||
||||
||||
||||



83 



## **Pharmacist Support** 

**Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**AmorJsaJon**<br>At 1 January 2025<br>Charge for the year<br>Eliminated on disposals||
|---|---|
||85,363<br>30,550<br>-|
|||
||**115,913**|
|At 31 December 2025||
|||
|**Net book value**<br>At 31 December 2025||
||**34,493**|
|||
|At 31 December 2024|**46,743**|
|||



84 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**16**<br>**Fixed assets : Tangible assets**|||||
|---|---|---|---|---|
||||||
||**Fixtures,**<br>**fongs and**<br>**equipment**|**IT Equipment**|**Total**<br>**2025**<br>**£**||
||||||
||**£**|**£**|||
|**Cost or valuaJon**<br>At 1 January 2025<br>AddiCons<br>Disposals|||||
||8,599<br>-<br>-|18,841<br>8,213<br>-|27,440<br>8,213<br>-||
||||||
||**8,599**|**27,054**|**35,653**||
|At 31 December 2025|||||
||||||
|**DepreciaJon and impairment**<br>At 1 January 2025<br>Charge for the year<br>Eliminated on disposals|2,640<br>1,419<br>-||||
|||16,339<br>3,948<br>-|18,979<br>5,367<br>-||
||||||
||**4,059**|**20,287**|**24,346**||
|At 31 December 2025|||||
||||||
|**Net book value**<br>At 31 December 2025|||||
||**4,540**|**6,767**|**11,307**||
||||||
|At 31 December 2024|**5,959**|**2,502**|**8,461**||
||||||
|All fxed assets are used for charitable purposes.|||||
||||||
||||||
||||||
||||||
||||||
||||||



85 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **17 Capital commitments** 

At 31 December 2025 the Charity had no capital commitments (2024 : None). 

## **18 Fixed assets : Investments** 

||**2025**<br>**£**<br>14,803,162<br>3,422,460<br>(4,062,095)<br>612,173|**2024**<br>**£**<br>14,522,910<br>4,084,126<br>(4,641,581)<br>837,707|
|---|---|---|
||||
|Market value at 1 January 2025<br>AddiCons at cost - Purchases<br>Disposals at fair value<br>Net investment gains|||
||||
||**14,775,700**|**14,803,162**|
|**Market value at 31 December 2025**|||
||||
|**Historic cost at 31 December 2025**|**12,964,387**|**13,455,325**|
||||



86 




**----- Start of picture text -----**<br>
2024<br>**----- End of picture text -----**<br>


## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **Fixed assets : Investments (conJnued)** 

## **18** 

An analysis of the market value of the Charity's investments is as follows: 

||**2025**<br>**£**<br>971,644<br>2,733,804<br>9,187,136<br>334,689<br>362,805<br>1,185,622|**2024**<br>**£**<br>857,214<br>2,785,130<br>9,236,220<br>329,050<br>358,380<br>1,237,168|**024**|
|---|---|---|---|
|||||
|UK EquiCes<br>UK Fixed Interest SecuriCes<br>Overseas EquiCes<br>Overseas Fixed Interest SecuriCes<br>Property<br>AlternaCve Investments||||
|||||
||**14,775,700**|**14,803,162**||
|||||
|||||
|All investments are carried at fair value and traded in quoted public markets.||||



|**19**<br>**Debtors**||**2024**<br>**£**<br>15,542<br>92,185<br>23,180<br>307|
|---|---|---|
||**2025**<br>**£**||
||||
|**Amounts falling due within one year:**<br>Trade debtors<br>Accrued income<br>Prepayments<br>Other debtors|||
||30,200<br>95,191<br>27,328<br>-||
||||
||**152,719**|**131,214**|
||||
|**20**<br>**Cash and cash equivalents**|||
||||
||**2025**<br>**£**<br>135,056<br>107,440|**2024**<br>**£**<br>116,856<br>138,645|
||||
|Short term cash investments<br>Cash at bank and in hand|||
||||
||**242,496**|**255,501**|
||||
||||



87 



## **Pharmacist Support** 

## **Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

**21 Creditors : amounts falling due within one year** 

||**2025**<br>**£**<br>14,902<br>13,562<br>62,475<br>16,363|**2024**<br>**£**<br>15,428<br>9,358<br>66,496<br>2,566|
|---|---|---|
||||
|Trade creditors<br>Other taxaCon and social security<br>Accruals and deferred income<br>Other creditors|||
||||
||**107,302**|**93,848**|
||||



## **22 OperaJng lease commitments** 

||**Land and**<br>**Buildings**<br>**2025**<br>**£**<br>23,977<br>41,960<br>-|**Other**<br>**2025**<br>**£**<br>1,560<br>5,070<br>-|**Total**<br>**2025**<br>**£**<br>**25,537**<br>**47,030**<br>**-**|
|---|---|---|---|
|||||
|||||
|Within one year<br>In two to fve years<br>In more than fve years||||
|||||
||**65,937**|**6,630**|**72,567**|
|**At 31 December 2025**||||
|||||
||**Land and**<br>**Buildings**<br>**2024**<br>**£**<br>23,977<br>65,937<br>-|**Other**<br>**2024**<br>**£**<br>-<br>-<br>-|**Total**<br>**2024**<br>**£**<br>**23,977**<br>**65,937**<br>**-**|
|||||
|||||
|Within one year<br>In two to fve years<br>In more than fve years||||
|||||
||**89,914**|**-**|**89,914**|
|**At 31 December 2024**||||



88 



## **Pharmacist Support** 

## **Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**23**<br>**Funds**||||
|---|---|---|---|
|||||
||**Unrestricted**<br>**funds**<br>**2025**<br>**£**<br>15,151,233<br>515,035<br>(1,169,026)<br>612,171|**Restricted**<br>**funds**<br>**2025**<br>**£**<br>-<br>-<br>-<br>-|**Total Funds**<br>**2025**<br>**£**<br>15,151,233<br>515,035<br>(1,169,026)<br>612,171|
|||||
|||||
|At 1 January 2025<br>Incoming resources<br>Resources expended<br>Gains and losses||||
|||||
||**15,109,413**|**-**|**15,109,413**|
|**At 31 December 2025**||||
|||||
||**General fund**<br>**2024**<br>**£**<br>14,823,270<br>666,304<br>(1,176,054)<br>837,713|**Restricted**<br>**funds**<br>**2024**<br>**£**<br>-<br>-<br>-<br>-|**Total Funds**<br>**2024**<br>**£**<br>14,823,270<br>666,304<br>(1,176,054)<br>837,713|
|||||
|||||
|At 1 January 2024<br>Incoming resources<br>Resources expended<br>Gains and losses||||
|||||
||**15,151,233**|**-**|**15,151,233**|
|**At 31 December 2024**||||
|||||
|||||
|||**Unrestricted**<br>**funds**<br>**2025**<br>**£**<br>45,800<br>14,775,700<br>287,913|**Unrestricted**<br>**funds**<br>**2024**<br>**£**<br>55,204<br>14,803,162<br>292,867<br>**15,151,233**|
|||||
|||||
|Tangible fxed assets<br>Investments<br>Net current assets||||
|||||
|||||
|||||
|||**15,109,413**||
|**At 31 December 2025**||||



89 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

|**25**|**Financial instruments**||||
|---|---|---|---|---|
|||**2025**|**2024**||
|||**£**|**£**||
||**Financial assets:**||||
||Financial assets measured at fair value through proft and loss|14,775,700|14,803,162||
||Financial assets measured at amorCsed cost|367,885|363,533||
|||**15,143,585**|**15,166,695**||
||**Financial liabiliJes:**||||
||Financial liabiliCes measured at fair value through proft and loss|-|-||
||Financial liabiliCes measured at amorCsed cost|107,302|93,848||
|||**107,302**|**93,848**||
||Financial assets measured at fair value through the statement of fnancial acCviCes comprise investments.||||
||Financial assets measured at amorCsed cost comprise trade debtors, accrued income and other debtors.||||
||Financial liabiliCes at amorCsed cost comprise trade creditors, other creditors and accruals.||||



90 



## **Pharmacist Support Notes to the Financial Statements (conJnued) For the Year Ended 31st December 2025** 

## **26 Analysis of change in net debt** 

||**At 1/1/25**<br>**£**<br>116,856<br>138,645|**Cash fows**<br>**£**<br>18,200<br>(31,204)|**At 31/12/25**<br>**£**<br>**135,056**<br>**107,440**|
|---|---|---|---|
|||||
|Short term cash investments<br>Cash at bank and in hand||||
|||||
||**255,501**|**(13,005)**|**242,496**|
|||||
|||||
||**At 1/1/24**<br>**£**<br>219,111<br>45,327|**Cash fows**<br>**£**<br>(102,246)<br>93,309|**At 31/12/24**<br>**£**<br>**116,856**<br>**138,645**|
|||||
|Short term cash investments<br>Cash at bank and in hand||||
|||||
||**264,438**|**8,937**|**255,501**|
|||||
|||||



## **27 UlJmate Controlling Party** 

The Charity is under the control of the Board of Trustees. 

- **28 Reclassification of Comparative Figures** 

The prior year comparatives have been restated to amend the recognition of short-term cash investments. This includes the recognition of income and capital account cash balances, held with Rathbones Investments, to be shown as current asset investments, and the treatment of bank balances held. 

In the prior year £116,856 was included within the _'Fixed Asset : Investment'_ figure, related to cash balances held with Rathbones Investments. The amendment reduces fixed asset investments from £14,920,018 to £14,803,162, and increasing short term cash investments to £116,856 from £Nil. 

In the prior year £88,596 was included within _'Short-Term Cash Investments',_ related to deposit balances held with Lloyds Bank Plc. The amendment reduces short-terms cash investments by £88,596 and increases cash at bank and in hand by from £50,046 to £138,645. 

91 



## **Pharmacist Support Legal and AdministraJve InformaJon For the Year Ended 31st December 2025** 

|**Company RegistraJon**|**Number**|09237609 (England and Wales)|
|---|---|---|
|**Charity Number**||1158974|
|**Registered ofce and principal**||**address**|
|3B Blackfriars House|||
|Parsonage|||
|Manchester|||
|M3 2JA|||
|**Telephone Number**||0808 168 2233|
|**Web Address**||www.pharmacistsupport.org|
|**Trustees**|||
|Esther Sadler-Williams|-|Chair|
|Mark Sweeney|-|Vice Chair|
|Leah Davies|||
|Paul Day|||
|David Downham|||
|Mohammed Hussain|||
|Mala Khiroya|||
|Raj Nutan|||
|Alison Scowcrom|||
|Sarah Willis|||
|**Senior Management**|||
|Danielle Hunt|-|Chief ExecuCve|
|Sarah Crawford|-|Finance and OperaCons Director & Deputy Chief ExecuCve (_From February 2025_)|
|Kate Westbrook|-|MarkeCng and CommunicaCons Senior Manager|
|Joanne Gahan|-|Service Support Senior Manager|
|Melissa Cochrane|-|Wellbeing Development Senior Manager|
|**Principal Bankers**|||
|Lloyds Bank Plc|||
|42-46 Market Street|||
|Manchester|||
|M1 1PW|||
|The Co-operaCve Bank|||
|70-72 Cross Street|||
|Manchester|||
|M2 4JG|||



92 



## **Pharmacist Support Legal and AdministraJve InformaJon For the Year Ended 31st December 2025** 

## **Investment Managers** 

Rathbones Group Plc (IncorporaCng Investec Wealth & Investment (UK)) 30 Gresham Street London EC2V 7QP 

## **Solicitors** 

Shakespeare MarCneau Solicitors Waterfront House Waterfront Plaza 35 StaCon Street No_ngham NG2 3DQ 

## **Auditors** 

Crowe U.K. LLP 3rd Floor St George's House 56 Peter Street Manchester M2 3NQ 

93 



## **Get in touch.** 

Visit: 

Email: Call: 

**pharmacistsupport.org info@pharmacistsupport.org 0808 168 2233** 

Connect: 

**Keep up to date with our latest developments and resources to support you and your pharmacy team by signing up to our free charity e-newsletter.** 




Pharmacist Support is a charitable company limited by guarantee registered in England & Wales, company no 9237609 & charity no 1158974